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HomeMy WebLinkAbout2026-4690 - Ordinance - 05/28/2026ORDINANCE NO. 2026-4690 AN ORDINANCE OF THE CITY OF COLLEGE STATION, TEXAS, AMENDING THE OFFICIAL CITY OF COLLEGE STATION COMPREHENSIVE PLAN TO EXPIRE THE NORTHGATE REDEVELOPMENT PLAN, THE REVISED WOLF PEN CREEK MASTER PLAN, THE NORTHGATE REDEVELOPMENT IMPLEMENTATION PLAN, THE MEDICAL DISTRICT MASTER PLAN, AND THE BICYCLE, PEDESTRIAN, AND GREENWAYS MASTER PLAN; AND BY ADDING THE ACTIVE TRANSPORTATION MASTER PLAN; AND TO AMEND THE TEXT OF THE COMPREHENSIVE PLAN CHAPTER 1. PLAN FOUNDATION, CHAPTER 2. DISTINCTIVE PLACES, CHAPTER 3. STRONG NEIGHBORHOODS, CHAPTER 4. A PROSPEROUS ECONOMY, CHAPTER 5. ENGAGING SPACES, CHAPTER 6. INTEGRATED MOBILITY, CHAPTER 7. EXCEPTIONAL SERVICE, CHAPTER 8. MANAGED GROWTH, CHAPTER 9. COLLABORATIVE PARTNERSHIPS, AND CHAPTER 10. PLAN IMPLEMENTATION; AND TO AMEND THE COMPREHENSIVE PLAN — PLANNING AREAS MAP TO REMOVE THE MEDICAL DISTRICT MASTER PLAN AND RENAME THE HARVEY ROAD REDEVELOPMENT AREA TO THE HARVEY ROAD CORRIDOR REDEVELOPMENT PLAN; AND TO AMEND THE COMPREHENSIVE PLAN — FUNCTIONAL CLASSIFICATION & CONTEXT CLASS MAP TO RECLASSIFY PEBBLE CREEK PARKWAY FROM A MINOR ARTERIAL TO A MAJOR COLLECTOR; PROVIDING A SEVERABILITY CLAUSE; PROVIDING AN EFFECTIVE DATE; AND CONTAINING OTHER PROVISIONS RELATED THERETO. BE IT ORDAINED BY THE CITY COUNCIL OF THE CITY OF COLLEGE STATION, TEXAS: PART 1: That the "Official City of College Station Comprehensive Plan" is hereby amended by expiring the Northgate Redevelopment Plan, the Revised Wolf Pen Creek Master Plan, the Northgate Redevelopment Implementation Plan, the Medical District Master Plan, and the Bicycle, Pedestrian, and Greenways Master Plan; and adding the Active Transportation Master Plan as shown in Exhibit "E" attached hereto and made a part hereof; and adding new Subsections "B.8", "C.6", 46C.755, 64C.899, 64C.999 , "C.10" "D. Le" `B.2.d" "B.2.e" `B.3.e" of Exhibit "A" thereto as set out in Exhibit "A" attached hereto and made a part hereof; and by amending the text in Chapter 1. Plan Foundation, Chapter 2. Distinctive Places, Chapter 3. Strong Neighborhoods, Chapter 4. A Prosperous Economy, Chapter S. Engaging Spaces, Chapter 6. Integrated Mobility, Chapter 7. Exceptional Service, Chapter 8. Managed Growth, Chapter 9. Collaborative Partnerships, and Chapter 10. Plan Implementation as set out in Exhibit `B" attached hereto and made a part hereof; and by amending a portion of Map 2.1 titled "Planning Areas Map" by removing the Medical District Master Plan, renaming the Harvey Road Redevelopment Area to the Harvey Road Corridor Redevelopment Plan, and adjusting the planning area boundaries as set out in Exhibit "C" and by amending a portion of Map 6.2 titled "Functional Classification & Context Map" by reclassifying Pebble Creek Parkway from Minor Arterial to a Major Collector as shown in Exhibit "D" attached hereto and made a part hereof. ORDINANCE NO. 2026-4690 Page 2 of 12 PART 2: That if any provisions of any section of this Ordinance shall be held to be void or unconstitutional, such holding shall in no way affect the validity of the remaining provisions or sections of this Ordinance, which shall remain in full force and effect. PART 3: That this Ordinance shall take effect immediately from and after its passage. PASSED, ADOPTED and APPROVED this 28th day of Mav, 2026. ATTEST: APP E� -�"'"''� City Secretary M� or APPROVED: Qww 1 hV#Vta, City Attorney ORDINANCE NO. 2026-4690 EXHIBIT A Page 3 of 12 That Ordinance No. 4303 adopting the "Official City of College Station Comprehensive Plan" as amended, is hereby amended by removing Subsections "13.1", "13.255, 4613.391, "13.4", and "13.6" and adding Subsection `13.8" and renumbering Subsection B; and adding Subsections "C.6", 46C.7", 46C.855, "C.9", "C.10", "D. Le", "E.2.d", "E.2.e", and "E.3.e" to Exhibit "A" of said plan for Exhibit "A" to read in its entirety as follows: A. Comprehensive Plan The Official City of College Station Comprehensive Plan (Ordinance 4303) is hereby adopted and consists of the following: 1. Plan Foundation; 2. Distinctive Places; 3. Strong Neighborhoods; 4. A Prosperous Economy; 5. Engaging Spaces; 6. Integrated Mobility; 7. Exceptional Services; 8. Managed Growth; 9. Collaborative Partnerships; and 10. Plan Implementation B. Master Plans The following Master Plans are hereby adopted and made a part of the Official City of College Station Comprehensive Plan: 1. Parks, Recreation, and Open Spaces Master Plan dated July 2011; 2. Economic Development Master Plan dated February 2026; 3. The Water System Master Plan dated April 2017; 4. The Wastewater System Master Plan dated April 2017; 5. Northeast Gateway Redevelopment Plan dated September 2023; 6. Wellborn District Plan dated October 2023; 7. Housing Action Plan dated September 2024; and 8. Active Transportation Master Plan dated May 2026. ORDINANCE NO. 2026-4690 C. Master Plan Amendments Page 4 of 12 The following Master Plan Amendments to the Official City of College Station Comprehensive Plan are as follows: 1. Expiring the East College Station Transportation Study dated May 2005 Ordinance 4404, dated November 10, 2022. 2. Expiring the Central College Station Neighborhood Plan dated June 2010 Ordinance 4404, dated November 10, 2022. 3. Expiring the Eastgate Neighborhood Plan dated June 2011 — Ordinance 4404, dated November 10, 2022. 4. Expiring the Southside Area Neighborhood Plan dated August 2012 — Ordinance 4404, dated November 10, 2022. 5. Expiring the South Knoll Neighborhood Plan dated September 2013 — Ordinance 4404, dated November 10, 2022. 6. Expiring the Bicycle, Pedestrian, and Greenways Master Plan dated January 2010 — this Ordinance dated May 28, 2026. 7. Expiring the Northgate Redevelopment Plan dated November 1996 — this Ordinance, dated May 28, 2026. 8. Expiring the Revised Wolf Pen Creek Master Plan dated 1998 — this Ordinance, dated May 28, 2026. 9. Expiring the Northgate Redevelopment Implementation Plan dated July 2003 — this Ordinance, dated May 28, 2026. 10. Expiring the Medical District Master Plan dated October 2012 — this Ordinance, dated May 28, 2026. D. Text Amendments The following Text Amendments to the Official City of College Station Comprehensive Plan are as follows: 1. Text Amendments: a. Chapter 2. Distinctive Places by amending the text regarding the Neighborhood Center future land use description, intent, and generally appropriate zoning districts — Ordinance 4351, dated April 28, 2022. b. Chapter 2. Distinctive Places by amending the text regarding the Planning Areas description to remove expired plans — Ordinance 4404, dated November 10, 2022. c. Chapter 2. Distinctive Places by amending the text regarding the Planning Areas description to rename the Texas Avenue & University Drive (FM 60) ORDINANCE NO. 2026-4690 Page 5 of 12 Redevelopment Area to the Northeast Gateway Redevelopment Plan — Ordinance 4470, dated September 28, 2023. d. Chapter 2. Distinctive Places by amending the text regarding the Planning Areas description to update it to the Wellborn District Plan, to revise the Future Land Use & Character descriptions to remove the Wellborn future land use and incorporate it and the Wellborn -specific zoning districts into the Neighborhood Commercial, Suburban Residential, and Estate Residential future land use descriptions and generally appropriate zoning districts — Ordinance 4474, dated October 12, 2023. e. Chapter 1. Plan Foundation, Chapter 2. Distinctive Places, Chapter 3. Strong Neighborhoods, Chapter 4. A Prosperous Economy, Chapter 5. Engaging Spaces, Chapter 6. Integrated Mobility, Chapter 7. Exceptional Service, Chapter 8. Managed Growth, Chapter 9. Collaborative Partnerships, and Chapter 10. Plan Implementation by amending text based on the recommendations of the Comprehensive Plan 5-Year Evaluation & Appraisal Report 2025 to remove repeated or redundant narrative and outdated information; update existing conditions and contextual data; incorporate strategies and narrative related to the updated Economic Development Master Plan; amend the implementation table to include action items for Chapter 4; and combine and add action items to improve clarity for implementation — this Ordinance, dated May 28, 2026 E. Map Amendments The following Map Amendments to the Official City of College Station Comprehensive Plan are as follows: 1. Future Land Use & Character Map: a. Approximately 5 acres of land generally located at 2354 Barron Road from Suburban Residential to Neighborhood Commercial — Ordinance 4365, dated June 23, 2022. b. Approximately 17 acres of land generally located at 400 Double Mountain Road from Medical to Urban Residential — Ordinance 4378, dated August 11, 2022. c. Approximately 0.19 acres of land generally located at 106 Southland Street from Suburban Residential to Neighborhood Commercial — Ordinance 4388, dated September 8, 2022. d. Approximately 2.611 acres of land, generally located at 100 - 170 Graham Road from Business Center to Neighborhood Commercial — Ordinance 4435, dated May 15, 2023. e. Amended as shown in the Northeast Gateway Redevelopment Plan — Ordinance 4470, dated September 28, 2023. ORDINANCE NO. 2026-4690 Page 6 of 12 £ Amended as shown in the Wellborn District Plan — Ordinance 4474, dated October 12, 2023. g. Approximately 3.25 acres of land generally located west of the intersection of Nantucket Drive and State Highway 6 S from Suburban Residential and Natural and Open Areas to Neighborhood Commercial and Natural and Open Areas — Ordinance 4520, dated May 23, 2024. h. Approximately 3 acres of land generally located at located at 116 and 120 Morgans Lane from Urban Residential to General Commercial — Ordinance 4525, dated June 27, 2024. i. Approximately 11 acres of land generally located at 3182 Holleman Drive South from Mixed Residential and Natural & Open Areas to Urban Residential — Ordinance 4566, dated December 12, 2024. j. Approximately 1.047 acres of land generally located at 3423 Cain Road and 3197 Holleman Drive South from Mixed Residential to General Commercial — Ordinance 4571, dated January 23, 2025. k. Approximately 3.60 acres of land generally located at 3768 McCullough Road from Estate Residential to Neighborhood Commercial — Ordinance 4578, dated February 27, 2025 1. Approximately 2.752 acres of land generally located at 2360 Harvey Mitchell Parkway South from General Commercial to Urban Residential — Ordinance 4596, dated June 12, 2025. m. Approximately 2.5 acres of land generally located south of the intersection of University Drive East and East Crest Drive from General Commercial to Urban Residential — Ordinance 4609, dated August 14, 2025. n. Approximately 6.995 acres of land generally located at 8650 Turkey Creek Road from Neighborhood Center to Urban Residential — Ordinance 4660, dated March 26, 2026. 2. Planning Areas Map: a. Removing the Central College Station Neighborhood Plan, Eastgate Neighborhood Plan, Southside Area Neighborhood Plan, and South Knoll Neighborhood Plan — Ordinance 4404, dated November 10, 2022. b. Renaming the Texas Avenue & University Drive (FM 60) Redevelopment Area to the Northeast Gateway Redevelopment Plan — Ordinance 4470, dated September 28, 2023. c. Renaming the Wellborn Community Plan to the Wellborn District Plan — Ordinance 4474, dated October 12, 2023. d. Removing the Medical District Master Plan and renumbering the planning areas — this Ordinance, dated May 28, 2026. e. Renaming the Harvey Road Redevelopment Area to the Harvey Road Corridor Redevelopment Plan, and adjusting the planning area boundaries — this Ordinance, dated May 28, 2026 ORDINANCE NO. 2026-4690 Page 7 of 12 3. Functional Classification & Context Class Map: a. Amended as shown in the Northeast Gateway Redevelopment Plan — Ordinance 4470, dated September 28, 2023. b. Amended as shown in the Wellborn District Plan Ordinance 4474, dated October 12, 2023. c. Amended to remove the future extension of Pebble Creek Parkway, a Minor Arterial, between St. Andrews Drive and the future Minor Arterial to the south — Ordinance 4672, dated April 9, 2026 d. Amended to remove the future extension of Pavilion Avenue, a Minor Collector, between Sebesta Road and State Highway 6 — Ordinance 4677, dated May 18, 2026 e. Amended to reclassify Pebble Creek Parkway shown as a Minor Arterial to a Major Collector — this Ordinance, dated May 28, 2026. F. General 1. Conflict. All parts of the Comprehensive Plan and any amendments thereto shall be harmonized where possible to give effect to all. Only in the event of an irreconcilable conflict shall the later adopted ordinance prevail and then only to the extent necessary to avoid such conflict. Ordinances adopted at the same city council meeting without reference to another such ordinance shall be harmonized, if possible, so that effect may be given to each. 2. Purpose. The Comprehensive Plan is to be used as a guide for growth and development for the entire City and its Extraterritorial Jurisdiction (" ETJ"). The Comprehensive Plan depicts generalized locations of proposed future land uses, including thoroughfares, bicycle and pedestrian ways, parks, greenways, and waterlines, and sewer lines that are subject to modification by the City to fit local conditions and budget constraints. 3. General nature of Future Land Use. The Comprehensive Plan, in particular the Future Land Use & Character Map and any adopted amendments thereto, shall not be, nor be considered, a zoning map, shall not constitute zoning regulations or establish zoning boundaries, and shall not be site or parcel specific but shall be used to illustrate generalized locations. 4. General nature of College Station Comprehensive Plan. The Comprehensive Plan and any additions, amendments, master plans and subcategories thereto depict same in generalized terms including future locations; and are subject to modifications by the City to fit local conditions, budget constraints, cost participation, and right-of-way ORDINANCE NO. 2026-4690 Page 8 of 12 availability that warrant further refinement as development occurs. Linear routes such as thoroughfares, bikeways, pedestrian ways, greenways, waterlines, and sewer lines that are a part of the Comprehensive Plan may be relocated by the City 1,000 feet from the locations shown in the Comprehensive Plan without being considered an amendment thereto. 5. Reference. The term College Station Comprehensive Plan includes all of the above in its entirety as if presented in full herein, and as same may from time to time be amended. ORDINANCE NO. 2026-4690 EXHIBIT B Page 9 of 12 That the "Comprehensive Plan of the City of College Station" is hereby amended by amending the text in Chapter 1. Plan Foundation, Chapter 2. Distinctive Places, Chapter 3. Strong Neighborhoods, Chapter 4. A Prosperous Economy, Chapter 5. Engaging Spaces, Chapter 6. Integrated Mobility, Chapter 7. Exceptional Service, Chapter 8. Managed Growth, Chapter 9. Collaborative Partnerships, and Chapter 10. Plan Implementation to read in its entirety as follows: CITY OF COLLEGE STATION "Ho me a f Texas AerM UraiversftyW COMPREHENSIVE PLAN Contents 4 CHAPTER] 82 CHAPTER 6 Plan Foundation Integrated Mobility 18 CHAPTER 2 102 CHAPTER 7 Distinctive Places Exceptional Services 51 CHAPTER 3 125 CHAPTER 8 Strong Neighborhoods Managed Growth 67 CHAPTER 4 138 CHAPTER 9 A Prosperous Economy Collaborative Partnerships 71 CHAPTER 5 147 CHAPTER 10 Engaging Spaces Plan Implementation The Comprehensive Plan contains future land use categories that serve as policy guides and set expectations for how land within the City of College Station should be developed and used in the future. The terms future land use and zoning often get confused, but they are separate tools and processes. Future land use serves as a guide for how areas of the city may develop in the future. In contrast, zoning regulates how a specific property can be developed and used today. The Comprehensive Plan does not constitute zoning regulations or establish zoning boundaries. I l Contents MAPS 32 Map 2.1: Planning Areas 33 Map 2.2: Future Land Use & Character 48 Map 2.3: Community Assets & Image Corridors 74 Map 5,1: Parks and Greenways 99 Map 6.1: 2045 Traffic Volumes with Programmed Projects 100 Map 6.2: Thoroughfare Plan - Functional Classification & Context Zones 101 Map 6,3: 2045 Future Levels of Service 120 Map 7.1: Public Facilities FIGURES 7 Figure 1.1; Planning Area 10 Figure 1.2: The Comprehensive Plan: City -Wide Direction 54 Figure 3.1: Housing Condition Definitions 54 Figure 3.2: Condition of Housing Units 56 Figure 3.3: College Station Population Growth, 1990-2025 57 Figure 3.4: Median Home Sales Price, 2014-2023 85 Figure 6.1: Activities Analyzed by Travel Demand Model 127 Figure 8.1: Population since 1940 128 Figure 8.2: 2030 Population Projections 129 Figure 8,3: Increasing Development Fragmentation 129 Figure 8A Annexation History 149 Figure 10,1: Comprehensive Plan Direction & Implementation TABLES 31 Table 2.1: Summary of Future Land Use Acreages 154 Table 10.1: Action Plan & Funding Sources i PLAN 1 FOUNDATION The College Station 2009-2030 Comprehensive Plan serves as a statement of the community's vision for the future. It provides goals, policies, and actions on a broad range of topics and provides strategic direction to guide the city's physical growth while maintaining a high quality of life. This plan is comprehensive in the true sense of the word. Every aspect of the City's planning strategy is tied closely to the Vision created through intensive community participation. This Vision guides the City's initiatives, organizational and departmental strategic plans, and the responsibilities of City personnel and appointed boards. The Comprehensive Plan is the broadest and most long-term policy guide for the decisions made on behalf of the community. AMENDED MAY 28, 2026 College Station's Comprehensive Plan was created over several years and involved thousands of citizen volunteer hours. It represents how the citizens of College Station envision our community growing and changing in the future. The plan calls for an evaluation every five years that recommends appropriate plan updates. The plan was updated at the 5,10, and 15-year mark to ensure the plan's vision, goals, and actions incorporate changing conditions and continue to reflect our community's vision for the future. 'TAMU Department of Accountability Background College Station is home to a diverse population, unique neighborhoods, quality schools, and integrated natural areas, with access to shopping, recreation, and the arts all adding to the city's unique quality of life, College Station is located in Brazos County in south-central Texas, The city lies within the Texas Triangle formed between Dallas - Austin -San Antonio -Houston and is within a four- hour drive of more than 21 million people, College Station is also the home of Texas A&M University, the state's first public institution of higher education, With a student enrollment over 68,1151 in fall 2023 and a 5,200 acre 2campus, the university is the largest in the state. Texas A&M University is one of sixteen R1 Research Universities in Texas,' meaning it engages in the highest levels of research activity, and boasts a number of degree programs ranked among the top 10 in the nation. Texas A&M University is one of a select few universities to hold the triple designation as a land-grant, sea -grant, and space -grant university - the land grant designation signifies a commitment to agricultural and mechanical education and trades, the sea -grant designation indicates dedication to the use and conservation of aquatic resources, and the space -grant designation expands opportunities for Texas A&M University students to participate in NASA -led space projects. The university brings diversity of culture, race, and nationality to College Station, reflecting much of the vibrancy, tradition, and spirit that make the city a special place, College Station businesses and residents enjoy a strong local economy, The city was recently ranked No. 3 on the Milken Institute's list of best - performing large cities in Texas,4 As the region's largest employer, Texas A&M University is a key driver of the local economy. The City benefits from tourism and hospitality demand fueled by collegiate sporting events and the George Bush Presidential Library and Museum, one of the region's most popular tourist attractions with over 125,000 annual visitors, 'Texas Higher Education Coordinating Board, 2025 ITAMU History 'Milken Institute, 2026 CSTX,GOV I COLLEGE STATION COMPREHENSIVE PLAN In the city-wide 2016 Citizen Survey, College Station residents selected "friendly people, family -friendly, good quality of life" as their top -ranked value about living in College Station.' The city is among the safest and most family -friendly communities in Texas, consistently maintaining one of the state's lowest crime rates. College Station is consistently recognized as one of the nation's best college towns and within the top 10 cities for families and retirees.6 An emphasis on quality education through the College Station Independent School District and Texas A&M University contributes to the city's vibrant, forward -thinking community. College Station also boasts nearly 2,000 acres of beautifully maintained public parks and greenway trails, miles of bicycle and pedestrian paths, sports leagues of various kinds, and entertainment programming and events, all of which contribute to the city's high quality of life and make it one of the most livable communities in Texas. Legal Basis The Texas Local Government Code, Section 213.002, allows municipalities to adopt a comprehensive plan for the long-range development of the municipality and to promote sound development, public health, safety, and welfare. Municipalities may define the content and design of the comprehensive plan, which may include, but is not limited to, content relating to land use, mobility, and public facilities, and may be used to coordinate and guide the establishment of development regulations, A municipality may also define the relationship between its comprehensive plan and development regulations by providing standards for determining the consistency required between the two. The City of College Station requires zoning changes to be in compliance with the adopted Comprehensive Plan. The City has established and appointed a joint Planning and Zoning Commission, The Texas Local Government Code tasks the Commission with the preparation of the Comprehensive Plan and providing a recommendation to the City Council for action, The Commission is also responsible for reviewing changes or amendments to the plan and making recommendations to the City Council. What is the Comprehensive Plan? The Comprehensive Plan is a statement of the community's vision for the future and a guide to achieving that vision, The Comprehensive Plan anticipates and guides physical development in a manner that provides College Station with a balance of land uses that promote economic development while retaining the quality of life, The Comprehensive Plan is not a "zoning regulation" and it does not affect existing approved zoning. Instead, it provides a foundation and policy guidance in the form of text, maps, and specific actions related to land use and character, neighborhoods, housing, environment, economic development, mobility, and related topics. The plan is implemented over time through the City's short-term strategic plans, annual budgets, ordinances, codes, and development standards, 'City of College Station 2016 Citizen Survey 6Cardrates.com (2018), IN che.com (2018), and USA Today (2013) CSTX,GOV I COLLEGE STATION COMPREHENSIVE PLAN Planning Area For the purposes of this Comprehensive Plan, the planning area is shown in Figure U: Planning Area and is described as the city limits of College Station and the Extraterritorial Jurisdiction (ETJ) which is a five -mile radius around the city (excluding other cities and their ETJ areas). The City is authorized by Texas Local Government Code, Section 42.021 to extend aspects of its development regulations into its ETJ. College Station's ETJ directly abuts the ETJ of the City of Bryan to the north and lies very near the ETJ of the City of Navasota to the south. What is Planning? Planning is the process that considers the physical, social, and economic aspects of the community and examines the connections between them. Planning is how we make decisions about the future of our city. The goal of planning is to further the welfare of our community by creating convenient, equitable, healthy, efficient, economically viable and attractive places for current and future generations. Planning History In College Station College Station has engaged in city planning since its inception in 1938. The City established its first Zoning Commission and adopted a zoning ordinance shortly after incorporation, The earliest document that resembles a comprehensive plan for the City was the Brazos Area Plan, a regional -scale plan dating from the early 1960s, The City adopted several interim reports in the mid-1970s before adopting its first City -specific plan in 1975. The first contemporary comprehensive plan was adopted in 1980 and updated in 1989, In 1997, the City adopted a new comprehensive plan, which underwent numerous updates and served as the foundation for this plan. The 2009-2030 Comprehensive Plan was originally adopted in May 2009, amended after the 5-year evaluation, and overhauled after the 10-year evaluation to ensure the plan incorporates changing conditions and accurately reflects our community's vision. A plan that is current and comprehensive is essential to sustaining a high quality of life, The City of College Station Comprehensive Plan builds upon the City's previous planning efforts and will be used to guide decisions, both public and private, that will shape the city for years to come. CSTX,GOV I COLLEGE STATION COMPREHENSIVE PLAN 7 Planning Process and Public Participation PLAN CREATION: 2006-2009 In 2006, the City Council initiated the process of updating the City's 1997 Comprehensive Plan, From the beginning, the City Council worked to ensure that the plan reflected the vision and aspirations of the city's residents and responded to the specific opportunities and challenges facing College Station at that time. In July 2006, the City Council appointed 18 citizens to the Comprehensive Plan Advisory Committee, with five additional members added in August 2008. There were 21 additional members of the Advisory Committee who represented the home building industry, Texas A&M University, the ETJ, and various area organizations and inter -governmental entities such as the City of Bryan and the Texas Department of Transportation. A Staff Resource Team was also formed as an advisory body to help facilitate coordination between City departments and aid the development of the Comprehensive Plan, Public participation was central to the creation of the Plan, Engagement methods included focus groups with more than 100 residents, a Citizens' Congress attended by over 400 participants, and more than 2,500 completed surveys. Draft materials were shared through two open house events and joint workshops with the Planning & Zoning Commission and City Council, allowing for review and public comment, After several years of refinement, the Comprehensive Plan was formally adopted in May 2009. PLAN UPDATES: 2015 & 2021 In 2014, the Plan underwent its first 5-year evaluation, which resulted in several updates that were adopted in 2015. In 2019, at the Plan's half -way point, City staff launched 'The Next 10,' a 10-year evaluation and appraisal process, more rigorous in scope than the previous five-year evaluation. A 13-member Comprehensive Plan Evaluation Committee, City staff, and a Staff Resource Team guided the process, which involved multiple rounds of community input engaging over 800 citizens during a 16-month period from July 2019 to October 2020. The Next 10 process resulted in an evaluation and appraisal report that contained an updated vision and goals based on citizen feedback, a set of potential amendments to key maps, a list of potential strategies and actions, and recommendations to streamline and modernize the City's Comprehensive Plan, These recommendations were incorporated through several updates to the Plan that were adopted in October 2021, CSTX,GOV I COLLEGE STATION COMPREHENSIVE PLAN C LATEST PLAN UPDATE; 2026 Building on the City's intentional practice of periodic evaluation, the 5-Years Forward process launched in 2024 to assess implementation progress and changing conditions since the 10-year update. The process included; • A city-wide Existing Conditions Report documenting current demographic, economic, housing, and land use trends. • An audit of the implementation plan and progress made towards achieving the action items outlined in the Plan. • A structured community engagement process with surveys, focus groups, stakeholder interviews, and public meetings to gather input on community priorities, challenges, and opportunities. • An emphasis on aligning the Plan with ongoing small area plans, corridor studies, and strategic initiatives adopted since 2021. Community engagement was the foundation of the 5-year evaluation process, ensuring that the Plan continues to reflect the voices and priorities of College Station residents, businesses, institutions, and community partners. Between February and July 2025, the City's Planning & Development Services Department, in coordination with Community Development, led an inclusive campaign that aligned with the City's 2025-2029 Housing Consolidated Plan process. More than 500 individual touchpoints were documented through surveys, focus groups, public meetings, stakeholder interviews, informal outreach, and digital engagement. Across all formats, participants consistently emphasized several priority themes; • Expanding affordable and diverse housing options. • Improving public transportation and infrastructure. • Strengthening workforce development and economic opportunities, • Protecting neighborhood character while accommodating future growth. These contributions have been synthesized into actionable themes documented in the 5-Year Evaluation and Appraisal Report and incorporated into the subsequent plan update. Together, they ensure that the Comprehensive Plan continues to reflect community values, address emerging challenges, and position College Station for a resilient and prosperous future. The 5-year (2026) update implements these recommendations by; • Revising text throughout the plan to reflect current context and remove outdated data • Updating all maps to reflect changes since the 10-year update and adding an "as of" date • Eliminating repetitive or redundant narrative • Incorporating additional narrative and strategies from the Economic Development Master Plan • Revising the implementation table to clarify the intent of certain action items and align them with specific staff responsibilities CSTX,GOV I COLLEGE STATION COMPREHENSIVE PLAN Vision for the Future A vision statement reflects the community's desires for the future, and it is one of the most important parts of the Comprehensive Plan, This statement was developed through input from hundreds of community residents. College Station, the proud home of Texas A&M University and the heart ofAggieland, will serve as an example of a vibrant, forward -thinking, knowledge -based community, that promotes the highest quality of life. The vision statement is the starting point for the Comprehensive Plan, The following plan narrative, maps, and actions derive their principal direction from the vision. Topic -specific goals and actions build upon the vision statement, The Comprehensive Plan is further supported by several focused master plans, district, and neighborhood plans. Collectively, these planning efforts are implemented by a multitude of policies, City Council strategic initiatives, annual budgets, capital improvement programming, the City's organizational and departmental strategic plans, and City ordinances, codes, and development standards, as depicted in Figure 1.2: The Comprehensive Plan: City -Wide Direction and further discussed in Chapter 10: Plan Implementation, These efforts culminate in the individual actions and responsibilities of the City Council, the City's staff, and appointed citizen boards and commissions, Figure 1.2: The Comprehensive Plan: City -Wide Direction Overall city- wide direction Focused planning Implementation Capital Improvement Plan (CIP) City Council Strategic Plan Departmental Work Programs & Budget Codes & Ordinances CSTX,GOV I COLLEGE STATION COMPREHENSIVE PLAN 1I Plan Goals & Structure The Comprehensive Plan is of interest to city residents, home buyers, investors, developers, students, business owners, and others interested in how College Station proposes to respond to the opportunities and challenges likely to appear in the next 10 years. The plan narrative is divided into topic -based chapters with each containing a specific goal that builds upon the City's vision statement, along with narrative, maps, and strategic and ongoing actions crafted to provide direction to realize the community's vision. Each goal and a summary of the chapter is provided below. CHAPTER 2; DISTINCTIVE PLACES GOAL: Vibrant and distinct districts, attractive neighborhoods, revitalized gateways and corridors, and conserved natural areas, grounded in environmental stewardship and resiliency. This chapter establishes effective planning strategies for future growth, infill, and appropriate redevelopment while balancing market opportunities, protecting and enhancing neighborhood character, creating and preserving unique districts and corridors, protecting natural areas, and creating a more resilient community, Sound planning ensures that the city can accommodate needed development, that development can be adequately served with public services, and that its impacts can be managed to maintain compatibility and to promote the desired character and identity. Along with the narrative and actions in this chapter, Map 2.1, Planning Areas, Map 2.2, Future Land Use & Character, and Map 2.3, Community Assets & Image Corridors depict the strategies visually. CSTX.GOV I COLLEGE STATION COMPREHENSIVE PLAN 11 CHAPTER 3: STRONG NEIGHBORHOODS GOAL: Viable and attractive neighborhoods that maintain long-term neighborhood integrity while collectively providing a wide range of housing options and other services for a diverse population. This chapter encourages attractive, livable neighborhoods that meet the community's housing needs, Issues such as compatibility of adjacent land uses, housing affordability, housing conditions and property maintenance, and historic preservation all impact the quality and stability of neighborhoods. The focus of this chapter is the continued viability and long-term protection of College Station's residential neighborhoods. CHAPTER 4: A PROSPEROUS ECONOMY GOAL: Strengthen fiscal sustainability and community prosperity by diversifying the tax base and expanding economic opportunity through dynamic districts, targeted industry growth, a robust innovation ecosystem, and proactive regional leadership. This chapter of the Comprehensive Plan highlights the City's economic development strategies as outlined in the Economic Development Master Plan. Originally adopted by the City Council in 2013, this master plan was updated in May 2020 and February 2026. The master plan ensures future growth and development advances the City's economic development objectives. CHAPTER 5: ENGAGING SPACES GOAL: Highly desirable parks, greenways, arts and cultural amenities that support high -quality experiences for residents and visitors. This chapter recognizes and ensures the continued protection and enhancement of leisure, recreation, and cultural opportunities available to the residents of College Station through parks, greenways, and the arts. The City recognizes the value of environmental sustainability and seeks to be a good steward of natural resources. This chapter provides policy guidance, actions, and sets the framework for the City's parks and recreation system and greenways programs, and serves as the foundation for efforts further detailed in the Recreation, Park, and Open Space Master Plan and the Active Transportation Master Plan, CSTX,GOV I COLLEGE STATION COMPREHENSIVE PLAN 12 CHAPTER 6; INTEGRATED MOBILITY GOAL: An innovative, safe, and well-connected, multi -modal mobility system serving all user types that is designed to support the surrounding land uses. This chapter ensures orderly and integrated development of the community's mobility network. The City strives to provide for all mobility modes to accommodate bicyclists, pedestrians, transit users, and motorists in an inclusive and context sensitive manner. This chapter includes Map 6.2, Thoroughfare Plan - Functional Classification & Context Zones, which identifies the mobility network's future needs, It also serves as the foundation for the Active Transportation Master Plan, CHAPTER 7; EXCEPTIONAL SERVICES GOAL: Exceptional municipal facilities and services that meet community needs, contribute to community character, exhibit environmental stewardship and resiliency, support surrounding land uses, incorporate full life -cycle costs, and are coordinated and fiscally responsible. This chapter details the complexity of municipal service delivery and the provision of community facilities. It recognizes the City's current service levels and future service needs for water and wastewater infrastructure, solid waste and recycling, police, fire, and other services. It provides the foundation for the creation and implementation of the City's various master plans and departmental strategic plans that are intended to support the planned growth and development patterns described in Chapter 2: Distinctive Places. CHAPTER 8; MANAGED GROWTH GOAL: Fiscally responsible and carefully managed development that is aligned with growth expectations and the ability to provide safe, timely, and efficient infrastructure and services. This chapter establishes the policy guidance and associated actions that enable the City of College Station to manage its ongoing physical growth and development in a sensible, predictable, and fiscally responsible manner. It highlights the need to encourage additional infill development, accommodate increased population in denser areas, pursue strategic development agreements, and manage growth in the ETJ, CSTX.GOV I COLLEGE STATION COMPREHENSIVE PLAN 13 CHAPTER 9; COLLABORATIVE PARTNERSHIPS GOAL: Well -coordinated planning at all levels and effective engagement with local jurisdictions, institutions, and organizations to further realize the City's vision and support the broad community. This chapter highlights the importance of continuing and expanding internal and external collaborative partnerships between the City of College Station and other local organizations and jurisdictions. It highlights partnerships with Texas A&M University, the City of Bryan, non-profit organizations, and numerous regional counties on topics such as planning for affordable housing, an efficient regional mobility system, and coordinated emergency management efforts. CHAPTER 10: PLAN IMPLEMENTATION The final chapter establishes accountability for the implementation of the Comprehensive Plan and provides guidance on the processes to maintain its relevance to the City and its citizens. It details a set of action items that translate the City's vision and policies into measurable steps and a protocol for regular reporting and evaluating implementation progress. Two types of action items are included; ongoing and strategic. Ongoing Action Items are continuous tasks or standard practices that the City will maintain over time. These are built into daily operations and long-range decision -making —such as updating development regulations, monitoring growth trends, coordinating with regional partners, or maintaining public infrastructure. Ongoing items are not tied to a single project or timeline; instead, they reinforce consistent application of the plan's principles across all City activities. Strategic Action Items are specific projects, initiatives, or targeted efforts that advance priority objectives of the plan. These may include corridor studies, capital projects, policy updates, or focused community initiatives. Strategic items are typically timebound, resource -intensive, and intended to be completed within a defined planning horizon. Together, these two categories create a balanced implementation framework; ongoing actions ensure steady alignment with the plan's direction, while strategic actions provide momentum on high -priority goals and demonstrate tangible progress to the community. CSTX,GOV I COLLEGE STATION COMPREHENSIVE PLAN 14 Existing & Changing Conditions In the development of a comprehensive plan, it is important to have a solid foundation on which to base future expectations. The Existing Conditions Report, an appendix to this plan, provides detailed background, trends, projections, and assumptions that serve as a base for the plan, The plan chapters also contain updated data points and discuss trends between 2019 and 2023. In 2009, the Comprehensive Plan forecasted a population of 134,000 by 2030, As of 2025, the City estimated that College Station's population had already reached 132,477. Due to a faster pace of growth than originally projected, the City now anticipates a population between 146,729 and 156,717 by 2030. Texas A&M University's increasing student enrollment continues to be a significant driver of this growth, It will be important to continue monitoring growth trends, including enrollment increases at Texas A&M University, to anticipate and plan for growth. Planning for balanced land uses, housing options, mobility choices, infrastructure investments, and quality of life amenities will be critical to serving a growing and diversifying population. More information on growth trends and projections can be found in Chapter 8: Managed Growth. The City must continue to evaluate and react to market conditions, and potentially find new ways to incentivize development, infill, and redevelopment in appropriate areas, Nationally, there is expected to be continued demand for walkable, integrated, mixed -use districts and the City should encourage infill and redevelopment opportunities to support this type of development. There are many existing underutilized areas where infill and redevelopment could create more viable and vibrant places, The City must prioritize proactive infrastructure investments and programs in strategic redevelopment and infill areas to catalyze redevelopment activity, promote more efficient use of infrastructure, and support the City's environmental resiliency goals. CSTX,GOV I COLLEGE STATION COMPREHENSIVE PLAN 15 Tx . . - - !t ' y-- - - - �� - -_ - �--•.. _• r..: ' ._ � �- . r- Auld �� There are growth opportunities on the city's edge, but also challenges with providing well-timed infrastructure improvements that support long-term financial wellbeing for the City. The City must be strategic with its future investments in infrastructure, facilities, and services, In 2019, the Texas State Legislature changed how cities can annex, essentially requiring consent by the residents and/or property owners within the potential annexation area. In 2023, the state legislature enacted Senate Bill 2038, which substantially revised the rules governing municipal extraterritorial jurisdictions (ETJs), The legislation created a pathway for property owners to more easily remove their land from a city's ETJ by petitioning for release. Once an area is released, it is no longer subject to municipal regulations such as subdivision, platting, or sign requirements. With limited opportunity for annexation, the City will need to continue utilizing other growth management tools to strategically manage growth pressures on the city's fringe. A renewed emphasis on infill and redevelopment opportunities will be increasingly important as the City absorbs and manages continued population growth and becomes denser in appropriate areas. The following snapshot includes updated data, trends, and changing conditions that are further discussed throughout the plan chapters. DATA SNAPSHOT Population Growth' • Average annual growth rate of 3.03% from 2000 to 2010 • Average annual growth rate of 2,77% from 2010 to 2020 • Average annual growth rate of 1,53% from 2019 to 2023 • Population projected to be between 146,729 and 156,717 by 2030 Texas A&M University Growth • 9% increase in enrollment between 2019 and 2023 • Main campus student enrollment of 68,115 as of fall 2023 Age of Population' • Median age is 23, reflecting the large number of university students • 25.6% of the population is between the age of 20 to 24 • People aged 60 and older represent 11,2% of the population Household Size and Composition • 45,6% of households are family households • 21% of households are families with children under 18 years old • 54.4% of households are non -family households 'City of College Station Planning & Development Services TTAMU Accountability and TAMU Data & Research Services 'U.S. Census Bureau, 2023 American Community Survey 1-Year Estimate 'U.S. Census Bureau, 2023 American Community Survey 1-Year Estimate CSTX,GOV I COLLEGE STATION COMPREHENSIVE PLAN 16 Income' Household incomes greater than $50,000 are up from 377% in 2010 to 48,1% in 2023 • Median household income is $47,632 • Mean household income is $82,056 Housing • Total housing stock is 52,687 units6 • 2,718 permits for residential construction were completed* between 2019 and 20237 • Median home sales price rose to over $300,000 in 2023-up from $150,000 in 20118 • Average monthly real estate inventory was 2,5 months in 20239 • Total number of sales annually has increased over 38% in the past year10 *Note: Completed residential permits are those that have completed the development process, resulting in construction and issuance of certificates of occupancy. Housing Occupancy" • Occupancy rate of 89.3% for all housing types • 34,9% of housing units are owner -occupied 65,1% of housing units are renter -occupied 42.5% of housing units are detached single-family homes Employmentl2 • The top five employment sectors are; educational services, accommodation and food services, retail trade, health care and social assistance, professional, scientific, and technical services Major employers; Texas A&M University, College Station Independent School District, Reynolds & Reynolds, City of College Station, Baylor Scott & White, and Fujifilm Diosynth Biotechnologies Parks and Greenways13 Nearly 2,000 acres of parks and greenways, an increase of more than 600 acres since 2009 Facilities include a variety of athletic fields and courts, pavilions, biking and walking trails, exercise stations, playgrounds, dog parks, senior centers, swimming pools, an amphitheater and festival site, a skate park, a full -service recreation center, a nature center, and an inventory of flat fields and diamonds College Station Independent School District" • 11 elementary schools, 3 intermediate schools, 3 middle schools,1 alternative campus, and 3 high schools • 14,430 students enrolled in College Station ISD schools during the 2023-2024 school year SU,S, Census Bureau, 2023 American Community Survey 1-Year Estimate 'U.S. Census Bureau, 2023 American Community Survey 1-Year Estimate 'City of College Station Planning & Development Services BU,S, Census Bureau, 2023 American Community Survey 1-Year Estimate 'Bryan -College Station Regional Association of Realtors "Bryan -College Station Regional Association of Realtors "U.S. Census Bureau, 2023 American Community Survey 1-Year Estimate "City of College Station Economic Development & Tourism Department "City of College Station Parks & Recreation Department "College Station Independent School District CSTX,GOV I COLLEGE STATION COMPREHENSIVE PLAN 17 nil F•'� •�•.� ..y: .. *• .. .J '. jai' �•w`r .' h -�A • ~ ;f 3..fy. ':s* '?xy�r,•�;•",ic ;, 14 ��.'�'+ vN; w,� .. Ci1'" � s•,r r. .. � ` °'� •"A r r .ia7.��..k+'x ��> q •� •• � • � 4 ,,-�...'a� � ..gyp _ � :� r . . � r►"i'.: �.� a..�. .;�,- fs<+�e� <t :.. ... '. .Y•� F-, . - ".S .'r- i r fU±Ne a.� ••..+,i � - :•� '� 'lower `•.'��� JR' . f- � .,� �:k. '� .. im— x..ri. 1 i I ISTINCTIVE low I. W -9 Goal Vibrant and distinct districts, attractive neighborhoods, revitalized gateways and corridors, and conserved natural areas, grounded in environmental stewardship and resiliency. Purpose This chapter encompasses many interrelated components as land use and development patterns are fundamental to all topic chapters of the plan, Sound planning ensures that the City can accommodate needed development, that development can be adequately served with public services, and that its impacts can be managed to maintain compatibility and to promote the character desired by College Station's residents. The Comprehensive Plan places a focus on infill and redevelopment in strategic locations to accommodate population growth while ensuring the long-term fiscal sustainability of the city. Infill and redevelopment opportunities more efficiently utilize existing infrastructure, facilities, and public resources by encouraging growth in areas with existing capacity. Planning establishes effective strategies for growth management, infill, and appropriate redevelopment while balancing market opportunities, protecting and enhancing neighborhood character, creating and preserving unique districts and corridors, conserving natural areas, and creating a more resilient community. The Comprehensive Plan contains future land use categories that serve as policy guides and set expectations for how land within the city should be developed and used in the future. The terms future land use and zoning often get confused, but they are separate tools and processes. Future land use serves as a guide for how areas of the city may develop in the future. In contrast, zoning regulates how a specific property can be developed and used today. Map 2.2, Future Land Use & Character is used to guide decisions about infrastructure investment and zoning changes. CSTX.GOV I COLLEGE STATION COMPREHENSIVE PLAN 19 Planning Considerations Input from the community identified various issues and opportunities regarding land use planning, conservation of natural features, and enhanced community identity and aesthetics. The considerations highlighted in this section were used in the development of the goal and action recommendations that follow, GROWTH AND DEVELOPMENT College Station is poised for continued population growth, which will bring demands for additional housing, shopping, recreational needs, public facilities, infrastructure, and services. University students continue to make up a significant portion of the population, but College Station is also diversifying in age. Ages 50-54 and 85+ are the fastest -growing cohorts, increasing by 487% and 77,2%, respectively between 2019 and 2023, The City of College Station is projected to increase by approximately 15,000-25,000 people over the next five years, reaching an estimated total population between 146,729 and 156,717 by 2030. The housing demand associated with this population growth is expected to create a housing shortage of approximately 4,162 units by 2030' This additional housing stock could come from a combination of infill development, redevelopment projects and new developments. This housing stock must include a variety of housing types to meet the needs and demands of all residents including students, young professionals, families and non -family households, renters and homeowners, and the 55 and older population, with an emphasis on aging -in -place. For reference, the city had a net gain of approximately 5,683 housing units between 2019-2023, with 2,282 single-family residences and 2,963 multi -family units added,' If population and housing demands continue to increase and state legislation restricting annexation remains in effect, the city will naturally face a greater need for increased density in appropriately targeted areas. This presents an exciting opportunity to thoughtfully plan for a variety of neighborhoods that accommodate a wide range of lifestyles for College Station residents. Though the current population density at slightly more than 2,500 persons per square mile remains low in comparison to other metropolitan areas, the need for increased density offers opportunities for reinvigorating strategic areas and reimagining the way that new neighborhoods are designed. The city's enviable growth prospects necessitate more effective land use planning and capital investments, as well as diversified housing types including vertical mixed -use apartments, townhomes, and dense single-family neighborhoods. 'College Station Housing Action Plan, 2024 2Data provided by City of College Station Planning & Development Services CSTX,GOV I COLLEGE STATION COMPREHENSIVE PLAN 20 COMMUNITY CHARACTER, SUSTAINABILITY & URBAN DESIGN College Station residents are interested in the character of their neighborhoods, special districts, corridors, and natural areas that collectively make College Station unique. Effective design also helps to create places of distinction - places worth remembering and protecting - and contributes significantly to quality of life. The design of streetscapes and building fronts as well as the treatment of parking and other physical features all impact how people experience the public realm. This plan speaks to the urban form of the city (where, when, and how land uses are developed) as well as public realm design (sometimes called urban design) and its impact on community character and identity. Residents expressed the desire to preserve natural features for their environmental functions as well as their contribution to the community's character, with an emphasis on ensuring that the use or enjoyment of existing resources does not compromise resource availability for future residents. This is generally recognized as the definition of sustainability - meeting the needs of current generations without compromising the ability of future generations to meet their own needs. Combining these desires for unique places, quality urban design, and development patterns that are sensitive to resident needs and natural resources, along with the efficient use of infrastructure and City resources, provides a defined vision to make College Station a more livable and sustainable community, As College Station grows, environmental stewardship is not an afterthought but a foundation of responsible development, Infill and redevelopment projects present unique opportunities to retrofit older areas with sustainable infrastructure. Concentrating growth in designated centers reduces pressure on rural lands and natural corridors, preserving floodplains, streams, and habitats that provide essential ecosystem services. These practices are more than environmental safeguards; they are strategies that strengthen resilience, reduce long-term infrastructure costs, and ensure that future generations inherit a community as vibrant and livable as today's, As College Station grows, it is the residents' and City's intent that; Infill and redevelopment in strategic locations is prioritized over expansion of the urban area, is sensitive to existing neighborhoods, and engages residents in infill and redevelopment planning, • Growth occurs in a sustainable manner to steward limited resources in an efficient and responsible manner that accommodates an increasing population and mitigates negative impacts on the natural and built environment. Compact development patterns help minimize sprawl and its associated impacts and makes sound economic sense for infrastructure provision and City services (see Chapter 8: Managed Growth). New or enhanced residential areas are created with qualities of traditional neighborhoods that feature a mix of housing types, a balance of owner and renter occupants, where parks and open space are provided, neighborhood -serving businesses are accessible, and adjacent neighborhoods and areas are connected in a seamless fashion (see Chapter 3: Strong Neighborhoods). • Existing neighborhoods are conserved, enhanced, or revitalized with harmonious improvements, infill development, and compatible adjacent land uses that enhance the established neighborhood's character (see Chapter 3: Strong Neighborhoods), Unique corridors and districts are developed, enhanced, and conserved that foster vibrant places, streets, and natural corridors that contribute to the community's character and sense of place. CSTX,GOV I COLLEGE STATION COMPREHENSIVE PLAN 21 Rural areas are preserved to protect streams, trees, pastures, and open areas that contribute significantly to the character of rural areas. Natural resources are managed and conserved through sound stewardship practices to protect streams, wooded areas, and open spaces that provide habitat for a variety of plants and wildlife, convey and clean stormwater, improve air quality, and add to the city's character and identity (see Chapter 5: Engaging Spaces). Sustainable site design and low impact development practices are utilized to mitigate stormwater and prevent flooding, avoid soil erosion and mitigate urban heat island effect, encourage tree preservation and planting programs, reduce energy consumption and pursue renewable technologies, conserve and reuse water, encourage native and adapted vegetation, and minimize waste and resource consumption, among others. Multiple mobility mode options are available to access neighborhoods, major employers and attractions, and the wider community, and streets are designed in a context -sensitive manner. The design of a street should be a function of both its role as a mobility corridor and its place context (see Chapter 6: Integrated Mobility). Streetscapes are designed at a human -scale and contribute positively to the way people navigate and experience the city. Effective streetscapes prioritize elements like wide sidewalks, pedestrian -scale streetlights, wayfinding signs, and canopy trees. New district and corridor plans, as well as context - sensitive street design, will help elevate streets from utilitarian elements of the community to special places in their own right. Public facilities are located and designed to contribute to community character and make a statement about the community's values and expectations. A well -designed library or community center fits into a neighborhood, enabling residents to walk safely from their homes and providing a place for neighbors to gather, and contributes positively to that neighborhood's character and reinforces the public facility as an integral part of the community, • Public spaces are highly visible and accessible to all residents and visitors. Public spaces like plazas, amphitheaters, and pedestrian malls that are well designed and safe foster social interactions and community identity. r- CSTX,GOV I COLLEGE STATION COMPREHENSIVE PLAN 22 Existing Land Use Future land use and character is grounded in the current use of land and the prevailing character. An overview of the current conditions is necessary prior to forming policies for the future use of land and community character. College Station can be readily divided into three basic types of existing land use patterns; urban, suburban, and rural. These are common terms that should bring immediate images to mind. Attributes that define these areas contribute to the identity of College Station. Urban character is currently concentrated in the Northgate area. It includes early 20th century lot -line commercial structures such as those along either side of College Main, and immediately north of University Drive (FM 60). More recently constructed structured parking and multi -story residential projects built close to the street continue this urban feel. This area includes vertical, mixed -use development, minimal setbacks, minimal surface parking lots, and a high level of pedestrian activity, Suburban character dominates College Station largely due to the time period most of the city was developed (post -World War II), local preferences and building customs, and the dominance of apartment - style development to support the student population, Much of this suburban character is auto -dominated and consists of land uses that have extensive areas of parking in relationship to their floor area. Big -box retail areas and shopping malls are quintessential examples of this character. Most apartment complexes, duplexes, and single-family residential developments exhibit similar auto -oriented character and design. Some suburban areas of the city exhibit a less auto - dependent and more walkable character. These areas retain a balance between green areas (parks and open space) and the built environment. Often these areas include parks, schools, and small-scale, neighborhood - serving businesses, The College Hills area is a good example of this type of suburban character. There are also suburban areas that are dominated by open space. These estate areas exhibit a more rural character with homes generally placed on large lots, The Foxfire subdivision is a good example of this type of suburban land use and character. N CSTX,GOV I COLLEGE STATION COMPREHENSIVE PLAN 23 Rural areas that currently exist in and around College Station are areas that exhibit countryside, agricultural, and natural character, Countryside is typically dominated by a few lots of estate size or greater fronting a road surrounded by agricultural or natural lands. The latter two tend to be determined by uses - crop or ranching in agricultural areas and wooded or savannah lands in natural areas. Rural areas tend to be more sensitive than other character areas to intrusions from incompatible development, Portions of the city and most of the ETJ are planned to remain rural and are identified accordingly on Map 2.2, Future Land Use & Character. Additional information about these areas is contained in Chapter 8: Managed Growth. Future Land Use The plan for future uses of land is presented through policy guidance and associated maps. Three significant land use components work in tandem to identify, create, conserve, and connect places of distinction - those areas that make College Station unique and contribute to the city's character and sense of place. These components are; Planning Areas, Future Land Use & Character, and Community Assets & Images Corridors. Each component is visually represented by an associated map. Combined, the narrative and maps capture the City's policies regarding how and where College Station will grow and change over the course of the next decade. • Map 2.1, Planning Areas depicts areas within the city with distinctive character that have existing small area plans or are priority areas for future focused planning efforts. • Map 2.2, Future Land Use & Character provides specific detail regarding the desired future use and character of all land within the city and ETJ. • Map 2.3, Community Assets & Image Corridors visually portrays community assets, both natural and man-made, that contribute to the character and identity of the city. CSTX.GOV I COLLEGE STATION COMPREHENSIVE PLAN 24 PLANNING AREAS The policy guidance within this section and Map 2.1, Planning Areas are intended to provide a broad overview of the City's land use strategy. Neighborhoods, districts, corridors, redevelopment areas, and places that would benefit from future small area planning efforts are identified. Small area plans are focused planning efforts that provide a more granular level of study and specific actions for a smaller, defined geographic area to help implement the Comprehensive Plan's overarching goals. The City has several existing small areas plans and identified priority areas for additional planning efforts through recent citizen input and the 10-year plan update, The basic land use strategy is to strategically accommodate the projected demand for new housing, businesses, public facilities, and infrastructure needs resulting in multiple places of distinction, This enables the City to continually strengthen its principal competitive advantage for attracting and retaining residents, visitors, and new businesses along with the employment and tax revenues that accompany them - that is, a high quality of life, The land use strategy and planning areas focus on identifying, creating, conserving, and connecting; • Strong and sustainable neighborhoods • Unique districts and corridors, both natural and man-made • Redevelopment areas that renew, revitalize, and infill underperforming areas of the community through partnerships with public and private interests • Rural areas that preserve open spaces and respect the limits of public infrastructure and services, and • A context sensitive mobility system that links the community together (as discussed in Chapter 6: Integrated Mobility and visually represented through the Active Transportation Master Plan) Neighborhoods & Districts Neighborhood planning areas are places in which the current land use, character, and identity will generally remain and be enhanced. Among other activities, these plans identify appropriate and compatible land uses and design for vacant lands within the neighborhood and its area of influence. They also designate areas appropriate for redevelopment. Neighborhood plans typically contain strategies that address existing challenges (for example, code issues) and identify enhancement actions (such as pedestrian or park improvements). CSTX.GOV I COLLEGE STATION COMPREHENSIVE PLAN 25 District planning areas present opportunities for a mix of appropriate uses that enhance the unique characteristics of a defined area of the city. An example is the Wellborn District Plan which centers on the unique, rural character of the Wellborn area. Between 2009 and 2013, residents, staff, and City leadership worked together to create five neighborhood and small area plans and two district plans. These plans provided strategic recommendations for an area within a defined timeframe (typically seven years), Once adopted, those recommendations were either implemented over the planning period or incorporated into relevant parts of the Comprehensive Plan or other master plans. Occasionally, some action items were not pursued due to changed conditions, project feasibility, available funding, or waning neighborhood interest, The City established a formal process for reviewing existing plans and conducted an audit of the five neighborhood and small area plans in 2022. The 2022 audit revealed that nearly 70% of actions across all plans were either completed or in progress as of the audit date, demonstrating a positive implementation success rate. Based on the audit's findings, four of the five neighborhood and small area plans were retired. A second audit was conducted in 2024 for three small area plans beyond their planning horizon: the Wolf Pen Creek Corridor Study (1987), the Northgate Redevelopment Plan (1996), and the Medical District Master Plan (2012). This audit revealed that 74%, 72%, and 86% of the action items in each respective plan were achieved or in progress, After the audit, all three plans were formally retired. The City will continue pursuing new neighborhood and district planning efforts for areas facing significant changes or development pressures, or to create or enhance the unique character of an area. The City has one active small area plan in this category, the Wellborn District Plan, which is described below. Planning Area 1: Wellborn District Plan - Adopted in October 2023, this plan encompasses 929 acres in the southwestern portion of the city, including much of the historic Wellborn community and focuses on retaining the rural character of the area. The community is facing continued development pressures for growth, and the plan directs that pressure into appropriate areas while preserving, supporting, and enhancing the rural character of the area. The zoning districts allowed within the Wellborn District Plan boundary are limited to: Wellborn zoning districts, BP Business Park, BPI Business Center, Cl Commercial Industrial, R Rural, and NAP Natural Areas Protected, Planning Area 2: Wolf Pen Creek District - This district along the Wolf Pen Creek corridor combines parks, arts, and commerce by linking a variety of private and public facilities together with an urban greenway. This area has been the subject of considerable planning efforts, including specific Wolf Pen Creek Design Standards (within the Unified Development Ordinance), and substantial public and private investment, Future planning should build upon these existing efforts to expand the district's reach into the adjacent areas of influence, resulting in a more urban character. CSTX,GOV I COLLEGE STATION COMPREHENSIVE PLAN 26 Redevelopment Portions of the city are identified for focused redevelopment activities. Within these areas it is anticipated that a change in use - and, if appropriate, character - requires some form of direct intervention by the City. This intervention may involve regulation (e.g., City -initiated rezoning), investment (e.g., capital expenditure on infrastructure), or incentives (e.g,, fast -tracking of a project or density bonuses). This stands in contrast to areas that experience changes in use based on market opportunities alone. Some of these redevelopment areas may overlap established neighborhood areas, districts, or corridors and careful attention and cohesive planning will be needed to provide appropriate transitions between redeveloping and existing areas, The City has one active small area plan in this category, the Northeast Gateway Redevelopment Plan, and one scheduled to be undertaken in 2026, the Harvey Road Corridor Redevelopment Plan, at trisi ^ fluu Planning Area 3: Northgate District & Redevelopment Area - This area serves as the city's primary entertainment district and represents the city's only current urban character area. This area has been and will continue to be the subject of considerable planning along with substantial public and private investment. These efforts should be guided by the Northgate District Design Standards (within the Unified Development Ordinance), the Mobility Study and Operations Plan, and any emerging plans for the area, In January 2025, the City Council directed staff to launch a small area planning engagement process for the Greater Northgate area through a collaborative stakeholder - driven effort, The final project output was a Stakeholder Engagement Report that documented and synthesized that input, offering a clear understanding of stakeholders' priorities, concerns, and aspirations for the area's future. Continued development and redevelopment efforts in the Northgate District should enhance the vibrant entertainment district and include vertical mixed -use projects, retail and entertainment uses, and tourist attractions. Planning Area 4: Northeast Gateway Redevelopment Plan - Adopted in September 2023, the Northeast Gateway Redevelopment Plan creates a coordinated strategy for future change and redevelopment along two of the busiest corridors in the city: Texas Avenue and University Drive (FM 60), The plan is divided into two subareas: The Crossing and Eastgate Main, The Crossing is the primary gateway into the City of College of Station and Texas A&M University for visitors entering from Bryan on Texas Avenue and from State Highway 6 along the University Drive (FM 60) hospitality corridor. The Crossing generally includes the area surrounding the intersection, east along University Drive (FM 60) to Tarrow Street, and south along Texas Avenue to Lincoln Avenue. The Crossing anticipates a high level of redevelopment, vertical mixed -use structures, significant increases in housing options and housing stock, an enhanced and expanded multi -modal transportation system, and a denser urban form, Eastgate Main is centered at the intersection of Texas Avenue and New Main Drive/Walton Drive. It contains one of College Station's historic retail shopping centers, the College Station City Hall and Visitor Center, and is adjacent to the College Hills Estates neighborhood. Eastgate Main is bounded by Foster Avenue, George Bush Drive East, Texas Avenue, and Lincoln Avenue, where it interfaces with The Crossing subarea. Eastgate Main anticipates both vertical and horizontal mixed -use developments that honor the historic commercial structures along Walton Drive while providing additional housing opportunities along Foster Avenue, CSTX,GOV I COLLEGE STATION COMPREHENSIVE PLAN 27 Planning Area 5: Harvey Road Corridor Redevelopment Area - This section of Harvey Road includes newer commercial areas and several underperforming commercial and older multi- family properties and apartment complexes. This area also includes the Post Oak Mall, which will likely need to reposition itself in the near future to remain competitive. This presents an exciting opportunity to evolve into a denser area of the city, including vertical and horizontal mixed -use developments, which could complement the adjacent Wolf Pen Creek District. During the 10-year Comprehensive Plan evaluation, residents and City leadership expressed interest in alternative options for future redevelopment and revitalization of this area, indicating a need for additional study and engagement. In 2026, the City will launch a small area planning process for this corridor to guide its transition into a vibrant mixed -use destination with a distinct identity and positive economic trajectory, Planning Area 6: George Bush Drive & Wellborn Road (FM 2154) Redevelopment Area - This area includes several underperforming commercial properties and poor -quality residences that, due to planned road changes to the George Bush Drive and Wellborn Road (FM 2154) intersection along with the area's proximity to Texas A&M University, are poised for redevelopment. Much of the area is currently subdivided into small lots, making it difficult to consolidate land for redevelopment. The presence of existing residences and businesses, and proximity to established neighborhoods and the university campus, requires careful site planning and building design, Redevelopment planning efforts should focus on bringing vertical and horizontal mixed -use and other aspects of urban character to this portion of the city, while providing contextually appropriate transitions to established areas of the Southside neighborhood. During the 10-year plan evaluation residents were divided on alternative options for this area, indicating the need for further study and public engagement. Residents strongly opposed changes to interior portions of the Southside neighborhood across from Texas A&M University, thus future planning efforts within the Southside neighborhood should center on the area surrounding the George Bush Drive and Wellborn Road (FM 2154) intersection. These planning efforts will be prioritized and synced with the proposed road changes, once the timing is known, Gateway Corridors Gateway corridors serve as functional and focal entry points into the city and its unique districts, neighborhoods, redevelopment, and natural areas. These gateway corridors are prominent routes for College Station residents and visitors alike. An effective gateway corridor establishes a positive impression and identity that reinforces the community's character. Several of these corridors serve as a link between districts, further reinforcing their importance. Identity and beautification elements, such as decorative markers and themed wayfinding signs, should be placed along these corridors. Additionally, landscaping and streetscape elements should be unified and significant along these corridors. These corridors also offer the opportunity for the placement of public art and other design elements. Planning Area 7: Presidential Gateway & BioCorridor - This area located near the intersection of State Highway 47 and Raymond Stotzer Parkway (FM 60) is a main entryway into the city from the west, It is adjacent to the Texas A&M University Health Science Center, Easterwood Airport, and nearby the RELLIS Campus in Bryan. The BioCorridor contains interconnected, master planned properties specializing in corporate office, biomanufacturing, research and development, and industrial uses, The area's character is managed and regulated jointly by the cities of College Station and Bryan largely through the BioCorridor Planned Development District. Future development should build upon existing assets in the area and continue to enhance this primary gateway into the city through cohesive design, landscaping, and signage, CSTX,GOV I COLLEGE STATION COMPREHENSIVE PLAN 28 Planning Area 8: Hospitality Corridor - This area along University Drive (FM 60), spanning from Tarrow Street and Fire Station #6 to the interchange at State Highway 6, is one of the main entryways into the city from the highway. Several hotels and restaurants are currently located along this corridor. The focus of this corridor should be linking current and future hospitality facilities into a cohesive corridor along with adjacent redevelopment areas that, over time, could emerge as another urban character area. The plan should include identity elements such as signage, landscaping, and enhanced design to visually tie the corridor together, Planning Area 9: Municipal Center Corridor - This area located along Krenek Tap Road between State Highway 6 and Texas Avenue includes Stephen C. Beachy Central Park, the original City cemetery, and several municipal facilities. The area also includes significant natural features such as Bee Creek and several wooded areas. Plans for this corridor should enhance the municipal facilities and support a mix of residential and commercial activities with an emphasis on cohesive design that integrates the natural features of the area. Planning Area 10: Harvey Mitchell Corridor - This is an area of Harvey Mitchell Parkway (FM 2818) generally around its intersection with Texas Avenue extending eastward to State Highway 6, This area includes a significant amount of floodplain area adjacent to Bee Creek and significant road frontage along Harvey Mitchell Parkway and Texas Avenue, The focus of this plan should be the development of an urban area that incorporates the natural features of the area and design elements that positively contribute to two prominent entries into the core of the city. Planning Area 11: Longmire & Highway 6 Frontage Road Corridor - This gateway corridor is a major entryway into the city from State Highway 6, The area is generally defined as the State Highway 6 Frontage Road at its intersection with Texas Avenue between Deacon Drive to Rock Prairie Road and west to Longmire Drive. The corridor contains a series of older, underperforming, and in many cases nonconforming, commercial and multi -family uses. As a key corridor, future planning efforts should focus on redevelopment opportunities and identity enhancements such as signage, landscaping, and design to create a more visually cohesive entryway and corridor. Planning Area 12: Wellborn Road (FM 2154) and William D. Fitch Corridor (State Highway 40) - This area is generally the southwestern gateway into the city near the intersection of Wellborn Road (FM 2154) and William D. Fitch Parkway (State Highway 40). There is a future grade -separated crossing at the intersection of these roads that will significantly change the area's character. The land west of the railroad and generally south of Rock Prairie Road is largely undeveloped but limited in development potential due to sewer capacity constraints. A plan for this area should focus on opportunities for visual enhancements such as signage, landscaping, and enhanced design to create a more attractive entryway, along with compatible land uses such as light industrial that can operate within existing constraints. CSTX,GOV I COLLEGE STATION COMPREHENSIVE PLAN 29 _ } �: Yl.".•�NY•'. - _ '..�'e '�� _F +ILL.. �1� - '��� �-.tom•]:: ., '.::C�L�:.'^.'s4�d..�:�n.ai_%'QeW)�.tl..'�:'i6•�i: :_a......a�. Natural Corridors Natural corridors exhibit opportunities for resource conservation and recreational activities, Examples include the Carter Creek and Lick Creek Corridors. Each of these will be the subject of a future district or corridor plan. Planning Area 13: Bee Creek Corridor - This corridor contains Bee Creek, which is a significant stream that traverses many neighborhoods in the core of the city. This watershed has been the location of intense development resulting in significant alteration to the stream. The focus of this corridor should be on the continued restoration of the creek, development of recreational opportunities, and expansion of its role in linking adjacent areas. Planning Area 14: Carter Creek Corridor - This corridor consists of the entirety of Carter Creek and its associated floodplain, Carter Creek is a significant natural feature stretching along much of the eastern edge of the city and linking College Station, Bryan, and the remainder of Brazos County. The focus of this corridor should be the protection of this natural feature and development of recreational opportunities that could cohesively connect the region. Planning Area 15: Lick Creek Corridor - This area includes Lick Creek Park and the surrounding area. Lick Creek Park is one of the most significant natural features in College Station. It offers a unique natural setting and protects much of the Lick Creek watershed along with a large, wooded area and the habitats of rare and endangered species. The focus of this corridor should be the continued protection of the natural features, additional recreational and educational opportunities, and the expansion of its role in linking adjacent areas. CSTX,GOV I COLLEGE STATION COMPREHENSIVE PLAN 30 FUTURE LAND USE & CHARACTER Future land use serves as a guide for how all property within the city may develop in the future. Each future land use category contains a character -based description and overall intent of the category, along with generally appropriate zoning districts that help achieve the desired character. There are also example photographs from existing developments in College Station or other communities to visually illustrate the desired development characteristics. The appropriateness of zoning change requests will be considered using multiple criteria including, but not limited to, whether the request is aligned with Map 2.2, Future Land Use & Character, whether changed or changing conditions exist in the area, compatibility with existing uses and development patterns, impact on environmentally sensitive and natural areas, impact on and timing of infrastructure, and consistency with all goals and strategies of the Comprehensive Plan, The zoning districts listed as generally appropriate under each future land use category are meant to provide guidance and do not represent affirmative support of each listed zoning district. The land use strategies discussed in this chapter are further clarified by the future land use category descriptions and are visually portrayed in Map 2.2, Future Land Use & Character. The associated acreages in each land use category are compiled in Table 2.1, Summary of Future Land Use Acreages. With the 10-year Comprehensive Plan update several changes were made to the future land use categories and map based on community and stakeholder input, changing conditions, and best practices identified during the evaluation process. These changes include renaming, simplifying and reducing the number of categories, refining the land use definitions, creating new categories to encourage and support emerging development forms, and reconsidering how land uses apply to various areas of the city. Future Land Use City Limits ETJ Urban Center 334.2 0.0 Neighborhood Center 1,247.2 1.2 General Commercial 1,851.7 150.1 Neighborhood Commercial 647.9 1.1 Business Center 1,038.8 874.0 Urban Residential 984.0 0.4 Mixed Residential 1,075.9 209.3 Suburban Residential 6,403.1 574.4 Estate Residential 2,742.2 888.0 Rural 247.9 57,693.9 Neighborhood Conservation 1,795.7 0.0 Medical 170.9 0.0 Institutional/Public 950.5 5.0 Texas A&M University 4,838.3 45.0 Parks & Greenways 887.2 *134.0 Natural & Open Areas 5,118.8 41,799.4 TOTALS 30,334.4 102,375.8 As of; May 28, 2026 *Note: Parks & Greenways in the ETJ consist of the park within the Southern Pointe subdivision, which will be annexed into the City in the future per their development agreement, and the Westside Park. CSTX.GOV I COLLEGE STATION COMPREHENSIVE PLAN 31 ■■� MAIN CORRIDORS TEXAS A&M UNIVERSITY FLOODPLAIN CITY LIMITS 5 MILE ETJ BRYAN MAP 2.1 Planning Areas DISTRICTS & REDEVELOPMENT AREAS 1. WELLBORN DISTRICT PLAN 2. WOLF PEN CREEK DISTRICT* 3. NORTHGATE DISTRICT* 4. NORTHEAST GATEWAY REDEVELOPMENT PLAN 5. HARVEY ROAD CORRIDOR REDEVELOPMENT PLAN 6. GEORGE BUSH DRIVE & WELLBORN ROAD AREA GATEWAY CORRIDORS 7. PRESIDENTIAL GATEWAY & BIOCORRIDOR 8. HOSPITALITY CORRIDOR 9. MUNICIPAL CENTER CORRIDOR 10. HARVEY MITCHELL CORRIDOR 11. LONGMIRE & HIGHWAY 6 FRONTAGE ROAD CORRIDOR 12, WELLBORN ROAD & WILLIAM D. FITCH CORRIDOR NATURAL CORRIDORS 13. BEE CREEK CORRIDOR 14. CARTER CREEK CORRIDOR 15. LICK CREEK CORRIDOR * EXISTING DESIGN STANDARDS AS OF; MAY 28, 2026 BRYAN CITY LIMITS � 1 ETJ 6. � r Ll It IL MAP 2.2 Fu t ure Land Use & Character - URBAN CENTER - NEIGHBORHOOD CENTER - GENERAL COMMERCIAL NEIGHBORHOOD COMMERCIAL BUSINESS CENTER URBAN RESIDENTIAL MIXED RESIDENTIAL SUBURBAN RESIDENTIAL ESTATE RESIDENTIAL RURAL NEIGHBORHOOD CONSERVATION r - MEDICAL INSTITUTIONAL/PUBLIC TEXAS A&M UNIVERSITY - PARKS & GREENWAYS NATURAL & OPEN AREAS REDEVELOPMENT AREAS *NOTE; A COMPREHENSIVE PLAN SHALL NOT CONSTITUTE ZONING REGULATIONS OR ESTABLISH ZONING BOUNDARIES AS OF; MAY 28, 2026 Future Land Use Categories Areas that are appropriate for the most intense development and mix of uses arranged in a compact and walkable pattern. These areas will tend to consist of multi -story residential, commercial, and office uses that may be mixed vertically within mixed -use structures or horizontally in an integrated manner, Urban Centers should also incorporate consolidated parking facilities, access to transportation alternatives, open space and recreational facilities, and public uses. Building Height: 5 stories average Mobility: Walking, bicycling, transit, automobile Intent • Create and reinforce walkable activity centers with small blocks that are connected to surrounding development and include a mix of complementary uses • Accommodate a mix of building types including freestanding and attached structures that frame attractive pedestrian zones between buildings and streets • Encourage commercial uses along primary streets • Encourage vertical mixed -use structures with ground - floor retail in appropriate locations such as along major corridors • Support multi -family residential as a secondary component of a center • Encourage shared surface parking located behind buildings or to the side of buildings, structured parking, and on -street parking where possible Generally appropriate zoning districts: Mixed -use, Northgate zoning (in Northgate only), Wolf Pen Creek zoning (in Wolf Pen Creek only) CSTX,GOV I COLLEGE STATION COMPREHENSIVE PLAN 34 NEIGHBORHOOD CENTER Areas that are appropriate for a mix of uses arranged in a compact and walkable pattern at a smaller scale than Urban Centers. These areas consist of residential, commercial, and office uses arranged horizontally in an integrated manner and may be mixed vertically within structures. Neighborhood Centers should also incorporate consolidated parking facilities, access to transportation alternatives, open space and recreational facilities, and public uses, Height: 3 stories average Mobility: Walking, bicycling, transit, automobile Intent • Create and reinforce walkable activity centers that are connected to surrounding development and include a mix of complementary uses • Accommodate a mix of building types that frame attractive pedestrian spaces • Support vertical mixed -use structures with ground -floor retail in appropriate locations such as along corridors or major intersections • Encourage all land generally within 300 to 500 feet of streets classified as major collectors or higher to be commercial uses, unless providing vertical mixed -use structures with residential uses on upper floors. The exact location and extent can be modified if creating commercial nodes, such as at intersections, and/or if other characteristics of the site require an alternative design that provides a mixture of uses in an integrated manner. Stand-alone commercial uses with a preferred emphasis on urban form may be allowed if the size and scale of the property and/or development does not adequately support mixing uses in a horizontal manner Support multi -family residential as a complementary secondary component of a center that includes commercial and/or office uses Encourage shared surface parking located behind or to the side of buildings (with some limited parking in front of buildings), structured parking, and on -street parking where possible districts: Mixed -use, Wolf Pen Creek zoning (in Wolf Pen Creek only), commercial and multi -family zoning may be considered in some circumstances if designed in an integrated manner through a Planned Development District with a preferred emphasis on urban form CSTX,GOV I COLLEGE STATION COMPREHENSIVE PLAN GENERAL COMMERCIAL Concentrated areas of commercial activities that cater to both nearby residents and to the larger community or region. Generally, these areas tend to be large and located along regionally significant roads. Due to their context, these areas tend to prioritize automobile mobility, Height: 1-2 stories average Mobility: Primarily automobile, but accessible by walking, bicycling, and transit Intent • Accommodate a wide range of commercial uses • Concentrate future commercial development at major intersections • Provide connectivity to surrounding bicycle and pedestrian networks and provide safe pedestrian facilities within sites • Encourage transitions in building height and mass when adjacent to residential neighborhoods • Support multi -family residential as secondary uses on a site • Encourage shared surface parking Generally appropriate zoning districts: General commercial, office, and mixed -use zoning soar` M '� CSTX,GOV I COLLEGE STATION COMPREHENSIVE PLAN 36 NEIGHBORHOOD COMMERCIAL Areas of commercial activities that cater primarily to nearby residents. These areas tend to be smaller format than general commercial and located adjacent to major roads along the fringe of residential areas. Design of these structures is compatible in size, architecture, and lot coverage with surrounding residential uses. Height: 1-2 stories average Mobility: Primarily automobile, but accessible by walking, bicycling, and transit Intent • Accommodate limited commercial services compared to General Commercial • Provide pedestrian and bicycle connectivity to surrounding neighborhoods and nearby public uses (schools, parks, etc,) • Support some residential uses that are compatible with the surrounding neighborhood character • Encourage transitions in building height and mass when adjacent to residential neighborhoods • In a walkable neighborhood context, locate new buildings near the street and accommodate parking to the side or rear of buildings with some limited parking in front of buildings and accommodate on -street parking where possible Generally appropriate zoning districts: IL Suburban commercial and office zoning, 'r Within the Wellborn District, limited to Wellborn Commercial zoning. t 7 9 6 4 CSTX,GOV I COLLEGE STATION COMPREHENSIVE PLAN 37 Suburban commercial and office zoning, 'r Within the Wellborn District, limited to Wellborn Commercial zoning. t 7 9 6 4 CSTX,GOV I COLLEGE STATION COMPREHENSIVE PLAN 37 BUSINESS CENTER Areas that include office, research, or industrial uses that may be planned and developed as a unified project, - Y p p p 1 C, _ Generally, these areas need convenient access to arterial �' f t roadways. f t 46k, Height: Varies,;:,.30D7 Mobility: Primarily automobile - Intent ..� Accommodate a variety of large footprint buildings Accommodate commercial and service uses within Business Centers Accommodate pedestrian, bicycle, and transit connectivity to and within Business Centers Provide buffering through landscaping and building placement where large-scale employment sites are adjacent to residential areas Generally appropriate zoning districts: - -- �i FU.1� Business park, industrial, and commercial industrial zoning; ii IT" z ' CSTX,GOV I COLLEGE STATION COMPREHENSIVE PLAN 38 URBAN RESIDENTIAL Areas that are appropriate for a range of high -density multi- family and attached residential development in various forms including townhomes, apartment buildings, mixed - use buildings, and limited non-residential uses that are compatible with the surrounding area, Height: 3 stories average Mobility: Walking, bicycling, transit, automobile Intent • Accommodate a wide range of attractive multi- family housing for a diverse population. Buildings may be clustered and grouped. Building setback from street varies but is generally consistent within a development Provide vehicular and pedestrian connectivity between developments • Accommodate streetscape features such as sidewalks, street trees, and lighting • Support commercial, service, office uses, and vertical mixed -use within redevelopment areas Generally appropriate zoning districts: Multi -family, townhouse, mixed -use, and limited suburban commercial zoning .imp- 0 - - CSTX,GOV I COLLEGE STATION COMPREHENSIVE PLAN 39 MIXED RESIDENTIAL Areas appropriate for a mix of moderate density residential development including, townhomes, duplexes, small multi- family buildings (3-12 unit), and limited small -lot single family. These areas are appropriate for residential infill and redevelopment that allows original character to evolve. These areas may serve as buffers between more intense multi -family residential or mixed -use development and suburban residential or neighborhood conservation areas. Height: Varies (generally 2-3 stories) Mobility: Walking, bicycling, transit, automobile Intent • Accommodate a walkable pattern of small lots, small blocks, and well-connected street pattern • Accommodate streetscape features such as sidewalks, street trees, and lighting • Encourage community facilities, parks, and greenways within neighborhoods • Support neighborhoods with a mix of housing types and where larger or more dense housing is located near community facilities or adjacent to commercial or neighborhood centers Generally appropriate zoning districts: Duplex, townhouse, middle housing, and limited -scale single-family CSTX,GOV I COLLEGE STATION COMPREHENSIVE PLAN 40 SUBURBAN RESIDENTIAL Primarily single-family residential areas that consist of low to moderate density single-family lots. These areas may also include limited townhomes, duplexes, other housing types, and some non-residential uses that are compatible with surrounding single-family areas, Development types tend to be highly consistent within a subdivision or neighborhood. Residential lot size requirements are larger within the Wellborn District and limited to single-family lots. Height: 1-2 stories Mobility: Primarily automobile, but accessible by walking, bicycling, and transit to surrounding neighborhood services and centers Intent • Accommodate streetscape features such as sidewalks, street trees, and lighting • Support neighborhoods with a mix of housing types • Encourage community facilities, parks, and greenways within neighborhoods • When establishing new residential areas or expanding existing developments, provide pedestrian and vehicular connectivity between adjacent developments Generally appropriate zoning districts: General and restricted suburban zoning. Within the Wellborn District, limited to Wellborn Restricted Suburban zoning. t '_ .. -A% fto CSTX,GOV I COLLEGE STATION COMPREHENSIVE PLAN 41 ESTATE RESIDENTIAL Primarily single-family residential areas that have a low level of development activities. These areas are appropriate for very low -density residential lots of one -acre or greater lot sizes or average 20,000 square feet lots when clustered around open space. Within the Wellborn District, lots are required to be a minimum of two acres; however, lots may be as small as one acre if clustered around undeveloped open space. Height: 1-2 stories Mobility: Primarily automobile Intent Support a wide range of lot sizes, long blocks, and curvilinear streets. Buildings tend to be located greater than 30 feet from a fronting street. When establishing new residential areas or expanding existing developments, provide pedestrian and vehicular connectivity between adjacent developments Generally appropriate zoning districts: Estate, rural, and manufactured home park zoning. Within the Wellborn District, limited to Wellborn Estate zoning, CSTX,GOV I COLLEGE STATION COMPREHENSIVE PLAN 42 NEIGHBORHOOD CONSERVATION Residential areas that are essentially "built -out" and are not likely to be the focus of extensive infill development or redevelopment, These areas often were platted before current development regulations were in place often resulting in nonconforming situations, These areas are appropriate for overlays or zoning classifications that provide additional character protection and address nonconforming issues. Height: 1-2 stories Mobility: Walking, bicycling, transit, automobile; on -street parking and private off-street parking Intent • Maintain the existing housing stock, lot patterns, and character of neighborhoods • Support infill housing that fits -in with neighboring homes (scale, placement, use, etc.) • Address nonconforming lot issues through flexible development regulations • Maintain established trees Generally appropriate zoning districts: General and restricted suburban, single-family overlays CSTX,GOV I COLLEGE STATION COMPREHENSIVE PLAN 43 TEXAS A&M UNIVERSITY Areas owned by Texas A&M University and are appropriate for campus development as described in the Texas A&M Campus Master Plan and related documents, INSTITUTIONAL/PUBLIC Areas that are, and are likely to remain, in some form of institutional or public activity. Examples include schools, libraries, municipal facilities, and major utilities. MEDICAL Areas appropriate for medical related uses and supporting office, commercial, and residential uses. The medical land use designation is found primarily in the area around Rock Prairie and State Highway 6. This includes the two major hospitals near residential neighborhoods, neighborhood centers, offices, and commercial uses, Height: Varies Mobility: Walking, bicycling, transit, automobile Generally appropriate zoning districts: Varies tl-v.1r OIL i NEW-- OSPITAL F CSTX,GOV I COLLEGE STATION COMPREHENSIVE PLAN 44 Areas that are permanently protected from development. Such areas are preserved for their natural function or for parks, recreation, or greenways opportunities, These areas include, publicly owned open space, conservation easements, greenway trails, and public parks. This land use designation is generally for areas that represent a constraint to development and that should be conserved for their natural function or open space qualities. These areas include floodplains, riparian buffers, common areas, and open space, The boundaries of the Natural & Open Areas land use are illustrative, and the exact location of floodplains and other physical constraints are determined during the development process. Generally appropriate zoning districts Natural areas protected RURAL Areas that, due to public service limitations, inadequate public infrastructure, or a prevailing rural or agricultural character, should have very limited development activities, These areas will tend to include a mix of large acreages (ranches and farmsteads) and limited large -lot (two acre or larger) residential developments. Open space is the dominant feature of these areas, Height: Varies Mobility: Primarily automobile Generally appropriate zoning districts Rural and manufactured home park zoning CSTX,GOV I COLLEGE STATION COMPREHENSIVE PLAN 45 Community Assets & Images Corridors The physical design and appearance of the built environment - what buildings, streets, and parks look like - contributes significantly to the character and identity of the city, This section identifies many of the community's unique assets and provides general policy guidance regarding suburban and urban design, streets and streetscape design, public buildings and facilities, image corridors, and gateways, More specific and detailed guidance will be provided through subsequent neighborhood, district, and corridor plans, as well as master plans and other studies and plans adopted by the City Council. COMMUNITY ASSETS College Station has a number of existing assets (both natural and man-made) that contribute significantly to the character and identity of the city and, thus, are deserving of identification and worthy of policy guidance, Map 2.3, Community Assets & Image Corridors, visually portrays these assets which include natural features such as Carter Creek and Lick Creek, connections to the greater region such as Easterwood Airport, public facilities such as the Texas A&M University campus and Veterans Park, and various vistas and views. Care should be taken to protect each of these assets from encroachment by incompatible land uses and from insensitive development activities that would compromise their contribution to the area's character and identity. IMAGE CORRIDORS Image corridors are delineated on Map 2.3, Community Assets & Image Corridors, reflecting their importance as routes that many residents and visitors travel and, along the way, form impressions of College Station. Several of these corridors serve as a link between districts, further reinforcing their importance. Identity and beautification elements, such as decorative markers and themed wayfinding signs, should be placed along these corridors. Additionally, landscaping and streetscape elements should be unified and significant along these corridors, These corridors also offer the opportunity for the placement of public art and other design elements. Primary image corridors include corridors that carry high volumes of traffic and move travelers through or along some of the city's assets. Examples include State Highway 6, Texas Avenue, and Wellborn Road (FM 2154). Secondary image corridors include corridors that carry slightly less traffic volume and move travelers through the community's main business or residential areas. Examples include Rock Prairie Road, Harvey Road (FM 30), and portions of University Drive (FM 60). Image corridors also offer an opportunity to support the City's resource conservation objectives through the preservation of open space and other natural features along these key corridors. Where these corridors cross streams, go through forested areas, or offer attractive vistas, care should be taken in how bridges are constructed, banks are stabilized, stormwater is managed, trees are protected, and views are kept unobstructed to maximize the positive impressions gained by these assets. GATEWAYS A gateway serves as the symbolic entry point to an area of the city, a neighborhood, or a district. An effective gateway establishes an immediate positive impression that reinforces the character of an area and is visually harmonious with its surroundings. The key gateways into these areas need specific design elements and enhancements to create such an experience, For neighborhoods this may be in the form of landscaping or an entrance monument. For districts and corridors this may be in the form of landscaping, CSTX,GOV I COLLEGE STATION COMPREHENSIVE PLAN 46 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. Neighborhood plans, district plans, and corridor plans should address the most effective means to enhance associated gateways. This section outlines the framework for the most appropriate manner to address the key gateways into and out of the city. This plan identifies three levels of gateways, each with a specific purpose and related design focus. Early Image -Setting Gateways are locations where those approaching the community can first be engaged and experience College Station's unique identity, These areas offer opportunities for signage and landscaping that are harmonious with the surrounding rural areas while announcing one's pending arrival into College Station. Examples of appropriate locations for such enhancements are the intersection of University Drive/Raymond Stotzer Parkway (FM 60) and Wellborn Road (FM 2154), the FM 60 crossing of the Brazos River, and the intersection of State Highway 47 and Raymond Stotzer Parkway (FM 60). Secondary Welcoming Gateways are locations where community identity and themes can be reinforced through more substantial enhancements, These may include significant monument signage, substantial areas of landscaping and tree planting, and flags. Generally, these are located within the city limits but prior to arrival in the core of the city itself. Examples of appropriate locations for such enhancements are the Rock Prairie Road interchange with State Highway 6, the intersection of George Bush Drive and Harvey Mitchell Parkway (FM 2818), and the city limits at South College Avenue. Primary Arrival Gateways are locations where the most substantial enhancements should be installed. These may include significant monument signage, substantial areas of landscaping and tree planting, fountains, lighted icons, and large-scale art. Examples of appropriate locations for such enhancements are the intersection of Texas Avenue and State Highway 6, the University Drive/Raymond Stotzer Parkway (FM 60) interchange with Harvey Mitchell Parkway (FM 2818), and the intersection of Texas Avenue and University Drive (FM 60). For these gateways to succeed, it is essential that common elements be used throughout each of the three levels. Further, enhancements should be focused and sized properly to have the intended impact. Enhancements dispersed over a wide area, lacking common elements, and sized inappropriately will have less of an impact and will miss a critical opportunity to reinforce the character and identity of College Station, CSTX,GOV I COLLEGE STATION COMPREHENSIVE PLAN 47 i 1, o ' New Memorial _ ,.. *** , Cemetery and Aggie Field ,� ♦ ♦ ♦♦ of Honor � t' �1 A& M Campus • Open Vista � Cam p (A&M Land) ♦ , Vista A&M � jpCampus Vista �Q Open Vista &M Land) Easterwood Airport 03 4-1 N A M 70 & -4 ""� 0.- ft -ro - - 0 5�1 Jv 1 PENCRFF OLF. , sy N S` BEE 1400 J�%•♦ Texas A&M iew From University �� High Point Campus r ♦ 0.- , ■ WILLIAM D •H 7WY ■ 1�z t kCREEK, �I r ziC,� cRFF_ MAP 2.3 Community Assets & Image Corridors O KEY IMAGE / DESIGN INTERSECTION Iv f♦ PRIMARY ARRIVAL GATEWAY �� *ai ;I 1 I SECONDARY WELCOMING GATEWAY EARLY IMAGE -SETTING GATEWAY 0 PUBLIC ART LOCATION <■■)00,- PRIMARY IMAGE CORRIDOR SECONDARY IMAGE CORRIDOR FLOODPLAIN EXISTING UNIQUE COMMUNITY ASSET AREA EMERGING / POTENTIAL - UNIQUE COMMUNITYASSET AREA CITY LIMITS at SH 6 and ♦♦ FM 2154♦♦ 5 MILE EXTRATERRITORIAL JURISDICTION (ETJ) AS OF; MAY 28, 2026 Strategic & Ongoing Actions The actions listed below are designed to achieve the City's goal of vibrant and distinct districts, attractive neighborhoods, revitalized gateways and corridors, and conserved natural areas, grounded in environmental stewardship and resiliency. STRATEGIC ACTIONS 2.1 Evaluate existing policies and create incentives for low impact and sustainable development. Encourage policies and regulations that incentivize sustainable practices such as energy reduction, renewable energy, water conservation, protection of natural resources, use of native and adapted vegetation, adaptive reuse, waste minimization, and stormwater management. 2.2 Pursue feasibility of a tree planting incentive program. This could involve proactive efforts by the City such as planting trees and installing landscaping along major road corridors and gateways, or a program where the City or a partner agency provides trees at reduced cost. 2.3 Create additional incentives for conservation design and evaluate the effectiveness of cluster development standards in the Unified Development Ordinance. Common incentives include density bonuses where a project may be permitted a greater total density in exchange for preservation of common open space areas. ONGOING ACTIONS 2.4 Review and undertake amendments to the Unified Development Ordinance's zoning districts. Consider amendments necessary to implement the Future Land Use & Character categories and definitions. 2.5 Prioritize and undertake detailed plans for priority neighborhoods, districts, corridors, or redevelopment areas. The City should commit to proactively planning for a limited set of target areas, as specified in Map 2.1, Planning Areas, 2.6 Creative incentives and programs to revitalize existing areas and established neighborhoods. This could include fapade or landscaping improvement programs or rehabilitation initiatives. New programs should align with and complement existing City efforts through the Neighborhood Partnership Program, Neighborhood Grant Program, and proposed property maintenance programming, 2.7 Integrate parks, greenways, and community facilities within new neighborhoods. Ensure that parks, greenways, and other types of open spaces are integrated into the design of new neighborhoods and that appropriate connections are made to existing facilities, Also consider opportunities and partnerships to locate civic uses (such as recreation centers, schools, libraries) within new neighborhoods or redevelopment areas. 2.8 Evaluate and update development standards in the Unified Development Ordinance. Evaluate the effectiveness of development standards such as mobility and connectivity, off-street parking, building form and design, landscaping and buffers, exterior lighting, or other applicable standards to achieve desired design form and quality. CSTX.GOV I COLLEGE STATION COMPREHENSIVE PLAN 49 ti a ice• t • � its 1 AF r j. f W e1 k 2.9 Develop or refine incentives to promote high quality design. Such incentives may include regulatory (flexible standards, density bonuses), procedural, cost -sharing agreements, and tax incentives, among others. Incentives could be targeted to specific geographies or types of development (such as mixed -use or commercial), 2.10 Encourage parking alternatives to support redevelopment opportunities. Use regulatory or other incentives to encourage residential, commercial, and mixed development models in the City's targeted Redevelopment Areas that integrate structured parking, reduced parking requirements, or shared parking agreements to enable more productive use of the overall site in place of extensive surface parking, 2.11 Continue to initiate proactive zoning map updates. Amend the zoning map in strategic areas to encourage transitions to the desired community character and help implement the Future Land Use & Character Map. Proactive zoning map changes may also encourage redevelopment in targeted areas, 2.12 Continue beautification programs. Maintain and consider opportunities to expand beautification partnerships with Keep Brazos Beautiful and other organizations. CSTX.GOV I COLLEGE STATION COMPREHENSIVE PLAN 50 3 STRONG NEIGHBORHOODS As the basic building blocks of a city, neighborhoods are places to live, grow, and develop thriving communities. Strong neighborhoods are not just collections of dwelling places; they are also defined by community institutions like schools, parks, and places of worship, along with local streets and in some contexts, neighborhood businesses. In many ways, a community is only as strong and sustainable as its neighborhoods. These foundational building blocks contribute to a unique sense of place and community identity, with residents contributing to partnerships, leadership, and civic involvement. An array of vibrant and desirable neighborhoods will help sustain a city that empowers all residents to belong and thrive. AMENDED MAY 28, 2026 Goal At Viable and attractive neighborhoods that maintain long-term neighborhood integrity while collectively providing a wide range of housing options and other services for a diverse population. Purpose The purpose of this chapter is to provide the strategies and actions that encourage attractive, livable neighborhoods that meet the community's housing needs. Issues such as housing affordability, compatibility with adjacent land uses, property maintenance, neighborhood traffic, rental housing, and historic preservation impact the quality and stability of neighborhoods. The intent is the continued viability and long-term protection of College Station's residential neighborhoods. This chapter discusses existing conditions within neighborhoods and outlines major planning considerations and policy guidance. This is followed by strategic action items for implementation. Overview The desire for strong neighborhoods that meet housing demand while maintaining affordable options and contributing to quality of life has been in the forefront of community debate since College Station's founding. The need to provide infrastructure to off -campus neighborhoods served as one of the primary reasons for the incorporation of College Station in 1938. More than eighty years later, the City continues to balance its role as the home of Texas A&M University, one of the largest public universities in the nation, with the need to provide excellent services to all residents who make College Station their home. With on -campus housing at Texas A&M University available for only 11,366 of its more than 70,000 students', the majority of students live off -campus in apartments and other rental properties including multi -family, condominium, townhome, and single-family residences. This integration of the student population with the permanent population creates a unique community where school spirit 'TAMU Department of Residence Life and TAMU Accountability, 2024 CSTX,GOV I COLLEGE STATION COMPREHENSIVE PLAN 52 is apparent in almost all facets of daily life. On occasion, lifestyle differences between student households and long-term resident households can cause tension in neighborhoods, Issues related to noise, property maintenance, and parking are increasingly prevalent as market influences make purchasing homes for conversion to rental or investment property more attractive. The City encourages compatible infill and redevelopment opportunities that increase housing availability near the campus core while preserving the identity and character of existing neighborhoods. As residential construction continues, College Station must consider the long-term viability of its newest neighborhoods and how they fit into the community fabric. Neighborhoods should capitalize on what sets them apart from other neighborhoods, while creating a seamless transition between different housing types and adjacent land uses, Building community and neighborhood integrity includes building strong neighborhood organizations. These associations provide opportunities for localized decision making and community ownership that contribute to sustaining the attractiveness and marketability of neighborhoods, Existing Conditions Early College Station neighborhoods developed around parks and schools, in proximity to major university entrances, and were bordered by commercial land uses on major thoroughfares. The formation of the area's early neighborhoods and housing also reflected the racial segregation patterns of the time. Specifically, the McCulloch Subdivision and Prairie View Heights are two historically African American neighborhoods, It is important to recognize these socio-spatial trends as they have had significant impacts on people, the community, and neighborhood development trajectories over time. Outside the city's core, the majority of College Station's neighborhoods developed after 1970, due in large part to Texas A&M University opening admission to women and minorities in the late 1960s, These newer developments tend to be large, multi -phased subdivisions that take access from the city's thoroughfare system, with limited connectivity between subdivisions. These neighborhoods are primarily single-family detached housing developments, There is very little neighborhood -oriented commercial activity within walking distance, and residents have often protested commercial uses near established residential neighborhoods. According to the 2023 American Community Survey2, the city has 52,687 total housing units, Single-family detached and multi -family units account for 85.7% of the housing stock (42.5% and 43.2% respectively). The remaining 14.3% is distributed amongst single-family attached (9,9%), duplex (3,9%), mobile home (0,2%), and boat, RV, and van (0,3%), Furthermore, 65.1% of housing units within the city are renter -occupied and 34.9% are owner -occupied. The median sales price for a non -new construction home in College Station more than doubled over the last ten years, rising from $175,000 in J Jk� '- COLLEGE STAVON' t CITY LIMIT 1 POP. 2184 2013 to $389,000 in 2023,3 2U.S. Census Bureau, 2023 American Community Survey 1-Year Estimate 'Texas Real Estate Center, 2024 CSTX,GOV I COLLEGE STATION COMPREHENSIVE PLAN 53 Figure 3.1 - Housing Condition Definitions (from the Consolidated Plan) Excellent: These houses appear well maintained and do not require any obvious repairs, Conservable: Houses that are currently maintained and in generally good repair. Any required work is minor and can be accomplished in one weekend. Improvements include painting and repair of screens. Substandard: Houses that require significant repair. A substandard unit is one that needs additional repairs that are more than normal maintenance such as a damaged wall, plumbing problems, broken windows and overall general repairs. Dilapidated: Houses that do not provide safe or adequate shelter and endanger the health, safety, and wellbeing of the occupants, Repair costs could exceed 50% of the value of the house. Such units have one or more critical defects or a combination of deficiencies to the extent as to require considerable repair or comprise inadequate construction. Defects, in addition to those listed above for substandard units, include; holes; open cracks; loose, rotten, or missing materials over large areas of the foundation, walls, or roof; sagging roof ridges, eaves, or out of plumb walls; extensive damage caused by fire, storm, flooding, termites, etc. HOUSING CONDITIONS The City maintains robust data on housing conditions, having collected and compiled these data every five years since 1995. A set of definitions has been developed (see Figure 3.1 Housing Condition Definitions), categorizing the condition of housing units as excellent, conservable, substandard, or dilapidated. 2010* 2015 2020 2025 Excellent 65.9% 77.0% 71.4% 76.6% Conservable 31.6% 22.6% 27.1% 20.0% Substandard 2.5% 0.3% 1.4% 2.9% Dilapidated 0.1% 0.1% 0.2% 0.5% *Includes only single-family and duplex units As seen in Figure 3.2 Condition of Housing , the percentage of housing units in excellent condition increased between 2020 and 2025, reflecting a surge in new construction and renovations. During this period, units in excellent condition then increased by 5.2 percentage points corresponding to about a T1 percentage point decrease in conservable units, a 1.5 percentage point increase in substandard units, and a 0.3 percentage point increase in dilapidated units. It should be mentioned that the 2010 percentages applied to only single-family and duplex units while the 2015, 2020, and 2025 percentages also incorporated multi -family units. The housing conditions trends highlight the need for a continued and enhanced focus on property maintenance programs and upkeep. The data suggest that this need is likely especially relevant for multi -family properties. Additionally, care should be taken to promote quality housing conditions in low - and moderate - income neighborhoods. While recent housing conditions data do not differentiate between neighborhood income categories, a 2005 survey by Texas A&M students revealed that 81% of substandard and dilapidated units were found in low - and moderate -income neighborhoods, which comprised only 17% of the city's homes at that time. CSTX.GOV I COLLEGE STATION COMPREHENSIVE PLAN 54 AGE OF HOUSING STOCK Housing quality can often be tied to the age of the housing stock, As can be expected of an 80-year-old city, the housing stock is also relatively young; only 21.5% of the housing stock is more than 45 years old.4 The majority of homes in College Station were built after 1990. In light of this, the housing stock in College Station is in moderate to good condition. Areas near the university with large concentrations of rental properties are facing more rapid deterioration than other areas of town. As housing in College Station ages, demolition and redevelopment have increased in the city's core, Policies and practices that encourage harmonious redevelopment and infill opportunities will become increasingly important to maintain the character of existing neighborhoods while meeting housing demand. RENTAL MARKET Over the years the local housing market has seen increased demand for new housing and a significant conversion of existing single-family homes to rental housing. From 2010 to 2023, the percentage of renter -occupied units has fallen slightly from 65,2%6 to 65.1%6, while still maintaining a majority of the market. Rental properties near the university are often priced using a rent -by -the -bedroom model, resulting in rental costs that are inflated compared to the remainder of the city. This can have negative ramifications for families and young professionals seeking rental housing near the university who find themselves priced out of the market. Increased rental costs along with increased demand have also driven up property values around the university. Neighborhoods near the university are seeing a rapid transition from older owner -occupied units to newly constructed units tailored primarily to student renters. Older homes may be converted into larger structures either by adding bedrooms or subdividing large lots, enabling the demolition of older homes and construction of multiple units on properties that previously held one structure. These newly constructed units often have a similar look and are characteristically large, multi -story homes with four or more bedrooms that each have their own attached bathroom and typically no garage. This style often leads to unintended overoccupancy in single family neighborhoods that were not designed to support this level of density. The increased demand for density near the campus core must be balanced with measures aimed at protecting the character of existing neighborhoods. 'U.S. Census Bureau, 2023 American Community Survey 1-Year Estimate 'U.S. Census Bureau, 2010 American Community Survey 5-Year Estimate 'U.S. Census Bureau, 2023 American Community Survey 1-Year Estimate CSTX,GOV I COLLEGE STATION COMPREHENSIVE PLAN 55 AFFORDABLE HOUSING Since 1990, the City of College Station has more than doubled its population, thus increasing demand on the available housing stock and necessitating rapid construction of new neighborhoods, These factors have affected the median house price in the city (See Figure 3.3 for Population Growth), The city's population growth is closely tied with the growth of Texas A&M University as it adds approximately one thousand new students annually. As a result of the high demand for student accommodations near the university, housing prices have continued to rise over the last decade (See Figure 3.4 for Median Housing Prices). As house prices grow, citizens who are unable to keep up with the rapid increase in rental prices, house prices, or property taxes may be forced away from the city core to less expensive areas. This is known as gentrification and is discussed in depth in following sections. There are many negative impacts of gentrification including displacing original occupants, changing the character of neighborhoods, intensifying displaced persons' reliance upon private vehicles and exacerbating their transportation costs due to increased distances and increasing congestion, Programs and policies aimed at providing affordable and workforce housing, along with encouraging a mix of housing types for all demographics and lifestyles, will be essential to maintain viable and strong neighborhoods that serve all College Station citizens. Figure 3.3 - College Station Population Growth 1990-20257 'Data provided by City of College Station Planning & Development Services 140,000 120,000 120,511 Z 100,000 / 106,465 1— 93,857 J 80,000 81,930 a 0 60,000 67,890 a 40,000 52,456 20,000 58,892 132,477 1990 1995 2000 2005 2010 2015 2020 2025 YEAR CSTX.GOV I COLLEGE STATION COMPREHENSIVE PLAN 56 Figure 3.4 - Median Home Sales Price 2014-20238 450,000 8 Data provided by Bryan -College Station Association of Realtors 400,000 350,000 300,000 $259,000 250,000 $247,000 e $210,000 $250,000 200,000 $227,000 $189,450 150,000 10 0,0 00 $50,000 $389,000 355,000 $306,000 $264,350 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 YEAR Planning Considerations Through public input and conversations with citizens, the City has identified several issues facing the community in promoting attractive and livable neighborhoods. At the forefront is the community relationship with Texas A&M University and the rental market centered around student housing. Affordable housing options, infill and adjacent land uses, neighborhood traffic management, parks and greenways, and neighborhood planning were also considered important. HOUSING ACTION PLAN Rising rents and home prices have made it increasingly challenging for many residents to find housing they can afford in College Station, In response, Council launched a citizen -led effort to develop the Housing Action Plan, which was adopted as an amendment to the Comprehensive Plan on September 26, 2024, The two main overarching goals of the Housing Action Plan are (1) to incentivize the production of more housing units of various types to meet growing demand and (2) to produce and preserve housing that is affordable to community members, The Housing Plan Advisory Committee was created in February 2025 to provide guidance, support, advice, and recommendations in the execution of the Housing Action Plan. The Committee —comprised of seven Council -appointed volunteers —has met regularly since April of 2025 to review existing conditions, prioritize action items, and develop recommendations for implementing top - ranked strategies. EXISTING REGULATIONS The City has a variety of existing regulations aimed at preserving neighborhood integrity including; • Single-family height protections • Buffering and landscaping requirements for commercial and multi -family properties • Neighborhood -compatible commercial design standards • Residential driveway and parking design standards, lighting standards • Impervious coverage maximums and stormwater management requirements • Traffic mitigation strategies for larger multi -family and commercial projects • Parkland dedication requirements to foster the development of parks within neighborhoods CSTX,GOV I COLLEGE STATION COMPREHENSIVE PLAN 57 Additionally, various single-family overlay zoning districts have been created to help mitigate the issues associated with tear -downs in established neighborhoods, including the Neighborhood Conservation Overlay and the Historic Preservation Overlay. The City also adopted zoning overlays in 2021 and 2023: the Restricted Occupancy Overlay (ROO) and the High Occupancy Overlay (HOO). ROOs were intended to protect neighborhood stability and character in areas facing student housing pressures, while HOOs directed student -oriented housing to areas designed to support higher residential densities. However, both overlays relied on a definition of family that regulated occupancy based on familial status. In 2025, the Texas Legislature passed Senate Bill 1567, prohibiting municipalities from regulating occupancy based on familial or relationship status. Although ROOs and HOOs were repealed and are no longer part of the City's zoning framework, their histories reflect the community's ongoing effort to balance preserving the character of established neighborhoods with the need for increased density and student housing in appropriate areas. The City has adopted the Family of International Codes, as amended and updated, which includes the International Building Code, a Property Maintenance Code, a Residential Code, and an Energy Conservation Code amongst others. These ordinances cover the minimum maintenance standards expected in the City and set out the standards for new construction for residential homes. In 2009, the City began requiring the registration of single-family and duplex rental properties. The purpose of the registration is to provide the City with a local point of contact for rental residences in case of an emergency where properties, tenants, or nearby neighborhoods could be impacted, Furthermore, the Rental Registration Program serves as a means of contact for the City in case property owners need to be contacted regarding ordinances, laws, or issues that could potentially affect their properties, The City also adopted regulations detailing host responsibilities for parties held in residential areas holding both the property owner and any other residents of the property responsible for noise, sanitation, and parking violations. THE TOWN/GOWN RELATIONSHIP As the cornerstone of the community, Texas A&M University significantly contributes to community identity. With capacity for approximately 11,000 students" living in on -campus housing, demand for student -oriented housing will continue to be a significant factor within the city. While many reside in apartment complexes, students also live throughout the community and in almost every neighborhood and housing type. Students contribute positively to College Station's character and quality of life in many ways. As a college town, the rapid growth of Texas A&M University is both a benefit and a challenge that places strain on existing neighborhoods near the campus. Finding the appropriate balance between student -oriented housing and established neighborhoods is key. It is vital that the City and Texas A&M University collaborate to proactively address issues caused by the rapid growth of the university and potential for change within neighborhoods, Actions such as community discussions and educational campaigns serve to raise awareness about ordinances, promote healthy relationships between all community members, and emphasize the values of a being "good neighbor." With the 10-Year update to this Comprehensive Plan a new chapter, Chapter 9 Partnerships, was created to emphasize the importance of the City's collaboration with partners, and particularly the relationship with Texas A&M University, Conversations between the university, City, and citizens have sparked several policy debates over the years. Some notable outcomes of these debates include the Strong and Sustainable Neighborhoods Initiative in the winter of 2007-08 and the Neighborhood Conservation Overlay district creation and updates in 2019-20, Neighborhoods, developers, investors, students, university administrators, and College Station staff have identified a number of issues related to the influx of renters into traditionally single-family neighborhoods; "Data provided by TAMU Student Demographics Accountability Dashboard CSTX,GOV I COLLEGE STATION COMPREHENSIVE PLAN 58 • Communication. Effective communication is one of the central challenges in maintaining productive relationships between neighbors and between the City and local neighborhoods, While some neighborhoods have open communication with all, others have commented on problems engaging their renter population. The student rental market also poses significant challenges in building and sustaining neighborhood associations. Most renters within College Station are students - a transient population. It becomes difficult to implement long-term solutions and lasting organizations that serve a population that transitions every four to six years, Educational efforts must also be continuous as students cycle through Texas A&M University. Property Maintenance. Residents have expressed concerns about the perceived lack of maintenance of rental properties, This includes everything from routine repairs to maintaining landscaping. While there has not been an established correlation between the maintenance of rental properties and owner -occupied properties, property maintenance will continue to be a concern for all older neighborhoods as the housing stock ages. As the City has adopted the Family of International Codes and adopts updates as the code is amended, enforcement actions are taken when properties are identified as out of compliance with the maintenance standards within the Property Maintenance Code. Noise and Parking. The most often discussed challenges center around behavioral factors, including parking issues and noise that can be generated by parties and other social gatherings, While current ordinances restrict noise that can be heard beyond common property lines after 10 p.m., there is a perceived lack of enforcement by residents who make complaints. The College Station Police Department fielded 2,184 loud party calls in 202012, with the majority during the fall semester, Additionally, parties can be accompanied by cars parked on lawns and blocking driveways, which limits access by emergency vehicles as well as availability of resident parking. Sprawl. Previous efforts by the City have tried to focus dense rental development catering to students near the university. However, since most of these areas are built out, greenfield development, including multi -family and rental subdivisions, have moved further south, away from campus. As existing properties near the university age, the opportunity for redevelopment of student - oriented housing near the university increases. This will need to occur in appropriate areas and in a manner that is sensitive to the character of existing neighborhoods. These issues are most apparent in areas close to the university, but examples are present across the entire city. Established neighborhoods often view the conversion to rental or investment homes as a threat to the integrity and identity of neighborhoods. However, this is a complex issue that calls for a balanced approach and working together creatively so that everyone can experience a sense of belonging in the community. r c 12Data provided by City of College Station Police Department CSTX,GOV I COLLEGE STATION COMPREHENSIVE PLAN 59 Brison Park was developed as an integral component of the College Park subdivision in the 1920s. This commitment to the preservation and provision of open space and parks is still alive in College Station today, I 1 1114:1 Ill] 3:11111II 1.113 53F:1 111110 3 11 it 11I1111TIR Neighborhood parks often serve as the center of interaction between neighbors. Parks and recreation services are vital to maintain community identity and increase quality of life. Providing active and passive recreational spaces, hiking, and educational spaces, College Station's nationally accredited and award -winning parks system is a vital centerpiece of the community. Moreover, public and private landscaping contributes to the attractiveness of neighborhoods, which is reflected in the City's efforts to requiring streetscaping on all City - constructed thoroughfares, NEIGHBORHOOD TRAFFIC MANAGEMENT During the public input process, citizens also expressed concern regarding cut -through traffic within neighborhoods, on -street parking, and access to adequate bicycle facilities and pedestrian paths. One of the biggest concerns is the location and role major thoroughfares have on neighborhoods. In older neighborhoods, thoroughfares are generally integrated in the street network. In more recent developments, thoroughfares are placed on subdivision edges, thus contributing to the canyon -like effect fences have on roadways, The increased use of cul-de-sacs and loop streets as well as the lack of sidewalk connection to commercial areas or to a larger sidewalk network discourage connectivity, which causes difficulties when distributing traffic volumes and providing alternative paths to major points of interest throughout the city, As a response, the Thoroughfare Plan and the City's Active Transportation Master Plan have been updated to provide context -sensitive street design and a more extensive and improved bike, pedway, and micromobility network (see Chapter 6: Integrated Mobility). Greenways are linear open space corridors that follow natural features such as creeks and rivers and their floodplains or man-made features such as utility, road or rail corridors. Greenways are a resource that serve a variety of functions including but not limited to floodplain management, protection of open space and wildlife and plant habitats. Trails within a greenway can provide alternate transportation, recreation and health benefits. Greenway trails also create connections to parks, neighborhoods, workplaces, schools, cultural and In addition to parks, the City offers greenways which I historical areas and shopping centers. provide much of the natural open space in and around the community. Directly related to flood control, greenways also provide for natural buffers between adjacent land uses and as means of connection between parks and the community. In regard to the opposition to developing in the floodplain around existing residential development, the Active Transportation Master aims to promote ways to encourage connectivity of greenways and methods for the conservation and acquisition of those properties (see Chapter 5: Desirable Amenities & Recreation), CSTX,GOV I COLLEGE STATION COMPREHENSIVE PLAN 60 NEIGHBORHOOD PLANNING The City of College Station coordinates services for neighborhoods through its Neighborhood Services Department and neighborhood planning efforts through the Planning and Development Services Department. Neighborhood Services focuses on maintaining collaborative partnerships between neighborhoods, community services, and the City, Programs such as the Neighborhood Partnership Program and Neighborhood Grant Program where the City provides financial support for projects within neighborhoods are some of the ways the City actively engages with its neighborhoods. Neighborhood Services also undertakes educational and outreach programming. Neighborhood Services focuses on promoting the development of neighborhood and homeowner associations and currently assists 85 registered associations. The Planning and Development Services Department provides services such as land use and comprehensive planning, building regulations and inspections, and floodplain management to maintain orderly, prosperous, and efficient growth for the city. The department undertakes specialty planning efforts for smaller areas and neighborhoods and works collaboratively with residents to identify projects and programs within those small areas that contribute positively to neighborhood integrity, character, and quality of life. Neighborhood -focused services should continue tracking community identity and character indicators to help identify neighborhoods in transition so that the City can allocate resources to specific areas of need, Most importantly, the City should continually enhance its public engagement efforts through additional public education and outreach. Many of the issues that typically arise in the development process that frustrate neighborhoods happen because of a lack of communication and a lack of knowledge about the process A comprehensive education and outreach program should be developed that provides opportunities to learn about neighborhood planning and the overall development process. The City should also look for ways to improve communication with neighborhood residents about proposed projects. New Neighborhoods New development plays a key role in the changing character of the city. New residential neighborhoods have an impact on traffic patterns, property values, and quality of life. A number of College Station's most recently developed neighborhoods have been developed in southern College Station, placing additional stressors on the transportation network as residents commute throughout the City, CSTX,GOV I COLLEGE STATION COMPREHENSIVE PLAN W +at,}:►: L: nil New residential subdivisions should be designed to fit within the existing fabric of the community and complement the natural environment, Sustainable neighborhoods should be developed with integrated parks that are easily and safely reached on foot or bicycle and have identifiable borders and entries. Development policies should encourage the clustering of homes to reduce environmental impacts on sensitive areas like floodplains and provide for common areas of recreation and play that are easily accessible to residents. Context sensitive designs for thoroughfares should encourage buildings to face onto streets where practical and provide quality multi -modal transportation options to and through the neighborhood. Additionally, connectivity in and around neighborhoods should be encouraged to help disperse traffic rather than funnel it onto one or two major roads. Historic Preservation The history and heritage of College Station is an important component of defining the City's identity and sense of place. The original neighborhoods of College Station have faced continual change since they were first developed primarily for professors, university staff, and supporting workers. In 1986, the City created the first Historic Preservation Committee. The committee works on various historic preservation initiatives and hosts monthly educational luncheons that explore College Station's history. The City recognizes historic homes and buildings through its local Historic Marker Program, which recognizes property owners and provides educational benefits to the public, However, the historical marker status does not offer property protections or additional regulations, The City also created a Historic Preservation Overlay zoning district that is intended to provide for the protection and preservation of places and areas of historical, cultural, and architectural significance, Additionally, Project HOLD - or Historic Online Library Database - allows citizens to learn about the history and heritage of the City of College Station. To date, the City does not have a comprehensive historic preservation plan. Such a planning effort could prioritize the City's preservation efforts, research the community's historic areas and properties, research and recognize how demographic trends (particularly race and socioeconomic status) have impacted College Station's development, identify new areas to survey, and identify assistance and incentives for preservation or revitalization efforts, Infill and Adjacent Land Uses Infill development offers the opportunity to mediate and enhance the identity of neighborhoods, These uses can be accessible to the neighborhood and developed to provide a seamless transition from residential to nonresidential uses, Small-scale office or neighborhood retail uses are appropriate directly adjacent to neighborhoods if they are an integrated component of the neighborhood with adequate buffering and transition for noise, light, and parking intrusions where necessary, Mixed -residential and multi -family uses should also be designed as a component of the neighborhood instead of as islands of development with no relationship to adjacent single-family neighborhoods. CSTX,GOV I COLLEGE STATION COMPREHENSIVE PLAN 62 Adjacent land uses have an impact on neighborhood character and identity. Non-residential and multi- family properties can develop out of character and scale with adjacent single-family residences if not designed appropriately. Lighting, noise, and traffic are some of the issues that arise, as well as potential aesthetic issues of non-residential buildings adjacent to single-family homes, Buffering, architectural, lighting standards, and height protections are currently in place for nonresidential uses in the city. Neighborhoods also face intrusion from out -of -character single-family infill development. As College Station attracts more retirees and alumni back to the community and as property values increase, areas close to the university continue to feel pressures for redevelopment. Many older homes in the Southside neighborhood are being torn down in favor of larger homes - some serving as sporting event weekend homes for alumni - changing the character and identity of that neighborhood. Moreover, neighborhoods near Texas A&M University are facing a rapid transition from owner -occupied units to renter -occupied units due to the university's significant increase in student enrollment. Unintended overoccupancy is common in these neighborhoods where older single-family homes are being converted into multi -story, multi -bedroom units aimed at university students, thus altering the existing character of the neighborhood. To strategically direct increased density to appropriate areas and provide more housing options, the City established the MH Middle Housing zoning district. This district allows for a flexible mix of compatible housing types including small -lot single-family homes, townhomes, courtyard houses, duplexes, small multiplexes (3-4 units), medium multiplexes (5-12 units), and live -work units. To ensure compatibility with adjacent neighborhoods, additional standards for buffering, height transitions, and parking are applied to larger residential products and along the edges of the district bordering neighborhood conservation areas. ow Nip 0* 94 94 IF+ 54 94 94 54 541F4 Gentrification is a process of redevelopment that results in the displacement of the original residents of a neighborhood due to increased property values, Gentrification occurs when homes and land are redeveloped in an existing neighborhood and cause a subsequent rise in adjacent property values that existing residents may not have the income to pay. Socio-economic shifts can result in changes in the original neighborhood's culture and character. Affordable Housing As College Station has nearly doubled its population in the last 20 years, mostly due to the rapid expansion of Texas A&M University, the need to offer affordable housing incentives is crucial to maintain steady and prosperous growth. The City has efforts focused on providing established and incoming residents with the tools to successfully combat the rising median home price. CSTX,GOV I COLLEGE STATION COMPREHENSIVE PLAN 63 With an increase in tear -downs, gentrification is occurring at faster rates than in previous decades. The City should evaluate the impact of single -lot redevelopment on existing residents - taking care to prevent and mitigate the displacement of permanent residents priced out of their neighborhoods as property values increase. This has become increasingly relevant in the core neighborhoods closest to the university as older housing stock becomes the focus of rehabilitation and infill efforts. The City recognizes the importance of preserving the original character of neighborhoods of all backgrounds from gentrification threats such as inflated home prices and displacement of original occupants, As a response, the City will continue to improve on its efforts, programs, and incentives that provide better and increased affordable housing options, as well as further support to low - and moderate - income citizens with homeownership and rental assistance. Actions such as developmental standards used to reduce barriers for affordable housing types, pre -approved building plans, new incentives, density bonuses in appropriate areas, reduced parking requirements are strategies the City may use to mitigate increasing housing prices. These are issues of equitable, fair, and affordable housing, and the City is committed to ensuring options for safe, dignified, and financially attainable shelter for everyone in College Station. The City offers the Leveraged Housing Development Program, which uses grants funding to partner with housing developers to build affordable housing though programs such as the Low -Income Housing Tax Credit program. Other programs include the Down Payment Program, Housing Minor Repair Program, Housing Rehabilitation Loan Program, Housing Reconstruction Loan Program, and Tenant -Based Rental Assistance Program. Moreover, the City works in partnership with organizations focused on providing affordable housing, such as the Brazos Valley Community Action Programs, Twin City Mission, Elder -Aid, Inc., and Habitat for Humanity, CONTEXTUAL NEIGHBORHOOD COMPATIBILITY STANDARDS - EXAMPLES FOR ACTION 3.1 Like many cities, College Station's Unified Development Ordinance contains standards that are intended to address the compatibility of development and redevelopment to maintain the integrity of neighborhoods, including some of the items included below. Types of compatibility standards include; Standards within neighborhoods. Consider contextual compatibility standards for some single-family residential zoning districts. These standards could include a rule that requires the lot area, setback, and height standards in the district be between a certain percent of the average setbacks, lot area, and height of the lots and development on the same block face, or within a certain distance of the site. Other types of standards could address student housing conversions by limiting on -site parking, or the location and size of accessory dwelling units, or limiting the size and scale of homes. Transitional areas. Consider standards that apply to new nonresidential development, mixed -use development, and intense, multi -family development above a certain density that is adjacent to, across the street from, or within a certain distance from attached and detached residences. Such standards include building frontage, building height, signage, buffering, lighting, parking, loading and access areas, among others. From the City of College Station's 10-Year Comprehensive Plan Evaluation & Appraisal Report CSTX,GOV I COLLEGE STATION COMPREHENSIVE PLAN 64 Strategic & Ongoing Actions College Station residents have been clear in their desire to promote strong and sustainable neighborhoods. The actions listed below are aimed at implementing the goal of viable and attractive neighborhoods that maintain long-term neighborhood integrity while collectively providing a wide range of housing options for a diverse population. The actions include new strategic items as well as ongoing efforts undertaken by the City. STRATEGIC ACTIONS 3.1 Evaluate the effectiveness and refine neighborhood compatibility standards in the UDO. Standards in the UDO should address compatibility of infill and redevelopment within established neighborhoods and appropriate transitions between land uses, particularly between neighborhoods and more intense commercial or mixed -use development adjacent to a neighborhood, 3.2 Create a neighborhood planning toolkit. Build upon Neighborhood Services efforts and establish a process for neighborhood organizations to undertake a City -supported project in their area, or to create City -supported projects and policies for their area. 3.3 Create and promote a housing maintenance educational program. Create an education/ promotional campaign to raise awareness of existing resources to maintain and enhance the existing housing stock including City grants and federal programs. Develop an educational program to assist residents in learning basic home maintenance and repair skills. 3.4 Develop a parking strategy for neighborhoods near the university. Coordinate with Texas A&M University regarding university -related parking to prevent excessive on -street parking in areas adjacent to the university. Evaluate the feasibility of a program to address management of parking in adjacent neighborhoods, 3.5 Develop and refine data monitoring processes to analyze housing trends and define a strategic set of actions to address housing affordability, diversity, and gentrification. Consider existing market data, best practices, and existing regulations and incentives. 3.6 Evaluate relevancy of neighborhood and small area plans that are beyond their planning horizon. Develop a process to either retire or update plans. 3.7 Require neighborhood meetings for certain development applications. This provides a forum for applicants and neighbors to resolve conflicts in an informal setting before an application is submitted or prior to formal consideration of the item. 3.8 Evaluate the effectiveness of short-term rental regulations. Periodically evaluate short-term rental regulations with respect to local data, national trends, and emerging technology, to support neighborhood integrity. 3.9 Evaluate and refine the rental registration program. Periodically evaluate the rental registration program with respect to local data and trends to support neighborhood integrity, CSTX.GOV I COLLEGE STATION COMPREHENSIVE PLAN 65 ONGOING ACTIONS 3.10 Expand affordable housing and workforce housing. Continue to support efforts, programs, and incentives aimed at developing affordable housing stock and assisting low - and moderate - income citizens to secure affordable homeownership and/or rental opportunities. Potential actions may include regulatory provisions such as; • Development standards that reduce barriers for affordable and diverse housing types, • Pre -approved building plans or pattern books for target locations, • Incentives such as density bonuses or more flexible standards, or • A workforce housing capital pool where a public entity establishes a fund that is used for various types of affordable housing initiatives 3.11 Continue to track neighborhood change. Continue maintaining an inventory of community development trends and housing conditions by block or neighborhood in areas with a high propensity for change to identify potential areas at risk of decline and to combat displacement of existing residents. Existing data on demolitions, building permits, or occupancy could also be compiled and reviewed on a regular basis, 3.12 Continue partnering with local nonprofit organizations and area partners to support affordable housing options. Continue partnerships with organizations such as the Brazos County Home Repair Coalition, Bryan/College Station Habitat for Humanity, Brazos Valley Community Action Programs, Elder Aid, Brazos County Council of Governments, and housing tax credit developers, 3.13 Continue outreach and educational efforts to support existing and encourage new neighborhood organizations. Continue Neighborhood Services initiatives such as Seminar Suppers, Neighborhood Newsletters, and training programs. 3.14 Continue to fund the Neighborhood Grant Program. Continue to fund and expand the Neighborhood Grant Program for neighborhood activities such as gateways, landscaping, and other permit application fees. 3.15 Maintain property maintenance enforcement efforts. Maintain enforcement resources to ensure that minimum property standards are being upheld. Utilize community development plans and current data to target and prioritize enforcement efforts, while being equitable to the needs of lower income or rental areas. CSTX.GOV I COLLEGE STATION COMPREHENSIVE PLAN 66 APROSPEROUS ECONOMY The City of College Station's economic development strategies are guided by a bold vision to cultivate an innovation -driven economy through dynamic districts that leverage the community's unique assets, including its proximity to Texas A&M University. By strengthening target industry clusters, supporting entrepreneurship, and aligning workforce development with industry demand, College Station will be positioned to achieve sustained prosperity. These strategies seek to enhance community identity and competitiveness while positioning College Station as a place where businesses thrive, innovation is embraced, and quality of life is unmatched. AMENDED MAY 28, 2026 Goal Strengthen fiscal sustainability and community prosperity by diversifying the tax base and expanding economic opportunity through dynamic districts, targeted industry growth, a robust innovation ecosystem, and proactive regional leadership. Purpose The purpose of this chapter is to present a clear and forward -looking framework that guides the City of College Station's economic development efforts. This framework is drawn from the Economic Development Master Plan and is intended to support a balanced and resilient local economy that offers opportunity for residents, employers, and visitors, The chapter outlines the community's long-term vision, key strategic pillars, and the actions needed to encourage sustainable growth, enhance quality of place, and strengthen the foundations of a competitive and welcoming city. Background The City of College Station operates within a dynamic regional environment shaped by strong population growth, expanding industry sectors, increasing demand for workforce skills, and rising expectations for quality of life, The development of the Economic Development Master Plan involved extensive engagement with community members, business leaders, education partners, and regional organizations. Their insights, combined with quantitative analysis of economic and demographic trends, clarified the community's priorities and identified opportunities to support long-term prosperity. Stakeholders expressed a desire for greater diversification of employment opportunities, improved access to housing options that serve a range of household needs, and strengthened pathways for workforce development. They also highlighted the importance of creating distinctive destinations, encouraging redevelopment of aging commercial areas, and supporting entrepreneurs and emerging companies. Analysis of local and regional data reinforced these themes by revealing growing demand across healthcare, life sciences, professional services, technology, hospitality, and additional sectors. The combined findings established the foundation for a strategic approach centered on four interconnected pillars that work together to enhance community vitality. These pillars include cultivating district identity, supporting industry growth, strengthening the innovation ecosystem, and advancing coordinated regional leadership. The result is a framework designed to help College Station grow in a manner that enhances economic opportunity, supports community character, and ensures that residents and businesses benefit from a thoughtful and balanced approach to development. CSTX,GOV I COLLEGE STATION COMPREHENSIVE PLAN 68 Economic Development Master Plan The vision of the Economic Development Master Plan is that College Station will be the nation's most vibrant university community, a place where businesses thrive, innovation is embraced, and quality of life is unmatched, resulting in sustained prosperity and economic competitiveness. The four pillars of the plan include; • Identity: Cultivate community synergies to create dynamic and authentic districts that attract residents, businesses, students, and visitors. • Industry: Expand a strong foundation of businesses and employment sectors to create a diversified tax base and broaden economic opportunity. • Innovation: Establish College Station as a center for entrepreneurship, research activity, and innovation -led business development. • Ignition: Position the City of College Station as a proactive and collaborative regional leader committed to effective implementation of economic development strategies, Strategic & Ongoing Actions The actions listed below are designed to achieve the City's goal to strengthen fiscal sustainability and community prosperity by diversifying the tax base and expanding economic opportunity through dynamic districts, targeted industry growth, a robust innovation ecosystem, and proactive regional leadership, PILLAR 1 - IDENTITY 4.1. Establish distinctive, place -based districts to anchor assets that promote balance and synergies between on -campus and off -campus communities, enhancing talent retention across all age groups. 4.2. Launch a City real estate strategy that prioritizes prime site opportunities that can spark additional investment in the City and contribute to economic, housing, retail, and other real estate goals, 4.3. Position College Station as a destination for year-round tourism and asset activation that increases room nights and visitor investment. 4.4. Enhance specific quality -of -life factors through connectivity and place -based initiatives. CSTX,GOV I COLLEGE STATION COMPREHENSIVE PLAN 69 PILLAR 2 - INDUSTRY 4.5. Focus attraction and retention efforts on strategic growth areas and target industries that align with College Station's competitive position, including healthcare; life sciences and biotech; professional services; aerospace, defense, and energy; and retail and hospitality. 4.6. Enhance long-term and short-term workforce and talent development efforts to meet industry demand. 4.7. Support the growth of existing small businesses and local market -serving entrepreneurs as important contributors to the City's identity. PILLAR 3 - INNOVATION 4.8. Retain and expand local science and tech -driven employers in College Station across all industry types, with particular attention to target sectors. 4.9. Attract science and tech -driven employers from competitive markets by showcasing College Station's innovation ecosystem assets across target sectors. 4.10. Enhance innovation ecosystem components that support science and tech -based entrepreneurs, also known as startups, to facilitate business growth. I,I11:li�M[WI!II[I]11 4.11. Ensure the effectiveness of the EDMP by enhancing partnerships with local and regional partners through regular communications and collaborations, 4.12. Position College Station as a strong regional and state -level economic leader and business -friendly community, 4.13. Equip the City's Economic Development team with tools, resources, and structure to deliver results in implementation of the EDMR 4.14. Bring awareness to the community about the City's economic development goals and the importance of specific topics, like redevelopment and innovation. CSTX,GOV I COLLEGE STATION COMPREHENSIVE PLAN 70 �i Ab STROLLER & WHEELCHAIR PRESCNiED 6Y 1HE CIiY pF CIXIEGF S1RLION at ENGAGING � SPACES Parks, greenways, and the arts play an integral role in improving quality of life for the residents of College Station. They foster social, environmental, economic, and health benefits by uniting families, building cultural diversity, promoting stewardship of natural resources, attracting businesses, and offering places for a healthy lifestyle. Parks and greenways create a sense of place and frame neighborhoods into unique spaces to be enjoyed and explored. Performing and fine arts provide opportunities for entertainment, education, and culture. AMENDED MAY 28, 2026 The City of College Station offers residents a wide variety of recreation and leisure experiences in locations across the community. Goal Highly desirable parks, greenways, arts and cultural amenities that support high -quality experiences for residents and visitors, Purpose When College Station residents were asked to rank enhancements that would make College Station a better place to live and work, more parks, greenways, and entertainment were among the top choices. Also ranking high were environmental protection, recreation facilities, addressing drainage and flooding concerns, and community image and appearance. Residents view parks, greenways, and the arts as necessities in College Station. These amenities improve the character and livability of a city and warrant a significant level of attention and commitment of resources. Planning and investing in these assets are expected and appreciated by current residents, business owners, and visitors. The purpose of this chapter is to recognize and ensure the continued protection and enhancement of leisure, recreation, and cultural opportunities available to the residents of College Station through parks, greenways, and the arts. College Station enjoys a diverse and educated citizenry who support and celebrate this vital component of local quality of life, The City recognizes the value of the natural environment and its effects upon the physical and mental health of its citizens. This chapter sets the framework for the City's parks and recreation system and greenways program, The City has two topic -specific planning efforts that delve into greater detail regarding the actions and measures needed to maintain and grow the City's parks and recreation system and greenways program, These are the Recreation, Park, and Open Space Master Plan, adopted in 2011 and updated in 2021, and the Active Transportation Master Plan, adopted in 2026. CSTX,GOV I COLLEGE STATION COMPREHENSIVE PLAN 72 Existing Conditions The City of College Station strives to be a leader and innovator in parks and recreation facilities, greenways preservation, events, programs, and cultural amenities. The City's parks and greenways span almost 2,000 acres, as viewed in Map 5.1, Parks and Greenways. City -owned greenway property has been transferred into the parks system in recent years to enhance its access and public awareness, increase its protection, and provide better connectivity between parks and greenways. While greenways can provide recreational and mobility functions, this does not diminish the role that greenways play in floodplain and storm water management and conservation of the natural environment, The parks and recreation system includes a variety of athletic fields and courts, pavilions, biking and walking trails, exercise stations, playgrounds, dog parks, senior centers, and swimming pools, Other facilities include an amphitheater and festival site, a skate park, a full -service recreation center, two cemeteries, a nature center, and an inventory of flat athletic fields and diamonds that routinely host state and national tournaments for a variety of sports. Programs range from aquatics and swim lessons, athletic leagues for all ages, and afterschool care to entertainment with the Starlight Music Series and educational classes. NEEDS ASSESSMENT The City's goal is to achieve seven acres of parkland per 1,000 citizens, A combination of standards -based and resource -based approaches are used to assess the need for additional parks, recreation facilities, and greenways within College Station. The potential need for additional parkland acreage to satisfy current and future demands is determined by applying the recommended standards to the current and future population of the city. In 2018, a comprehensive needs assessment was initiated by City staff, employing the firm of National Service Research. • r. BAN The purpose of the study was to provide guidance regarding park, recreation and open space to meet citizen needs and priorities, The key objectives selected were to identify frequency of park and recreation use, maintenance rating of parks and recreation facilities, recreation programs of interest, and park facility needs. These approaches provide a comprehensive analysis for future additions to the parks and recreation system as well as the greenway system. The Recreation, Park, and Open Space Master Plan and the Active Transportation Master Plan further detail the land, facility, and program needs that surfaced through planning processes and outline the practices City staff will employ to achieve these objectives. CSTX.GOV I COLLEGE STATION COMPREHENSIVE PLAN 73 0 0 sy o 0 0 PQ 0 O 40 c�0 1 ® ROCK PRAIRIE RD ® O� �® • GO* OOP � ox' A\ P4Zb QC, ® sy 0 s PQ 0 0 ® QO P �SeQ o Cam PARKS •1 GREENWAYS CEMETERIES C1 MAP 5.1 Parks & Green ways 0 SUMMIT CROSSING @ GEORGIE K. FITCH 0 CRESCENT POINTE ® STEEPLECHASE ©VETERANS PARK& WESTSIDE ATHLETIC COMPLEX 0 UNIVERSITY 0 BARRACKS II 0 BILLIE MADELY a BROTHERS POND 0 NORTHGATE 0 LONGMIRE 0 FIRST DOWN a SANDSTONE 0 LIONS 0 WOODCREEK 0 EASTGATE JACK & DOROTHY MILLER G1 THOMAS BRIAN BACHMANN 0 PARKWAY EDELWEISS ® RICHARD CARTER EDELWEISS GARTENS ® MERRY OAKS . CREEK VIEW BRISON HUNTINGTON TRAIL ® OAKS 0 M,D, WHEELER PH 2 0 WINDWOOD MIDTOWN RESERVE SMITH TRACT ®1 TEXAS INDEPENDENCE G W.A, TARROW ® SONOMA G LUTHER JONES ® REATTA MEADOWS 0 ANDERSON ® SOUTHERN OAKS ® WOLF PEN CREEK BRIDGEWOOD ® ART & MYRA BRIGHT ® CASTLE ROCK ® CARTER'S CROSSING WOODLAND HILLS JOHN CROMPTON ® PHILLIPS ® SOUTHLAND WALLACE LAKE GABBARD CASTLEGATE ® LEMONTREE .1 WELLBORN SETTLEMENT BEE CREEK ETONBURY CY MILLER PEBBLE CREEK STEPHEN C. BEACHY GREENS PRAIRIE CENTRAL RESERVE ® HEADLAKE . WILDWOOD ® EMERALD FOREST LICK CREEK AS OF; MAY 28, 2026 ® SOUTHWEST .. COVE OF NANTUCKET Planning Considerations College Station's residents identified various issues and opportunities facing the community regarding parks, greenways, and the arts. The planning considerations highlighted in this section helped shape the action recommendations that follow. Growth and changing demographic trends are important components in determining the development of parks, greenways, and the arts. Based on recent growth trends, College Station's population is expected to reach between 146,729 and 156,717 by 2030.1 An increasing population creates demand for an increased and diverse offering of programs, facilities, and open space to maintain current levels of service. Although school and college -aged residents will continue to make up a large portion of the population, residents of retirement age are the fastest growing demographic. This may present a need for more passive recreation opportunities in the future in a system currently geared towards more active recreation. MAINTAINING A PREMIER PARKS AND RECREATION SYSTEM City staff have identified five pillars to approach the strategic and ongoing actions of the parks and recreation system in a goal -oriented, systematic fashion: Experience & Engagement: Create a positive and memorable experience for all customers. Strive to involve and request input from all park and program participants. Create public awareness of all programs, facilities, and greenspace. Capital, Operational & Maintenance Funding: Identify and establish desirable alternatives to fund all aspects of projects, operations, and maintenance, Natural Resource Management: Protection of the wildlife, plants, water, and soil of an area, with a particular focus on quality of life and stewardship, Growth & Sustainability: Employ and track the demographics and growth patterns of the city to maintain, secure, and develop desirable greenspace and facilities, Accessibility & Inclusion: Inclusive and accessible design, affordable pricing and implementation of programs, activities and facilities that takes into consideration the diversity of the population. The community must ensure College Station maintains and develops its parks and recreation system effectively to meet current and future needs. Considerations for the community include: (1) continued development of a balanced, convenient, and accessible park system, (2) quality park appearance and maintenance, and (3) coordination, collaboration, and adequate funding, CSTX,GOV I COLLEGE STATION COMPREHENSIVE PLAN 75 Balanced, Convenient, and Accessible Park System A successful parks and recreation system creates a balance of public open spaces and recreation opportunities across the community. All residents should have an equal opportunity to access parks and the facilities they offer to meet recreational and leisure needs. A comprehensive parks and recreation system also offers a variety of parks, ranging in size and focus to satisfy diverse social and ecological needs, Greenways now fall under the umbrella of this system and provide linear connections with trails where appropriate. A variety of indoor and outdoor facilities and spaces, as well as an adequate assortment of activities and programs, should be provided to meet the individual and collective needs of all the residents of College Station, Quality Park Appearance and Maintenance The condition and appearance of parks is an indicator of their value to the community. Collectively, parks and public open spaces can contribute to the aesthetics, natural beauty, property values, and sustainability of the city. Facilities and programs such as the Fun for All Playground that focuses on providing interactive learning opportunities for all ability levels, the Lick Creek Nature Center educational programming, and the renovation and expansion of the Lincoln Recreation Center are just a few of the ways the City demonstrates its commitment to a well maintained, diverse parks system that positively contributes to citizens' quality of life. Moreover, the Parks & Recreation Department hosts seasonal events to better serve the community and partners with the Economic Development & Tourism Department to promote sports tourism as both an experience and an economic driver for the community, Coordination, Collaboration, and Adequate Funding As the city continues to grow and develop, College Station will see an increased demand for parks and recreation facilities and programs. To meet this increasing demand, mechanisms that encourage joint acquisition, development, and funding of public spaces will help the City to stretch local resources for the development and redevelopment of its parks. City coordination and collaboration with agencies, such as Brazos County, the College Station Independent School District, the City of Bryan, Texas A&M University, developers, and other local agencies and organizations mutually benefit all interests because it eases the municipal tax burden related to parks and recreation demands and enhances the quality of parks and recreation facilities and programs. Collaboration requires effective communication and coordination among stakeholders, Through agreements reached between public/semi-public agencies, as well as partnerships with the private sector, the parks and recreation system can benefit in the quality and quantity of facilities and programs it offers. Joint acquisition, construction, operation, and maintenance allow more efficient use of public resources while 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, CSTX,GOV I COLLEGE STATION COMPREHENSIVE PLAN 76 Importantly, part of the City's approach to maintaining a high -quality park system emphasizes strategic, incremental improvements rather than relying solely on large-scale projects. By pursuing micro -capital investments, the City can continually refresh facilities, extend the lifespan of existing assets, and respond flexibly to community needs. This approach ensures that smaller targeted investments accumulate into meaningful system -wide improvements, sustaining high standards of safety, accessibility, and user experience while maximizing the return on limited resources. ENHANCING THE GREENWAYS PROGRAM The purpose of the Greenways Program is to establish a network of greenways or open space corridors throughout the community for conservation and to connect people and places through greenway trails for recreation and transportation. Considerations for the community include; (1) promoting the protection of land to maximize use and enjoyment and the natural resource stewardship through preservation, conservation and restoration, as well as (2) creating connections to key destinations with greenway trails. Since the adoption of the first Greenways Master Plan by City Council in 1999, College Station has made progress toward establishing a network of greenway corridors across the community, As ongoing urbanization alters the city's natural landscape and quality of life, it is important to continue developing the greenway system through acquisition and protection. Greenways serve to protect linear open spaces that follow natural areas (e.g., rivers and streams and their floodplains) and man-made features (e.g., utility, road, or rail corridors). They should remain in their natural state except for the introduction of greenway trails that connect people with places, where appropriate. Priority greenways to be protected in College Station currently include the following creeks; Alum, Bee, Carter, Lick, Spring, Wolf Pen, their tributaries and floodplains, as well as the Gulf States Utility Easement. Greenways provide functional, aesthetic, economic, and social benefits to the community. From a functional and aesthetic perspective, greenways provide for floodplain and stormwater management, water quality protection, as well as wildlife and aquatic habitat protection. From a social and economic perspective, greenways introduce trails in appropriate locations that provide alternative modes of transportation, recreation, increased real estate values to adjacent properties, and tourist revenue. CSTX,GOV I COLLEGE STATION COMPREHENSIVE PLAN 77 Connection of Parks, Schools, and Neighborhoods Greenway trails connect people and places by providing an alternative mode of transportation for bicyclists and pedestrians. These linear corridors create safe and convenient opportunities for regional connectivity between neighborhoods, parks, schools, transit stops, and a variety of key destinations, The benefits of the parks and recreation system are also enhanced as they become more readily accessible to residents through a connected network. The City must balance the preservation of open space and the introduction of trails to minimize environmental impacts with the other functions of greenways including floodplain management, erosion control, stormwater management, and the protection of wildlife and plants. Crime prevention through environmental design and universal design should also be incorporated into the location and design of greenways trails to ensure safety and accessibility. Natural Resource Stewardship through Conservation, Preservation, and Restoration There are a variety of open spaces throughout College Station, the Extraterritorial Jurisdiction (ETJ), and the City's public parks and greenways that encompass important natural resources worthy of environmental protection. Land along major rivers and streams such as the Brazos River, Carter Creek, and their floodplains, existing utility easements, drainage easements, and agricultural lands in the ETJ, offer opportunities for land stewardship through conservation, preservation, or restoration, As College Station continues to develop, protecting its valuable natural resources will be important in maintaining the aesthetic character and environmental quality of the community. Restoring and protecting natural areas provides the benefits of outdoor recreation opportunities and general enjoyment for the community. Rivers, streams, and their riparian buffers serve as amenities which prevent flood damage, protect wildlife and plant habitat, recharge groundwater resources, provide for stormwater management, and improve water quality. Better protection and use of natural areas in and around College Station may be achieved by adopting sound environmental conservation practices and responsible land development practices, These natural areas should be incorporated into developments as natural amenities to help sustain their function as an environmental resource. Doing so requires polices that balance development and natural resource protection. CSTX,GOV I COLLEGE STATION COMPREHENSIVE PLAN 78 ARTS, CULTURE, AND OTHER LEISURE ACTIVITIES As the home of Texas A&M University and a growing, vibrant community, College Station increasingly desires to promote a range of activities to enliven its residents' leisure time. This includes unique and integrated opportunities for entertainment, education, and culture. Such amenities clearly boost a community's livability and make it more attractive to current and potential new residents, retirees, and businesses, The City recognizes the need for leisure activities and provides a variety of opportunities ranging from soccer fields to aquatic recreation opportunities to youth educational programming. Furthermore, the City provides sports leagues and instructional classes to all ages and abilities. Finally, the network of parks throughout the city offers great views and endless opportunities to explore nature. The City's Role in the Arts In taking a direct role as both a promoter and purveyor of leisure time pursuits, the City recognizes the range of interests and abilities that are found across the community. With limited funds and staffing, both within municipal government and among its various private and nonprofit partners, the City faces the challenge of being responsive to diverse wants and needs while attempting to focus on core offerings so that high quality facilities and/or services can be provided and maintained over time. The City also plays a role in more passive aspects, such as providing support for public art installations which make a statement about the community and enhance its image at gateway locations, along key corridors, and within parks and greenways. The City supports nonprofit organizations that seek to increase the quantity of and access to public art, A wide array of existing public art is available throughout the city, including sculptures, fiber art, theater and performing arts, and literature and poetry, More than 60 regional nonprofit arts, culture, and heritage affiliate organizations are represented by the Arts Council of the Brazos Valley. CSTX,GOV I COLLEGE STATION COMPREHENSIVE PLAN 79 Strategic & Ongoing Actions Based on the considerations above and balancing input from the 2018 Needs Assessment, Council strategic initiatives, the Parks & Recreation Advisory Board, and the Active Transportation Advisory Board the actions below aim to implement the goal of highly desirable parks, greenways, and arts and cultural amenities that support high -quality experiences for residents and visitors. The actions include new, strategic items as well as ongoing efforts undertaken by the City. The Recreation, Park, and Open Space Master Plan and the Active Transportation Master Plan further detail the land, facility, and program needs of the parks and recreation and greenways systems. STRATEGIC ACTIONS 5.1 Evaluate, amend, and develop relevant ordinances to protect natural resources, habitats, and green -water infrastructure. Consider amendments to the Parkland Dedication Ordinance and other ordinances to include provisions or incentives that encourage developers to design and build parks and greenway trails that preserve natural areas. 5.2 Investigate the feasibility of incorporating riparian buffer standards to preserve sensitive land along waterways. Consider the feasibility of amending ordinances to better preserve potentially sensitive land along waterways to mitigate flood risks, protect water quality, and provide for parks and greenway opportunities, 5.3 Conduct community -wide parks and recreation needs assessments and pursue recommended improvements. Evaluate facilities and programs provided by the Parks and Recreation Department through community surveys at least every ten years. Pursue new programs, physical and operational improvements, and evaluate ongoing priorities to implement the needs assessment for park facilities and recreational programs, 5.4 Identify a land acquisition strategy and integrate additional greenspace. Set the standard to provide a required and desirable amount of land per citizen, as discussed within the planning considerations, ONGOING ACTIONS 5.5 Continue to develop and deliver quality recreational programing for residents. Utilize digital platforms and coordinate with the Economic Development & Tourism Department to promote local cultural and entertainment offerings. 5.6 Continue to coordinate and promote major arts, entertainment, sporting, and cultural destination attractions. Promote the multi -purpose mission of the Wolf Pen Creek and Northgate Districts as live music destinations and areas to live, work, and play. 5.7 Maintain and expand community -based greenway and open space preservation programs. Through the Adopt-a-Greenway and parks volunteer programs, continue involving neighborhood and community groups in preservation and maintenance programs, 5.8 Continue to expand outreach about the parks and greenway system. Enhance awareness and accessibility to programs and facilities through the City's website, publications, and media outlets, CSTX.GOV I COLLEGE STATION COMPREHENSIVE PLAN 80 5.9 Support a community -wide public art program. Contribute to the expansion of a public art program in conjunction with the Arts Council of Brazos Valley, the City of Bryan, Texas A&M University, and the Texas Department of Transportation. 5.10 Continue leisure, health, and educational programming. Continue the City's role in offering leisure, health, and educational activities to citizens of all ages through the City's Parks & Recreation department programming, 5.11 Identify and secure public and private funds for the acquisition of parks, greenways, and facilities. Ensure adequate parkland and greenway provisions through the Parkland Dedication Ordinance, the Capital Improvements Program, annual budgets, City property acquisition programs, external dollars, foundations, and public -private partnerships. Explore opportunities for connections between developments, conservation easements, or additional provisions that require dedication of open space. 5.12 Continue inter -agency coordination and establish new public -private partnerships to provide additional amenities, funding, networking, and co -production opportunities. Seek partnerships with other public agencies and public -private partnerships to provide recreational amenities, greenways, and services where mutually beneficial opportunities are available to ensure financial sustainability and quality of all programs. 5.13 Consider new and enhanced natural resource management strategies that promote environmental sustainability and stewardship and improve quality of life. Consider the effect of urban heat islands on the city's residents, wildlife, and natural environment. Identify areas for enhanced stewardship practices such as "no mow zones," native or adaptive plantings, and pollinator areas to support wildlife and enhance biodiversity. 5.14 Invest in the redevelopment of existing parks. Identify new improvements and continue upgrades and maintenance to existing park facilities, particularly neighborhood scale parks as detailed in the Recreation, Park, and Open Space Master Plan, neighborhood, or district plans. 5.15 Create connections between key elements of the parks, recreation, greenways systems, and destinations. As described in the Active Transportation Master Plan and the Recreation, Park, and Open Space Master Plan, prioritize opportunities to connect parks, greenways, community facilities, and other destinations. 5.16 Design and construct inclusive, accessible, and sustainable parks and greenway trails. Consider all citizens' needs and provide a diverse range of facilities and amenities to accommodate a variety of experiences and ways of interacting with the world. Encourage developments that are oriented towards and designed for accessibility to parks and greenway trails. CSTX.GOV I COLLEGE STATION COMPREHENSIVE PLAN 81 INTEGRATED MOBILITY The economic vitality, character, and identity of College Station depend, in part, upon a well-connected mobility system. College Station strives to have a system that provides for multiple modes in the face of an increasing population and traffic demands. Residents seek a system that responds to this mobility challenge in an integrated and context sensitive manner. Facilities should accommodate pedestrians, bicyclists, transit users, and motorists, furthering the City's efforts to promote positive community character and identity for all who live, work, and visit College Station. AMENDED MAY 28, 2026 By living in a growing university community, College Station residents have mobility options beyond the private vehicle, including designated bicycle facilities, an extensive sidewalk network, and local transit services. Goal An innovative, safe, and well-connected, multi -modal mobility system serving all user types that is designed to support the surrounding land uses. Purpose The purpose of this chapter is to guide the creation and implementation of an orderly, reliable, and integrated mobility system considering all user types. The challenges facing the existing system necessitate strategic thought about how College Station plans land uses and supports appropriate densities, designs infrastructure projects that are safer and well-connected, and makes the mobility system more equitable and user-friendly for all modes. Of particular emphasis is protecting vulnerable road users including pedestrians and micromobility users like bicyclists. It also requires consideration of the natural environment, livability, and character of surrounding neighborhoods through context sensitive design, and supporting transit. Additionally, as transportation trends and technologies continue to evolve, it is imperative that the community's mobility system is innovative and can adapt to changing needs and conditions, This chapter gives an overview of existing conditions, planning considerations associated with the city's mobility needs and a discussion on design considerations, It also includes the Thoroughfare Plan (narrative and Map 6.2), which identifies the needs of the mobility system based on surrounding land uses and anticipated growth as well as serves as the foundation for the Active Transportation Master Plan. Finally, there is the identification of strategies and action recommendations that facilitate the development of an integrated mobility system. CSTX.GOV I COLLEGE STATION COMPREHENSIVE PLAN 83 Existing Conditions THOROUGHFARE NETWORK The thoroughfare network in College Station and its Extraterritorial Jurisdiction (ETJ) consists of more than 350 miles of existing streets, The Thoroughfare Plan develops a network of major streets made up of collectors, arterials, and freeways that include various levels of bicycle and pedestrian facilities. The Texas Department of Transportation (TxDOT) plans, constructs, and maintains the freeways and most major arterial streets in collaboration with the City of College Station, with most other thoroughfares constructed and maintained by the City and Brazos County, and some by development. Many of the freeway and arterial streets have seen substantial increases in traffic volumes over recent decades, which has necessitated capital improvement projects. The City collaborates with TxDOT on capital improvements including roadway design and safety upgrades, pedestrian and bicycle improvements, and enhanced landscaping on roads managed by TxDOT. Information and maps related to the street network including traffic volumes and levels of service are available at the end of this chapter, BICYCLE AND PEDESTRIAN NETWORK The bicycle and pedestrian network is comprised of on -and off-street bicycle facilities, off-street shared - use paths, and sidewalks, Over the past several decades, the City has adopted a series of master plans addressing the needs of the community, most recently the Active Transportation Master Plan adopted in 2026. This action -oriented plan has resulted in an expanded network through the addition of bicycle and pedestrian facilities on new and reconstructed streets, stand-alone projects on existing streets in older areas that when developed were not required to provide these facilities, and shared -use paths along the city's greenways (also known as greenway trails), streets, and utility corridors. Texas A&M University has a similar network, facilitating movements on campus and linking with the city's network at key intersections. TRANSIT A variety of organizations provide transit service in College Station, with the primary providers being Texas A&M University and the Brazos Transit District. Texas A&M University operates a transit network on and off campus for students, faculty and staff that carries over 6 million riders per year. Brazos Transit District operates a transit network for the general public that includes fixed routes, ADA paratransit, and demand and response service. Additionally, the College Station Independent School District operates a large fleet of buses used to transport students to and from its schools. AVIATION Easterwood Airport connects College Station to other metropolitan areas of Texas with connections to the nation. The airport is served by one commercial airline and offers general aviation services, CSTX,GOV I COLLEGE STATION COMPREHENSIVE PLAN 84 Planning Considerations INCREASED DEMAND With the city's population projected to increase by 15,000-20,000 people over the next five years, the demand for a safe, reliable mobility system within the city will increase as well. An increase in traffic demand can create additional traffic congestion and a degradation of levels of service for all modes. This presents an opportunity for the City to reinvigorate its mobility system by offering a wider range of quality mobility choices for residents and visitors, Providing a reliable mobility system that supports the efficient movement of people and goods is essential to the economic vitality of the community, Without significant investments in new and expanded streets, pedestrian and bicycle facilities, and transit, the estimated travel demand will result in undesirable traffic congestion in numerous locations around the community. However, simply increasing street capacity does not solve traffic congestion as motorists soon fill the additional street space, following an economic principle known as induced demand (in everyday terms, "if you build it, they will come"). Rather, emphasis must be placed on an increased share of existing and future resources that support other modes to meet the citizens' vision for a multi -modal system. To be successful, a travel demand management program should be incorporated to optimize the mobility system by helping to reduce vehicular trips and increase walking, bicycling, and transit ridership. Other strategies include rideshare programs, flexible work schedules, and telework, A shift in mode choice from a personal vehicle to other modes, however, can be difficult, especially if it compromises convenience and will require a holistic and intentional approach through education, encouragement, and infrastructure improvements. Figure 6.1: Activities Analyzed by Travel Demand Model Urban Activity Roadway Route Choice Trip Frequency 1 Destination Choice 1 Mode Choice htl MEN _ MEN _ 1W Transit Route Choice A travel demand model was prepared for this plan, in the manner depicted in Figure 6.1, Activities Analyzed by Travel Demand Model, using population projections and employment growth in coordination with the Future Land Use & Character Map (Map 2.2), The model was used to aid in developing the Thoroughfare Plan and determine mobility needs. CSTX.GOV I COLLEGE STATION COMPREHENSIVE PLAN 85 BICYCLE AND PEDESTRIAN FACILITIES Well-connected and accessible bicycle and pedestrian facilities, as part of an integrated multi -modal mobility system, not only aid in reducing vehicle miles traveled but enhance quality of life, improve physical and mental health, and protect the environment. A complete mobility system that considers bicyclists and pedestrians should be equitable and socially sustainable by addressing the needs of all ages and abilities and those who cannot drive or choose not to drive. It should be inviting, safe, and provide space for streetscape elements to calm traffic and provide a more comfortable user experience. While automobiles will undoubtedly continue to play an important role in the City's mobility system, expanding and enhancing the bicycle and pedestrian network is intended to shift some journeys away from personal vehicles. It is also important for the City to remain cognizant of trends and best management practices that encourage bicycling and walking, The Active Transportation Master Plan places a focus on creating safe and comfortable spaces for bicycling with separated bike lanes that help ensure and encourage increased use. They include on -street bike facilities with a vertical barrier and street side (or off-street) bike facilities behind the curb and adjacent to the sidewalk with some separation. The City should continue to identify where these types of facilities can be implemented to further efforts to increase ridership. The arrival of shared mobility has led to a term called micromobility. Micromobility refers to lightweight devices such as bicycles, scooters, skateboards, and hoverboards, They can be motorized, non -motorized, individually owned, or shared. In a community where personal autonomy is highly valued and intense summer heat often deters walking as a means of transportation, motorized micromobility has the potential to encourage increased use. In College Station, a variety of these vehicles are being used, primarily by students using personal devices and through Texas A&M University's bike share program to travel to and from campus, The increased use of these different devices has created the need to consider how they will be safely managed and how the space that was previously occupied solely by bicycles is designed and used. CSTX,GOV I COLLEGE STATION COMPREHENSIVE PLAN 86 TRANSIT Transit will need to play an increasing role in the city's mobility system to provide travel choices and help minimize expenses in expanding street capacity. Brazos Transit District is implementing fixed bus stop locations in many areas of the community though routes operate only on weekdays on generally an hourly basis and into the early evening. The Texas A&M University transit service operates for longer hours including weekends and provides service more frequently on its routes, though it covers a smaller area where there is a higher concentration of students, faculty, and staff, While providing valuable services and some congestion relief today, the limited network of current transit service will not adequately meet future needs. Expansion of transit services will be necessary to connect all major activity centers within College Station, including major employers, dense residential areas, concentrations of student housing, and critical services such as grocery stores and medical facilities. Also, Texas Central intends to provide high speed rail service that connect Dallas and Houston with a planned stop in Grimes County near State Highway 30, Transit or shuttle service should be coordinated so that College Station may be more conveniently linked to this planned regional service. In the planning of transit services, it is vital that consideration and access be prioritized for underserved populations and the general public. When the U,S, Census determines the urbanized areas of the cities of Bryan and College Station cumulatively exceed a population of 200,000, the Bryan -College Station Metropolitan Planning Organization (MPO) will be designated as a Transportation Management Area (TMA). The TMA designation results in reductions in federal funding for transit that would need to be supplemented by local jurisdictions to maintain the same funding and service. Implications of changes in the level of funding support and potential changes to service offerings will need to be coordinated with other regional partners. CSTX,GOV I COLLEGE STATION COMPREHENSIVE PLAN 87 EXISTING SYSTEM CONSTRAINTS The ability to meet future mobility needs is in part constrained by the existing network of streets and the surrounding natural and built environment. Rights -of -way in the core of the city where system improvements would be most beneficial in addressing traffic congestion concerns and providing a complete multi -modal system frequently have widths less than current standards and are commonly encumbered with utilities, mature vegetation, and canopy trees, These constraints make projects in these areas less feasible and undesirable due to costs for acquisition of rights -of -way, improvements, and utility relocations as well as disruption to existing adjacent development, With the constraints of the existing system, it is important to utilize it in the most efficient way possible to prioritize available space to be used by the most people and at most times of the day while being sensitive to the surrounding character and context, This can result in system corridors that are prioritized differently depending upon the mobility needs. For example, major thoroughfares may prioritize vehicles by including additional lanes or turn lanes while other thoroughfares may prioritize more complete bicycle and pedestrian facilities and not prioritize vehicles. In many instances, intersections are the main constraint in the mobility systems so prioritization of intersection improvements can provide tangible mobility benefits without having to disrupt the street corridor to the full extent along its entire length. 111 A very close relationship exists between the mobility system and land use patterns. For example, high -volume six -lane streets, dominated by the personal vehicle, tend to attract uses such as big -box retail and large apartment complexes, while deterring other land uses such as walkable neighborhoods. In a similar manner, land uses arranged in a mixed -use, dense pattern can reduce the frequency and length of vehicular trips, and if designed properly, can promote walking, biking, and transit use, therefore reducing the demand placed on the street network. The Future Land Use & Character Map defines an approach to land use planning and design that, when combined with a context sensitive solutions approach, will strengthen the transportation -land use relationship in a positive manner. CONNECTIVITY Context Sensitive Solutions (CSS) is a different approach to the design and planning of mobility projects, It balances the competing needs of stakeholders early on in the decision -making process. It offers flexibility in the application of design, considers aesthetics, and results in facilities that are safe and effective for all users regardless of the mode of travel they choose. Poor street connectivity can degrade the overall efficiency of the mobility system as trips are funneled to fewer corridors and may cause the need for more substantial improvements. Development oriented around cul-de-sacs, as well as neighborhood opposition to street connectivity, has limited connectivity in the city in the past, Connectivity can also be limited where constrained by natural features such as floodplains. Future mobility system effectiveness necessitates improved connectivity to facilitate multiple routes to move traffic to and from destinations, Otherwise, traffic congestion will increase and can lead to additional traffic through neighborhoods. Increased connectivity must be balanced with resource protection and neighborhood concerns, Connectivity with and to each of the travel modes is crucial to future accessibility and mobility, Context sensitive design and traffic calming measures are essential components of any effort at increased connectivity. CSTX,GOV I COLLEGE STATION COMPREHENSIVE PLAN 88 Arterials spaced one mile apart may carry significant traffic but may require six lanes, which may be inappropriate for many contexts and modes such as bicycling and walking, Closer spacing of arterials could carry the same volume of traffic, reduce the number of lanes necessary, and allow for multi -modal facilities such as bicycle facilities and wider sidewalks. Likewise, collectors spaced closer together result in shorter block lengths and promote greater pedestrian and bicycling activities. Local streets should connect as frequently as practical to the collector network to keep block lengths short and to promote connectivity throughout the system. TECHNOLOGICAL INNOVATION, PARKING, AND MOBILITY MANAGEMENT The rapid pace at which technology and development trends change presents new possibilities for mobility and land planning, Consideration is needed for Mobility as a Service and home delivery providers, new development trends, and autonomous vehicles. Digital technologies evolve at an expeditious pace, and while it is outside the scope of this plan to anticipate the next big technological trend, it is worth noting how companies like Uber, Zipcar, and Amazon have disrupted the transportation and retail sectors and have become engrained in daily life. The convenience provided by these and other home delivery services offers an opportunity to consider approaches related to ride -hailing, ridesharing, shared -fleet services, and parking management, Transit and micromobility service offerings can be fragmented with information that can be difficult to find. A user-friendly web -based tool or app with comprehensive information could more clearly communicate available mobility options other than private vehicles. The consideration of parking requirements could free up developable land and allow space for circulation and pickup/drop-off zones within new developments. The development and deployment of autonomous vehicles should also be a consideration in the future planning horizon. Availability of shared autonomous vehicle fleets could prompt a decrease in persons owning a personal vehicle, alter parking supply needs, and result in changing demands on the mobility system. FUNDING Adequate funding is necessary to construct, operate, and maintain a mobility system that is effective and safe. Various funding sources are available at the local, state, and federal level. At the local level, funds include bond programs, certificates of obligation, roadway maintenance fees, and general tax revenues, New development also constructs and dedicates a portion of street, bicycle, and pedestrian improvements as part of the development process along with contributing roadway impact fees and fee -in -lieu of sidewalk construction, as applicable, At the state and federal level, funding is prioritized and programmed through regional partners such as the Bryan -College Station MPO, TxDOT, and the Brazos County Regional Mobility Authority (RMA). Some grant funding opportunities also exist through Community Development Block Grant funds and other state and federal programs. The Thoroughfare Plan is intended to consider the ultimate development of the city and the street network needs. This can make it challenging to consider financial constraints as the need for most planned improvements depend upon the timing, location, and degree of demand generated by new development. In evaluating how to best maximize the use of existing funds, a recommended approach is to focus financial planning efforts by prioritizing the short and near -term needs, CSTX,GOV I COLLEGE STATION COMPREHENSIVE PLAN 89 EXTRATERRITORIAL JURISDICTION The Thoroughfare Plan includes a street network in the ETJ to ensure the reservation of adequate rights - of -way in a pattern that is dense enough to provide connectivity outside of the city limits. In 2019, the Texas State Legislature limited the ability of cities to annex, essentially requiring consent by the residents and/ or property owners within a potential annexation area. With limited opportunity for annexation, the City will need to continue utilizing other growth management tools such as development agreements and Municipal Utility Districts (MUDs) to provide services in the ETJ. The changes in annexation law inadvertently encourage a renewed focus upon infill and redevelopment within the existing city limits, Additional density within the city's core can help drive demand for and support the provision of transit and alternative transportation modes. However, areas in the ETJ must still be connected to the rest of the planning jurisdiction to provide for connectivity if development on the city's fringes or annexation does occur in the future. PLANNING HORIZON Though full build -out of the city is beyond the planning horizon of this Comprehensive Plan, the plan's framework must consider the mobility needs of the community as it approaches build -out or the complete development of all developable land in the city. This foresight is necessary to ensure that actions taken within this planning timeframe do not preclude future options and offer more opportunities for future decision -makers, An example of this approach is ensuring that rights -of -way are planned and reserved for a future street network, even though this capacity is not expected to be necessary within this planning timeframe, More efficient and higher capacity streets, increased — '■ - a access management along heavily traveled corridors, increased reliance on bicycling, walking, and transit, and the emergence of dense mixed - use developments are just a few of the possible strategies to serve the build -out population. This plan must respond to this possible future by providing a high level of connectivity with and to each travel mode and ensure that rights -of -way are appropriate to accommodate future mobility needs. Access management employed where appropriate along with street designs that promote multi -modal solutions should also be considered along with an expansion into future services such as bus rapid transit, light rail, and land use designations that continue to encourage dense mixed -use development where and when appropriate. REGIONAL MOBILITY PARTNERS The City of College Station is one of many entities that has a role in planning, funding, constructing, and operating mobility facilities. Other entities include the RMA, Bryan -College Station MPO, TxDOT, Brazos Valley Council of Governments (BVCOG), Brazos County, Brazos Transit District, Texas A&M University, and the College Station Independent School District, Coordination between these entities is vital to creating a well-connected system that supports the mobility needs of the region. CSTX,GOV I COLLEGE STATION COMPREHENSIVE PLAN 90 The RMA is an independent governmental agency created by the State of Texas to provide the Brazos County community with a means of addressing safety and congestion through community consensus, They work with local jurisdictions and other regional partners to identify funding and help implement the future vision of transportation in Brazos County - "Through community consensus, plan, develop and operate a quality transportation system for people and goods that promotes safety, enhances quality of life and supports economic opportunity throughout Brazos County." Sixteen regional entities, including the City of College Station, have committed to collaborating to achieve this vision. The MPO serves as a partner that coordinates regional transportation planning and manages federal transportation funding that comes to the region, They maintain the Metropolitan Transportation Plan and the Transportation Improvement Program. The City has representation on the Policy Board, Technical Advisory Committee, and Active Transportation Advisory Panel, TxDOT is responsible for planning, constructing, and maintaining most of the city's primary mobility corridors, including State Highway 6, University Drive (FM 60), George Bush Drive (FM 2347), Harvey Road (SH 30), William D, Fitch Parkway (SH 40), Harvey Mitchell Parkway (FM 2818), Wellborn Road (FM 2154), and Texas Avenue (BUS 6), They also partner with the City to enhance landscaping within state highway rights -of -way, provide funding for pedestrian and bicycle facilities, and other safety improvements. The BVCOG is also a regional partner who focuses on a variety of topics of importance to its members, They are involved in planning for and operating transit services for the elderly through the Area Agency on Aging, Thoroughfare Plan The Thoroughfare Plan is based on the projected traffic demand resulting from the anticipated growth in population and employment and is guided by the proposed Future Land Use & Character Map. In the development of the Thoroughfare Plan, a travel demand model was used to project the increase in vehicle trips. This information was used to identify the needed function of the various transportation corridors such as an arterial or collector. This information also aided in identifying the location of new streets needed either for capacity enhancements or to provide connectivity, as well as the number of lanes needed for each of the streets in the system. With the original planning efforts in 2009, three street network scenarios were developed based on results from the travel demand model. Each of these scenarios were tested against the community's goals and preferences identified in the development of this plan. This testing resulted in the selection of a preferred scenario that was adopted. While amendments to the Thoroughfare Plan have occurred since 2009, the approach identified with the preferred scenario remains applicable. Each scenario that was considered is briefly discussed below. CURRENT -NETWORK OPTION This scenario focused future efforts on maintaining the streets and lanes currently in place, with the additional construction of new streets to serve private development. This scenario resulted in increased congestion and degradation of levels of service in some of the busiest areas though much of the network would likely continue to function at acceptable levels of service. This scenario could promote a greater reliance on transit and other modes of travel, though without the construction of additional facilities the success of these options was considered questionable. Though offering some advantages, this scenario was rejected due to the increase in unacceptable levels of congestion, which conflicted with the community's desire to manage and reduce congestion. CSTX,GOV I COLLEGE STATION COMPREHENSIVE PLAN 91 PROGRAMMED -PROJECT OPTION This scenario focused future efforts on expanding the capacity of existing streets, adding new streets, and increasing multi -modal facilities and options as was currently programmed, This scenario would result in the construction of more than 130 lane miles in addition to the construction of local streets necessary to serve private development, several miles of off-street shared use paths, and continued maintenance of the existing transit system. It was anticipated this scenario would require more than $200 million (in 2009 dollars) in public funds, as well as expenditures by development interests on streets serving private development. This scenario accommodated the projected increase in vehicle miles. However, it also resulted in a slight increase in congestion and degradation of levels of service in specific areas along the network. This scenario depended on an increase in the use of alternative modes of travel. A modified version of this scenario was selected as the preferred scenario due to its fiscal practicality, its ability to support expansion of multi -modal opportunities, and its response to the community desire to manage and reduce congestion. This option necessitates land use planning that promotes alternative modes of transportation and reduces the frequency and length of vehicular trips, Additionally, the selected option requires an increased investment in transit and enhancement of the Thoroughfare Plan in the ETJ to reserve rights -of -way for future needs and facilitates connectivity. CONGESTION -REDUCTION OPTION This scenario focused future efforts on substantial expansion of street capacity and the construction of new streets. This scenario would result in the construction of more than 440 lane miles in addition to the construction of local streets necessary to serve private development, several miles of off-street shared use paths, and continued maintenance of the existing transit system. It was anticipated this scenario would require more than $650 million (in 2009 dollars) in public funds, as well as expenditures by development interests on streets serving private development. CSTX,GOV I COLLEGE STATION COMPREHENSIVE PLAN 92 This scenario accommodated the projected increase in vehicle miles, with a decrease in congestion and maintenance or improvement in levels of service throughout the network, This scenario depended on an increase in the use of alternative modes of travel, though the general lack of congestion and abundance of six -lane streets would reduce the likelihood of this occurring. Though meeting the community's desire to reduce congestion, this option was rejected due to its high costs and incompatibility with other community goals and strategies. PREFERRED SCENARIO A modified version of the Programmed -Project Option was selected as the preferred scenario based on its multi -modal cost-effective approach to managing increasing transportation demands balanced with other community goals and objectives. All new and expanded streets must meet the multi -modal objectives of this plan. Additional funding must be provided for improvements and expansion to the bicycle, pedestrian, and transit networks in the city. Finally, it is essential that all streets be designed to enhance their context. FUNCTIONAL CLASSIFICATION Functional classification categorizes streets according to the category's traffic service function they are intended to provide, All streets are grouped into a class depending on the character of traffic and the degree of land access they allow. For the purposes of this plan streets are divided into six thoroughfare classes: freeway/expressway, major arterial (4-lane and 6-lane), minor arterial, major collector, and minor collector. Freeways/expressways are intended to carry the highest volumes of traffic for the longest distances with the least amount of direct access. Arterials carry a high volume of traffic and are intended to move traffic in, out, or around the city. Collectors carry a smaller volume of traffic and allow more access to abutting properties. Local or residential streets are not considered part of the Thoroughfare Plan as they are intended to carry low volumes of traffic at slow speeds for short distances and offer the highest level of access and connectivity. Functional classification identifies the necessary right-of-way width, number of lanes, and design speed for the thoroughfares. The Thoroughfare Plan and its anticipated performance are depicted in the following maps: Map 6.1 - 2045 Traffic Volumes with Programmed Projects; Map 6.2 - Thoroughfare Plan - Functional Classification & Context Zones; and Map 6.3 - 2045 Future Levels of Service. CSTX.GOV I COLLEGE STATION COMPREHENSIVE PLAN 93 Design Considerations COMPLETE STREETS Complete Streets are streets designed for everyone with safe access for bicyclists, pedestrians, transit users, and motorists of all ages and abilities. There is no single design for a Complete Street. Each one is unique and should relate to its surrounding community context, thus integrating with the context sensitive approach outlined below. In contrast, incomplete streets are designed with only automobiles in mind, making alternative transportation choices difficult, inconvenient, and often dangerous. Complete Streets typically offer many of the benefits that are sought through traditional street design; increased capacity, decreased travel times, and enhanced safety. Typically, design targets increased street performance through the addition of vehicle travel lanes, As mentioned previously, adding lanes can induce demand and does not solve congestion issues on its own. With Complete Streets, street design might prioritize enhancing sidewalks or pedestrian crossings or repurposing on -street parking for another mode of travel such as bicycling. Every person who then chooses these other modes of travel is one less driver on city streets, which reduces congestion and extends the service life of streets. CONTEXT SENSITIVE SOLUTIONS Context Sensitive Solutions (CSS) is taking the goal of Complete Streets and applying it to the process of determining street cross sections that are most appropriate during construction or reconstruction projects. CSS is a way of planning and building a mobility system that balances the many needs of diverse stakeholders. It also offers flexibility in the application of design, considers aesthetics and results in facilities that are safe and effective for all users regardless of the mode of travel they choose. These considerations include the context and character of development in an area, future goals for a corridor, and existing or future needs. While an acceptable Complete Street may be achieved through the construction of a typical street section design, the CSS process should be used to determine if and to what degree the design may need to be changed to achieve the most appropriate section for a corridor, All necessary information should be assembled to best guide the street design process. This information should include both traditional thoroughfare functionality as well as conditions of the surrounding environment. The Thoroughfare Plan should be referenced to identify the street functional class and the surrounding context zones. The identified context zones include Urban Core, General Urban, Suburban, and Rural and is represented in Map 6.2 Thoroughfare Plan - Functional Classification & Context Zones. �. J College Station has numerous tools to select an appropriate Complete Street design - a set of typical cross sections and a set of recommended context -sensitive cross sections. During new construction, reconstruction, or widening projects, it should be determined if the typical cross section is most appropriate to achieve the corridor's planned transportation goals. If other travel modes or design elements should be prioritized, then the most appropriate alternative context -sensitive cross sections should be selected. CSTX.GOV I COLLEGE STATION COMPREHENSIVE PLAN 94 In general, CSS focus on thoroughfares (arterials and collectors), which are the streets that play the most significant roles in the street network and offer the greatest multi -modal opportunities, Primary mobility routes or freeways, such as State Highway 6, are generally intended to move very high volumes of high- speed traffic through College Station, providing connections to the larger region. These streets should be the focus of their own unique planning and design process through CSS, Similarly, local or residential streets are generally not the focus of CSS, however, they should be designed to accommodate bicyclists and pedestrians and should be interconnected to one another and into the larger street network. 3 [11] 13 11 VA I1iIli Ili 11:1911331Ili]11 ? The existing mobility network has been constructed as the city has grown over time, Many of the network corridors have constrained right-of-way or narrower pavement widths that may limit the use of the standard cross section options. In particular, retrofit projects where bicycle and pedestrian elements are being introduced within existing developed areas may necessitate the development of unique design options. Ideal cross sections may be difficult to achieve that have the full provision of complete facilities for all modes due to funding constraints or resulting impacts on surrounding land uses. With these constraints, different network corridors should be prioritized for different modes, This approach allows a more limited but feasible mobility network to be created in the constrained environment to provide adequate accommodation for the various modes. As mentioned, freeways and major arterial corridors are intended to move high volumes of high-speed traffic and provide regional connectivity. While it may be possible that these corridors be designed to handle bicyclists and pedestrians, in general they are designed to accommodate high volumes of vehicular traffic, These corridors can also carry transit vehicles though accommodating transit stops is more challenging. Alternative parallel routes should be identified to prioritize modes of travel that cannot be accommodated on adjacent corridors, Major Collector and Minor Collector corridors are intended to move lower volumes of vehicular traffic at lower speeds thus providing an opportunity to emphasize non -vehicular modes. INTERSECTIONS The design and operation of intersections have significant impact on the mobility network and context sensitive design plays a critical role. Multi -modal systems require the safe movement of pedestrians, bicyclists, and motorists through intersections. Intersection design encompasses the intersection itself and the approaches to the intersection and may impact adjacent land uses. The Institute of Transportation Engineers has identified the following principles for the design and operation of intermodal intersections; Minimize conflicts between modes • Accommodate all modes with the appropriate levels of service for pedestrians, bicyclists, transit, and motorists • Avoid elimination of any travel modes due to intersection design • Provide good driver and non -driver visibility • Minimize pedestrian exposure to moving traffic • Design for low speeds at critical pedestrian -vehicle conflict points CSTX,GOV I COLLEGE STATION COMPREHENSIVE PLAN 95 Avoid extreme intersection angles and break up complex intersections with pedestrian refuge islands, and Ensure intersections are safe and fully accessible for all, with provisions for people of varying abilities and people with vision or hearing impairments As a street network experiences more traffic congestion, intersections become the weak link or choke point in the mobility system and are the location of the greatest conflict points and safety concerns between different modes and users, In many instances, existing intersections have been designed to prioritize vehicles and have resulted in gaps for other, more vulnerable users at the locations of greatest conflict. Innovations in intersection design in recent decades have developed alternatives to the traditional intersection that offer options to enhance safety that can also maintain or increase street capacity. Some examples of these intersections include modern roundabouts, protected intersections for vulnerable street users, and cross -over intersections like the diverging diamond interchange and displaced left intersections. As mobility needs are assessed and prioritized, a greater emphasis should be placed on intersection improvements that remove gaps in the mobility system and appropriately accommodate all users within the given context, OTHER CONSIDERATIONS In complete street and context sensitive design, several other design components must be considered that respond to creating an integrated mobility system. These include, but are not limited to design speed, access management along with the placement and design of crosswalks, bus stops, curb extensions, and pedestrian refuges, Guidance documents from the Institute of Transportation Engineers (ITE), American Association of State Highway and Transportation Officials (AASHTO), and National Association of City Transportation Officials (NACTO) should be consulted for the proper and safe application of these components. ,^W .,f '1 CSTX,GOV I COLLEGE STATION COMPREHENSIVE PLAN 96 Strategic & Ongoing Actions The actions listed below are aimed at implementing the goal of an innovative, safe, and well-connected, multi -modal mobility system serving all user types that is designed to support the surrounding land uses. The actions include strategic items as well as ongoing efforts undertaken by the City. STRATEGIC ACTIONS 6.1 Implement complete street and context sensitive design. Amend the street cross sections and update the Unified Development Ordinance, the Bryan -College Station Unified Design Guidelines, and the City's capital improvement process to implement context sensitive and complete street design such as prioritized mode corridors, reconstruction projects in established neighborhoods, and in areas where right-of-way is constrained. 6.2 Conduct a Thoroughfare Plan audit. Consider alternatives to relieve congestion anticipated with long term growth and evaluate adjustments to the Thoroughfare Plan based on existing street context. 6.3 Evaluate transit funding partnerships. To prepare for reductions in Federal transit funding from the region's growth, the City should explore regional partnerships to maintain and improve transit services, Transit services should link activity centers, major employers, dense residential areas, concentrations of student housing, and provide access for underserved populations and the general public. 6.4 Develop performance measures, collect transportation data, and monitor trends. Performance measures will help evaluate the effectiveness of the mobility system. Data to be collected could include traffic volumes, levels of service, vehicle miles traveled, transit ridership, pedestrian and bicycle facility usage, and safety data on vehicle crashes and those involving bicyclists or pedestrians, This data will also help to target future improvements. 6.5 Evaluate Traffic Impact Analysis (TIA) requirements. Consider updates to the traffic mitigation thresholds for intersections impacted by new development. The requirements could also be amended to address internal site elements such as circulation, queuing, connectivity, as well as bicycle/pedestrian infrastructure. 6.6 Evaluate and update access management strategies. Coordinate with the Bryan -College Station Metropolitan Planning Organization to align regional standards along thoroughfares to preserve modal efficiency throughout the street network, 6.7 Develop and implement a travel demand management program. Build upon existing services and including real-time traffic information, traffic incident alerts, ridesharing programs, promotion of flexible work schedules, and encouragement of dense mixed -use development in strategic areas. CSTX.GOV I COLLEGE STATION COMPREHENSIVE PLAN 97 ONGOING ACTIONS 6.8 Enhance and upgrade intersections. Improve multimodal efficiency through roundabouts and protected intersections to improve safety and reduce congestion. 6.9 Continue to evaluate and implement best management practices to increase bicycle and pedestrian use. Build on the existing network of infrastructure to increase safety and comfort for all users such as separated bike lanes and shared use paths. 6.10 Undertake streetscape improvements within gateways and image corridors. Identify locations and implement targeted infrastructure and streetscape improvements (perhaps through partnerships) to improve aesthetics, Consider operation and maintenance costs when identifying appropriate improvements. 6.11 Prioritize programs and improvements that will reduce vehicular demand. Consider an emphasis on bicycle and pedestrian facilities, transit services, parking and other programs that can reduce vehicular demand, particularly in areas adjacent to campus, 6.12 Maintain the various funding programs for mobility projects. These include the Bryan -College Station Metropolitan Planning Organization Transportation Improvement Program, the Brazos County Regional Mobility Authority, and the City's capital improvements program, 6.13 Fund bicycle and pedestrian infrastructure and safety improvements. Dedicate funding for system improvements and maintain collaborative partnerships as detailed in the Active Transportation Master Plan. CSTX.GOV I COLLEGE STATION COMPREHENSIVE PLAN 11 BRYAN N11 ��i r-" t MAP 6.2 Functional Classification & Context Class THOROUGHFARE PLAN OGRADE SEPARATION FREEWAY/EXPRESSWAY 6 LANE MAJOR ARTERIAL 4 LANE MAJOR ARTERIAL MINOR ARTERIAL MAJOR COLLECTOR MINOR COLLECTOR CONTEXT ZONES URBAN CORE GENERAL URBAN SUBURBAN RURAL CITY LIMITS ETJ AS OF: MAY 28, 2026 MAP 6.3 2045 Future Levels of Service ACCEPTABLE NEARING CONGESTION CONGESTED COLLEGE STATION CITY LIMITS BRYAN CITY LIMITS COLLEGE STATION ETJ AS OF; MAY 28, 2026 � EXCEPTIONAL -- � SERVICES In order to meet the needs of a growing community, the City of College Station must be proactive in planning for adequate public facilities and services for its residents. The availability of both basic utilities and public safety services are good indicators of how well a city is positioned to serve new growth. AMENDED MAY 28, 2026 Goal Exceptional municipal facilities and services that meet community needs, contribute to community character, exhibit environmental stewardship and resiliency, support surrounding land uses, incorporate full life -cycle costs, and are coordinated and fiscally responsible. Municipal Services Over the last decade, College Station has experienced significant growth that increased demand on all City services. The desire to deliver quality services necessitates careful and thoughtful planning to ensure municipal services are maintained at the highest possible level, while maintaining fiscal responsibility on behalf of the residents of College Station. The complexity of the municipal service delivery system requires an integrated and strategic approach to service delivery planning. Consideration must be given to ensuring citizen and customer access to all desired services. Attention must also be given to the cost of services - for ongoing provision and maintenance as well as future expansion - so that municipal services are both cost effective to deliver and affordable to citizens. Community Facilities This chapter also addresses the provision of community facilities, another significant City responsibility and a major component of College Station's physical, social, and economic fabric, Population growth and geographic expansion represent significant challenges to the City of College Station. Planning for community facilities, staffing, and equipment must be done well in advance to avoid gaps in services. Facilities often involve major capital investments and require time for implementation. Affordability must be balanced with community needs, and new facilities must be prioritized in terms of strategic importance to the community to address current and future needs. Along with new construction, adequate attention must be given to expansion, maintenance, and modernization of existing facilities. CSTX,GOV I COLLEGE STATION COMPREHENSIVE PLAN 103 Purpose The core mission of the City of College Station is the delivery of exceptional services to its citizens. Infrastructure is the backbone of the service delivery system and College Station must continually make prudent investments to maintain and grow its infrastructure to support the delivery of services, College Station's core services should be of the highest quality and should be customer focused, timely, and cost effective. Based on recent growth trends, College Station's population is expected to reach between 146,729 and 156,717 by the year 2030. This population growth will continue to result in increased demand for City services. The expansion of City services and facilities to support the anticipated population growth, as well as proactive maintenance and rehabilitation of existing infrastructure systems and facilities for increased reliability, is paramount to the implementation of the Comprehensive Plan. The purpose of this chapter is to recognize College Station's current service levels and to plan for the expansion of City services by providing the foundation for the implementation of the City's various master plans that are intended to support the planned growth and development pattern described in Chapter 2: Distinctive Places. Strategic actions are provided to guide future decisions that assure both municipal service and facilities needs of the community are met. Additional information related to the City's future infrastructure needs can be found in Chapter 8: Managed Growth, as well as in the individual utility master plans and the Capital Improvement Plan. Detailed information including existing levels of service, future staffing needs, and proposed capital expenditures for all City services can be found in the strategic plans maintained by each City department. Planning Considerations College Station's growth must be well planned to avoid infrastructure and service delivery level degradation. Most significantly, water, wastewater, and roadway infrastructure must be developed and rehabilitated to serve the projected population growth based on the location and density of the future land uses presented in Chapter 2: Distinctive Places. The City has a responsibility to provide adequate staffing levels to meet basic response and operating standards and ensure personnel safety, as well as planning for and investing in facilities that are sufficient in location, design, and functionality to provide reliable response and service area coverage, To provide efficient services at the lowest cost to its residents, College Station should encourage growth, new development, and infill development in areas that are adequately served by existing infrastructure and current staffing levels. Higher density land uses should not be projected for areas that are not readily served by existing infrastructure, Each of the services provided by the City of College Station has several planning considerations that contribute to the development of the strategic actions included in this chapter. The following City services and their associated facilities are discussed in further detail below; • Police • Fire & Emergency Medical Services (EMS) • Emergency Management • Electric • Water • Wastewater • Solid Waste & Recycling • Street, Traffic System & Drainage Maintenance • Planning & Development Services • Community Development Neighborhood Services • Economic Development & Tourism • Parks & Recreation • Library Services • Fiber Optic Network, and • General Municipal Administration CSTX,GOV I COLLEGE STATION COMPREHENSIVE PLAN 104 Police - College Station Police Department SERVICES i The College Station Police Department is accredited by the Commission on the Accreditation of Law Enforcement Agencies and is responsible for the protection of life, liberty, and property within the City limits. It provides , these services through various means including criminal law enforcement,.=';• education, property recovery, animal control, emergency communications, w, traffic enforcement, and investigation of crime, Jurisdiction is shared with the Texas Department of Public Safety, Texas A&M University Police7-7 Department, federal law enforcement agencies, the Brazos County Sheriff's Department, and the constables and Justice of the Peace courts all having jurisdiction within the City limits of College Station. The College Station Police Department has several special teams such as the SWAT team, Bomb team, College Station Tourism and Entertainment Policing unit (CSTEP) in Northgate, hostage negotiation team, K-9 Units, Honor Guard, Motors Unit, Community Enhancement Unit, and Victim Services. In 2009, the College Station Police Department implemented a policing structure designed to provide geographic accountability and foster stronger community bonds. Since that time there have been modifications to the program. Technological advances challenged the Community Policing model for a period of time, but today the department has overcome those difficulties and actively works to build positive community bonds through geographic accountability. In addition to our Community Policing efforts, the Community Enhancement Unit works to develop outreach programs such as Family Fish, Citizen Police Academy, and Coffee with a Cop. Officers working in the geographic accountability model bring forth and promote effective management and accountability for the criminal activity and occurrences in each officers' assigned beat. The goal of geographic accountability is to ensure faster response times to calls for assistance and make the officers more familiar with specific areas and residents. By getting to know our citizens, residents will become more comfortable with the presence of officers and feel safer as a result. FACILITIES College Station Police Department operates out of a new station on the corner of Dartmouth Street and Krenek Tap Road, The new police department was constructed to allow for future growth, The nature of policing places response units in the field, therefore, the need for satellite offices due to projected growth is not likely. FUTURE NEEDS The department's Community -Oriented Policing philosophy requires small, manageable beats to be formed and maintained where staff is held to a high level of geographical accountability for successful outcomes. Maintaining adequate staffing to fulfill these geographic demands is vital. These demands increase as population increases and development occurs. As the city continues to grow, it is imperative that the department grow as well, The College Station Police Department has a history of dedicated customer service. To continue providing quality customer service, the City must address the needs of today and tomorrow on a continual basis. CSTX,GOV I COLLEGE STATION COMPREHENSIVE PLAN 105 Fire & Emergency Medical Services (EMS) - College Station Fire Department SERVICES The College Station Fire Department (CSFD) is accredited through the Commission on Fire Accreditation International. The department is one of only eight municipal fire departments in Texas that maintains accreditation. College Station is an Insurance Services Office (ISO) Class 1 Community, meaning it's fire department, water distribution system, and emergency dispatch center meet the highest standards set by ISO. CSFD provides prevention, suppression, advanced life support emergency medical services (EMS) and transport, community risk reduction programs, health and fire safety education, emergency management, and special operations. The Fire Department provides both Fire and Emergency Medical Services (EMS), The department provides primary fire response within the city limits as well as on Texas A&M University campus. Primary EMS response is provided within the city limits and in the southern portion of Brazos County through a contractual agreement with the county. Secondary response for both Fire and EMS services is provided to the City of Bryan, Brazos County Fire Departments, and St, Joseph EMS through Mutual Aid. The department has a goal of a 6-minute 30-second response time from the time a 9-1-1 call is answered until the first unit arrives on the scene. In 2020, the department responded to over 10,000 calls for service. Approximately 70-80% of the calls were for EMS. ISO Ratings Insurance Service Office classifies communities from 1 (the best) to 10 (the worst) based on how well they score on the ISO Fire Suppression Rating Schedule. ISO bases this score on a number of factors including training, staffing, number of fire stations, equipment dispatched to fires, equipment on trucks, fire prevention, investigation, fire safety education, construction code enforcement, hydrant maintenance, water supply, and the ability of the 911 center to answer and dispatch calls. Insurance companies use Public Protection Classification information to establish fire insurance rates for homeowners in the City. A lower rating can result in savings to homeowners in the city through lower insurance premiums. The Fire Department also provides code enforcement for both , commercial and residential properties within the city to ensure continued compliance with City standards to maintain the city's character and quality of life. Code Enforcement Officers investigate violations of code related to parking, sanitation, health and safety, illegal dumping, livestock, zoning, fire, and tall grass. Code Enforcement also manages the Rental and Short -Term Rental Registration programs. FACILITIES The department has 166 full time employees, with 147 who are assigned to three 24-hour rotating shifts, The other 19 employees are chief officers and administrators on a regular work schedule. At least 39 are required to report for duty each shift. The department requires at least one paramedic on each apparatus. The department staffs five fire engines, two ladder trucks, one quint, four ambulances, one airport rescue truck, one water tender, one safety vehicle and one command vehicle. One wildland truck and one special operations/hazmat truck are cross -staffed. Of the seven fire stations in College Station, six are owned by the City and one is owned by the Texas A&M University System. The fire stations are located throughout the city at Holleman Drive (Fire Station No. 1), CSTX,GOV I COLLEGE STATION COMPREHENSIVE PLAN 106 =1 VF EMS � 7 a [, a /000 FS7 14': — Rio Grande Boulevard (Fire Station No. 2), Barron Road (Fire Station No. 3), at Easterwood Airport (Fire Station No, 4 - owned by Texas A&M University System), William D, Fitch Parkway (Fire Station No, 5) and University Drive (Fire Station No. 6). Station 6 was built in 2012. The City's newest fire station is located on Greens Prairie Road (Station No. 7) and will be operational by the end of 2026. FUTURE NEEDS Current and short-term department needs are published in the annual city budget, including a schedule for additional personnel, equipment, and facilities. CSFD maintains a three-year strategic plan that ties into the City Council Strategic Plan, The department is committed to continuous improvement and needs consistent, robust data analysis. The data the department should consistently analyze for emerging trends and decision making are; • Population density • Call type and volume • Response times for first -arriving units and full -alarms The department has commissioned one-time studies and produced internal ad -hoc reports, but long-term analysis is needed for far-reaching decisions, such as the location and staffing requirements of future fire stations. Future facilities, equipment, and personnel must be strategically deployed in College Station to meet National Fire Protection Association (NFPA) personnel and response time standards, including; • Four -member engine companies (NFPA 1710-2020, 5.2.3.1.1) • Incident Command Technicians to serve as Chief's Aides (NFPA 1710-2020, 5,2.2.2.5) • Four -minute travel time for 90% first -due unit of responses (NFPA 1710-2020, 4.1.2.1(3) and 4.1.2.4) The department needs to remain engaged with community partners - hospital systems, social workers, and the community health district - to evaluate the feasibility of community paramedicine. This is an emerging field that uses a comprehensive approach and integrated deployment model to connect underserved populations to underutilized services, helping to decrease strain on emergency rooms, hospitals, and first responders. CSTX,GOV I COLLEGE STATION COMPREHENSIVE PLAN 107 Emergency Management - College Station Fire Department SERVICES College Station Fire also oversees the City's Emergency Management Division, which provides planning efforts in preparation of all emergencies and disasters. The City's approach to emergency management is largely interjurisdictional, with most efforts being in collaboration with Texas A&M University, the City of Bryan, and Brazos County. The Emergency Management Division maintains plans detailing the City's response to various disasters including drought, fires, floods, tornadoes, and winter storms. The goal of these plans to create a more resilient College Station by responding with effectiveness and recovering efficiently, Emergency Management participates in a range of activities that fall into four categories; mitigation, preparedness, response, and recovery. Mitigation is aimed at preventing or limiting the amount of damage disasters cause when they happen. Actions undertaken by various City departments include, but are not limited to; flood drainage improvements, conversion from overhead to underground utility lines, removal of structures located in floodplains, and review and modification of zoning and building codes. These actions help College Station become more resilient to disasters and alleviate potential damages. Preparedness is the effort of being ready for disasters when they strike, The Emergency Management team works with every City department to plan out disaster response, maintaining emergency operating guidelines that organize the City's response during and after a disaster, and participating in larger area plans with other organizations in the Brazos County Interjurisdictional Emergency Management Association. Emergency Management also prepares and executes preparedness and training exercises each year. Perhaps the most important actions of Emergency Management are those that occur during and immediately after a disaster. Emergency Management organizes first responders, City departments, volunteers, and response organizations within the city and makes calls to surrounding localities if additional response is needed. The Brazos Community Emergency Operations Center (CEOC) houses all local jurisdictions to provide for better communication and coordination of response actions by each jurisdiction, especially in the case of a larger disaster. Emergency Management also organizes public information releases to coordinate outreach efforts to citizens, While disasters can last from moments to days, recovery almost always takes longer, Emergency Management's recovery actions aim to shorten those timelines so the City and its residents can return to pre -disaster conditions or better. The department works to prioritize restoration of vital facilities and services and coordinate recovery actions being taken by area government entities and nonprofit organizations. FACILITIES The Emergency Management Division works out of the Brazos CEOC in Bryan in collaboration with representatives from Brazos County, the City of Bryan, and Texas A&M University, This model of co -located jurisdictions has proved beneficial to foster relationships and coordination in emergency response. CSTX,GOV I COLLEGE STATION COMPREHENSIVE PLAN 108 FUTURE NEEDS The nature of threats affecting the city are changing. In 2020, the city, nation, and the world were dealt an unexpected global pandemic that disrupted operations and posed entirely new challenges. The pandemic highlighted the need for increased mobility and remote work options for many within the city's workforce. In early 2021, Texas faced a historic winter storm that left thousands of residents without power or heat and posed significant challenges to electric grids and water operations across the state. With the changing climate projected to produce increasingly frequent and extreme weather events, proactive emergency management efforts must rise to the challenges. Other challenges evolving almost daily are cybersecurity threats, which require coordination and support across city departments as well as the personal responsibility of each city employee. To proactively anticipate, mitigate, plan for, respond to, and recover from the changing nature of emergencies, the Emergency Management Division will need continued and expanded support to accomplish its goals. Emergency Management has identified the need for a city-wide continuity operations plan, which would detail how individual departments and the entire City of College Station will continue operations during various types of disasters. The department is also working with the other local jurisdictional, agency, and regional emergency management coordinators to maintain and enhance a robust roster of regional response resources as well as recognizing the need to update both the Brazos County Interjurisdictional Mutual Aid Agreement and the Brazos Valley Regional Mutual Aid Agreement. Another need of the division is formalizing the post -disaster after -action report (AAR) process. AARs are a vital tool to help the City learn from past experiences, identify opportunities for increased efficiencies, and adjust standards to improve future responses to disasters, Learning from past experiences and taking corrective actions can help the City be more resilient and effective in leveraging its resources. There have been ad -hoc efforts to date to document successes and challenges, but a more formalized process is key for effective organizational learning. CSTX,GOV I COLLEGE STATION COMPREHENSIVE PLAN 1' Electric - College Station Utilities SERVICES College Station Utilities (CSU) is the primary electric provider in College Station, serving more than 44,000 customers. The electric certification area for CSU has been set by the Public Utility Commission of Texas (PUCT) as the area inside the City limits as of 2002, therefore, Bryan Texas Utilities (BTU) services the areas incorporated into the City after 2002, Even though CSU's service territory is fixed, the electric utility has not yet reached "build out" of its service territory and expects additional development and redevelopment to continue to add load to the utility's facilities. CSU is a wholesale power purchaser and does not have electric generation facilities. Power is purchased from wholesale contracts with American Electric Power Energy Partners (AEPEP) and Garland Power and Light. Delivery of this power is from the Electric Reliability Council of Texas (ERCOT) transmission grid. CSU provides electric power to its consumers at various desired voltages; responds to trouble calls and outage reports; provides new construction and maintenance of transmission and distribution electric system; engineers and designs the electric system; and provides street and thoroughfare lighting. CSU also provides Energy Programs such as "Connected Thermostats," energy audits, "Good Cents" home builder programs, high efficiency air conditioner rebates, the "Wind Watts" program and customer energy education. There are eight electrical substations located in College Station with a capacity of 533 MVA (Mega Volt Amperes), The current peak demand for College Station is around 218 MW (Megawatts), which means CSU is well situated to serve any future additional load. One additional electrical substation will be required to meet the anticipated build out demand for the service territory. CSU owns and operates approximately 20 miles of 138 kV (kilo Volt) transmission lines. The electric distribution system consists of about 518 miles of distribution power lines, with approximately 39% of those being overhead and 61% being underground, The City adopted a policy in 1992 to require that new electric lines be installed underground (with a few exceptions for feeder lines). Since that time, the City has removed or relocated overhead electric lines on portions of major corridors including University Drive, Texas Avenue, Southwest Parkway, and Harvey Road. FUTURE NEEDS CSU currently maintains an Electric Utility Master Plan that is updated as areas develop or redevelop to ensure adequate and reliable service is maintained to the system, Each year, a new system model is built in the modelling program to simulate the conditions at system peak and the loading on the electric facilities. The loads are uprated for growth and projected loads are added for proposed known projects. Using this information, the model identifies any additions or upgrades that need to be made to the electric system. The master plan also has identified the need for an additional substation to meet the future loading and reliability needs within the CSU service territory. CSTX,GOV I COLLEGE STATION COMPREHENSIVE PLAN 110 Water Services - College Station Utilities SERVICES College Station Water Services is the primary water provider in College Station and is responsible for providing safe drinking water, irrigation water supplies, and water for fire protection services for over 40,000 customers within its certificated area. The water system is rated Superior by the State of Texas and has received awards for outstanding operations and maintenance from the U,S. Environmental Protection Agency. FACILITIES The City's water system consists of water production, treatment, and distribution. Water is provided from eight deep wells in the Simsboro Formation of the Carrizo-Wilcox aquifer group and one well in each of the Carrizo and Sparta aquifers. Water is treated at pump stations that supply water to the City's distribution system and elevated storage tanks. FUTURE NEEDS The City's certificated area for water is not expected to expand into the Extraterritorial Jurisdiction since these areas are already served by various special utility districts or water supply corporations. Water Services maintains a Water Utility Master Plan that is updated on a routine cycle to ensure adequate and reliable service is maintained to the system customers. The master plan identifies future improvements needed to meet the anticipated build -out demands from future infill growth. The City will continue to evaluate future water demands and identify required improvements. Wastewater Services - College Station Utilities SERVICES College Station Water Services is the primary wastewater service provider in College Station and is responsible for the collection and treatment of domestic and commercial sewage from over 43,000 customers within its certificated area. The City treats collected wastewater to meet the requirements of the regulating agencies. FACILITIES The City's wastewater system consists of wastewater collection and treatment. The collection system relies on gravity mains to convey wastewater to treatment facilities and when that is not enough, lift stations are used. The City's two wastewater treatment plants process the collected sewage into wastewater effluent that meets the requirements of regulating agencies, CSTX,GOV I COLLEGE STATION COMPREHENSIVE PLAN FUTURE NEEDS In 2019, the Texas Legislature limited cities' ability to annex territory. Due to this, the City does not plan to extend sewer service to properties outside of the existing certificated area boundaries or further into the Extraterritorial Jurisdiction. The City may rely on strategic partnership agreements and municipal utility districts for service provision outside of the City's service area. These agreements will need to balance the impact of cost of service with the benefits of serving additional customers. College Station currently has two Strategic Partnership Agreements —one for Brazos County Municipal Utility District No. 1 (Southern Pointe), and one for Brazos County MUD No. 2 (Millican Reserve). Both agreements define how the City may annex these territories in the future when they are substantially developed and infrastructure costs have been reimbursed to the developers. In the case of Millican Reserve, the agreement also details how the City may annex for limited purpose, Strategic partnerships with utility and development agreements will likely remain a viable annexation option for College Station, with evaluation and negotiations to be made on a case -by -case basis. Water Services maintains a Wastewater Utility Master Plan that is updated on a routine cycle to ensure adequate and reliable service is maintained to system customers, The master plan identifies future improvements needed to meet the anticipated build -out demands from future growth, infill, and redevelopment. The City will continue to evaluate future wastewater demands and identify required improvements, lq� l CSTX,GOV I COLLEGE STATION COMPREHENSIVE PLAN 112 Solid Waste & Recycling - College Station Public Works SERVICES College Station provides various services to meet the local need for the collection of municipal solid waste including weekly residential collection, bulky item pickup, and brush/yard clippings pickup, The City contracts bi-weekly curbside recycling pick-up for single-family residential dwellings. The Solid Waste & Recycling Division is also responsible for the collection and disposal of commercial solid waste, as well as street sweeping operations. Construction and demolition wastes are collected by private haulers regulated through franchise agreements incentivizing haulers to recycle collected materials to lower franchise fees, The City currently serves over 27,000 single-family residential customers. The City serves a large multi- family customer service base of 11,000 units. Multi -family and commercial services consist of four routes, six days per week. The City's solid waste collection vehicle fleet has a 5 to 10-year replacement schedule for each vehicle, Regular maintenance, replacements, and additions will be paramount to ensure core services and operations meet projected needs. As the city continues to grow, solid waste collections will need to be monitored closely to meet demand through exceptional and efficient services. The City is committed to environmental stewardship and waste reduction through recycling, education, and outreach. The recycling program and clean green activities are designed to help reduce the amount of solid waste deposited into the landfill, In 2020, College Station reduced the amount of waste going to the landfill by 27% (24,947 tons) through curbside and commercial recycling, as well as clean green brush collection. The City proactively controls litter along public rights -of -way through the Adopt -A -Street Program. The program partners with community volunteer groups performing quarterly clean-ups along assigned street segments. FACILITIES The City of College Station partnered with the City of Bryan in 1990 to create the Brazos Valley Solid Waste Management Agency (BVSWMA) which manages the Twin Oaks Landfill, a Subtitle D landfill, which became operable in 2010. The City's previous landfill, the Rock Prairie Road Landfill, closed in 2011 after reaching its capacity, The Twin Oaks Landfill facility is located off State Highway 30 in Grimes County and has an air space capacity of roughly 33 million tons of waste, with an expected life of 37 years. The landfill accepts more than 1,400 tons of solid waste per day, primarily from the seven -county region including Brazos, Burleson, Grimes, Leon, Madison, Washington, and Robertson Counties, and Texas A&M University. Since the landfill is the only Type 1 facility between Austin and Houston, it accepts solid waste from 19 counties, FUTURE NEEDS Increased manpower and additional equipment will be necessary within the planning horizon to meet development demand placed on solid waste services. The use of new technologies is essential to increase operational efficiency and exceptional service. CSTX,GOV I COLLEGE STATION COMPREHENSIVE PLAN Street, Traffic System & Drainage Maintenance - College Station Public Works SERVICES Street and drainage infrastructure facilitate transportation and ensure the health and safety of residents and visitors. These facilities are costly and demand significant attention to protect the investment and value they bring to the city. The Streets and Drainage Division maintains more than 350 miles of paved streets, 230 miles of sidewalks,100 miles of storm drain lines, 470 miles of concrete valley gutters,130 miles of natural creek area, and mows and trims over 1,300 acres of grass, Traffic Operations' mission is to guide, warn, and regulate motorists, pedestrians, and bicyclists in a safe and efficient manner. The division currently maintains over 90 traffic signals and 85 traffic warning flashers, over 200 linear miles of pavement markings, and more than 15,000 traffic signs, FUTURE NEEDS As the city continues to grow the need for new streets, street maintenance, traffic system maintenance, and drainage maintenance will continue, Aging infrastructure generally requires more maintenance and new development and growth creates new demands for infrastructure maintenance. Recent multi - modal transportation initiatives place higher expectations for infrastructure rehabilitation that appropriately accommodates more modes of transportation, particularly in dense areas within the city's core. These improvements, such as adding bicycle lanes or shared -use paths, help generate more walking, bicycling, and alternative options for citizens to navigate throughout the city while also helping to alleviate some of the demand and congestion on the roadway network. Additionally, the city's corridors must be maintained as streets are rehabilitated to create a sense of place and attractive community. These service demands will require additional staff and resources to maintain and preserve the City's transportation capital investments. CSTX,GOV I COLLEGE STATION COMPREHENSIVE PLAN 114 WOOL .- 1? r061 '� Planning & Development Services SERVICES Planning & Development Services is responsible for aiding the community in making the best possible decisions regarding the physical development of the city, This occurs through long range and comprehensive planning that engages citizens to envision the city's future and implements practical steps and policies to create a community with a strong sense of place and positive quality of life. The City is responsible for ensuring that all new development, infill and redevelopment, site work, and construction comply with the Comprehensive Plan, the Unified Development Ordinance, and all other adopted codes and standards. The department also delivers high -quality community development programs, services, and facilities to enrich the lives of individuals and families within the city, The City encourages the expansion and accessibility of health and human services, expansion and improvement of public facilities and infrastructure, and expansion of economic opportunities for low - and moderate - income residents. Departmental services include land use and comprehensive planning, multi -modal transportation planning, zoning, development review, engineering, floodplain and stormwater management, building plan review, and building and site inspections, Additional goals include providing for an adequate supply of safe and affordable housing, rehabilitation of rental and owner -occupied residential property, and expanding home ownership opportunities. Additional service level information can be found in the department's strategic plan. COMMUNITY DEVELOPMENT PROGRAMS 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 Community Development Division administers these grant funds through programs designed in accordance with the department's goals, federal regulations, and input from citizens and the City Council. The programs aided by federal grant funding are available to individuals, families, and areas where household income does not exceed 80% of the area median income limits set by HUD, The City's CDBG monies are used to provide funding to various non-profit agencies that provide health and human service programs throughout the community. These funds also support code enforcement activities in low - to moderate - income areas, acquisition of land for future development, and demolition of substandard housing. CDBG funds can be used to finance public facility activities in low- to moderate - income areas. These activities can include park development or enhancement, improvement or expansion of infrastructure, or improvements to other public facilities such as recent improvements to the Lincoln Center. CSTX,GOV I COLLEGE STATION COMPREHENSIVE PLAN 115 HOME funds are used to expand the supply of safe and affordable housing for qualified, income -eligible residents through programs such as the Tenant Based Rental Assistance program (managed by Twin City Mission on behalf of the City), down payment and closing cost assistance, reconstruction and rehabilitation assistance through low - or no - interest loans, and minor repair assistance grants to correct health and safety issues. Finally, HOME funds are used to construct new affordable housing either through City - developed activities or through the support of a Community Housing Development Organization, Habitat for Humanity, or private developers leveraging other sources of funds. Other resources are sought for specific project needs. Funds can be accessed through the HUD Section 108 Loan Program or from the Texas Department of Housing and Community Affairs for larger new construction or rehabilitation projects, As other federal or state resources are made available, various programs will be developed to meet the needs of the residents. FUTURE NEEDS As the city continues to develop and redevelop, the need for planning and development services will increase. New development, infill, and redevelopment within the community place demand on development review processes, building construction review, and inspections to coordinate and ensure private infrastructure meets City standards and contributes positively to the character of the community. Development planning remains vital in ensuring adequate densities, complimentary land uses, and the provision of infrastructure that balances service delivery costs to ensure the financial stability of the City. Due to limitations to annexation, the City anticipates minimal outward growth and the emphasis on infill and redevelopment will become increasingly important, The City must encourage infill and redevelopment in strategic locations that are sensitive to the existing context and character of each area. Established residential areas may benefit from continued neighborhood planning efforts due to potential neighborhood integrity issues that arise as areas fill in and redevelop adjacent to existing neighborhoods. Development conflicts and neighborhood integrity issues necessitate collaboration between Planning & Development Services and departments throughout the City, and Planning & Development Services will continue to seek out these partnerships and collaborations to build upon successes, identify areas for improvement, and contribute positively to College Station's identity and quality of life. The City will utilize the required planning guidelines for federal grants to collect information regarding community needs and conditions, These include the Consolidated Plan and Annual Action Plan. Adjustments to programs will be made when new needs or changes are identified so that staff and federal grant resources can be utilized in the most effective ways. CSTX,GOV I COLLEGE STATION COMPREHENSIVE PLAN 116 Neighborhood Services SERVICES Neighborhood Services focuses on maintaining collaborative partnerships between neighborhoods, community services, and the City. The department undertakes educational and outreach programming, as well as connects neighborhoods to City resources, Through the Neighborhood Partnership Program, the City promotes the development of neighborhood and homeowner associations and maintains regular contact with those associations, There are 85 associations currently registered with the city, The department also manages the City's Strong and Sustainable Neighborhood Grant Program, which provides financial support for projects within neighborhoods, This umbrella program consists of both the Neighborhood Grant Program and the Gateway Grant Program that support beautification projects such as a gateway or identification signage, landscape improvements, and small-scale community -building projects. These matching grant programs foster a mutually beneficial partnership between neighborhoods and the City. Library Services SERVICES In 1986, the cities of Bryan and College Station signed an interlocal agreement for Bryan to operate a branch library in College Station. College Station's first public library opened in 1987, and the present location opened in 1998. Together with the Carnegie History Center, the Bryan+College Station Public Library System was created, providing library services free of charge to all Brazos County residents, Library Services provides programs for all ages including storytimes, book clubs, outreach with community partners, adult and child crafts, an English Conversation Circle, a Teen Advisory Board, an annual Summer Reading Program, and volunteer programs. FACILITIES The College Station Public Library was renamed to Larry J. Ringer Library in 2004 to honor the former College Station mayor who was active in establishing the library in the city. Due to its expansive use and increase in visits and circulation, a bond was passed in 2008 to expand the library and construction began in 2018. After renovations and expansion, the library reopened in September 2019. The Larry J, Ringer Library provides many services to the public including reference and readers advisory, physical materials circulation, digital materials circulation, device access troubleshooting, internet computers, printing/copying, tech tutorials, and themed displays, There are public spaces available for reservation including one large meeting/ program room, two conference rooms, and five private study rooms. FUTURE NEEDS The Larry J, Ringer Library nearly doubled in size from the expansion and renovation project and is well suited to meet future needs, Increases in collections budgets and personnel will be needed to support a growing population. CSTX,GOV I COLLEGE STATION COMPREHENSIVE PLAN 117 Fiber Optic Network SERVICES The City's fiber optic network includes approximately 80 miles of cable that is owned and maintained by the City. Virtually all the City's major communication systems including the telephone and computer networks, 800 MHz Trunk Radio Service, Utility Supervisory Control and Data Acquisition systems, Traffic Signals, and Wireless Networks depend on the fiber optic network service to function fully. As part of the Fiber Optic Loop Project, a fiber optic ring connecting all major City facilities was completed in 1999. Since that time, various cable spurs off the main ring and individual cable segments have been installed to add existing smaller sites, traffic signals, and new facilities as they have been built. Fiber optic network upgrades are incorporated into the five-year Capital Improvement Program to provide continued expansion and improvement to the network. Several ultra -high-speed internet options are available in College Station, offering communications services that are vital to future growth. Ultra -high-speed internet provides download speeds of up to one gigabit per second (or 1,000 megabits) and has a positive impact on local economic development and enhancing the community's quality of life, Providers such as Suddenlink, and newcomers such as Frontier and MetroNet, provide ultra -high-speed internet connections which aid commercial users in enhancing their productivity and efficiency. College Station also leases unused or "dark" City -owned fiber optic cable to offer additional ultra -high-speed internet options. FACILITIES There are approximately 40 discrete City buildings with fixed cabling infrastructure that support telephone, network, cable television, intercom, and two-way radio communications. This infrastructure is comprised of fiber optic cabling, copper network and phone cabling, and coaxial radio frequency cabling, with supporting equipment including racks, termination panels, cable management, power, and grounding, FUTURE NEEDS Currently, the City's fiber optic infrastructure extends south to the State Highway 6 and William D, Fitch (SH 40) Parkway area and east to Lick Creek Park, Future fiber projects include a planned fiber route along William D. Fitch (SH 40) west to Wellborn Road (FM 2154) to complete the loop in the southern part of the city, increasing of the fiber count on the main city fiber ring and extending the fiber ring further out along Harvey Mitchell Parkway (FM 2818). As the City continues to develop southward, additional fiber optic infrastructure will be needed to support the development of essential public facilities, such as additional fire stations and public schools, The presence of fiber optic infrastructure is essential in the location of future City facilities. The fiber network also serves to connect and provide backhaul for a planned implementation of wireless hot zones in various locations, There is also need for fiber to support video surveillance in select locations to serve as a force multiplier for public safety. The City will continue collaborating with private internet providers to encourage growth of the fiber network and access to ultra -high-speed internet options for all College Station citizens. CSTX,GOV I COLLEGE STATION COMPREHENSIVE PLAN 118 General Municipal Administration SERVICES In addition to the various services previously discussed in this chapter, the City of College Station also provides the following external and internal services; City Internal Auditor, Legal, City Management, City Secretary, Fiscal Services, Human Resources, Information Technology, Municipal Court, Budget and Strategic Planning, Public Communications, Public Works, and Utility Customer Service. The City has a total of 1,106 full-time equivalent positions funded in the Fiscal Year 2026 budget, FACILITIES The City owns and maintains several capital facilities and buildings required to perform the necessary administrative functions of the City. These are illustrated in Map 7.1 Public Facilities, and include; • City Hall - 1101 Texas Avenue • Visitor Center, Economic Development & Tourism - 1207 Texas Avenue • Police Station - 800 Krenek Tap Road • Parks Administration building - 1000 Krenek Tap Road • Public Works buildings and storage yard - 300 Krenek Tap Road • Municipal Court - 300 Krenek Tap Road • Utility Customer Service - 310 Krenek Tap Road • College Station Utilities - 1601 Graham Road • Larry J. Ringer Library - 1818 Harvey Mitchell Parkway • Lincoln Recreation Center - 1000 Eleanor Street • Meyer Senior & Community Center - 2275 Dartmouth Street • Southwood Community Center - 1520 Rock Prairie Road • Gary Halter Nature Center - 13600 Rock Prairie Road • Park facilities throughout the city including pavilions, park shelters, playing fields and courts, restrooms, concessions, playground equipment, pools • Cemeteries and Cemetery shop - Texas Avenue, Raymond Stotzer Parkway • Northgate Parking Garage - 209 College Main • Northgate Surface Metered Parking - Church Street • Northgate Promenade - Church Street • Second Street Promenade in Northgate - Second Street • Wolf Pen Creek Amphitheater and Greenroom - Holleman Drive/Colgate Drive • Three Park Maintenance / Forestry Shops - Krenek Tap Road, Holleman Drive, Rock Prairie Road • Carter Creek Wastewater Treatment Plant • Lick Creek Wastewater Treatment Plant • Three elevated water towers (as of 2022) Eight electrical substations • Six fire stations - Holleman Drive (Fire Station No. 1), Rio Grande Boulevard (Fire Station No. 2), Barron Road (Fire Station No. 3), at Easterwood Airport (Fire Station No. 4 - owned by Texas A&M University System), William D. Fitch Parkway (Fire Station No. 5), and University Drive (Fire Station No. 6), Greens Prairie Road (Fire Station No, 7) CSTX.GOV I COLLEGE STATION COMPREHENSIVE PLAN 119 0*1 CITY FACILITY BUILDINGS K-12 EDUCATION PARKS CEMETERIES TAMU PROPERTY CITY LIMITS MAP 7.1 Public Facilities 0 NORTHGATE PARKING GARAGE 0 FIRE STATION #6 © FIRE STATION #4* OVISITOR CENTER, ECONOMIC DEVELOPMENT & TOURISM © CITY HALL 0 LINCOLN RECREATION CENTER 0 FIRE STATION #1 : MEYER SENIOR & COMMUNITY CENTER 0 MUNICIPAL COURT UTILITY CUSTOMER SERVICE POLICE STATION ® PARKS & RECREATION ® CARTER CREEK WWTP LARRY J. RINGER LIBRARY ®� ® FIRE STATION #2 ® SOUTHWOOD COMMUNITY CENTER COLLEGE STATION UTILITIES & MEETING & TRAINING FACILITY FIRE STATION #3 ARTS CENTER** �1 FIRE STATION #5 ® FIRE STATION #7*** ® GARY HALTER NATURE CENTER ® LICK CREEK WWTP * FIRE STATION #4 IS OWNED BY TEXAS A&M UNIVERSITY SYSTEM ** THE ARTS CENTER IS OWNED BY THE ARTS COUNCIL OF BRAZOS MAY 28, 2026 VALLEY *** FIRE STATION #7 IS EXPECTED TO COMPLETE CONSTRUCTION IN FALL 2026 FUTURE NEEDS As College Station's population continues to grow, additional City employees will be needed to continue providing exceptional services and maintain appropriate personnel -to -population ratios. College Station's previous City Hall was constructed in 1969 and expanded in 1979 and again in 1983, In response to College Station's substantial population growth throughout the years, various City facilities have been constructed across the city to accommodate the growing number of employees needed to provide and maintain services. The decentralization of City facilities and its workforce has resulted in inefficiencies such as time and resource losses from travel between facilities and hampered communication between divisions and departments. As the number of employees has continued to grow to respond to the service level needs of a growing population, and as public participation in College Station has increased, it became clear that the City had outgrown its City Hall, The City Council approved funding for a new City Hall in early 2018, located adjacent to the previous City Hall and directly across from Texas A&M University. The new site broke ground and construction began in March 2020. The new City Hall is over 79,000 square feet and houses more than 200 employees with room for growth, allowing multiple departments who were previously decentralized to unite, consolidate resources, and increase efficiencies. The site also serves as a community gathering place and contains public meeting spaces and an outdoor plaza. Upon completion of renovations of the adjacent 1207 Texas Avenue location, this space now serves as a Visitor's Center to welcome citizens, visitors, and students to our community and provide an additional community event space that opens to the City Hall plaza, These new facilities will allow the City to continue providing exceptional services to meet the needs of College Station citizens into the future, CSTX,GOV I COLLEGE STATION COMPREHENSIVE PLAN 121 Strategic & Ongoing Actions The actions listed below are aimed at implementing the goal of exceptional municipal facilities and services that meet community needs, contribute to community character, exhibit environmental stewardship and resiliency, support surrounding land uses, incorporates full life -cycle costs, and are coordinated and fiscally responsible. The actions include new, strategic items as well as ongoing efforts undertaken by the City, STRATEGIC ACTIONS 71 Develop a comprehensive facilities plan. The plan should meet the future space and functional needs of City employees, services, and the community. 72 Evaluate the utilization of community paramedicine. Partner with regional health care providers and social services to evaluate community paramedicine. This is an emerging field that uses a comprehensive approach and integrated deployment model to connect underserved populations to underutilized medical, social, and safety services, helping to decrease strain on emergency rooms, hospitals, and first responders such as EMS, fire, and police. 73 Continue to expand wi-fi to public buildings. Expand existing public wi-fi services to additional facilities and consider partnership opportunities to establish a city-wide wi-fi network. 74 Evaluate ways to reduce energy consumption. Implement energy and resource conservation strategies in City facilities and all areas of municipal service provision. ONGOING ACTIONS 75 Prioritize utility and service improvements in existing areas. Invest in infrastructure rehabilitation within the city's older areas to maintain their viability and attractiveness and encourage infill and redevelopment where appropriate. 76 Continue capitalizing on opportunities to achieve multiple community objectives through coordinated infrastructure projects. Incorporate a measure in the Capital Improvements Program to weigh projects that achieve multiple objectives. Examples of coordinated infrastructure projects include road improvements, utility and drainage upgrades, sidewalk rehabilitation / installation / extensions, and streetscape enhancement, 77 Continue to build resiliency in municipal operations and services. Ensure operations and services are resilient and adaptable to unforeseen circumstances, such as disaster or pandemic, and able to continuously meet community needs. Consider updating provisions in city plans and policies and develop incentive programs to better prepare for and adapt to abrupt changes or strained circumstances while simultaneously allowing for action in the face of uncertainty or unforeseen events. 78 Continue to pursue recognition, credentials, and accreditations City-wide. Continue to obtain national recognition for outstanding and innovative service in police, fire, emergency medical services (EMS), public safety communications, parks, water, public works, planning, and other areas. 79 Continue to sustain and grow emergency management preparedness. In coordination with Brazos Community Emergency Operations Center and other regional partners, sustain and enhance emergency management efforts, partnerships, and funding levels to provide adequate resources, CSTX.GOV I COLLEGE STATION COMPREHENSIVE PLAN 122 planning efforts, educational training, and appropriate technology to proactively plan for, respond to, and recover from emergency situations and disasters, 710 Continue using business intelligence, data analytics, and data visualization tools. Utilize data and business intelligence solutions to inform policy decisions and provide efficient municipal services, 7.11 Update public service plans. Continue to re-evaluate and update key public service master plans (water, wastewater, stormwater, drainage management, solid waste, electric, police, fire, EMS) on regular cycles or when necessary based on changing conditions. Ensure that these plans reflect long-term growth forecasts and support priority growth areas. 712 Utilize municipal service cost -benefit assessments in planning utility expansion. The City should focus on areas that can be reliably and economically served within the City's capabilities. Consider an analysis of cost versus benefit when evaluating potential development agreements, municipal utility districts (MUDs) or annexation petitions. 713 Pursue and support local water conservation and reuse initiatives. Utilize reclaimed and/or nonpotable water to irrigate City facilities where feasible. 7.14 Continue outreach and educational programs to reduce resource consumption. Encourage residents, businesses, and local institutions to participate in solid waste reduction and recycling, energy efficiency, and water conservation programs. Create publicity campaigns to highlight the City's sustainability and resiliency efforts within public facilities. 715 Continue to implement best practices in meeting or exceeding State and Federal standards for stormwater management. Implement the City's Stormwater Management Program (SWMP) in accordance with State requirements of the TPDES Municipal Separate Storm Sewer Systems (MS4) program to manage stormwater discharges to protect, preserve and improve area streams and waterways. Consider updates to better protect area creeks and bodies of water from the impacts of urban runoff. 7.16 Advance sound floodplain management practices. Reduce the risk and impacts of flooding, adhere to higher development standards, and limit long-term infrastructure costs through continued implementation and refinement of the City's Flood Ordinance (including No Adverse Impacts) and participation in FEMA's Community Rating System (CRS) program. 717 Continue to meet or exceed State and Federal water quality standards for drinking water sources. Continue phased expansion of water supply resources and associated production capabilities to meet shorter -term peak demands, as well as forecasted longer -term needs. 7.18 Continue to keep wastewater collection and treatment capacities ahead of demand. Continue phased expansion of the existing wastewater system to comply with all regulatory permits, standards, and requirements that meet shorter -term peak demands, as well as forecasted longer -term needs. 719 Continue coordinated electric planning along with area partners. Ensure adequate and reliable supply to serve anticipated growth and maintain College Station Utilities' capability for rapid response to system outages. CSTX.GOV I COLLEGE STATION COMPREHENSIVE PLAN 123 720 Design high -quality public facilities that reflect the character of their surroundings. Ensure these buildings, facilities and improvements blend into existing areas and help establish an identity and quality standard for newly developing or redeveloping areas of the city. 721 Design City facilities and infrastructure to incorporate sustainable and resilient practices. Consider design features such as stormwater management, water conservation and reuse, native or adapted plantings, or building design features that conserve energy and natural resources. 7.22 Provide public safety facilities to maintain adequate service and response times. Monitor response times and safety service needs as growth occurs; use data and national standards to make decisions about service investments. CSTX.GOV I COLLEGE STATION COMPREHENSIVE PLAN 124 f I B 1bHiAIV ar f «. f' d'i11i'H is 8 MANAGED GROWTH i s en As College Station continues to develop it will face opportunities and challenges associated with managing growth. Since the adoption of the 2009 Comprehensive Plan, the city's population surpassed 100,000 people in January 2014. The milestone allowed the City to extend its Extraterritorial Jurisdiction (ETJ) to five miles beyond city limits and this change was made in July 2018. This resulted in further ETJ expansion into Brazos, Burleson, and Grimes counties. Due to annexation law limitations enacted by the Texas legislature in 2019, the City anticipates minimal outward growth of the city limits in future years. A renewed emphasis on in -all and redevelopment opportunities will be increasingly important as the City absorbs and manages continued population growth and becomes denser in appropriate areas. AMENDED MAY 28, 2026 Goal College Station faces major investments in water and wastewater infrastructure in coming years to keep pace with increased population and infill growth. Along with traffic and drainage challenges, this is but one example of the capacity considerations that must be anticipated to plan effectively for projected growth. This photo shows the construction of the water tower near Highway 6 and Rock Prairie Road. Fiscally responsible and carefully managed development that is aligned with growth expectations and the ability to provide safe, timely, and efficient infrastructure and services. Purpose The purpose of this chapter is to establish the necessary policy guidance and associated strategic actions to enable the City of College Station to manage its ongoing physical growth and development in a sensible, predictable, and fiscally responsible manner, It highlights the need to encourage additional infill development, accommodate increased population in denser areas, pursue strategic development agreements or annexations, and manage growth in the ETJ. The preparation of this chapter involved examining College Station's growth history, projected growth trends, and tools used to manage growth. The chapter outlines options the community should consider to ensure the benefits of growth are not offset by increased traffic congestion, loss of valued open space, or other impacts that adversely affect residents' quality of life and the local business environment. Background Growth management is critical to the city's long-term viability and involves managing infill and redevelopment opportunities along with limited outward growth. A municipality has a responsibility to its residents and taxpayers to ensure a growth pattern that makes good financial sense, particularly in terms of the infrastructure investments needed to keep pace with growth, Effective growth management can prevent roads, utility infrastructure, and public facilities from becoming overloaded by a scale and intensity of development that cannot be served safely and effectively. It can also serve to promote sustainability principles by guiding growth and development to targeted infill areas, thereby maximizing the efficiency and effectiveness of the city's infrastructure network. CSTX,GOV I COLLEGE STATION COMPREHENSIVE PLAN 126 PAST GROWTH PATTERN Over the last eight decades, College Station has experienced rapid population growth. Since 1980, the average rate of growth per decade is approximately 34%. As the scale of the community increased, its growth rate naturally became more moderate (41% in the 1980s and 29% in the 1990s), although the additional population and development in each decade remained significant. The growth rate in the past two decades has remained strong, with 38% growth between the 2000 and 2010 Census, and 28% growth between the 2010 and 2020 Census. Figure 8.1 Population since 1940 depicts population growth since the City's founding.' 140,000 120,000 100,000 z 0 80,000 Q J a 60,000 0 a 40,000 20,000 0 Purpose of the Extraterritorial Jurisdiction (ETJ) As a Home Rule municipality (greater than 5,000 population and with its own city charter), College Station has some authority over a larger unincorporated planning area, beyond its current city limits, that is known in Texas as the "Extraterritorial Jurisdiction," or ETJ. In Chapter 42 of the TEXAS LOCAL GOVERNMENT CODE, the Texas Legislature declares it to be State policy that ETJs be created around cities so that municipal governments can "promote and protect the general health, safety, and welfare of persons residing in and adjacent to" the city limits. Figure 8.1 - Population since 1940 2,148 -- 11,396 925 1940 1950 1960 1970 1980 1990 2000 2010 YEAR 120,511 2020 In 2009, this comprehensive plan forecasted a population of 134,000 by 2030; however, the estimated population was already 120,511 as of the 2020 Census. Due to a faster pace of growth than originally projected, the City now anticipates a population between 146,729 and 156,717 by 2030 as shown in Figure 8.2 2030 Population Projections.2 Additional discussion of future projections can be found in the Future Land Use section of this chapter. 'City of College Station Planning & Development Services 'City of College Station Planning & Development Services CSTX.GOV I COLLEGE STATION COMPREHENSIVE PLAN 127 Figure 8.2 - 2030 Population Projections 180,000 160,000 140,000 120,000 z C 100,000 80,000 a 0 a 60,000 40,000 20,000 0 2000 2005 2010 2015 tRe cord ed Population �2,0% � 2.5% �3,0% YEAR College Station's increase in population and corresponding employment growth is a positive indicator of the city's economic competitiveness and stability. While attracting and sustaining economic development is a primary goal, the community must also consider ways to maximize the fiscal benefits associated with additional development. The physical growth pattern of the city and the efficient provision of city services are key factors in this consideration. The rapid growth of Texas A&M University enrollment has continued to be a significant contributor to the city's population growth. As displayed in Figure 8.3, Increasing Development Fragmentation, since the 1970s the form of development in and around College Station has become progressively scattered. This is partly due to the location of floodplains and other physical constraints, However, the trend of peripheral growth within the city limits and the surrounding ETJ is long-standing. Development began to scatter in the 1980s and has increasingly sprawled outward since. Continuation of this growth pattern will become increasingly problematic due to the challenges associated with providing cost efficient city services and infrastructure to expanding areas. 156,717 151,653 146,729 2020 2025 2030 !w r 0. CSTX,GOV I COLLEGE STATION COMPREHENSIVE PLAN 128 Figure 8.3: Increasing Development Fragmentation COMPACT 40#1 � ��a{r� i� NW 'AV 40 SPRAWLING 1938-1960 L Figure 8.4: Annexation History DECADE ANNEXED 1940s 1950s 1960s 1970s 1980s 1990s 2000s 2010-2020 SPREADING INFILLING ■ f 1961-1980 2001-2020 Since being incorporated in 1938, the City of College Station has actively annexed property into its city limits, as depicted in Figure 8.4, Annexation History. The city currently contains 51.2 square miles, as of the most recent annexation in 2019. Looking forward, the City anticipates minimal outward growth of the city limits in future years due to changes in annexation law made during the 86th session of the Texas Legislature in 2019. CSTX.GOV I COLLEGE STATION COMPREHENSIVE PLAN 129 Planning Considerations GROWTH MANAGEMENT Growth management represents a key opportunity for College Station to influence the timing, pattern, and quality of development through a variety of tools at the disposal of Texas municipalities. There are also State -imposed limitations that restrict the City's ability to guide growth in the ETJ, and urban type development at the city's edge has been an ongoing challenge, There is the allure of country living in locations that are detached from other development - a real market factor that must be recognized and accommodated when identifying future growth areas. It is important to note that recent ETJ platting activity has prepared the way for substantial numbers of residential lots regardless of future actions to manage growth. The City does not have zoning or land use controls in the ETJ but does regulate the subdivision of land in tandem with Brazos County. The City's Unified Development Ordinance requires a minimum one - acre lot size to allow for septic systems and prevent intense densities in the ETJ. Annexation and the Extraterritorial Jurisdiction The City continues to experience growth pressures along its outer edges, presenting both opportunities and challenges, particularly in ensuring infrastructure and services are provided in a timely and fiscally responsible manner, Traditionally, annexation functioned as a tool for cities to extend land development regulations, particularly zoning, to manage growth and implement the comprehensive plan. However, recent legislative changes have affected how the City can grow. In 2019, the Texas Legislature significantly limited municipal annexation authority by requiring consent from affected residents and property owners. More recently, in 2023, Senate Bill 2038 enabled property owners to petition for release from a city's ETJ, establishing a formal process for ETJ removal. Areas released from the ETJ are no longer subject to municipal development regulations such as subdivision, platting, or sign standards. Additionally, automatic extension of the ETJ due to annexation was eliminated, virtually freezing College Station's ETJ in 2023. As a result, the City will need to rely more heavily on growth management tools within its existing boundaries, emphasizing infill and redevelopment to accommodate future population growth and promote efficient, sustainable development patterns, Moving forward, cities may annex in four ways; 1) consent exempt annexation, 2) annexation on request of the landowner, 3) annexation by petition of an area with a population of less than 200, and 4) annexation of an area with a population of 200 or more by election and possibly petition. A few exceptions include areas with strategic partnerships such as Municipal Utility Districts (MUDs). CSTX,GOV I COLLEGE STATION COMPREHENSIVE PLAN Municipal Utility Districts (MUDs) The City adopted a Municipal Utility District (MUD) policy in January 2014 to establish City Council authority over the creation, operation, and dissolution of MUDs within the city limits or its ETJ. MUDs can be a tool used in financing, constructing, and operating quality water, wastewater, and drainage facilities because they allow the developer and future property owners to absorb the costs and pay for them over time. MUDs help manage growth in the ETJ by allowing development to occur in a planned manner and providing a means to finance the needed infrastructure. MUDs typically include a development agreement with the City that outlines development standards that would not typically apply in the ETJ absent an agreement. What are Municipal Utility Districts (MUDs)? A Municipal Utility District (MUD) is a political subdivision authorized by the Texas Commission of Environmental Quality (TCEQ) to provide water, sewer, drainage, and/or other municipal services within its clearly defined boundaries. These political subdivisions are recognized as taxing entities by the State of Texas to raise funds within its boundaries to pay for the costs of providing the municipal services. How does a MUD work? The publicly elected Board of Directors manages and controls the affairs of the MUD subject to the continuing supervision of TCEQ. The Board establishes policies in the interest of its residents and utility customers, A MUD may adopt and enforce all necessary charges, fees, and taxes to provide district facilities and service, How is a MUD created College Station currently has two Strategic Partnership Agreements —one for Brazos A majority of property owners in the proposed district County Municipal Utility District No. 1 petitions TCEQ to create a MUD, The TCEQ evaluates (Southern Pointe), and one for Brazos the petition, holds a public hearing, and grants or County MUD No, 2 (Millican Reserve), denies the petition. After approval, the TCEQ appoints Southern Pointe is projected to have nearly five temporary members to the MUD Board of 2,000 single-family lots on 553 acres, Directors, until an election is called to elect permanent Millican Reserve is projected to have Board members, to confirm the MUD's creation, and approximately 1,900 single-family homes to authorize bonds and taxing authority for bond on 2,354 acres, Both agreements define repayment, how the City may annex these territories in the future when they are substantially developed and infrastructure costs have been reimbursed to the developers. In the case of Millican Reserve, the agreement also details how the City may annex for limited purpose. Strategic partnerships with utility and development agreements will likely remain a viable annexation option for College Station, with evaluation and negotiations to be made on a case -by -case basis. The importance of and use of strategic development agreements may increase in future years due to annexation limitations, SPRAWL & ITS IMPLICATIONS Sprawl is a spread -out or leap -frog development pattern which blurs the urban edge and intrudes, often in a haphazard way, upon the low intensity nature of the rural landscape, To the extent that some ETJ developments around College Station involve suburban and even urban intensities, the growth management challenge becomes even greater for the City. For ETJ residents who may choose a more remote living location compared to city living, the erosion of rural character from dense piecemeal development impacts their investment and day-to-day quality of life. CSTX,GOV I COLLEGE STATION COMPREHENSIVE PLAN 131 There are several reasons why growth has occurred on the fringes within College Station city limits and the ETJ, such as; • An attraction to the open, rural landscape often found at the city's edges • Land is generally less expensive due to the absence of public infrastructure and improvements, which equates to cheaper development costs • Property in the ETJ is not subject to City ad valorem taxes; therefore, residents and businesses outside the city limits benefit from access to municipal facilities and services such as streets, parks, trails, libraries, and other community facilities, but do not share equitably in the tax burden associated with constructing and maintaining those facilities and services • General ease of greenfield development and approvals within the ETJ, particularly since many City development regulations do not apply including land use controls, density, the number and size of buildings, and building standards or permits • Availability of water from other providers (Wellborn Special Utility District and Wickson Creek Special Utility District), allowing development to access public water that meets TCEQ standards without requiring connection to the City's utility system • Allowances and limitations within the City's Unified Development Ordinance (UDO) related to sprawling development patterns, such as; The R Rural zoning district allows a minimum lot size of two -acres and average lot size of three -acres, meaning that residences utilizing on -site sewer treatment systems are permitted; although this district is not actively used, its availability as a zoning option can contribute to development fragmentation The LIDO contains a relatively large number of use -based zoning districts, meaning a zone change is often necessary to respond to a shift in the market, which adds process, delays development, and can serve as a disincentive for development to occur within the city rather than the ETJ, where zoning does not apply Limited incentives to encourage certain development types, such as allowing increased density in exchange for development clustering with the provision of open space to promote a rural development environment within the city limits rather than necessitating ETJ development to achieve this character type Implications of Sprawl While College Station's growth pattern has created opportunities, without adequate foresight and preparation it may yield undesirable consequences, including; Erosion of a defined community edge, thereby blurring boundaries and contributing to a loss of community identity and proliferation of uses extending well beyond the city limits Degradation of environmental resources such as floodplains, wetlands, habitat, and vegetated areas due to cumulative impacts from urban stormwater runoff (increased drainage volumes and velocities) and non -point source pollution of area streams and watercourses CSTX,GOV I COLLEGE STATION COMPREHENSIVE PLAN 132 Degradation of air quality from increased vehicular exhaust containing greenhouse gas pollutants that contribute to a changing climate, along with increased heat island effect due to increased infrastructure and development • Increased commuting times and congestion as residents travel relatively longer distances to reach work, schools, places of worship, shopping, services, recreation, and entertainment destinations • Premature shifts in traffic patterns, causing congestion and environmental impacts, as development occurs in an uncoordinated fashion before adequate mobility infrastructure is in place • Increased demands on public infrastructure (e.g., roads, water, and wastewater systems) and services (e.g., police and fire protection, parks, libraries, and schools), in some cases creating unsafe conditions • Inefficient provision of services, meaning a larger investment in infrastructure systems with fewer than the optimal number of connections/users to pay for them • The potential for disinvestment in older areas of the community as new development continues to occur on the periphery GROWTH CAPACITY This section provides an evaluation of the City's future land use assumptions and municipal services in terms of their ability to accommodate the population growth expected within the next 10 years. It also discusses tools to manage growth at the city's edge and within the ETJ. Future Land Use A discussion of growth management and capacity would be incomplete without an analysis of population projections and land uses programmed within the updated the Future Land Use & Character Map. This map identifies land uses capable of accommodating an ultimate build -out population of approximately 196,000 within the current city limits. Planning for land uses capable of accommodating a larger population than is currently projected for the city provides a margin of error and allows for market flexibility. Providing balanced land uses, housing options, mobility choices, infrastructure investments, and quality of life amenities will be critical to serving a growing and diversifying population. CSTX,GOV I COLLEGE STATION COMPREHENSIVE PLAN 133 As a part of the 10-year update to this plan, staff from the Planning & Development Services and Water Services departments worked in tandem to ensure the updated land uses depicted in the Future Land Use & Character Map were incorporated into updated models for future water, wastewater, and transportation needs. These updated models were used to estimate needed infrastructure upgrades and the associated costs to the City necessitated by population increases and future development. It will be important to continue monitoring growth trends, including enrollment increases at Texas A&M University, to anticipate and plan for growth, The City should also evaluate and react to market conditions, and potentially find new ways to incentivize development, infill, and redevelopment in appropriate areas. Nationally, there is expected to be continued demand for walkable, integrated, mixed -use districts and the City should encourage infill and redevelopment opportunities to support this type of development, There are many existing underutilized areas where infill and redevelopment could create more viable and vibrant places, While some of these areas were defined in previous iterations of the Future Land Use & Character Map, redevelopment activity has been slower than expected. The 10-year update to this plan builds upon and further expanded these priority areas for redevelopment opportunities, The pace of redevelopment is largely dependent on local economics and physical conditions, but City investments or policies can influence and incentivize redevelopment potential. The City must prioritize proactive infrastructure investments and programs in strategic redevelopment and infill areas to catalyze redevelopment activity, promote more efficient use of infrastructure, and support the City's environmental resiliency goals. There are growth opportunities on the city's edge but also challenges with providing well-timed infrastructure improvements that support long-term financial wellbeing for the City. Also, it may be cost prohibitive to provide utility services in some areas, particularly on the city's southwestern edges, The City must be strategic with its future investments in infrastructure, facilities, and services, With limited incentives for annexation in the City's ETJ, it is more challenging for the City to expand its boundaries. The City will need to continue, and potentially increase, utilizing other growth management tools, such as development agreements and MUDS, to strategically manage growth pressures in the ETJ. Annexation and Development Agreement Priorities Following the acceptance of the 5-year Comprehensive Plan Evaluation and Appraisal Report in 2015, an Annexation Task Force was assembled to review the City's annexation priorities. The Task Force, comprised of three City Council members and three Planning & Zoning Commissioners, met for several months to evaluate the City's annexation strategies and priorities and provided recommendations. Considering the annexation changes by the Texas Legislature in 2019, the following Task Force recommendations remain relevant; Should the State continue to limit the City's authority to unilaterally annex property, pursue strategies to minimize the impacts of such action • Utilize non -annexation development agreements in a strategic manner to reserve undeveloped or underdeveloped areas for future growth Evaluate the costs and benefits of annexing areas currently under non -annexation development agreements on a case -by -case basis as they expire CSTX,GOV I COLLEGE STATION COMPREHENSIVE PLAN 134 There are many important considerations in prioritizing potential areas for well -managed outward growth, whether through the now -limited annexation options or strategic development agreements. Given the recent legislative changes limiting annexation authority and allowing property owners to withdraw from a city's ETJ, the following considerations can serve as a strategic decision -making framework to help the City evaluate where and how to direct its future growth efforts, investments, and partnerships. Strategic considerations for annexation and development agreements; 1. Provides control of gateway frontage; Allows the City to regulate areas along major corridors or entry points where maintaining visual quality and land use compatibility is important for community identity, economic vitality, and first impressions. 2. Provides moderate to significant revenue (property and/or sales tax); Prioritize areas that can contribute meaningfully to the City's fiscal health, ensuring that future growth supports long-term financial sustainability and offsets the cost of service delivery. 3. Provides undeveloped or underdeveloped area for future growth; Highlights locations that offer realistic capacity for development or redevelopment, aligning with the City's growth management goals given the reduced ability to annex new land. 4. Is an area adjacent to the City on two or more sides; Encourages a more compact, contiguous development pattern that strengthens service efficiency, reduces infrastructure costs, and minimizes leapfrog or fragmented development. 5, Preserves existing character; Ensures new development or redevelopment complements the surrounding community's established land use patterns, aesthetics, and sense of place, 6. Protects part (or all) of area from future development; Allows the City to consider areas where conservation, open space preservation, or agricultural retention may serve broader community or environmental goals. 7. Addresses health and life safety concerns (building and fire code enforcement, emergency response, etc.); Helps prioritize areas where City oversight or coordination is essential to safeguard residents and ensure adequate emergency access and response. 8. Is part of area currently served by City sanitary sewer with capacity to handle new development; Focuses growth in locations where municipal infrastructure already exists or can be extended efficiently, promoting cost-effective development. Located within CSISD; Supports growth that aligns with the City's school district boundaries, helping maintain community cohesion and shared service responsibilities, 10. Provides potential location for business parks; Identifies strategic employment areas that can attract investment, create jobs, and diversify the City's economic base. 11,Transportation infrastructure already provided; Ensures that development occurs where access and mobility systems can support it, reducing the need for costly new transportation extensions. Collectively, these criteria can help the City evaluate annexation requests, prioritize investment areas, and coordinate with property owners in a post-SB 2038 environment. Used as a screening or ranking tool, they allow the City to identify where growth best supports community goals while balancing fiscal responsibility, infrastructure needs, and character preservation in the ETJ. CSTX,GOV I COLLEGE STATION COMPREHENSIVE PLAN 135 EXTRATERRITORIAL JURISDICTION STRATEGIES There are many strategies for managing the pattern and timing of development in the ETJ, ranging from simply minimizing the impacts of growth without affecting the pattern to strictly controlling growth. Texas law does not provide cities with the means to entirely prevent sprawl, therefore, it is wise for the City to consider the ways in which it can exert more influence over the direction and timing of development that it ultimately may serve. Given College Station's past development pattern and projected growth trends, the City's growth management approach in the ETJ should focus on the following areas; • Use annexation or development agreements in a strategic fashion • Expand the City's certificate of convenience and necessity as appropriate in concert with annexation or development agreement activity • Adhere to the City's utility extension policy while working to enhance it • Effectively utilize the City's Municipal Utility District policy • Coordinate future Thoroughfares in the ETJ with the Bryan -College Station Metropolitan Planning Organization (MPO) • Strengthen health and safety components of the subdivision regulations INFRASTRUCTURE NEEDS College Station emphasizes careful stewardship of essential services like water, wastewater, and electricity to ensure reliable, safe, and sustainable support for a growing population, Each utility is guided by regularly updated master plans that identify future infrastructure needs and improvements required to meet anticipated development and infill growth. As the City continues to grow, infrastructure planning must balance the need for capacity expansion with long-term environmental stewardship and community resilience. Future investments in utilities, stormwater systems, and transportation networks present opportunities to integrate sustainable design principles that conserve resources, reduce emissions, and enhance climate adaptability, By coordinating land use and infrastructure planning, the City can promote compact, efficient development patterns that minimize environmental impacts while ensuring reliable, equitable service delivery. This approach supports both fiscal responsibility and the City's broader commitment to sustainability and resilience in the face of continued growth and changing environmental conditions. Mobility remains a significant challenge, with increasing congestion driven by population growth and development patterns, requiring investment in multimodal transportation and more efficient land use strategies, The City recognizes that compact development and alternative transportation options can help reduce strain on roadways while maximizing existing infrastructure. Municipal services such as solid waste management, police, fire, and EMS are planned to support long-term growth by ensuring sufficient staffing and facility capacity, Overall, the City aims to proactively plan and coordinate across services to maintain public health, safety, and quality of life as the community continues to expand. Additional information on infrastructure needs, capacity, and municipal services can be found in Chapter 7: Exceptional Services, which provides a more detailed assessment of existing systems and future improvement priorities. CSTX,GOV I COLLEGE STATION COMPREHENSIVE PLAN 136 Strategic & Ongoing Actions The actions listed below are aimed at implementing the overall goal to ensure fiscally responsible and carefully managed development that is aligned with growth expectations and the ability to provide safe, timely, and efficient infrastructure and services, The actions include new and strategic items as well as ongoing efforts undertaken by the City. STRATEGIC ACTIONS 8.1 Evaluate and revise the Water/Sanitary Sewer Extension Policy. Evaluate the City's service area for sanitary sewer (the Certificate of Convenience and Necessity boundary) and extend into the Extraterritorial Jurisdiction in an incremental and carefully timed manner when it meets defined growth management objectives. Ensure that extensions to water/sewer utilities and service areas are consistent with the Future Land Use & Character Map, the City's utility master plans, and the multi- year Capital Improvement Plan. 8.2 Conduct fiscal impact analyses. Analyze development patterns at a city-wide level to determine the true costs associated with various development types, including unfunded service costs, to provide decision makers with the best available information to ensure the City's long-term fiscal sustainability. In addition, utilize financial modeling to evaluate the cost -to -serve for annexation requests, MUDs, and development agreement areas. 8.3 Prioritize proactive infrastructure investments and programs in strategic redevelopment and infill areas. Invest in the necessary infrastructure to increase redevelopment potential or to catalyze redevelopment activity in areas identified in the Future Land Use & Character Map or in district plans, Concentrating development and services within target areas promotes efficient use of infrastructure and supports environmental resiliency goals, 8.4 Amend the zoning map and consider regulatory incentives to encourage infill and redevelopment. Apply targeted zoning strategies in designated Redevelopment Areas identified on the Future Land Use & Character Map. Review the effectiveness of the Redevelopment District (RDD) overlay zoning and consider updating provisions in the Unified Development Ordinance to incentivize infill and redevelopment. 8.5 Re -envision underutilized retail uses and incentivize redevelopment and/or reuse of vacant buildings and properties. Monitor national trends in the evolving retail sector or other sectors and continue to seek redevelopment and revitalization opportunities for vacant or underutilized sites, particularly large retail and big -box sites. 8.6 Evaluate the utilization of impact fees that provide revenues to support infrastructure demands. Consider the need to amend impact fees to promote the city's long-term fiscal strength. 8.7 Continue the City's Oversize Participation practice, where appropriate. Continue providing funds for potential oversize participation to reduce future infrastructure costs. 8.8 Use available tools to strategically manage growth pressure in the ETJ. Utilize development agreements and Municipal Utility Districts (MUDs) to manage growth pressure in areas where annexation is not feasible. CSTX.GOV I COLLEGE STATION COMPREHENSIVE PLAN 137 COLLABORATIVE � PARTNERSHIPS The City depends on and is strengthened by strategic, effective partnerships that ensure all citizens thrive in a safe, well-connected community with exceptional services, affordable housing, and diverse amenities, and where economic prosperity is widespread and a high quality of life is attained. Mutually beneficial partnerships make effective use of resources and community capital, thus nurturing thriving cities and citizens. In a sense, a city itself is an ongoing partnership - an interconnected network of people living in close proximity for the benefits that a community provides. AMENDED MAY 28, 2026 lr� rsii - _.. , .., ^i'-ram Iw-w , �.-_�_•.-:._ - . . 11 I 0 8 Goal Well -coordinated planning at all levels and effective engagement with local jurisdictions, institutions, and organizations to further realize the City's vision and support the broad community, Purpose Collaborative partnerships are essential in leveraging resources for maximum efficiency and benefit, Many challenges that communities face are regional issues - like mobility network congestion and housing affordability - or are even broader in scope, such as environmental sustainability and natural disaster recovery which cross jurisdictional boundaries, A robust network of partners and interorganizational resources strengthens community resiliency in unpredictable circumstances like the COVID-19 pandemic and acute events like the 2021 winter storm and resulting utility outages, This chapter builds upon topics, ideas, and goals enumerated in previous chapters to emphasize the importance of the City's collaborative partnerships, acknowledge existing efforts, and set the foundation for strengthening partnerships. CSTX,GOV I COLLEGE STATION COMPREHENSIVE PLAN 139 OVERVIEW The City of College Station engages with a wide variety of public, nonprofit, and private organizations. For example, the City collaborates with schools, fosters a thriving climate for local businesses, and partners with local nonprofits that align with City objectives. This chapter outlines three overarching pillars; internal collaboration within the City as an organization, the town -gown relationship with Texas A&M University, and other local and regional partnerships, All of the City's partnerships are significant in facilitating the City's services to its citizens, and most will fall into these three broad categories. As further discussed in Chapter 10: Plan Implementation, effective plan implementation requires the commitment of the City's elected and appointed officials, staff, residents, business owners, Texas A&M University, other levels of government, and other organizations and individuals who serve as champions of the plan and its direction and strategies. Internal Collaboration The City of College Station operates more than 20 departments and employs over 1,000 people. The success of the City relies in large part on coordination and partnerships between departments to ensure the Comprehensive Plan - the community's vision - is carried out. As a guiding document, the Comprehensive Plan should be referenced within master plans and departmental strategic plans to ensure that all City departments are working in tandem toward compatible goals, Additionally, the City's capital improvement planning, departmental work, and budgeting should consult the Comprehensive Plan and its associated master plans to guarantee unified actions and objectives across the City, Public budgets and capital expenditures set priorities for funding and progress toward achieving goals expressed by the City and its citizens. These expenditures should be aligned with the City's long-term vision. The Comprehensive Plan's goals and strategies should be among the criteria for evaluating capital expenditures and allocating funding through annual and departmental budgets. Texas A&M University And The Town - Gown Relationship As the home of Texas A&M University, the City of College Station has unique opportunities for coordination with a premier institution that attracts people from all over the world to study, work, research, and teach. The relationship between the City and Texas A&M University - the town -gown relationship - has existed since the City's founding in 1938. The founding residents and university administrators who desired to create a municipal government, established a belt around the campus core which became the City of College Station. Throughout the years the university and City have collaborated on numerous issues and through many ad hoc, departmental, and topic or issue -based efforts. There is opportunity for bolstering the town -gown relationship and establishing a collaborative annual agenda to strengthen Texas A&M University and the City in mutually beneficial ways, Formalizing existing collaborations and potentially establishing a planning coordination task force could aid in coordinated and cohesive initiatives and development projects. This is particularly important along jurisdictional boundaries between campus and the City to create more harmonious transitions between the campus and surrounding neighborhoods, business and retail areas, and the community as a whole. The City remains committed to collaborating with the university to pave the way for better relationships between all residents of College Station, including the students, staff, and faculty of Texas A&M University and residents not affiliated with the university. The City aims to effectively manage growth within College Station that has been prompted by increasing student enrollment as well as promote community cohesion and positive living experiences between permanent and temporary residents. This could be through new collaborative initiatives or connecting students to City resources to help raise awareness about CSTX,GOV I COLLEGE STATION COMPREHENSIVE PLAN 140 ordinances and neighborhood norms, as well as promoting social connections and demonstrating positive neighborly interactions. Building upon existing collaborations and expanding joint efforts with Texas A&M University also brings economic benefit to both the university and City through expanded tourism opportunities, Visitors to collegiate sporting events, the George Bush Presidential Library and Museum, and university conferences and events often stay in hotel accommodations and make food and retail purchases within the city, contributing to hotel tax and sales tax revenues. The City should continue working with Texas A&M University to promote a stronger and more unified brand identity to attract visitors and associated tourism dollars to the community, Another key opportunity for coordination between the City and academic departments, institutes, and operational units is to capitalize on university research and expertise and help raise awareness of environmental stewardship and sustainable practices within the community, This could range from innovative engineering research to climate and resiliency planning to testing new mobility technologies. The City and Texas A&M University would benefit from linking the university's educational mission with community needs. Research can also lead to economic development opportunities for the City and region. Regional Partnerships The City collaborates with neighboring jurisdictions, local institutions, nonprofit organizations, and regional planning agencies on topics such as land use and mobility planning, affordable and workforce housing, economic development, job creation, and tourism. The City maintains interlocal, mutual aid, and development agreements with surrounding counties, institutions, service providers, and private developments to ensure efficient infrastructure and exceptional CSTX,GOV I COLLEGE STATION COMPREHENSIVE PLAN 141 services are provided to all College Station citizens to maintain a high quality of life. These agreements establish partnership responsibilities within the College Station city limits and the City's ETJ for items such as subdivision review, thoroughfare planning, floodplain management, utility infrastructure, and service provision. The City will continue to pursue collaborative partnerships and agreements as matters of mutual interest and as opportunities for coordination arise, HOUSING & DEVELOPMENT Affordable housing is crucial for a community's overall success, as it promotes inclusion, mitigates gentrification, and encourages responsible economic growth. The City of College Station is dedicated to promoting diverse affordable housing options and expanding the opportunities to secure affordable homeownership and/or rental assistance. To provide affordable housing assistance, the City will continue to actively engage in partnerships with local organizations like the Brazos County Home Repair Coalition, Bryan/College Station Habitat for Humanity, Brazos Valley Community Action Programs, Elder Aid, and Brazos County Council of Governments as discussed in Chapter 3: Strong Neighborhoods. In a broader sense, the relationship between the City and private developers functions as a collaborative partnership in which developers help to shape the built environment and carry out the citizens' vision and plan. The City will continue to foster collaboration and communication with the development community and encourage development patterns that promote outcomes in line with well-being, inclusion, equity, and a high quality of life. The narrative in Chapter 2: Distinctive Places along with the Future Land Use & Character Map detail the ideal development patterns and opportunities for future growth, infill, and appropriate redevelopment to realize the desired character and community identity, ECONOMIC DEVELOPMENT, JOBS & TOURISM The City's long-term economic development goals to diversify the local economy, attract new employers and competitive jobs, support entrepreneurs and small businesses, and provide a diversified tax base are tied closely to the City's synergy with regional partners. As discussed previously, Texas A&M University is a key partner, as are the Greater Brazos Partnership, the Chamber of Commerce, and local area businesses. The City works diligently to recruit events and tourist -related activities to College Station including sports tourism, conventions, and leisure events. The City partners with local businesses to create cohesive campaigns for tourists and residents to enjoy. The Economic Development Master Plan further discusses strategic initiatives and partnerships that help realize the City's goal of a prosperous economy that works for all citizens, LOCAL SCHOOLS To fully anticipate population growth and demand in College Station, the City must collaborate with Texas A&M University, Blinn College, the College Station Independent School District (CSISD), and public charter schools to understand their growth trends and organizational goals for increased enrollment, future facility needs, and the associated impacts on the City such as infrastructure demands, housing needs, and traffic and mobility concerns. In the case of local K-12 institutions, it is particularly important to anticipate and prepare for new school locations or changed use or capacity of existing schools. Likewise, the location and development of new neighborhoods necessitates the demand for new schools. The City will continue to work with the leadership of the CSISD and public charter schools to address siting and infrastructure needs, ensure safe and walkable areas around schools, and collaborate on other issues that present opportunities for joint efforts. CSTX,GOV I COLLEGE STATION COMPREHENSIVE PLAN 142 MOBILITY The City of College Station partners with a number of regional planning organizations focused on mobility system planning across jurisdictions. The City coordinates with the Bryan -College Station Metropolitan Planning Organization (MPO), the Brazos Valley Council of Governments (BVCOG), the Brazos County Regional Mobility Authority (RMA), the Texas Department of Transportation (TxDOT), Brazos Transit District, and Texas A&M University at different levels to accomplish regional transportation goals. Mobility networks are a clear example of the need for collaborative planning, as these systems provide tangible connections across jurisdictional boundaries. The City will continue to engage and be a leader in interjurisdictional mobility partnerships, with a view towards continuing to champion alternative modes as discussed in Chapter 6: Integrated Mobility, � I H ' ' il►IIlffl E:21►I1111.1 11111111111l111q Public Safety: The College Station Police, Fire, Emergency Medical Services (EMS), and Emergency Management coordinate with local and regional partners to provide public safety services and ensure the safety of the community. The Police Department coordinates with the Texas Department of Public Safety, Texas A&M University Police Department, federal law enforcement agencies, the Brazos County Sheriff's Department, and the constables and Justice of the Peace courts, all of which have jurisdiction within the city limits of College Station, The Fire Department provides both Fire and Emergency Medical Services (EMS). The department provides primary fire response within the city limits as well as on Texas A&M University campus. Primary EMS response is provided within the city limits and in the southern portion of Brazos County through a contractual agreement with the county. Secondary response for both Fire and EMS services is provided to the City of Bryan, Brazos County Fire Departments, and St, Joseph EMS through Mutual Aid. The City participates in proactive emergency management as part of a larger county -wide effort with Brazos County, the City of Bryan, and Texas A&M University, Members of this group send representatives to the Brazos County Community Emergency Operations Center (CEOC) where mitigation efforts and coordination between these jurisdictions occurs. Natural disasters and emergency events occur without CSTX,GOV I COLLEGE STATION COMPREHENSIVE PLAN 143 regard for borders, so an interjurisdictional response is necessary to plan for and respond adequately to emergency events. Solid Waste & Recycling: The cities of College Station and Bryan partner to manage and operate the Brazos Valley Solid Waste Management Agency (BVSWMA), BVSWMA currently operates the Twin Oaks Landfill located in Grimes County which accepts waste from Brazos, Burleson, Grimes, Leon, Madison, Washington, and Robertson counties, and Texas A&M University. Libraries- The cities of College Station and Bryan maintain an interlocal agreement for a regional library system, with library locations and services in both cities free of charge to all Brazos County residents. Utilities: The City of College Station provides electric, water, and wastewater infrastructure and services to citizens, along with fiber optic infrastructure to City facilities. While College Station Utilities (CSU) is the primary electric provider in College Station, Bryan Texas Utilities (BTU) serves areas incorporated into the City after 2002. CSU and BTU coordinate on service provision and future needs, College Station Water Services is the primary provider of water and wastewater services in College Station. Other providers, such as Wellborn Special Utility District and Wickson Creek Special Utility District, provide water services along the boundaries of the City's certificated area and into Brazos, Burleson, and Grimes counties, College Station's Water Services Department coordinates with these providers, particularly on projects near the boundaries between certificated areas. The City also has two municipal utility districts with agreements that define how utilities are provided and how the City may annex these areas in the future when they are substantially developed. The City also owns and maintains a fiber optic network to provide service to City -owned facilities. The City coordinates and maintains agreements with various private providers, such as Suddenlink and Frontier, for the provision of ultra -high-speed internet services to their College Station customers. The City will continue to pursue collaborative relationships, coordinated services, and cooperative agreements with regional partners to make efficient use of resources and community capital to provide excellent services to the community, More on the City's services, existing infrastructure, and future needs can be found in Chapter 7: Exceptional Services and Chapter 8: Managed Growth. J0.30 r J0 10 r CSTX,GOV I COLLEGE STATION COMPREHENSIVE PLAN 144 Strategic & Ongoing Actions The actions listed below will help achieve the goal of well -coordinated planning at all levels and effective engagement with local jurisdictions, institutions, and organizations to further realize the City's vision and support the broad community, STRATEGIC ACTIONS 9.1 Contribute to a joint branding effort with Texas A&M University. Continue to work with Texas A&M University to define and promote a stronger and more unified brand identity, This includes not only graphics but, more importantly, the underlying messages and strategies to share the brand work. ONGOING ACTIONS - INTERNAL COORDINATION 9.2 Maintain a strong partnership with Texas A&M University through regular collaboration meetings and joint participation on local committees. These meetings should provide opportunities to discuss successes and challenges, as well as development projects and ongoing efforts to provide harmonious transitions between the campus and the surrounding area. Coordination efforts should strengthen both partners in a way that supports student success and faculty/staff retention. 9.3 Reference the Comprehensive Plan actions within City master plans. City master plans are components of the Comprehensive Plan. Master plans should be updated on a regular cycle (or as needed). The updates should include provisions that relate directly to actions within the Comprehensive Plan and the Future Land Use & Character Map. 9.4 Reference the Comprehensive Plan and City master plans in Capital Improvements Planning, departmental work programs, and budgeting processes. Alignment with the City's long-term plans should be among the criteria for evaluating potential capital or operating expenditures, ONGOING ACTIONS - EXTERNAL PARTNERSHIPS AND COLLABORATION Texas A&M University 9.5 Gather growth expectations. Work with Texas A&M University and other higher education institutions concerning their projected enrollment growth and associated faculty/staff increases to plan effectively for the implications of further off -campus housing demand, 9.6 Continue "good neighbor" initiatives with Texas A&M for permanent and temporary residents. Build upon existing programs to promote positive living experiences for students and long- term residents in city neighborhoods. Activities could include community discussions, a lecture series, door-to-door visits, or neighborhood gatherings. The activities would raise awareness about ordinances, positively communicate neighborhood norms, promote social interaction, and demonstrate what it means to be a "good neighbor." 9.7 Expand tourism opportunities with Texas A&M University. Expand partnerships with Texas A&M University to recruit, create, and magnify tourism opportunities at university facilities and beyond, CSTX.GOV I COLLEGE STATION COMPREHENSIVE PLAN 145 9.8 Pursue partnerships with Texas A&M University regarding environmental stewardship. Encourage collaborations with academic departments, institutes, and operational units to capitalize on university research and expertise and help raise awareness of environmental stewardship and sustainable practices within the community. Other Local and Regional Coordination 9.9 Convene coordination meetings with regional partners and pursue interlocal cooperation agreements. Participate in collaborative planning for land use, infrastructure, and facilities to align regional long-range plans and policies. Pursue beneficial agreements with Texas A&M University, nearby municipalities, and other service providers to share services and more efficiently utilize resources, Such agreements can address coordination of subdivision review, thoroughfare planning, floodplain management, utility services, and other matters of mutual interest. 9.10 Continue to coordinate with the College Station Independent School District and public charter schools. Coordination should address facility needs and projections, potential locations for new schools or future use of existing schools, infrastructure impacts of school development, and ensuring safe/walkable areas around schools. 9.11 Continue to participate in regional mobility initiatives. Partner with the Bryan -College Station Metropolitan Planning Organization (MPO), the Brazos County Regional Mobility Authority (RMA), Brazos Valley Council of Governments (BVCOG), Texas A&M University, Texas Department of Transportation (TxDOT), Brazos Transit District, Interstate 14 and Loop 214, Easterwood Airport flight network expansion, Texas High Speed Rail Initiative, freight transport, and Union Pacific on initiatives such as the Brazos Yard and quiet zones. CSTX.GOV I COLLEGE STATION COMPREHENSIVE PLAN 146 r PLAN IMPLEMENTATION AMENDED MAY 28, 2026 The Comprehensive Plan is the City of College Station's broadest and most long-term policy guide. It serves as a statement of the community's vision for the future. The plan details goals, policies, and actions on a broad range of topics and provides strategic direction to guide the city's physical growth while maintaining a high quality of life. Implementation is not simply a list of action items. The Comprehensive Plan must be referred to frequently to guide decision -making and ensure the community's vision and goals are ultimately achieved, Effective plan implementation requires the commitment of the City's elected and appointed officials, staff, residents, business owners, Texas A&M University, other levels of government, and other organizations and individuals who serve as champions of the plan and its direction and strategies. Equally important are formal procedures for the ongoing monitoring and reporting of successes achieved, difficulties encountered, new opportunities and challenges that emerge, and any other changing conditions that require rethinking priorities. This final chapter details a practical, prioritized, and sequenced implementation program. It establishes a protocol for regular reporting and evaluation of progress. Each year, the City prepares a summary report of notable plan progress and development activities, At five-year intervals, a more thorough evaluation is prepared which typically leads to amendments to the plan itself. Plan Implementation Methods The goals, policies, and actions in this plan should be consulted frequently and used widely by decision - makers as a basis for judgments regarding: • Proposed development and redevelopment applications • Zone change requests and other zoning -related actions • The timing and availability of infrastructure improvements • Expansion of public facilities, services, and programs • Annual capital budgeting • Requests for strategic development agreements, municipal utility districts, or voluntary annexations • Potential re -writes and amendments to the City's Unified Development Ordinance and related code elements • Intergovernmental coordination and agreements (including city/university, inter -city, and city/ county), and • Operations, capital improvements, and programming related to individual City departments The Comprehensive Plan is supported by several focused master plans and small area plans. Collectively, these planning efforts are implemented by many short-term strategic plans, annual budgets, and the City's ordinances, codes, and development standards, as seen in Figure 10.1: Comprehensive Plan Direction & Implementation. CSTX.GOV I COLLEGE STATION COMPREHENSIVE PLAN 148 Figure 10.1: Comprehensive Plan Direction & Implementation OVERALL CITY- WIDE DIRECTION Contains the city's broad vision, goals, high-level policies and actions. FOCUSED PLANNING Detailed studies and specific strategies for a topic or area. Departmental Work Programs & Budget Annual work programs and budgets should align with the Comprehensive Plan and other plans. IMPLEMENTATION Short-term strategic plans and regulations, Capital Improvement Plan (CIP) A five-year plan for funding and implementing projects that address infrastructure needs such as streets, parks, and public facilities. The CIP should show alignment with the Comprehensive Plan and focused plans. City Council Strategic Plan City council strategic priorities may be considered annually and should support implementation of the City's various long- term plans. Codes & Ordinances The governing regulations adopted by the city that include the Unified Development Ordinance (the City's zoning code). These legal tools are critical to implement many of the Comprehensive Plan's physical development objectives including redevelopment and neighborhood integrity. Codes and Ordinances should be reviewed upon adoption of a small area plan or as other needs arise. CSTX,GOV I COLLEGE STATION COMPREHENSIVE PLAN 149 There are five general methods for plan implementation; (1) Policy -based decisions (2) Land development regulations and engineering standards (3) Capital improvements programming (4) Focused planning efforts and studies, and (5) Special projects, programs, and initiatives POLICY -BASED DECISIONS Land use and development decisions should be made based on the strategies set forth in this Comprehensive Plan, Decisions regarding growth, infrastructure investment, Future Land Use & Character Map amendments, and right-of-way acquisitions are generally left to the broad discretion of the City Council, meaning the Comprehensive Plan serves as the principal source of guidance in these decision - making processes. The policy guidance and actions within the Comprehensive Plan are meant to ensure that development patterns are consistent with the intended character for specific neighborhoods, districts, and corridors. The adoption of new or amended land development regulations (e.g., zoning, subdivision, landscaping, sign controls, etc.) establish a framework for evaluating private development proposals in light of the City's articulated priorities and action recommendations detailed in the Comprehensive Plan. LAND DEVELOPMENT REGULATIONS AND ENGINEERING STANDARDS Land development regulations and engineering standards are fundamentals for Comprehensive Plan implementation, It is often underappreciated that private investment decisions account for much of any city's physical form, Zoning, subdivision regulations, associated development criteria, and technical engineering standards are the basic elements that ensure the form, character, and quality of private development reflect the City's planning objectives. Ordinances should reflect the community's desire for quality development outcomes that are consistent with Comprehensive Plan goals and strategies, CAPITAL IMPROVEMENTS PROGRAMMING A Capital Improvements Program is a multi -year plan (typically five years) that identifies and budgets for major capital projects that are essential to implementing this Comprehensive Plan, These may include improvements to streets, water and wastewater systems, drainage facilities, parks and trails, recreational facilities, public buildings, and major equipment purchases. Decisions regarding the prioritization of proposed capital improvements must consider the strategies and action recommendations of this plan, FOCUSED PLANNING EFFORTS AND STUDIES There are many areas in which additional planning work has been completed or is recommended to achieve a finer degree of detail than is covered within this Comprehensive Plan, Certain strategies are further detailed and implemented through topic -based plans, such as the Economic Development Master Plan, Water Utility Master Plan, or Active Transportation Master Plan. Other strategies are implemented through small -area plans, such as neighborhood, district, corridor, or redevelopment plans, CSTX,GOV I COLLEGE STATION COMPREHENSIVE PLAN 150 SPECIAL PROJECTS, PROGRAMS, AND INITIATIVES Special projects, programs, and initiatives comprise the final category of implementation measures. These include initiating or amending City programs, interlocal agreements, citizen participation programs, training, and other types of special projects to achieve outcomes specified within the Comprehensive Plan. Plan Administration While developing and updating this plan, government representatives, business owners, neighborhood representatives, civic groups, Texas A&M University representatives, and stakeholders and citizens from across the community all contributed time and input. One of the most integral pieces to maintain any comprehensive plan's momentum and effective implementation is continual commitment to and championing of the plan's policies and actions, EDUCATION While comprehensive plans are broad in scope, they remain complex policy documents that account for interrelationships among various policy choices such as how growth decisions and development patterns may affect the City's emergency response capabilities, or how projected demographic trends are likely to impact the local housing market. As such, educating decision -makers and administrators about plan implementation is an important and continual effort, The principal groups responsible for implementing the Plan (City Council, Planning and Zoning Commission, and City department heads) should all be on the same page regarding the priorities, responsibilities, and interpretations of this plan. ROLE DEFINITION As the community's elected officials, the City Council assumes the lead role in implementation of the Comprehensive Plan, The key responsibilities of the City Council are to decide and establish priorities, set timeframes by which each action will be initiated and completed, and determine the budget to be made available for implementation efforts. Together the City Manager and City Council must ensure effective coordination among the various groups responsible for carrying out the plan's recommendations. The City Council will lead in the following areas; • Act as champions of the plan • Adopt and amend the plan by ordinance, after recommendations by the Planning and Zoning Commission • Adopt new or amended land development regulations to implement the plan • Approve interlocal agreements that implement the plan • Establish the overall action priorities and timeframes by which each action item will be initiated and completed • Consider and approve the funding commitments that will be required • Offer final approval of projects, activities, and the associated costs during the budget process, keeping in mind the need for consistency with the plan and its strategies and actions, and • Provide policy direction to the Planning and Zoning Commission, other appointed City boards and commissions, and City staff CSTX,GOV I COLLEGE STATION COMPREHENSIVE PLAN 151 The Planning and Zoning Commission will lead in the following areas; • Periodically obtain public input to keep the plan up to date, using a variety of community outreach and citizen and stakeholder involvement methods • Ensure that recommendations offered to the City Council reflect the plan goals, policies, and action recommendations. This relates particularly to decisions involving development review and approval, zone change requests, and ordinance amendments, and • After holding one or more public hearings to discuss new or evolving community issues and needs, make recommendations to the City Council regarding plan updates and amendments City Staff will lead in the following areas; • Manage day-to-day implementation of the plan and ongoing coordination across departments • Support and carry out capital improvement programming efforts • Manage the drafting of new or amended land development regulations • Conduct studies and develop additional plans • Review applications for consistency with the Comprehensive Plan as required by the City's land development regulations • Negotiate the details of interlocal agreements • Administer collaborative programs and ensure open channels of communication with various private, public, and non-profit implementation partners, and • Maintain an inventory of potential plan amendments as suggested by City staff and others for consideration during annual and periodic plan review and update processes Action Plan The vision and goals in a comprehensive plan are attained through a multitude of specific actions. To this end, both long- and short-range implementation tasks must be identified along with a timeframe and an assignment of responsibilities, Table 10.1, Action Plan & Funding Sources highlights the recommended actions that are included throughout this Comprehensive Plan to implement the plan's goals and policy recommendations. The list of implementation actions should be evaluated annually to determine if progress has been made and which additional items are ready for implementation within the short-term horizon. The table is organized as follows; • Task Type. This relates back to the five types of implementation methods highlighted earlier in this chapter (policy focused, regulatory focused, capital focused, planning/study focused, program/ initiative focused), Coordination Roles. In addition to identifying which City department(s) or function(s) would lead a task, the table also highlights a variety of local and regional agencies that might have a role to play in certain initiatives, perhaps through potential cost -sharing, technical assistance, direct cooperation, or by providing input and feedback on a matter in which they have some mutual interest. In particular, whenever potential regulatory actions or revised development standards are to be considered, participation of the development community is essential to ensure adequate consensus building. CSTX.GOV I COLLEGE STATION COMPREHENSIVE PLAN 152 Funding Sources. This indicates typical ways to finance plan implementation efforts. Primary and ongoing sources include the City's annual operating budget, as well as multi -year capital budgeting which is not strictly for physical construction projects but also for funding significant studies and plans (e.g,, utility master plans) intended to lay the groundwork for long-term capital projects. Other outside funding opportunities - such as other governmental spending (County, State, or Federal), grant opportunities, non-profit partnerships, public/private partnerships, private development, in -kind volunteer contributions, and others - also play a significant role in implementing the Comprehensive Plan. FISCAL ANALYSIS The Action Plan & Funding Sources table (Table 10.1) provides a starting point for determining priorities for immediate, near -term, and longer - term task implementation. It is an important step toward plan implementation and should be consulted regularly to help guide the City Council's annual strategic planning process, the City's annual budget process, Capital Improvements Program preparation, and departmental planning, Once the necessary funding is committed and roles are defined, the Director of Planning & Development Services in conjunction with the City Manager should initiate work programs to ensure implementation. With any comprehensive and long-range planning effort that spans a 10- or 20-year horizon, there are unknown projects, initiatives, and costs that cannot be fully anticipated at the beginning of the planning process. A key component of implementing the Comprehensive Plan is fully understanding its financial impact to establish fiscal sustainability as a critical metric for analyzing existing and future development patterns and new development proposals, managing growth, and budgeting through the annual budget processes, capital improvement programming, and departmental planning, The City will conduct a fiscal analysis to better understand which development types and patterns are revenue positive and which pose significant unfunded costs to the City that are not recouped over time, The fiscal impact analysis will evaluate development patterns at a City-wide level to determine the true costs associated with various development types, including unfunded service costs, to provide decision makers with the best available information to ensure the City's long-term fiscal sustainability, A comprehensive fiscal analysis could look at revenues per acre based on property and sales tax data to reflect the true fiscal contribution and costs of different development patterns more accurately. One of the biggest challenges is adequately accounting for unfunded services costs and liabilities that a city is expected to provide - such as public safety personnel, equipment, deferred maintenance, infrastructure needs, and operational costs for additional city facilities and necessary staffing. In addition, financial modeling must be utilized to evaluate the cost -to -serve and benefits to the City for development along the City's edge through voluntary annexation requests, municipal utility districts (MUDs), or development agreements. CSTX,GOV I COLLEGE STATION COMPREHENSIVE PLAN 153 Table 10.1 - Action Plans & Funding Sources ACTION NUMBER ACTION ITEM 2026 UPDATE TASK TYPE I CITY - RESPONSIBLE PARTY I PARTNERS - INTERNAL PARTNERS -EXTERNAL FUNDING SOURCES C", ~ L1JCM LLJ Cry ~ U J r r � U J l - C'�" U= LU Z Q S U O= cm O CM [r C= m m �— Evaluate existing policies and create incentives for low impact and City Manager's Office Texas A&M University sustainable development. Encourage policies and regulations that incentivize Policy- CSU - Water Services City of Bryan 2.1 sustainable practices such as energy reduction, renewable energy, water based Planning & Development Services CSU - Utilities Brazos County ✓ ✓ conservation, protection of natural resources, use of native and adapted decision Parks & Recreation Brazos Valley Solid Waste Management Agency vegetation, adaptive reuse, waste minimization, and stormwater management. Public Works Pursue feasibility of a tree planting incentive program. This could involve City Manager's Office Keep Brazos Beautiful 2,2 proactive efforts by the City such as planting trees and installing landscaping Project / Planning & Development Services Capital Improvement Projects Texas Dept, of Transportation ✓ ✓ along major road corridors and gateways, or a program where the City or a program Parks & Recreation Public Works Texas A&M University & Master Gardners partner agency provides trees at reduced cost. Create additional incentives for conservation design and evaluate the effectiveness of cluster development standards in the Unified Development Policy- City Manager's Office B/CS Home Builders Association 2.3 Ordinance. Common incentives include density bonuses where a project may based Planning & Development Services Parks &Recreation Neighborhood / Homeowner Associations ✓ be permitted a greater total density in exchange for preservation of common decision Property owners / developers open space areas, B/CS Apartment Association Review and undertake amendments to the Unified Development B/CS Realtors Association 2.4 Ordinance's zoning districts. Consider amendments necessary to implement Regulation Planning & Development Services City Manager's Office B/CS Home Builders Association ✓ the Future Land Use & Character categories and definitions. Neighborhood / Homeowner Associations Property owners / developers City Manager's Office B/CS Metropolitan Planning Organization Capital Improvement Projects Texas A&M University Prioritize and undertake detailed plans for priority neighborhoods, Focused Community Development Texas Dept, of Transportation 2.5 districts, corridors, or redevelopment areas. The City should commit to planning Planning &Development Services CSU - Water Services B/CS Apartment Association ✓ ✓ proactively planning for a limited set of target areas, as specified in Map 2.1, effort Economic Development & Tourism B/CS Home Builders Association Planning Areas, Neighborhood Services Neighborhood /Homeowner Associations Parks &Recreation Property owners /developers Public Works Creative incentives and programs to revitalize existing areas and established neighborhoods. This could include fagade or landscaping Neighborhood Services City Manager's Office 2,6 improvement programs or rehabilitation initiatives. New programs should Project / Community Development Capital Improvement Projects Neighborhood / Homeowner Associations ✓ ✓ align with and complement existing City efforts through the Neighborhood program Planning &Development Services Economic Development &Tourism Property owners / developers Partnership Program, Neighborhood Grant Program, and proposed property maintenance programming. Integrate parks, greenways, and community facilities within new neighborhoods. Ensure that parks, greenways, and other types of open spaces B/CS Home Builders Association 2,7 are integrated into the design of new neighborhoods and that appropriate Regulation Planning &Development Services Parks &Recreation Neighborhood /Homeowner Associations ✓ connections are made to existing facilities. Also consider opportunities and Property owners /developers partnerships to locate civic uses (such as recreation centers, schools, libraries) within new neighborhoods or redevelopment areas, Evaluate and update development standards in the Unified Development B/CS Apartment Association Ordinance. Evaluate the effectiveness of development standards such B/CS Realtors Association 2.8 as mobility and connectivity, off-street parking, building form and design, Regulation Planning & Development Services City Manager's Office B/CS Home Builders Association ✓ landscaping and buffers, exterior lighting, or other applicable standards to Neighborhood / Homeowner Associations achieve desired design form and quality. Property owners / developers J ACTION FUNDING SOURCES NUMBER 2026 ACTION ITEM TASK TYPE CITY - RESPONSIBLE PARTY PARTNERS - INTERNAL PARTNERS - EXTERNAL C/' C '� . , _ LU Y~ W a C3 w~ Z Q= UPDATE _ L.LJ CM : J C-D � = o co � °� � m m �- Develop or refine incentives to promote high quality B/CS Apartment Association design. Such incentives may include regulatory (flexible B/CS Realtors Association 2,9 standards, density bonuses), procedural, cost -sharing Policy -based Planning &Development Services City Manager's Office B/CS Home Builders Association ✓ ✓ ✓ agreements, and tax incentives, among others. Incentives decision Economic Development & Tourism Neighborhood / Homeowner Associations could be targeted to specific geographies or types of Property owners /developers development (such as mixed -use or commercial). Encourage parking alternatives to support redevelopment opportunities. Use regulatory or other incentives to B/CS Apartment Association encourage residential, commercial, and mixed development City Manager's Office B/CS Realtors Association 2.10 models in the City's targeted Redevelopment Areas that Regulation Planning & Development Services Economic Development &Tourism B/CS Home Builders Association ✓ integrate structured parking, reduced parking requirements, Neighborhood / Homeowner Associations or shared parking agreements to enable more productive use Property owners / developers of the overall site in place of extensive surface parking. Continue to initiate proactive zoning map updates. Amend B/CS Apartment Association the zoning map in strategic areas to encourage transitions B/CS Realtors Association 2.11 to the desired community character and help implement the Policy -based Planning &Development Services City Manager's Office B/CS Home Builders Association ✓ Future Land Use & Character Map. Proactive zoning map decision Economic Development & Tourism Neighborhood /Homeowner Associations changes may also encourage redevelopment in targeted Property owners / developers areas. Continue beautification programs. Maintain and consider Community Development 2.12 opportunities to expand beautification partnerships with Keep Project / program Public Works Neighborhood Services Keep Brazos Beautiful ✓ ✓ Brazos Beautiful and other organizations, Parks & Recreation Texas Dept. of Transportation Planning & Development Services Evaluate the effectiveness and refine neighborhood compatibility standards in the UDO. Standards in the UDO B/CS Apartment Association should address compatibility of infill and redevelopment Community Development B/CS Realtors Association 3.1 within established neighborhoods and appropriate transitions Regulation Planning & Development Services Neighborhood Services B/CS Home Builders Association ✓ between land uses, particularly between neighborhoods and Neighborhood / Homeowner Associations more intense commercial or mixed -use development adjacent Property owners / developers to a neighborhood. Create a neighborhood planning toolkit. Build upon City Manager's Office Neighborhood Services efforts and establish a process for Community Development Neighborhood / Homeowner Associations 3.2 neighborhood organizations to undertake a City -supported Project / program Neighborhood Services Planning &Development Services Property owners /developers ✓ project in their area, or to create City -supported projects and Public Communications policies for their area. Create and promote a housing maintenance educational program. Create an education/promotional campaign to raise City Manager's Office Neighborhood /Homeowner Associations 3,3 awareness of existing resources to maintain and enhance Project /program Community Development Neighborhood Services Property owners /developers ✓ ✓ the existing housing stock including City grants and federal Public Communications State / federal agencies programs. Develop an educational program to assist residents in learning basic home maintenance and repair skills. Develop a parking strategy for neighborhoods near the City Manager's Office university. Coordinate with Texas A&M University regarding Neighborhood Services Texas A&M University 3,4 university -related parking to prevent excessive on -street Community Development Project program Public Communications Neighborhood /Homeowner Associations ✓ ✓ parking in areas adjacent to the university. Evaluate the Planning & Development Services Police Property owners /developers feasibility of a program to address management of parking in adjacent neighborhoods. Fire ACTION FUNDING SOURCES NUMBER ACTION ITEM TASK TYPE CITY - RESPONSIBLE PARTY PARTNERS - INTERNAL PARTNERS - EXTERNAL "' LU ~ L.I..J 1. _J � W 0 L.. � Q 2026 L� z S C-M ~,.,p Up =� _~ O UPDATE V p= = 0 CC pC p m m p C'3 d Develop and refine data monitoring processes to analyze housing trends and 3.5 define a strategic set of actions to address housing affordability, diversity, Project / Community Development City Manager's Office B/CS Association of Realtors ✓ ✓ and gentrification. Consider existing market data, best practices, and existing program Planning & Development Services Texas A&M Real Estate Research Center regulations and incentives. City Manager's Office Evaluate relevancy of neighborhood and small area plans that are beyond Project / Capital Improvement Projects Neighborhood / Homeowner Associations 3.6 their planning horizon. Develop a process to either retire or update plans. program Planning &Development Services CSU - Water Services Property owners / developers ✓ Public Works Require neighborhood meetings for certain development applications. This provides a forum for applicants and neighbors to resolve conflicts in an informal City Manager's Office Neighborhood /Homeowner Associations 3.7 setting before an application is submitted or prior to formal consideration of the Regulation Planning & Development Services Neighborhood Services Property owners / developers ✓ B/CS Home Builders Association item. Evaluate the effectiveness of short-term rental regulations. Periodically City Manager's Office B/CS Realtors Association 3.8 evaluate short-term rental regulations with respect to local data, national trends, Regulation Fire - Code Enforcement Planning & Development Neighborhood / Homeowner Associations ✓ and emerging technology, to support neighborhood integrity. Services Property owners / developers Evaluate and refine the rental registration program. Periodically evaluate City Manager's Office B/CS Apartment AssociationB/CS 3.9 the rental registration program with respect to local data and trends to support Regulation Fire - Code Enforcement Planning & Development Realtors Association ✓ neighborhood integrity. Services Neighborhood / Homeowner Associations Property owners / developers Brazos County Home Repair Coalition Expand affordable housing and workforce housing. Continue to support efforts, City Manager's Office B/CS Habitat for Humanity programs, and incentives aimed at developing affordable housing stock and Project / Neighborhood Services Brazos Valley Community Action Programs 3,10 assisting low- and moderate -income citizens to secure affordable homeownership program Community Development Planning & Development Services Elder Aid ✓ ✓ ✓ ✓ ✓ Brazos County Council of Governments and/or rental opportunities. Public Communications State / federal agencies Private developers Continue to track neighborhood change. Continue maintaining an inventory of community development trends and housing conditions by block or neighborhood in areas with a high propensity for change to identify potential areas at risk Project / City Manager's Office B/CS Association of Realtors 3,11 of decline and to combat displacement of existing residents. Existing data on program Community Development Planning & Development Services Texas A&M Real Estate Research Center ✓ ✓ demolitions, building permits, or occupancy could also be compiled and reviewed on a regular basis, Continue partnering with local nonprofit organizations and area partners to Brazos County Home Repair Coalition support affordable housing options. Continue partnerships with organizations B/CS Habitat for Humanity 3.12 such as the Brazos County Home Repair Coalition, Bryan/College Station Habitat Project / Community Development City Manager's Office Brazos Valley Community Action Programs ✓ ✓ ✓ ✓ ✓ for Humanity, Brazos Valley Community Action Programs, Elder Aid, Brazos County program Elder Aid Council of Governments, and housing tax credit developers. Brazos County Council of Governments State / federal agencies ACTION NUMBER ACTION ITEM TASK TYPE CITY - RESPONSIBLE PARTY PARTNERS - INTERNAL PARTNERS - EXTERNAL FUNDING SOURCES "' w � W zLW 2026 tz: C-3 � UPDATE U G= m C e G m Continue outreach and educational efforts to support existing and 3,13 encourage new neighborhood organizations. Continue Neighborhood Project / Services initiatives such as Seminar Suppers, Neighborhood Newsletters, and program training programs. Continue to fund the Neighborhood Grant Program. Continue to fund and 3.14 expand the Neighborhood Grant Program for neighborhood activities such as gateways, landscaping, and other permit application fees. Maintain property maintenance enforcement efforts. Maintain enforcement resources to ensure that minimum property standards are being 3.15 upheld, Utilize community development plans and current data to target and prioritize enforcement efforts, while being equitable to the needs of lower income or rental areas. Establish distinctive, place -based districts to anchor assets that promote 4.1 balance and synergies between on -campus and off -campus communities, enhancing talent retention across all age groups. Launch a City real estate strategy that prioritizes prime site opportunities 4.2 that can spark additional investment in the City and contribute to economic, housing, retail, and other real estate goals. 4.3 Position College Station as a destination for year-round tourism and asset activation that increases room nights and visitor investment. 4,4 Enhance specific quality -of -life factors through connectivity and place -based initiatives. Focus attraction and retention efforts on strategic growth areas and target 4.5 industries that align with College Station's competitive position, including healthcare; life sciences and biotech; professional services; aerospace, defense, and energy; and retail and hospitality. 4,6 Enhance long-term and short-term workforce and talent development efforts to meet industry demand. 4.7 Support the growth of existing small businesses and local market -serving entrepreneurs as important contributors to the City's identity. 4,8 Retain and expand local science and tech -driven employers in College Station across all industry types, with particular attention to target sectors. Attract science and tech -driven employers from competitive markets by 4.9 showcasing College Station's innovation ecosystem assets across target sectors. 4,10 Enhance innovation ecosystem components that support science and tech - based entrepreneurs, also known as startups, to facilitate business growth. City Manager's Office Neighborhood Services Planning & Development Services Neighborhood / Homeowner Associations Public Communications Property owners / developers City Manager's Office Project / Neighborhood / Homeowner Associations Neighborhood Services Planning &Development Services program Public Communications Property owners / developers B/CS Apartment Association Project / Fire -Code Enforcement City Manager's Office B/CS Realtors Association program Planning & Development Services Neighborhood / Homeowner Associations Property owners / developers Project / program Policy -based decision Project / program Project / program Project / program Project / program Project / program Project / program Project / program Project / program Economic Development & Tourism Economic Development & Tourism Economic Development & Tourism Planning & Development Services City Manager's Office Planning & Development Services City Manager's Office Parks & Recreation Planning & Development Services Economic Development & Tourism Economic Development & Tourism Economic Development & Tourism Economic Development & Tourism Economic Development & Tourism Economic Development & Tourism Economic Development & Tourism City Manager's Office City Manager's Office Community Development City Manager's Office City Manager's Office City Manager's Office City Manager's Office Texas A&M University B/CS Realtors Association Property owners / developers Texas A&M University Greater Brazos Partnership Texas A&M University Brazos Valley Council of Governments Texas A&M University, College Station ISD, Blinn College B/CS Chamber of Commerce Community organizations Texas A&M University Texas A&M University ✓ ✓ J ACTION NUMBER ACTION ITEM 2026 UPDATE TASK TYPE CITY -RESPONSIBLE PARTY PAHTNERS-INTEANAL PARTNERS-EXTEBNAL Greater Brazos Partnership 4,11 Ensure the effectiveness of the EDMP by enhancing partnerships with local Project / Economic Development & City Manager's Office City of Bryan and regional partners through regular communications and collaborations. program Tourism Brazos County Texas A&M University 4,12 Position College Station as a strong regional and state -level economic leader Project / Economic Development & City Manager's Office Greater Brazos Partnership and business -friendly community. program Tourism 4,13 Equip the City's Economic Development team with tools, resources, and Project / Economic Development & City Manager's Office structure to deliver results in implementation of the EDMP, program Tourism Bring awareness to the community about the City's economic development Project / Economic Development & Planning & Development Services 4.14 goals and the importance of specific topics, like redevelopment and program Tourism Public Communications Greater Brazos Partnership innovation. Evaluate, amend, and develop relevant ordinances to protect natural B/CS Association of Realtors resources, habitats, and green -water infrastructure. Consider amendments Parks &Recreation City Manager's Office B/CS Home Builders Association 5,1 to the Parkland Dedication Ordinance and other ordinances to include Regulation Planning & Development Services City Attorney Neighborhood / Homeowner Associations provisions or incentives that encourage developers to design and build parks Property owners /developers and greenway trails that preserve natural areas, Investigate the feasibility of incorporating riparian buffer standards B/CS Association of Realtors to preserve sensitive land along waterways. Consider the feasibility of City Manager's Office B/CS Home Builders Association 5.2 amending ordinances to better preserve potentially sensitive land along Regulation Planning & Development Services City Attorney Neighborhood /Homeowner Associations waterways to mitigate flood risks, protect water quality, and provide for parks Parks & Recreation Property owners /developers and greenway opportunities. a Conduct community -wide parks and recreation needs assessments and pursue recommended improvements. Evaluate facilities and programs 5.3 provided by the Parks and Recreation Department through community surveys Project / Parks &Recreation City Manager's Office Neighborhood / Homeowner Associations at least every ten years, Pursue new programs, physical and operational program Property owners / developers improvements, and evaluate ongoing priorities to implement the needs assessment for park facilities and recreational programs. Identify a land acquisition strategy and integrate additional greenspace. City Manager's Office City of Bryan 5.4 Set the standard to provide a required and desirable amount of land per citizen, Policy -based Parks & Recreation Capital Improvement Projects Brazos County as discussed within the planning considerations. decision Planning & Development Services Texas A&M University Public -private partnerships Continue to develop and deliver quality recreational programing for Economic Development &Tourism Greater Brazos Partnership 5.5 residents. Utilize digital platforms and coordinate with the Economic Project / Parks &Recreation City Managers Office B/CS Chamber of Commerce Development & Tourism Department to promote local cultural and program Public Communications City of Bryan entertainment offerings, Texas A&M University Continue to coordinate and promote major arts, entertainment, sporting, City Managers Office Greater Brazos Partnership 5,6 and cultural destination attractions. Promote the multi -purpose mission Project / Economic Development & Parks &Recreation B/CS Chamber of Commerce of the Wolf Pen Creek and Northgate Districts as live music destinations and program Tourism Public Communications City of Bryan areas to live, work, and play. Texas A&M University Maintain and expand community -based greenway and open space Texas A&M University 5,7 preservation programs. Through the Adopt-a-Greenway and parks volunteer Project / Parks & Recreation Public Communications Student organizations programs, continue involving neighborhood and community groups in program Planning & Development Services Community organizations preservation and maintenance programs, FUNDING SOURCES I_u W C� W C U-1 p U J i r% ~ W O LrS V O _ =p z Q ¢ _ U O m O O CM ✓ ✓ ✓ I J ✓ ✓ ✓ ACTION FUNDING SOURCES NUMBER 2026 ACTION ITEM TASK TYPE CITY - RESPONSIBLE PARTY PARTNERS - INTERNAL PARTNERS - EXTERNAL � W r � W z Q = UPDATECMm t:- U o U = m p � � Continue to expand outreach about the parks and greenway system. Enhance 5.8 awareness and accessibility to programs and facilities through the City's website, Project / Parks & Recreation Public Communications Local media outlets ✓ publications, and media outlets. program Planning &Development Services City Manager's Office Arts Council of the Brazos Valley Support a community -wide public art program. Contribute to the expansion of a public City of Bryan 5.9 art program in conjunction with the Arts Council of Brazos Valley, the City of Bryan, Texas Project / Parks & Recreation Economic Development & Texas A&M University ✓ ✓ ✓ ✓ A&M University, and the Texas Department of Transportation. program Tourism Texas Dept of Transportation Public Communications Public -private partnerships Continue leisure, health, and educational programming. Continue the City's role in 5.10 offering leisure, health, and educational activities to citizens of all ages through the City's Project / Parks & Recreation Public Communications ✓ Parks & Recreation department programming. program Identify and secure public and private funds for the acquisition of parks, greenways, and facilities. Ensure adequate parkland and greenway provisions through the Parkland City Manager's Office 5,11 Dedication Ordinance, the Capital Improvements Program, annual budgets, City property Policy -based Parks &Recreation Capital Improvement Projects Public -private partnerships ✓ ✓ ✓ ✓ acquisition programs, external dollars, foundations, and public -private partnerships. decision Planning &Development Services Foundations Explore opportunities for connections between developments, conservation easements, or additional provisions that require dedication of open space. Continue inter -agency coordination and establish new public -private partnerships to City of Bryan provide additional amenities, funding, networking, and co -production opportunities. Policy -based City Manager's Office Brazos County 5.12 Seek partnerships with other public agencies and public -private partnerships to provide decision Parks & Recreation Capital Improvement Projects Texas A&M University ✓ ✓ ✓ ✓ ✓ recreational amenities, greenways, and services where mutually beneficial opportunities Planning & Development Services are available to ensure financial sustainability and quality of all programs. Public -private partnerships Consider new and enhanced natural resource management strategies that promote environmental sustainability and stewardship and improve quality of life. Consider Policy -based Parks &Recreation City Manager's Office Texas A&M University & Master 5,13 the effect of urban heat islands on the city's residents, wildlife, and natural environment. Gardeners ✓ ✓ „ Identify areas for enhanced stewardship practices such as ' no mow zones, native or decision Planning & Development Services Public Works Keep Brazos Beautiful adaptive plantings, and pollinator areas to support wildlife and enhance biodiversity. Invest in the redevelopment of existing parks. Identify new improvements and continue Neighborhood / Homeowner upgrades and maintenance to existing park facilities, particularly neighborhood scale parks Capital City Manager's Office ✓ 5.14 as detailed in the Recreation, Park, and Open Space Master Plan, neighborhood, or district improvement Parks &Recreation Planning & Development Services Associations ✓ ✓ plans. Property owners / developers Create connections between key elements of the parks, recreation, greenways City Manager's Office systems, and destinations. As described in the Active Transportation Master Plan and Policy -based Parks & Recreation 5.15 the Recreation, Park, and Open Space Master Plan, prioritize opportunities to connect decision Planning & Development Services Capital Improvement Projects Property owners / developers ✓ ✓ ✓ ✓ parks, greenways, community facilities, and other destinations. Public Works Design and construct inclusive, accessible, and sustainable parks and greenway trails. Consider all citizens' needs and provide a diverse range of facilities and amenities to City Manager's Office 5.16 accommodate a variety of experiences and ways of interacting with the world. Encourage Capital Parks &Recreation Capital Improvement Projects Property owners / developers ✓ ✓ ✓ developments that are oriented towards and designed for accessibility to parks and improvement Planning &Development Services Public Works greenway trails, ACTION FUNDING SOURCES NUMBER 2026 ACTION ITEM TASK TYPE CITY - RESPONSIBLE PARTY PARTNERS - INTERNAL PARTNERS - EXTERNAL "' W � W � z .,, _ Q = UPDATE _ U p= V= _ p p CMCM p _ p p m m Implement complete street and context sensitive design. Amend the street cross sections and update the Unified City of Bryan Development Ordinance, the Bryan -College Station Unified City Manager's Office Brazos County 6.1 Design Guidelines, and the City's capital improvement Regulation Planning & Development Services Capital Improvement Projects B/CS Association of Realtors ✓ ✓ process to implement context sensitive and complete street Public Works B/CS Home Builders Association design such as prioritized mode corridors, reconstruction Neighborhood / Homeowner Associations projects in established neighborhoods, and in areas where Property owners / developers right-of-way is constrained. Conduct a Thoroughfare Plan audit. Consider alternatives City Manager's Office 6,2 to relieve congestion anticipated with long term growth and Project /program Planning &Development Services Capital Improvement Projects ✓ ✓ evaluate adjustments to the Thoroughfare Plan based on Public Works existing street context, B/CS Metropolitan Planning Organization Evaluate transit funding partnerships. To prepare for City of Bryan reductions in Federal transit funding from the region's growth, Brazos County the City should explore regional partnerships to maintain Policy -based City Manager's Office Brazos Transit District 6.3 and improve transit services. Transit services should link decision Planning & Development Services Capital Improvement Projects Brazos County Regional Mobility Authority ✓ ✓ ✓ ✓ ✓ activity centers, major employers, dense residential areas, Public Works Brazos Valley Council of Governments concentrations of student housing, and provide access for Texas A&M University underserved populations and the general public. Texas Central Texas Dept of Transportation Develop performance measures, collect transportation data, and monitor trends. Performance measures will help B/CS Metropolitan Planning Organization evaluate the effectiveness of the mobility system. Data to be Brazos County Regional Mobility Authority 6,4 collected could include traffic volumes, levels of service, vehicle Project /program Planning &Development Services Public Works Brazos Valley Council of Governments ✓ miles traveled, transit ridership, pedestrian and bicycle facility Texas A&M University usage, and safety data on vehicle crashes and those involving Texas Dept of Transportation bicyclists or pedestrians. This data will also help to target future Brazos Transit District improvements. Evaluate Traffic Impact Analysis (TIA) requirements. Consider updates to the traffic mitigation thresholds City of Bryan 6,5 for intersections impacted by new development. The Regulation Planning &Development Services Public Works B/CS Association of Realtors ✓ requirements could also be amended to address internal site Property owners /developers elements such as circulation, queueing, connectivity, as well as bicycle/pedestrian infrastructure. Evaluate and update access management strategies. Coordinate with the Bryan -College Station Capital Improvement Projects City of Bryan 6.6 Metropolitan Planning Organization to align regional Regulation Planning & Development Services Public Works B/CS Metropolitan Planning Organization ✓ ✓ ✓ standards along thoroughfares to preserve modal efficiency throughout the street network. Develop and implement a travel demand management B/CS Metropolitan Planning Organization program. Build upon existing services and including real-time Brazos County Regional Mobility Authority 6.7 traffic information, traffic incident alerts, ridprograms, Planning & Development Services Project /program Capital Improvement Projects Brazos Transit Districtesharing ✓ ✓ ✓ ✓ promotion of flexible work schedules, and encouragement of Public Works Community Development Brazos Valley Council of Governments dense mixed -use development in strategic areas. Texas A&M University Texas Dept of Transportation ACTION NUMBER ACTION ITEM TASK TYPE CITY - RESPONSIBLE PARTY PARTNERS - INTERNAL PARTNERS - EXTERNAL FUNDING SOURCES "' W a L z Wrv- Q S 2026 � CM W o CM C _ _ Q _ ~ UPDATE V O= = m O O O O C3 O O a m Enhance and upgrade intersections. Improve multimodal efficiency Capital Improvement Projects City Manager's Office B/CS Metropolitan Planning Organization 6.8 through roundabouts and protected intersections to improve safety and Capital improvement Public Works Planning &Development Services Texas Dept of Transportation reduce congestion. Continue to evaluate and implement best management practices to City Manager's Office increase bicycle and pedestrian use. Build on the existing network of Capital Improvement Projects 6.9 Capital improvement Planning &Development Services infrastructure to increase safety and comfort for all users such as separated Public Works bike lanes and shared use paths, Parks & Recreation Undertake streetscape improvements within gateways and image corridors. Identify locations and implement targeted infrastructure and City Manager's Office Texas University 6.10 streetsca e improvements (perhaps through partnerships) to improve Capital improvement Capital Improvement Projects Planning & Development Services Texas Dept of Transportation aesthetics. Consider operation and maintenance costs when identifying Public Works appropriate improvements, B/CS Metropolitan Planning Organization Prioritize programs and improvements that will reduce vehicular City Manager's Office Brazos County Regional Mobility Authority demand. Consider an emphasis on bicycle and pedestrian facilities, transit Brazos Valley Council of Governments 6,11 Project /program Planning &Development Services Capital Improvement Projects services, parking and other programs that can reduce vehicular demand, Public Works Texas A&M University particularly in areas adjacent to campus. Texas Dept of Transportation Brazos Transit District Maintain the various funding programs for mobility projects. 6.12 These include the Bryan -College Station Metropolitan Planning Policy -based Organization Transportation Improvement Program, the Brazos County decision Regional Mobility Authority, and the City's capital improvements program, Fund bicycle and pedestrian infrastructure and safety improvements. Policy -based 6.13 Dedicate funding for system improvements and maintain collaborative decision partnerships as detailed in the Active Transportation Master Plan, Capital Improvement Projects B/CS Metropolitan Planning Organization City Manager's Office Planning & Development Services Brazos County Regional Mobility Authority Public Works ✓ ✓ ✓ ✓ ✓ ✓ ✓ Capital Improvement Projects Planning &Development Services B/CS Metropolitan Planning Organization City Manager's Office Public Works Brazos County Regional Mobility Authority ✓ Parks and Recreation Texas Dept of Transportation ✓ ✓ 71 Develop a comprehensive facilities plan. The plan should meet the future space and functional needs of City employees, services, and the community. Focused planning effort City Manager's Office Public Works Planning & Development Services ✓ ✓ Evaluate the utilization of community paramedicine. Partner with regional health care providers and social services to evaluate community paramedicine. This is an emerging field that uses a comprehensive Policy -based City Manager's Office Regional healthcare providers 7.2 approach and integrated deployment model to connect underserved decision Fire - Emergency Medical Services Police Department Community service organizations and ✓ ✓ ✓ populations to underutilized medical, social, and safety services, helping to non -profits decrease strain on emergency rooms, hospitals, and first responders such as EMS, fire, and police. Continue to expand wi-fi to public buildings. Expand existing public wi-fi City Manager's Office 7.3 services to additional facilities and consider partnership opportunities to Capital improvement Information Technology Public Works ✓ establish a city-wide wi-fi network, Parks & Recreation ACTION NUMBER ACTION ITEM 2026 UPDATE TASK TYPE CITY- RESPONSIBLE PARTY PARTNERS - INTERNAL PARTNERS - EXTERNAL FUNDING SOURCES C/� — ~ LLJ Wcm Cn W ~ U J pC � W Q= >~CM �� LE C V= = z Q U O= O O CM O O CM m e 7,4 ACTION NUMBER ACTION ITEM TASK TYPE CITY - RESPONSIBLE PARTY PARTNERS - INTERNAL PARTNERS - EXTERNAL FUNDING SOURCES "' LU ... LU 2026 ~ ,.. � "� = Q = UPDATE U m m ~ _ C ca.- Update public service plans. Continue to re-evaluate and update key public service master 7,11 plans (water, wastewater, stormwater, drainage management, solid waste, electric, police, fire, Focused EMS) on regular cycles or when necessary based on changing conditions. Ensure that these planning effort plans reflect long-term growth forecasts and support priority growth areas. Utilize municipal service cost -benefit assessments in planning utility expansion. 7.12 The City should focus on areas that can be reliably and economically served within the Policy -based City's capabilities. Consider an analysis of cost versus benefit when evaluating potential decision development agreements, municipal utility districts (MUDS) or annexation petitions, 7,13 Pursue and support local water conservation and reuse initiatives. Utilize reclaimed and/ Project / or nonpotable water to irrigate City facilities where feasible. program Continue outreach and educational programs to reduce resource consumption. 7.14 Encourage residents, businesses, and local institutions to participate in solid waste reduction Project / and recycling, energy efficiency, and water conservation programs. Create publicity program campaigns to highlight the City's sustainability and resiliency efforts within public facilities. Continue to implement best practices in meeting or exceeding State and Federal standards for stormwater management. Implement the City's Stormwater Management 7,15 Program (SWMP) in accordance with State requirements of the TPDES Municipal Separate Storm Sewer Systems (MS4) program to manage stormwater discharges to protect, preserve and improve area streams and waterways. Consider updates to better protect area creeks and bodies of water from the impacts of urban runoff. City Manager's Office City Manager's Office CSU - Water Services CSU - Electric CSU - Water Services Public Works - Solid Waste & Recycling Services CSU - Electric CSU - Water Services Community Development Fire Parks & Recreation Planning & Development Services Public Works Police Fiscal Services CSU - Water Services CSU - Electric Legal Public Works Planning & Development Services City Manager's Office Public Communications Regulation Planning & Development Services CSU - Water Services Public Works - Drainage Maintenance Advance sound floodplain management practices. Reduce the risk and impacts of flooding, adhere to higher development standards, and limit long-term infrastructure costs 7.16 Regulation Planning &Development Services through continued implementation and refinement of the City's Flood Ordinance (including No Adverse Impacts) and participation in FEMA's Community Rating System (CRS) program. Continue to meet or exceed State and Federal water quality standards for drinking water sources. Continue phased expansion of water supply resources and associated 7.17 Regulation CSU -Water Services production capabilities to meet shorter -term peak demands, as well as forecasted longer - term needs. Continue to keep wastewater collection and treatment capacities ahead of demand. Continue phased expansion of the existing wastewater system to comply with 7,18 Regulation CSU -Water Services all regulatory permits, standards, and requirements that meet shorter -term peak demands, as well as forecasted longer -term needs. Continue coordinated electric planning along with area partners. Ensure adequate and 7.19 reliable supply to serve anticipated growth and maintain College Station Utilities' capability Regulation CSU - Electric for rapid response to system outages. CSU - Water Services City Manager's Office Capital Improvement Projects City Manager's Office Capital Improvement Projects City Manager's Office Capital Improvement Projects Texas A&M University Texas Commission on Environmental Quality Texas A&M University Texas Commission on Environmental Quality Texas A&M University Texas Commission on Environmental Quality State/federal agencies Texas Commission on Environmental Quality State/federal agencies Texas Commission on Environmental Quality State/federal agencies Texas Commission on Environmental Quality State/federal agencies Electric Reliability Council of Texas Other utility providers and special districts State/federal agencies ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ACTION FUNDING SOURCES "' c = = � z W Q S NUMBER ACTION ITEM TASK TYPE CITY - RESPONSIBLE PARTY PARTNERS - INTERNAL PARTNERS - EXTERNAL 2026 ~ p r U p O UPDATE C-3 V O= m = m O O OC C_3 pC O a Design high -quality public facilities that reflect the character of their surroundings. Ensure these buildings, facilities and improvements blend City Manager's Office 720 Capital improvement Capital Improvement Projects ✓ ✓ into existing areas and help establish an identity and quality standard for Planning & Development Services newly developing or redeveloping areas of the City. City Manager's Office Design City facilities and infrastructure to incorporate sustainable CSU - Water Services and resilient practices. Consider design features such as stormwater 7.21 Capital improvement Capital Improvement Projects CSU - Electric Design consultants ✓ ✓ management, water conservation and reuse, native or adapted plantings, Planning &Development Services or building design features that conserve energy and natural resources, Public Works Provide public safety facilities to maintain adequate service and response times. Monitor response times and safety service needs as Policy -based Fire 7.22 City Manager's Office ✓ ✓ growth occurs; use data and national standards to make decisions about decision Police service investments. Evaluate and revise the Water/Sanitary Sewer Extension Policy. Evaluate the City's service area for sanitary sewer (the Certificate of Convenience and Necessity boundary) and extend into the Extraterritorial Capital Improvement Projects 8,1 Jurisdiction in an incremental and carefully timed manner when it meets Policy -based City Manager's Office CSU - Water Services ✓ ✓ defined growth management objectives. Ensure that extensions to water/ decision Planning &Development Services sewer utilities and service areas are consistent with the Future Land Use & Character Map, the City's utility master plans, and the multi -year Capital Improvement Plan, Conduct fiscal impact analyses. Analyze development patterns at a City-wide level to determine the true costs associated with various Capital Improvement Projects development types, including unfunded service costs, to provide decision Policy -based City Manager's Office CSU -Water Services 8.2 makers with the best available information to ensure the City's long-term decision Fiscal Services CSU -Electric ✓ fiscal sustainability. In addition, utilize financial modeling to evaluate Planning & Development Services Public Works the cost -to -serve for annexation requests, MUDs, and development agreement areas. Prioritize proactive infrastructure investments and programs in Capital Improvement Projects strategic redevelopment and infill areas. Invest in the necessary City Manger's Office infrastructure to increase redevelopment potential or to catalyze Policy -based Community Development 8.3 redevelopment activity in areas identified in the Future Land Use & decision Planning & Development Services CSU - Electric Property owners / developers ✓ ✓ Character Map or in district plans, Concentrating development and CSU - Water Services services within target areas promotes efficient use of infrastructure and Economic Development & Tourism supports environmental resiliency goals. Public Works Amend the zoning map and consider regulatory incentives to encourage infill and redevelopment. Apply targeted zoning strategies B/CS Realtors Association 8,4 in designated Redevelopment Areas identified on the Future Land Use & Regulation Planning &Development Services Economic Development &Tourism B/CS Home Builders Association ✓ Character Map. Review the effectiveness of the Redevelopment District Neighborhood / Homeowner Associations (RDD) overlay zoning and consider updating provisions in the Unified Property owners / developers Development Ordinance to incentivize infill and redevelopment, Re -envision underutilized retail uses and incentivize redevelopment and/or reuse of vacant buildings and properties. Monitor national Policy -based B/CS Realtors Association 8.5 trends in the evolving retail sector or other sectors and continue to seek decision Economic Development & Tourism Planning & Development Services ✓ Property owners /developers redevelopment and revitalization opportunities for vacant or underutilized sites, particularly large retail and big -box sites. IFA li ACTION FUNDING SOURCES NUMBERin. ACTION ITEM TASK TYPE CITY -RESPONSIBLE PARTY PARTNERS -INTERNAL �' ,,, PARTNERS -EXTERNAL � _ z 2026 W CM U = = Q = O UPDATE V O= = O O m O m m CM e1i _ Evaluate the utilization of impact fees that provide revenues to support infrastructure 8.6 demands. Consider the need to amend impact fees to promote the City's long-term fiscal Policybased City Manager's Office CSU - Water Services ✓ ✓ strength. decision sion Planning &Development Services Capital Improvement Projects 8.7 Continue the City's Oversize Participation practice, where appropriate. Continue Policy -based City Manager's Office CSU - Water Services Property owners / ✓ providing funds for potential oversize participation to reduce future infrastructure costs. decision CSU - Electric developers Planning & Development Services Capital Improvement Projects Use available tools to strategically manage growth pressure in the ETJ. Utilize CSU - Water Services 8.8 development agreements and Municipal Utility Districts (MUDS) to manage growth pressure Policy -based City Manager's Office CSU - Electric Property owners / ✓ ✓ ✓ in areas where annexation is not feasible. decision Legal developers Planning & Development Services Contribute to a joint branding effort with Texas A&M University. Continue to work with Texas A&M University to define and promote a stronger and more unified brand identity. Project / 9.1 This includes not only graphics but, more importantly, the underlying messages and program Economic Development &Tourism Public Communications Texas A&M University ✓ ✓ strategies to share the brand work. Maintain a strong partnership with Texas A&M University through regular collaboration meetings and joint participation on local committees. These meetings 9.2 should provide opportunities to discuss successes and challenges, as well as development Policy -based City Manager's Office Planning & Development Services Texas A&M University ✓ ✓ projects and ongoing efforts to provide harmonious transitions between the campus and decision Community Development the surrounding area. Coordination efforts should strengthen both partners in a way that supports student success and faculty/staff retention. Reference the Comprehensive Plan actions within City master plans. City master CSU - Water Services 9.3 plans are components of the Comprehensive Plan. Master plans should be updated on Project / Planning & Development Services CSU - Electric ✓ a regular cycle (or as needed). The updates should include provisions that relate directly to Program Economic Development & Tourism actions within the Comprehensive Plan and the Future Land Use & Character Map. Parks & Recreation Reference the Comprehensive Plan and City master plans in Capital Improvements 9.4 Planning, departmental work programs, and budgeting processes. Alignment with Policy -based City Manager's Office All departments ✓ ✓ the City's long-term plans should be among the criteria for evaluating potential capital or decision operating expenditures. Gather growth expectations. Work with Texas A&M University and other higher education Project / 9.5 institutions concerning their projected enrollment growth and associated faculty/staff Planning & Development Services City Manager's Office Texas A&M University ✓ ✓ increases to plan effectively for the implications of further off -campus housing demand. program Continue "good neighbor" initiatives with Texas A&M for permanent and temporary residents. Build upon existing programs to promote positive living experiences for students and long-term residents in city neighborhoods. Activities could include community Project / City Manager's Office 9.6 discussions, a lecture series, door-to-door visits, or neighborhood gatherings. The activities program Neighborhood Services Community Development Texas A&M University ✓ ✓ would raise awareness about ordinances, positively communicate neighborhood norms, promote social interaction, and demonstrate what it means to be a "good neighbor." Expand tourism opportunities with Texas A&M University. Expand partnerships with Project / 9.7 Texas A&M University to recruit, create, and magnify tourism opportunities at university Economic Development & Tourism Public Communications Texas A&M University ✓ ✓ facilities and beyond. program Pursue partnerships with Texas A&M University regarding environmental CSU -Water Services stewardship. Encourage collaborations with academic departments, institutes, and Policy -based Parks & Recreation 9.8 City Manager's Office Planning & Development Services Texas A&M University ✓ ✓ operational units to capitalize on university research and expertise and help raise awareness decision Public Works -Solid Waste & of environmental stewardship and sustainable practices within the community. Recycling Services ACTION NUMBER ACTION ITEM TASK TYPE CITY - RESPONSIBLE PARTY PARTNERS - INTERNAL PARTNERS - EXTERNAL FUNDING SOURCES "' - W W � ,. , ~ ., , 2026 o C-,o UPDATE V O= = O� O O O Convene coordination meetings with regional partners and pursue interlocal cooperation agreements. Participate in collaborative planning for land use, infrastructure, and facilities to align regional long-range plans and 9.9 policies. Pursue beneficial agreements with Texas A&M University, nearby Policy -based municipalities, and other service providers to share services and more efficiently decision utilize resources. Such agreements can address coordination of subdivision review, thoroughfare planning, floodplain management, utility services, and other matters of mutual interest. Continue to coordinate with the College Station Independent School District and public charter schools. Coordination should address facility Policy -based 9.10 needs and projections, potential locations for new schools or future use of decision existing schools, infrastructure impacts of school development, and ensuring safe/walkable areas around schools, Continue to participate in regional mobility initiatives. Partner with the Bryan -College Station Metropolitan Planning Organization (MPO), the Brazos County Regional Mobility Authority (RMA), Brazos Valley Council 9,11 of Governments (BVCOG), Texas A&M University, Texas Department of Transportation (TxDOT), Brazos Transit District, Interstate 14 and Loop 214, Easterwood Airport flight network expansion, Texas High Speed Rail Initiative, freight transport, and Union Pacific on initiatives such as the Brazos Yard and quiet zones. City Manager's Office City Manager's Office Policy -based Planning & Development Services decision CSU - Electric CSU - Water Services Community Development Planning & Development Services Public Works Planning & Development Services Capital Improvement Projects Public Works City Manager's Office Public Works City of Bryan Texas A&M University Brazos, Burleson, & Grimes Counties B/CS Metropolitan Planning Organization Brazos County Regional Mobility Authority Brazos Valley Council of Governments Texas Dept of Transportation College Station Independent School District Public charter schools B/CS Metropolitan Planning Organization Brazos County Regional Mobility Authority Brazos Valley Council of Governments Texas A&M University Texas Dept of Transportation Brazos Transit District Easterwood Airport Texas High Speed Rail Initiative Union Pacific ✓ ✓ ✓ ✓ ✓ ✓ Plan Amendment Process The Comprehensive Plan is meant to be a living document allowing for adjustment to changing conditions over time. Shifts in political, economic, physical, technological, and social conditions, and other unforeseen circumstances, may influence and change the priorities and fiscal outlook of the community. As the city grows and evolves new issues will emerge while others no longer remain relevant, Some action recommendations will be found impractical or outdated while other plausible solutions will arise. To ensure that the plan continues to reflect the overall goals of the community and remains relevant and useful over time the City must regularly revisit the plan and maintain ongoing interaction with residents and other stakeholders, Continuous monitoring and periodic review activities, as outlined in this section, are intended to confirm that the plan's goals and action recommendations remain appropriate and that public ownership and support of the plan remains strong, Two types of revisions to the Comprehensive Plan may occur; (1) minor amendments, and (2) major updates. Minor amendments may be proposed at any time such as specific adjustments to the future land use and/or thoroughfare plans related to particular land development applications or public improvement projects. If not pressing, minor amendments can be documented and compiled for the annual plan review process and updated at that time. For example, this is how and when the results of another specialized plan or study could be incorporated into relevant sections of the Comprehensive Plan, More significant plan modifications and updates should occur every five years at most. Major updates may involve reviewing the base conditions, anticipated growth trends, goals and action recommendations in the plan. Furthermore, adding, revising, or removing action statements in the plan may be necessary depending on implementation progress, 1:1�1►1IL'I����11L'�� The Planning and Zoning Commission and City staff shall prepare an annual progress report for presentation to the City Council. This ensures that the plan is consistently reviewed and that any needed modifications are identified for the annual minor amendment process. Consistent assessment of the relationship between the plan, the City's implementing ordinances, and regulations is an essential part of this effort, The Annual Report should include; • Significant actions and accomplishments during the past year • The implementation status of actions within the plan • Obstacles or problems in plan implementation, including those encountered in administering the land use and transportation aspects, as well as any other strategies of the plan • Proposed amendments that have come forward during the course of the year, which may include revisions to the individual plan maps or text changes • Recommendations for needed actions, programs, projects, and procedures to be developed and implemented in the coming year CSTX,GOV I COLLEGE STATION COMPREHENSIVE PLAN INTERIM AMENDMENTS As noted above, minor plan amendments can be adopted after appropriate review (especially if related to a pending land development application) or deferred for the annual plan review process. In either case, when considering an amendment, the City should ensure the proposed amendment is consistent with the goals and actions set forth in the plan regarding character protection, development compatibility, infrastructure availability, conservation of environmentally sensitive areas, and other community priorities. Careful consideration should also be given to guard against site specific changes that could negatively impact adjacent areas or detract from the overall character of the area. Factors worthy of consideration when deciding on a proposed amendment include, but are not limited to; • Consistency with and contribution to the overall direction and character of the community as captured in the plan's vision, goals, and actions • Compliance with the Future Land Use & Character Map and/or Thoroughfare Plan • Compatibility with the surrounding area • Impacts on infrastructure including water, wastewater, drainage, and the transportation network Impact on the City's ability to provide, fund, and maintain services Impact on environmentally sensitive and natural areas CSTX,GOV I COLLEGE STATION COMPREHENSIVE PLAN 168 FIVE-YEAR EVALUATION AND APPRAISAL An evaluation and appraisal report should be prepared every five years by City staff with input from various departments, the Planning and Zoning Commission, and any other appropriate boards and commissions, The evaluation process is to identify the successes and shortcomings of the plan in achieving the community's goals, consider changing conditions, and recommend appropriate modifications as needed. The report should review the basic conditions and assumptions about trends and growth indicators. It should also evaluate implementation potential and/or obstacles related to any unmet goals or action recommendations. The evaluation report and process should result in an amended Comprehensive Plan including an assessment of any new information which led to updating any of the goals, strategies, and/or action recommendations. Specifically, the report should include, identify, or evaluate the following; (1) Summarize major actions and interim plan amendments undertaken over the last five years (2) Update the assumptions, trends, and base studies data including the following; • The rate at which growth and development is occurring relative to the projections put forward in the plan • Shifts in demographics and other growth trends • The area of land that is designated and zoned for intense development and its capacity to meet projected demands and needs • City-wide attitudes and whether apparent shifts necessitate amendments to the stated goals or strategies, and • Changes in political, social, economic, technological or environmental conditions, or other unforeseen circumstances or issues that indicate a need for amendments. (3) Update goals, actions, or narrative as needed to ensure progress toward achieving the community's goals, including; • Review the action plan to ensure timely accomplishment of the plan's recommended actions • Re-evaluate or revise items not completed to ensure their continued relevance • Review priorities as conditions change; some actions may emerge as a higher priority given new or changed circumstances while others may become less important to achieving the goals and development objectives of the community Identify conflicts between goals or strategies that have been discovered and provide recommended revisions • Assess changes in laws and practices that may impact the ability of the community to achieve its goals and suggest revisions in strategies or priorities as needed CSTX,GOV I COLLEGE STATION COMPREHENSIVE PLAN 169 1k. Acknowledgements Thank you to the following individuals and groups who contributed to the preparation of this Comprehensive Plan and its 5-year update. Contributors to the 5-Year Update: COMPREHENSIVE PLAN EVALUATION COMMITTEE Michael Buckley Warren Finch Melissa Mcllhaney Scott Shafer Mark Smith TreVion Watson ■`4r'r CITY COUNCIL John Nichols, Mayor 4V4,P Mark Smith, Place 1 ��'► William Wright, Place 2 David White, Place 3 Melissa Mcllhaney, Place 4 Bob Yancy, Place 5 AFy�. NO Scott Shafer, Place 6 PLANNING & ZONING COMMISSION Jason Cornelius, Chair Michael Buckley Marcus Chaloupka Aron Collins Warren Finch David Higdon TreVion Watson ADMINISTRATION Bryan Woods, City Manager Jeff Capps, Deputy City Manager Jeff Kersten, Assistant City Manager Jennifer Prochazka, Assistant City Manager PLANNING & DEVELOPMENT SERVICES Anthony Armstrong, P.E., Director of Planning & Development Services Molly Hitchcock, AICP, Assistant Director of Planning & Development Services Christine Leal, Long Range Planning Administrator - Project Manager Heather Wade, Ph.D., AICP, Principal Planner Ashley Klein, Staff Planner Robin Macias, AICP Land Development Review Administrator Jason Schubert, AICP, Transportation Planning Administrator Jesse DiMeolo, AICP, Senior Planner Carl Ahrens, Staff Planner Joseph Allen, Staff Planner Bridgette George, Development Services Administration Manager Kristen Hejny, Administrative Support Specialist Julie Svetlik, GIS Analyst Chris Griffin, GIS Analyst Carol Cotter, RE., City Engineer Lucas Harper, P.E., Assistant City Engineer Brian Binford, CBO, Building Official Bryce Trujillo, Assistant Building Official David Brower, Community Development Administrator Raney Whitwell, Community Development Analyst MS�sMer•r, ,.,yn. Wril�7�AIr�.�.,.� , it r STAFF RESOURCE TEAM Caroline Ask, Public Works Solid Waste Division Manager Gene Ballew, Assistant Director of Parks & Recreation .' Ross Brady, Chief of Staff Jennifer Cain, Director of Capital Projects Peter Caler, Assistant Director of Public Works Billy Couch, Police Chief Adam Falco, City Attorney Glenn Gavit, Director of Electric Utility Kelsey Heiden, Director of Parks & Recreation Emily Fisher, Director of Public Works Collin Killian, Director of Public Communications Mary Ellen Leonard, Director of Fiscal Services Stephen Maldonado Jr., P.E., Assistant Director of Water Services Richard Mann, Chief of Fire and Emergency Medical Services Stuart Marrs, Fire Accreditation Manager Lauren McGrath, Emergency Management Coordinator Gary Mechler, Director of Water Services Barbara Moore, University & Community Relations Manager Michael Ostrowski, Chief Development Officer Brian Piscacek, Assistant Director of Economic Development Sam Rivera, Chief Information Officer Randell Smith, Senior Engineer II Leslie Whitten, Deputy City Attorney PUBLIC COMMUNICATIONS Bobbie Lehrmann, Assistant Director of Public Communications Joelene Tomecek, Multimedia Manager Lucero Valenzuela, Multimedia Coordinator Brody McKinnon, Multimedia Coordinator Carlos Elarba, Website Coordinator v } -, Contributors to the 2009 Comprehensive Plan [d1ll►IIa31ll11111�1IT] a,1:1►CA11TIhill 1'1[11111]iTIII►►III11: Bill Davis, Steve Arden, Gary Arnold, Brian Bochner, Chad Bohne, Millie Burell, Andrew Burleson, Kristina Cambell, Jerry Cooper, Laurie Corbelli, Dennis Corrington, Clark Ealy, Keith Ellis, Tedi Ellison, Gary Erwin, Michael Guido, Lindsey Guindi, Craig Hall, David Hart, Larry Haskins, Randy Haynes, Steve Hodge, Kathleen Ireland, Kim Jacobs, Hillary Jessup, Linda LaSut, Hugh Lindsay, Margie Lucas, Bianca Manago, Larry Marriott, Chuck Martinez, Bo Miles, Colleen Netterville, Michael Parks, Andrew Pittz, Douglas Rape, John Richards, Dorthea Robinson, Richard Startzman, Tom Taylor, Gary Teston, Jodi Warner, Lloyd Wassermann, Rodney Weis, Adrian Williams CITY COUNCIL Ben White, John Crompton, James Massey, Dennis Maloney, Lynn Mcllhaney, David Ruesink, Lawrence Stewart PLANNING & ZONING COMMISSION John Nichols, Noel Bauman, Winnie Garner, Paul Greer, Doug Slack, Hugh Stearns, Thomas Woodfin FORMER CITY COUNCIL AND PLANNING & ZONING COMMISSION Ron Silvia, John Happ, Ron Gay, Chris Scotti, Dennis Christiansen, Bill Davis, Derek Dictson, Marsha Sanford, Glenn Schroeder, Harold Strong f 1 'y f ADMINISTRATION Glenn Brown, Terry Childers, Kathy Merrill, David Neely CITY STAFF Beth Boerboom, Erika Bridges, Brittany Caldwell, Amber Carter, Carol Cotter, Bob Cowell, Bridgette George, Venessa Garza, Joe Guerra, Alan Gibbs, Crissy Hartl, Matthew Hilgemeier, Molly Hitchcock, Lauren Hovde, Lindsay Kramer, Barbara Moore, Josh Norton, Nicole Padilla, Jennifer Prochazka, Matthew Robinson, Lance Simms, Jason Schubert, Michael Trevino STAFF RESOURCE TEAM Robert Alley, Jeff Capps, Harvey Cargill, Marco Cisneros, David Coleman, Debbie Eller, Chuck Gilman, David Gwin, Eric Hurt, Michael Ikner, Larry Johnson, Jeff Kersten, Jon Mies, Tony Michalsky, Mary Anne Powell, Carla Robinson, Ben Roper, David Schmitz, Mark Smith, Wally Urrutia CONSULTANTS Kendig Keast Collaborative Kimley-Horn & Associates Alliance Transportation Group CDS Market Research Mitchell & Morgan !J (*40'CITY OF COLLEGE STATION r Home of Texas AdaM University® cstx.gov/CompPlan ORDINANCE NO. 2026-4690 EXHIBIT C Page 10 of 12 That the "Comprehensive Plan of the City of College Station" is hereby amended by amending a portion of Map 2.1 titled "Planning Areas Map" by renaming the Harvey Road Redevelopment Area to the Harvey Road Corridor Redevelopment Plan, and adjusting the planning area boundaries as follows: ` " T MAP 2.1 i Planning Areas DISTRICTS & REDEVELOPMENT AREAS � • 1. WELLBORN DISTRICT PLAN � u ..� _ 2. WOLF PEN CREEK DISTRICT* ti it ��0 ♦ 3. NORTHGATE DISTRICT* 4. NORTHEAST GATEWAY REDEVELOPMENT PLAN ♦ 5. HARVEY ROAD CORRIDOR REDEVELOPMENT PLAN .1��♦♦ ����• 6. GEORGE BUSH DRIVE & WELLBORN ROAD AREA 2, ' ,,f ♦ ♦ GATEWAY CORRIDORS `♦ .� 7. PRESIDENTIAL GATEWAY & BIOCORRIDOR �• 8. HOSPITALITY CORRIDOR S ♦ �•'♦ ♦♦♦ 9, MUNICIPAL CENTER CORRIDOR ,•�� I s o n tor 10. HARVEY MITCHELL CORRIDOR 11. LONGMIRE & HIGHWAY 6 FRONTAGE ROAD CORRIDOR ♦ 12. WELLBORN ROAD & WILLIAM D. FITCH CORRIDOR (■■� MAIN CORRIDORS �j ♦♦, 1IJJ ♦♦ NATURAL CORRIDORS TEXAS A&M UNIVERSITY ♦♦♦♦ 13. BEE CREEK CORRIDOR FLOODPLAIN •♦♦♦ 14. CARTER CREEK CORRIDOR CITY LIMITS ♦♦♦ 15. LICK CREEK CORRIDOR 5 MILE ETJ * EXISTING DESIGN STANDARDS BRYAN AS OF: MAY 28, 2026 ORDINANCE NO. 2026-4690 EXHIBIT D Page 11 of 12 That the "Comprehensive Plan of the City of College Station" is hereby amended by amending a portion of Map 6.2 titled "Functional Classification & Context Map" by reclassifying Pebble Creek Parkway shown as a Minor Arterial to a Major Collector as shown as follows: BRYAN F� ROCK PRAIRIE RD I PQ / Qo P� �5 �Q S 2j`S4 MAP 6.2 Functional Classification & Context Class THOROUGHFARE PLAN OGRADE SEPARATION FREEWAY/EXPRESSWAY 6 LANE MAJOR ARTERIAL 4 LANE MAJOR ARTERIAL MINOR ARTERIAL MAJOR COLLECTOR MINOR COLLECTOR CONTEXT ZONES URBAN CORE GENERAL URBAN SUBURBAN RURAL CITY LIMITS r � ETJ AS OF: MAY 28, 2026 ORDINANCE NO. 2026-4690 EXHIBIT E Page 12 of 12 That the "Comprehensive Plan of the City of College Station" is hereby amended by expiring the Official City of College Station Bicycle, Pedestrian, and Greenways Master Plan (adopted by Ordinance No. 2010-3226) and adopting the "Official City of College Station Active Transportation Master Plan" as set as follows: ACTIVE TRANSPORTATION MASTER PLAN City of College Station CHAPTER 1: PLAN FOUNDATION 1-1 Organization and Scope 1-2 Planning Area 1-3 Community Vision 1-4 Master Plan Goals 1-5 Plan Development 1-6 Citizen Engagement 1-6 Staff Resource Team 1-7 Elected Officials and Appointed Boards 1-7 Planning History 1-7 A History of College Station Bicycle and Pedestrian Planning Efforts 1-7 Other Related Planning Efforts 1-9 Existing and Proposed Active Transportation Facility Types 1-10 CHAPTER 2: EXISTING CONDITIONS 2-1 Street Network 2-3 Active Transportation Network 2-9 Micromobility 2-14 Key Destinations 2-17 External Reports of Existing Conditions 2-24 Public Transit 2-25 CHAPTER 3: NEEDS ASSESSMENT 3-1 Public Engagement 3-1 Pedestrian, Bicycle, and Micromobility Crash Assessment 3-4 LTS Level of Traffic Stress Assessment 3-9 Gaps, Connectivity, and Safety 3-27 The League of American Bicyclists' Bike Friendly Community Report Card 3-28 CHAPTER 4: SYSTEM DEVELOPMENT 4-1 System Design 4-1 Design Speed and Separation 4-2 Context Sensitive Design and Prioritized Active Transportation Corridors 4-3 Micromobility Facilities 4-4 Crossings 4-6 Facility Transitions and Connectivity 4-11 Shade and Comfort 4-12 High -Stress Corridor Recommendations 4-13 Additional Plan Recommendations 4-23 Bicycle Plan and Pedestrian Plan Maps 4-24 Crossings and Grade Separated Recommendations 4-30 �+ CHAPTER 5: SYSTEM MANAGEMENT 5-1 Policies and Programs 5-1 Program Recommendations 5-3 Internal and External Partnerships 5-6 CHAPTER 6: IMPLEMENTATION 6-1 The Active Transportation Advisory Board 6-1 Project Prioritization 6-2 Evaluation and Monitoring 6-4 Data for Tracking Plan Outcomes 6-10 Funding 6-12 Acknowledgements 6-15 ■ Commonly Used Acronyms 6-15 CITY OF COLLEGE STATION - 2026 Appendix A: Demographics A-1 Appendix B: LTS Methodology B-1 Appendix C: Low Stress Network Maps C-1 Appendix D: Thoroughfare Cross Sections D-1 PLAN FIGURES Figure 1.1 Multiple Active Transportation Modes x-iv Figure 1.2 Cycle with Council Event 1-1 Figure 1.3 Community Vision Board 1-4 Figure 1.4 Master Plan Goals 1-5 Figure 1.5 Fall 2024 Active Transportation Master Plan Kickoff Meeting 1-6 Figure 1.6 Historical Photo of Bicycling in College Station 1-8 Figure 2.1 Population Projections 2-1 Figure 2.2 - 2.3 Commuting Statistics 2-2 Figure 2.4 Thoroughfare with Bicycle and Pedestrian Facilities Adjacent 2-3 Figure 2.5 Texas A&M AggieSpirit Bus Service 2-25 Figure 3.1 ATMP Fall 2024 Kickoff Meeting 2-28 Figure 3.2 Example Bus Island 3-2 Figure 3.3 Active Transportation Crash Locations 3-8 Figure 3.4 LTS Ratings 3-9 Figure 3.5 BFC Survey Results 3-29 Figure 4.1 Local, State, and National Design Standards and Guidelines 4-1 Figure 4.2 Micromobility Device in Use 4-4 Figure 4.3 Conventional and Electric Bike Speed Distribution 4-5 Figure 4.14 South of Bachmann Park Facility Transition to Arnold Road 4-11 Figure 4.15 Eleanor Street Bus Stop and Sidewalk Connection at Lincoln Recreation Center 4-11 Figure 4.16 City Hall Structured Shading 4-12 Figure 4.16 - 4.18 Grade Separations 4-30 Figure 6.1 Jingle Bell Community Bike Ride Event 6-10 Figure 6.2 Micromobility devices parked at Texas A&M bike rack facility 6-11 PLAN MAPS Map 1.1 City of College Station Planning Area 1-3 Map 2.1 Existing Thoroughfare Plan 2-4 Map 2.2 Traffic Volume 2-6 Map 2.3 - 2.4 Existing Facilities 2-10 Maps 2.5 - 2.7 Veo Ride Maps 2-16 Maps 2.8 - 2.9 Key Destinations and Existing Facilities 2-18 Map 2.10 Floodplain and Shared use Paths 2-22 Map 2.11 Transit Routes 2-27 Maps 3.1 - 3.3 Crash Maps (2021 to 2025) 3-5 Maps 3.4 - 3.7 Bicycle LTS Maps 3-10 Map 3.8 - 3.10 Pedestrian LTS Maps 3-20 Map 4.1 Prioritized Active Transportation Corridors 4-3 Map 4.2 High Level of Traffic Stress (LTS) Bicycle Network 4-13 Map 4.3 High Level of Traffic Stress (LTS) Pedestrian Network 4-17 Map 4.4 Locations of Corridors 1 - 4 4-22 Map 4.5 - Map 4.6 Proposed Plans 4-26 PLAN TABLES Table 2.1 Transportation Network Mileage 2-9 Table 2.2 Micromobility Device Typology Table 2-15 Table 2.3 Largest Employers in College Station 2-17 Tables 3.1 - 3.4 Annual Crash Counts (2021-2025) 3-4 Table 3.5 2021-2023 Texas A&M University Capacity Report 3-8 Table 4.2 - 4.3 Existing High Stress Bicycle Corridors with and without Proposed Improvements 4-14 Table 4.3 High Stress Bicycle Corridors without Identified Improvements 4-16 Tables 4.4 - 4.5 High Stress Pedestrian Corridors with and without Proposed Improvements 4-17 Table 4.6 Proposed Plan Mileage by Facility Type 4-24 ACTIVE TRANSPORTATION MASTER PLAN I iii ow. rt�i f } jQ Jwill LimM•11i01DYA\■[• This Active Transportation Master Plan serves as a roadmap for achieving the community's vision of a safe, connected, and well -designed active transportation network. As a component of the City's Comprehensive Plan, it reinforces and expands upon the goals and strategies established in that process. This Master Plan reflects the shared priorities of College Station residents and community leaders as described in Chapter 6, Integrated Mobility, of the Comprehensive Plan, which states: "The economic vitality, character, and identity of College Station depend, in part, upon a well-connected mobility system... one that provides for multiple modes in the face of increasing population and traffic demands." Designing active transportation facilities that are accessible and inviting for everyone, including children, youth, older adults, and individuals with mobility challenges, is critical in helping to create a healthy community. Providing safe routes to schools and parks encourages independence and healthy habits among young residents, while ensuring that all users can confidently navigate the city's network. A thoughtfully designed and interconnected system of sidewalks, trails, and bike facilities provides residents with viable alternatives to automobile travel. These facilities help reduce traffic congestion, enhance safety, and promote active, healthy lifestyles. In addition, they contribute to environmental sustainability, support local economic activity, and create opportunities for outdoor recreation and community interaction. With housing costs rising nationwide, more funds can be available to residents to cover these costs if a connected network is in place, allowing them to not be solely dependent on the automobile for travel. By planning for an active transportation system that truly serves everyone, College Station strengthens its sense of community and enriches the quality of life for current and future generations. Since the adoption of the City's previous Bicycle, Pedestrian, and Greenways Master Plan in 2010, the transportation landscape has evolved to include the rapid emergence and widespread use of micromobility devices such as electric scooters and e-bikes. While these devices were not a significant consideration at that time, they are now a common and growing mode of travel within the community. Micromobility devices are generally compatible with bicycle facilities and their inclusion in this Plan reinforces the need for infrastructure that is designed to support a range of users with varying speeds and operating characteristics. ACTIVE TRANSPORTATION MASTER PLAN 1 1-1 By acknowledging this shift, a new Master Plan with a new name sets the expectation that future facility design, policies, and investments will consider not only traditional bicyclists and pedestrians, but also emerging mobility options. This approach ensures that the system remains adaptable, relevant, and responsive to changing transportation trends over time. The Bicycle, Pedestrian, and Greenways Master Plan will be renamed the Active Transportation Master Plan, intentionally incorporating micromobility as a core component of the active transportation network and moving the greenway component to the purview of the Parks and Recreation Master Plan. ORGANIZATION AND SCOPE This Plan provides goals, strategies, and action items for system development, management, and implementation. These recommendations provide a long-term vision that should be referenced to build and improve the system over the next few decades. College Station has continued to experience significant growth since the Bicycle, Pedestrian, and Greenways Master Plan was adopted in 2010. A first step in creating a new master plan is acknowledging the importance of a thoughtfully planned, comprehensive and safe bicycle and pedestrian system for users to navigate outside of a vehicle. As change and development occur, it is vital to ensure that residents of all ages and abilities can move comfortably and safely throughout the city. A community where people can walk to a neighborhood park, jog along a trail in a natural environment, or bicycle to school or work fosters a more livable, healthy, and connected environment. This Plan includes the following major sections organized into the following chapters: • Plan Foundation - Presents an explanation of the planning purpose, development, history, and engagement along with the establishment of a community vision statement and plan goals. • Existing Conditions - Provides an overview of existing conditions in College Station, including current bicycle and pedestrian infrastructure, key destinations, micromobility trends, public transit connections, and other factors that influence how people move throughout the city. • Needs Assessment - Summarizes public engagement efforts to identify issues and needs, examines safety trends based on recent crash data, and evaluates the existing bicycle and pedestrian network using a level of traffic stress assessment. • System Development - Proposes the additional and upgraded facilities for all active transportation users, including micromobility users. • System Management - Provides an overview of Master Plan policies, programs, and partnerships that will help manage the system effectively. • Implementation - Outlines implementation methods, identifies funding sources and planning level costs, and prioritizes projects. • Appendices - Provides information related to local demographics, Level of Traffic Stress methodology, thoroughfare cross section updates and additional information that supports the active transportation system. 1-2 1 CITY OF COLLEGE STATION - 2026 PLANNING AREA The city of College Station covers approximately 50 square miles of Brazos County. To the east is Grimes County and to the west, Burleson County. A portion of the city's northern limit line is shared with the city of Bryan. Map 1.1 shows the College Station planning area included as a part of this Plan, which includes the city's 5-mile extra -territorial -jurisdiction (ETJ) that is outside the city limits. While the ETJ is an area of potential future growth of the city, public bicycle or pedestrian -related facilities are not permitted by Brazos County so minimal infrastructure is planned in these areas at this time. As of December 2025, the population estimate for College Station is 132,477. More detail regarding population growth and trends is provided in Appendix A: Demographics. Map 1.1 City of College Station Planning Area PLANNING AREA MAP I BRYAN ETJ )N `. Y I 1 1 1 4 I i GRIMES COUNTY 1 I i' 1 I I • • BRAZOS COUNTY ACTIVE TRANSPORTATION MASTER PLAN 1 1-3 COMMUNITY VISION In Fall 2024, the City of College Station hosted an online engagement and an in -person meeting to receive input from citizens on the City's current and proposed pedestrian and bicycle facilities. Participants shared their vision ideas with three common themes emerging on the Community Vision Board (shown in Figure 1.3): increased safety for all ages and abilities, increased shade and landscaping to improve comfort levels, and more separated bike lanes. Attendees provided comments for the community and how to increase bicycle and pedestrian activity. A summary of these public engagement activities is provided in Chapter 3 Needs Assessment. Figure 1.3 Community Vision Board jy I ttf �r� 5 . r .ti �� I. s1,..tr+f l��n.�d�+•b 3 $wS $ta +fir} 'k , . imq#ed pdttW rit 4sder{ +o- bFY��, la5te F " rf4 � r IlY r � f. , .1 •1 Building upon the former Master Plan and incorporating the input from the public, a single Community Vision statement is established to help guide planning and implementation efforts into the future. 1-4 1 CITY OF COLLEGE STATION - 2026 MASTER PLAN GOALS The goals provided are key to collectively advance the Community Vision of creating a safer, more connected, and more livable community. By improving safety for all users, strengthening network connectivity, and maintaining high -quality infrastructure, the City can make active transportation more practical and appealing for residents of all ages and abilities. Together, these goals help build a transportation system that not only moves people efficiently but also contributes to the city's overall quality of life, economic vitality, and sense of community. These goals build upon the goals provided in the 2010 Master Plan. The public continues to prioritize safety, connectivity, and enjoyment of the outdoors. Two new goals are included and relate to improved infrastructure, maintenance, and supporting active transportation as a primary mode of travel. As the city's active transportation network continues to grow and add facility mileage, further evaluation is needed to ascertain whether the existing infrastructure is sufficient for the demand placed upon it. The better the facility, the more likely residents will use it regularly and provide opportunities to replace vehicular travel with active transportation trips. Figure 1.4 Master Plan Goals Enhance Safety for All Users - Improve safety for active transportation users by implementing protected bike lanes, enhanced intersection designs, and increased visibility measures to reduce conflicts with vehicles. Ensure safe crossing points near major streets, schools, parks, key destinations, and public transit stops that all lead to a more comfortable and enjoyable experience Increase Connectivity and Accessibility - Create a seamless active transportation network that connects key destinations, including Texas A&M University, neighborhoods, schools, employment and shopping centers, public and private amenities, and public transit. Enhance convenience and encourage active transportation by creating more efficient, direct routes and easier use of bike parking facilities. Improve Infrastructure and Maintenance - Develop a contiguous and well -maintained network of bike lanes, ' sidewalks, and shared -use paths. Identify funding to cover maintenance tasks for expanding network needs such as markings, signage, and surface conditions, to ensure safety and usability. Promote Comfort and Enjoyment - Establish a low stress network with appropriate separation between different modes of travel that incorporates shade, landscaping, and amenities along active transportation routes. Design routes that create a pleasant, safe, and inviting environment that promotes outdoor activity. Support Active Transportation as a Primary Mode of Travel - Promote land use and development patterns tha t support commuting and daily travel by means of active transportation. Provide programs that educate and encourage active transportation as a viable and safe option to travel throughout the city. ACTIVE TRANSPORTATION MASTER PLAN 1 1-5 PLAN DEVELOPMENT This planning initiative formally retires the 2010 Master Plan and establishes a comprehensive, updated framework to guide future decision -making. The development of this Plan incorporated a broad and structured public involvement process —engaging residents, City staff, partner agencies, and elected and appointed officials. The following section outlines the specific roles and contributions of each stakeholder group in the creation of the Plan. Citizen Engagement Citizen engagement was key to the creation of this Active Transportation Master Plan as it helped ensure the needs, priorities, and daily experiences of the people who use the system are reflected. Residents, business owners, and community groups provided valuable insight into where safety issues exist, which routes are most used, and what improvements would make active transportation more accessible and enjoyable. Their input helped identify gaps that data alone could miss. Moving forward, continuously engaging the community will foster shared ownership and trust, making implementation more effective and building public support for proposed projects. Figure 1.5 From One of Our Engagement Efforts DRAW A ROUTE WHERE YOU CURRENTLYBIKE 1-6 1 CITY OF COLLEGE STATION - 2026 A variety of techniques were used to gain input from citizens, including an online hub site available through the City's webpage. Residents were able to access an interactive online GIS map of the city to input comments on current and future proposed conditions. Community meetings and open houses were held to gather public feedback on proposed vision statements, improved infrastructure, facilities, programs and ultimately the draft of the Plan itself. Staff Resource Team A Staff Resource Team consisted of representatives from various City departments that were instrumental in the planning process. The Staff Resource Team's responsibilities included: • Identifying issues and concerns during the development of the Plan; • Identifying and solving potential problems during future implementation of the Plan; • Reviewing and proposing any needed modifications as necessary to recommendations presented in the Plan; • Gathering and disseminating information to and from various City departments; and • Serving as advocates and consensus builders during the planning process. Elected Officials and Appointed Boards The Bicycle Pedestrian and Greenways Advisory Board served as the effective steering committee for the new Master Plan. The Planning and Zoning Commission and the City Council's Transportation and Mobility Committee were also engaged. These bodies provided guidance to ensure the Plan aligns with established policies, long-term community priorities, and regulatory frameworks. Their involvement also reinforced accountability to the public by incorporating both representative perspectives and subject -matter expertise. Because these groups play a central role in approving budgets, ordinances, and/or capital improvements, their input helped shape a Plan that is both realistic and feasible to implement. PLANNING HISTORY A History of College Station Bicycle and Pedestrian Planning Efforts Active transportation planning in College Station can trace its origins back to 1975 when local community groups started an initiative to collect data on daily commutes by bicyclists. This data, which was collected by the Brazos Valley League of Women Voters, the Environmental Action Council, and the A&M Wheelman Club, concluded that there were more than 10,000 bicycle trips occurring on a daily basis between the Texas A&M campus and the surrounding neighborhoods. In response to this data, the City began planning new bike routes meant to help facilitate bicycle travel in the Southside and Eastgate areas. Active transportation planning efforts continued in the years that followed. In 1980, City staff and community members worked together to develop College Station's first City Bike Plan. The plan called for the construction of bikes lanes, signed bike routes, and paths on a handful of major streets in the city. A major component of this planning effort was the separation of different transportation modes. Spacing constraints created by existing development forced City staff and community members to prohibit bike travel and automobile parking on certain streets where roadway space was limited. This planning document was updated and expanded in 1992 to also cover pedestrian planning. The update added new sidewalks and shared -use paths to better facilitate pedestrian travel. This update also called for the construction of approximately 40 miles of bike lanes, 50 miles of bike routes, and 30 miles of shared -use paths. Alongside the plan update, the City of College Station also modified its Subdivision Regulations to require bicycle and pedestrian facilities on certain thoroughfare types. These actions helped bolster College Station's active transportation planning efforts by eliminating the burden of retrofitting newly built thoroughfares as well as distributing some of the construction responsibility onto private developers completing individual infill and redevelopment projects. Later in 1994, the Sidewalk Master Plan was created with the help of a newly created Sidewalk Committee. In 2002, the Bikeway Master Plan and Sidewalk Master Plan were combined as one document and named as the Bikeway and Pedestrian Master Plan Update. This update called for an additional 20 miles of bike ACTIVE TRANSPORTATION MASTER PLAN 1 1-7 lanes, 50 miles of bike routes, and 40 miles of shared -use paths. Just as the 2002 Bikeway and Pedestrian Master Plan Update was the result of two previous planning documents, the Bicycle, Pedestrian, and Greenways Master Plan was adopted in 2010 and built upon prior planning documents. Combining these previously siloed planning documents created greater connectivity and opened up new route options for both commuters and recreational users. A major update of the Bicycle, Pedestrian, and Greenways Master Plan began in 2017. A community -wide survey was conducted that had 821 respondents and gathered detailed feedback on residents' comfort levels with biking and walking and helped inform revisions to the Master Plan. This update was completed in 2018 and key outcomes included expanding the City's "toolbox" of bicycle facilities to include separated bike lanes, addressing access to emerging activity centers such as the BioCorridor and Midtown areas, enhancing safe routes to schools, filling sidewalk and network gaps, and prioritizing stand-alone projects using objective GIS-based criteria. Figure 1.6 Historical Plan Update TER PLAN UPDATE FI NAL REPO RT October 2002 1-8 1 CITY OF COLLEGE STATION - 2026 OTHER RELATED PLANNING EFFORTS Bryan College Station MPO Comprehensive Safety Action Plan (2024) The Bryan/College Station Metropolitan Planning Organization's (BCS MPO) first Comprehensive Safety Action Plan (CSAP) is designed to improve the safety of the entire transportation network, whether people travel by car, bicycle, foot, or transit, by reducing or eliminating fatalities and serious injuries through targeted projects. Developed under the Safe Streets and Roads for All (SS4A) program and aligned with the Federal Highway Administration's Safe System Approach, the CSAP formalizes the shared Vision Zero commitment adopted by Brazos County, the MPO, and the Cities of Bryan and College Station to reach zero deaths or serious injuries by 2035. Guided by a year -long study, technical committees, and extensive community input, the CSAP provides a coordinated, data -driven roadmap for safer streets across the region. Its goals directly support the City of College Station's Active Transportation Master Plan by reinforcing the need for safer walking and biking conditions, improving multimodal connectivity, and advancing projects that create a more protective and accessible network for all users. ADA Transition Plan (2015) Americans with Disabilities Act (ADA) Transition Plan outlines the City's ongoing commitment to improving accessibility and in accordance with the requirements of the Americans with Disabilities Act. As a living document, the Plan guides continuous evaluation, planning, and implementation efforts to remove physical barriers and enhance the accessibility of public services, programs, and facilities. This focus on access directly supports the goals of the City's Active Transportation Master Plan by reinforcing the need for a pedestrian and bicycle network that serves people of all ages and abilities. By addressing accessibility challenges and prioritizing inclusive design, the ADA Transition Plan strengthens the foundation for a safe, comfortable, and universally accessible active transportation system. Texas A&M University Transportation Mobility Master Plan (2022) This plan outlines the university's shift toward a multimodal future that reduces single -occupant vehicle travel and prioritizes walking, bicycling, transit, and complete streets. By focusing on safety, congestion reduction, emissions reduction, and overall campus quality of life, the plan aims to create a connected, comfortable, and low -stress mobility system for all users. This direction aligns closely with the City of College Station's Active Transportation Master Plan, as both emphasize safe, convenient multimodal travel and infrastructure that supports people of all ages and abilities. Together, these efforts strengthen regional mobility and reinforce a shared commitment to a safer, more sustainable transportation network. 2050 TxDOT Statewide Active Transportation Plan (2025) TxDOT's 2050 Statewide Active Transportation Plan (SATP) establishes a long-term, statewide vision for active transportation options across Texas. Developed with extensive public input and supported by TxDOT's Bicycle and Advisory Pedestrian Committee, the SATP outlines strategic priorities and policies that will guide active transportation investments through 2050. This statewide framework complements the City of College Station's Active Transportation Master Plan by reinforcing shared goals, such as safer, more connected multimodal networks, and by aligning local planning efforts with broader regional and statewide strategies for enhancing active transportation. City of Bryan Comprehensive Plan: BluePrint 2040 (2016) The City of Bryan BluePrint 2040 includes a sidewalk master plan, a hike and bike plan, and transportation recommendations that emphasize coordinating transportation networks with land -use objectives and encouraging alternative modes of travel for people of all ages and abilities. These priorities closely align with the City of College Station's Active Transportation Master Plan, which also promotes interconnected pedestrian and bicycle networks, supports multimodal travel choices, and reinforces development patterns that make walking and biking safer and more accessible. Together, the two cities' planning efforts help create a more cohesive, user-friendly active transportation system across borders. ACTIVE TRANSPORTATION MASTER PLAN 1 1-9 EXISTING ACTIVE TRANSPORTATION FACILITY TYPES The City of College Station has different types of facilities to accommodate the needs of active transportation users. Facilities include bike routes, sharrows, bike lanes, buffered bike lanes, protected bike lanes, sidewalks, shared use paths, grade separated crossings, and crossing enhancements. Example descriptions and images are shown below. Bike Routes A street designated with signage that is shared by both bicyclists, micromobility, and motor vehicles. Typically, the road will have lower traffic speeds and volumes. It could also be a heavily used street if it is the only route available. Speed limits on streets should be 35 miles per hour or less to be designated as bike routes. Sharrows Also known as shared lane markings, sharrows can help convey to bicyclists, micromobility users, and motorists that they must share the roads on which they operate when there is not a marked bike lane. The sharrow markings create improved conditions by indicating when users need to share the same space safely and respectfully. Bike Lanes A designated part of the street, typically 5-7 feet in width, that is striped, signed and has pavement markings to be used by bicyclists and micromobility devices. Vehicular parking is typically not allowed in a bike lane. Typically a unidirectional facility that follows the flow of traffic. 1-10 1 CITY OF COLLEGE STATION - 2026 Buffered Bike Lanes A street with bike lanes that has a painted buffer, typically 2-3 feet in width, to increase the lateral separation between bicyclists, micromobility devices, and motor vehicles. Protected Bike Lanes Also commonly referred to as separated bike lanes, is an exclusive facility for bicyclists and micromobility devices that is located within or directly adjacent to the street and is physically separated from motor vehicles with a vertical element. Sidewalks A paved walkway alongside a street intended for pedestrians that may also used by cyclists if there is no bike infrastructure in the area. Figure 1.12 Sidewalks ACTIVE TRANSPORTATION MASTER PLAN 1 1-11 Shared Use Paths (SUP) A facility physically separated from motor vehicles along a greenway or adjacent to a road corridor. It is a paved surface about typically 10 to 12 feet wide that is all-weather and meets accessibility requirements. Figure 1.13 Off -Street Shared Use Paths Grade Separated Crossings A grade separated crossing provides active transportation users spatial separation from motor vehicles. Typically, they are at busy intersections or along natural corridors and take the form of an overpass (bridge) or underpass (tunnel). Figure 1.14 Grade Separated Crossings Crossing Enhancements A group of designs to help protect vulnerable users as they cross the road. Examples include high -visibility crosswalk markings, raised crosswalks, pedestrian refuge islands and curb extensions. 1-12 1 CITY OF COLLEGE STATION - 2026 ADDITIONAL ACTIVE TRANSPORTATION FACILITIES The following images and descriptions are facility types that could be a safer, more comfortable experience for the active transportation user and provide potential solutions in areas where standard approaches might not be feasible or desirable. Bicycle Boulevards Bike boulevards provide continuous, comfortable bike routes through the local street network and are characterized by slow motor vehicle speeds and low motor vehicle volumes. Design attention is typically needed to reduce speeds, divert motor vehicle traffic, and prioritize bikes at street crossings. Advanced Stop Lines and Bicycle Box Designated areas at the front of traffic lanes that provide people on bikes with safe and visible ways to get ahead of queuing traffic and to position themselves for a left turn. Sidepaths On -street shared -use paths. Designed for and used by pedestrians, bicyclists, and people using other mobility devices. These exist within the same right-of-way as the roadway and are bidirectional for all users. Figure 1.17 Advanced Stop Lines & Bicycle Box ACTIVE TRANSPORTATION MASTER PLAN 1 1-13 Bidirectional Bike Lanes Also known as a two-way Cycle Track, bidirectional bike lanes are dedicated paths for cyclists that allow them to travel in both directions on one side of the street, physically separated from motor vehicle traffic by a barrier. They are typically installed on one side of the road to increase cyclist safety, improve connectivity, and create a more comfortable riding experience for a wider range of users. Floating and Colored Bike Lanes A "floating" bike lane, also called a "side - running" or "floating parking" lane, is a protected bike lane that is physically separated from the vehicular traffic by another element, such as parked cars or a raised bus stop island. This design allows for a continuous, protected bikeway to be built alongside parked cars, and helps manage situations like bus stops by allowing transit to stop within a traffic lane while cyclists are routed behind the stop. Coloring the bike lane helps increase visibility of cyclists and possible conflict areas. 1-14 1 CITY OF COLLEGE STATION - 2026 In order to properly plan for the future needs of College Station, it is important to take into consideration the city's current and projected demographics and existing infrastructure. As the city changes, so too do the needs of the community. Having an active transportation plan that accounts for these changes ensures that the proposed policies, programs, and projects will have a positive impact on the lives of College Station residents. Population projections for College Station show the city could increase by another 20,000 or more residents in the next several years with growth expecting to continue as new development and redevelopment continue. Additional demographics such as population density and age distribution can be found in the appendices. Figure 2.1 Population Projections 200,000 180,000 160,000 140,000 120,000 100,000 80,000 60,000 40,000 20,000 L 2023 POPULATION PROJECTIONS 3.0%,156,717 2.57.,151,653 2.07.,146,729 109,927 (2023) (2016) 2010 2015 2020 2025 2030 2018 Projections M 2023 Projections -0- Recorded Population Source: City of College Station ACTIVE TRANSPORTATION MASTER PLAN 1 2-1 The United States Census Bureau provides survey data that is helpful to further contextualize how vehicles, bicyclists, and pedestrians travel and interact. Figures 2.2 and 2.3, which depict workers' commute method and commute time respectively as collected by the Census Bureau's 2024 American Community Survey (ACS), show that nearly 80% of all workers commute to work by vehicle and 4% of workers choose to commute by walking or biking. The rate of walking and biking as a method of commuting in College Station is higher than walking and biking rates at both the state and national levels, which are 1.8% and 3.1% respectively. A major factor that can limit biking and walking as commuting methods is the time it takes for workers to reach their place of employment. If a worker's commute takes them a far distance or the route itself is difficult to traverse on foot or by bike, they will likely choose to commute by car instead. Census Bureau data shows that the average commute time for College Station residents is lower than both the state and national averages at 18.8 minutes, with 61% of College Station workers having commutes shorter than 20 minutes. Such a significant proportion of the total population having relatively quick commuting times would indicate that time and distance are not the major factors preventing more workers from walking or biking to work. Rather, the rate of walking and biking to work might be influenced by the infrastructure network, safety concerns, climate, and/or other personal considerations. Figure 2.2 Transportation Modes for Commuting TRANSPORTATION MODES FOR COMMUTING ■ Car, truck, or van 1' ■ Public Transportation 3% ■ Walked 4% Bicycle Taxi ■ Worked from home Source: United Stated Census Bureau 2024 ACS 1 Year Estimates Figure 2.3 Local Average Commute Time to Work 60 or more - 3.3% N 45 to 59 4.6% m 35 to 44 2% ` 30 to 34 6.6% C' 25 to 29 5.1% m 20 to 24 17.4% Z) E E 15 to 19 0 a 10 to 14 22.8% Less than 10 12% 0% 5% 10% 15% 20% 25% Proportion of all Commuters 26.2% 30% Source: United Stated Census Bureau 2024 ACS 1 Year Estimates 2-2 1 CITY OF COLLEGE STATION - 2026 STREET NETWORK This section of the Master Plan provides an assessment of existing conditions of the city's transportation infrastructure and how it is currently being used by residents. Map 2.1 depicts the City's existing Thoroughfare Plan, which includes both the existing and planned major street networks. The thoroughfare network consists of freeways/expressways, arterials, collectors, and grade separated interchanges. Local residential and commercial streets are not identified on this map. College Station's economic strength, community character, and overall identity depend on a well-connected and efficient transportation system. The City's Comprehensive Plan guides transportation investment decisions and categorizes roadways based on their intended function, including access to adjoining land uses, movement of through traffic, and the surrounding context. As part of the Comprehensive Plan, the thoroughfare network incorporates context -sensitive design to accommodate multiple modes of travel while supporting land use goals and reinforcing community character. Figure 2.4 Thoroughfare with Bicycle and Pedestrian Facilities Adjacent While College Station's major thoroughfares may include facilities for bicycle and pedestrian travel, this does not necessarily mean that they are comfortable or well utilized. Factors such as the speed and volume of traffic on nearby roadways can act as a deterrent for more vulnerable users like bicyclists and pedestrians. Taking into consideration these factors can provide a more accurate picture of how these facilities are utilized and how both networks influence each other. Map 2.2 shows the average daily traffic along College Station's thoroughfares and can influence the viability of streets to serve as good bicycle and pedestrian corridors. ACTIVE TRANSPORTATION MASTER PLAN 1 2-3 EXISTING THOROUGHFARE PLAN I / Freeway/Expressway 0 6 Lane Major Arterial 4 Lane Major Arterial ® Minor Arterial Major Collector Minor Collector Q Grade Separation Bryan City Limits College Station City Limits ICollege Station ETJ �V O� qLF OQ O❑fi�� � � / !' vN �J dy 1 �00 RD qF > ti si X o 2 Miles TRAFFIC VOLUMES 2025 N Traffic Volume Per Day -5,000 5,000-15,000 15,001-25,000 25,001-40,000 40,001-55,000 65,001 + RpC` P ��R�F ao o � � Miles Fdl tiftb _ r.• 11 - ACTIVE TRANSPORTATION NETWORK Since the Bicycle, Pedestrian, and Greenways Master Plan was published in 2010, a considerable amount of bicycle and pedestrian infrastructure has been constructed. The table below shows total mileage for each facility type in 2010 and in 2025, as well as the change in the total mileage and percentage increase over that time. Table 2.1 Transportation Network Mileage Miles of street 286 miles 580.1 miles +294.1 miles +103% Miles of sidewalk 130 miles 387.4 miles +257.4 miles +198% Miles of shared -use path 8 miles 43.4 miles +35.4 miles +443% Miles of bike lane 33 miles 56.4 miles +23.4 miles +71% Miles of bike route 26 miles 22 miles - 4 miles -15% Source: City of College Station Since 2010, sidewalks had the highest mileage increase in the network. Starting in 2008, new developments were required to construct sidewalks on both sides of the street. Plan implementation efforts to retrofit existing neighborhood streets and thoroughfares that did not have existing sidewalks also contributed. The highest increase percentage relates to shared -use paths, which increased from 8 miles to 43.4 miles. Completion of the Lick Creek Greenway trail and new shared -use paths along major streets such as Harvey Mitchell Pkwy (FM 2818), Greens Prairie Road, Holleman Drive South, and Town Lake Drive significantly contributed to this increase. The miles of bike lanes increased by 71% between 2010 and 2025, with 23.4 more miles of bike lanes. City capital projects such as Barron Road, Dartmouth Street, Rock Prairie Road, Royder Road, and Victoria Avenue all provided contributions along with developer -constructed streets like Brewster Drive, Double Mountain Road, and Victoria Avenue. The number of bike route miles had a slight decrease as some bike routes were converted to bike lanes. Viewed holistically, Table 2.1 illustrates progress of plan implementation as the active transportation network continued to grow following the 2010 adoption of the Bicycle, Pedestrian, and Greenways Master Plan. ACTIVE TRANSPORTATION MASTER PLAN 1 2-9 "I EXISTING BICY1 FACILITIES Bike Lane Bike Route Shared Use Path 0 Grade Separation �+ City Limit ETJ N i ROCK P ��R�F R❑ f O c 0 0.75 1.5 Miles 1 t EXISTING PEDESTRIAN FACILITIES Sidewalk Shared Use Path 0 Grade Separation L—, City Limit 4Ll ETJ J 0 0 0.75 1.5 Miles MICROMOBILITY Micromobility devices have surged in popularity in recent years as they are a very practical alternative for individuals that do not have access to personal vehicles. These devices can be used for daily commutes and errands that cannot be easily completed on foot or by bike due to a trip's distance or an individual's carrying capacity. Additionally, considering the local climate experiences extended periods of high temperatures, micromobility devices offer users an alternative with less physical exertion than walking and traditional bicycles and can decrease exposure to heat -related illnesses. Micromobility also has the potential to increase active transportation network use by drawing in new users that are willing to utilize motorized devices over traditional devices. Figure 2.4 Micromobility Devices in Use Micromobility represents a relatively new and quickly evolving mode of transportation. Some micromobility devices are simply motorized versions of traditional devices, such as e-bikes, e-scooters, or e-skateboards, while others are entirely new device designs, such as hoverboards or onewheels. To help overcome the challenge associated with categorizing and regulating such a wide range of designs, the Federal Highway Administration developed broader performance -based categories for micromobility devices. These categories are shown in Table 2.2. 2-14 1 CITY OF COLLEGE STATION - 2026 Table 2.2 Micromobility Device Typology Table Electric standing or sitting scooters (e-scooters) Electric Bicycles (e-bikes) Other 20 mph or less, Typically, less some cities apply than 50 lbs. additional speed restrictions Typically, less than 100 Class 1: Pedal Assist lbs., multi- 20 mph or less passenger version less than 200 lbs. Typically, less 20 m h or less Class 2: Throttle Assist than 100 lbs. p Typically, less than 100 Class 3: Pedal Assist at lbs., multi- 28 mph or less higher speeds passenger version less than 200 lbs. Typically, less Some 20 mph or than 50 lbs. less, others 30 mph O O or less Source: Federal Highway Administration In addition to performance -based classifications, micromobility devices can also be defined and discussed along lines of ownership. The two ownership -based categories for micromobility are shared devices and personal devices. Shared micromobility devices are owned by companies and deployed in mass. Once deployed, individuals can rent these devices for a short time. Personal micromobility devices are owned by individuals and come in a wider range of designs. Since personal devices lack the same company branding that is typically seen on shared devices, they're more likely to be mistaken for traditional bikes, scooters, and skateboards. Micromobility devices typically have higher rates of acceleration as compared to their traditional counterparts. If drivers are unable to distinguish micromobility devices from traditional ones, they might underestimate a device's abilities, leading to additional crashes. ACTIVE TRANSPORTATION MASTER PLAN 1 2-15 SHARED MICROMOBILITY PROVIDERS IN COLLEGE STATION Veo Ride is currently the main provider of shared micromobility in College Station and has an exclusive contract with Texas A&M that allows the company to deploy both scooters and bikes for use on and around the university's campus. A geofence programmed into Veo Ride's devices prevents the scooters and bikes from operating outside of a specified geographic area. The extent of this geofence is shown in Map 2.5. Map 2.5 Veo Ride Shared Micromobility Geofence VILLA FOREST NORTH OAKWOOD CARTER'S GRC VILLA VILST . Texas A&M Universi� Easrport r Airport COLLEGE 14ILLS PLA C011e Soli WOODLANDS COLLEGE HILLS ESTATES P"I d RICI O THE EIr'cL AV rE ONY PLA. NG Service Areallo Ride Zone VILLAGE No Park Zone Slow Ride Zone The existing geofence boundary for Veo Ride's devices prevents the service from being a city-wide transportation option for the general public. Rather these devices have been tailored to serve students and visitors commuting to, from, and across the Texas A&M University campus and Northgate. Map 2.6 depicts Veo Ride trips entering and leaving the Northgate area. The heat map helps showcase the major role that shared micromobility plays in facilitating movement in and around Northgate as well as Texas A&M University. Rides appear most frequent along the Church Avenue and College Main Street corridors. As these roadways are the preferred route of many shared micromobility users, it is crucial that these streets have facilities that can accommodate micromobility devices alongside more traditional forms of transportation. Map 2.6 Veo Ride Heat Map Users Entering Northgate i 2-16 1 CITY OF COLLEGE STATION - 2026 KEY DESTINATIONS The College Station Comprehensive Plan emphasizes that growth should occur in a sustainable manner, noting that compact development patterns help limit sprawl, mitigate related impacts, and support efficient infrastructure and municipal services. Research' further indicates that most individuals are willing to walk approximately half a mile and bicycle between two and five miles to reach destinations such as workplaces, schools, or commercial areas. Below are several maps illustrating popular community destinations and attractions as identified through public engagements. Developing an effective active transportation network will require a strategic approach that considers the arrangement of wayfinding methods to safely guide citizens around town, to and from their desired destinations. The following is a list of key destinations in the city: • City Parks: 73 parks covering more than 2,000 acres • Texas A&M University • Grocery stores: HEB, Kroger, Walmart, Brookshire Brothers, Costco, Sam's Club, and more. • Libraries: George Bush Presidential Library, Larry J. Ringer Library • Shopping and entertainment centers: Northgate, Post Oak Mall, Century Square, Jones Crossing, University Town Center, Caprock Crossing, Tower Point, and others. • School Districts: the College Station Independent School District has 19 school sites and International Leadership of Texas (ILT) operates two public charter schools. Table 2.3 Largest Employers in College Station LARGEST EMPLOYERS IN COLLEGE STATION NUMBER OF EMPLOYEES EMPLOYE 5,000+ Texas A&M University City of College Station College Station Independent School District Baylor Scott and White 500 - 999 FUJIFILM Biotechnologies Reynolds and Reynolds 250 - 499 Cognizant Technology Solutions C.C. Creations 100 - 249 Kelsey-Seybold Clinic Contact Center Matica Biotechnology Source: Greater Brazos Partnership, 2024 ' Carmona, M. (2021). Public places urban spaces: The dimensions of urban design. Routledge ACTIVE TRANSPORTATION MASTER PLAN 1 2-17 KEY DEST AND BIC) `NETWORI Bicycle Network 0 Texas A&M Proper 0 Major Employers Schools & Library 0 Major Commercial = Parks City Limit OO 1 Miles KEY DESTII AND PEDE! NETWORK /7� f' Pedestrian Network 0 Texas A&M Property 0 Major Employers Schools & Library 0 Major Commercial Areas f ' - Parks City Limit I 0 D 1 2 Miles FLOODPLAI N AND SHARED USE PATHS � 8GRTO/Vr-?,EjEK Jr,{r 4-0 THO rn % yaA EK ZZ Shared Use Paths Rivers RIVER Creeks 100 Year Floodplain C=l City Limit ETJ BRUSHY J c RTE fR? LF' CREEK CAR % Ll� COEAEK 2.5 I lull Ms EXTERNAL REPORTS OF EXISTING CONDITIONS League of American Bicyclists The League of American Bicyclists, founded in 1880 with the mission to promote the creation of a bicycle - friendly America, awards communities and businesses with various levels of Bicycle Friendly designations which are retained for four years. A designation is awarded based on an assessment of a community or business' efforts towards fostering greater bicycle use. The assessment criteria for Bicycle Friendly designations are separated into five categories: • Engineering • Education • Encouragement • Evaluation & Planning • Equity & Accessibility College Station applied and received an Honorable Mention as a "Bicycle Friendly Community" by the League of American Bicyclists in 2011 and received Bronze -Level Designation in 2020 and in 2024. College Station also received a Silver -level designation in 2024 as a "Bicycle Friendly Business" for City Hall that was completed in late 2021. Additional details regarding the report card for College Station will be provided in Chapter 3, Needs Assessment. Bryan/College Station Metropolitan Planning Organization The City of College Station is a member agency of the Bryan/College Station Metropolitan Planning Organization (BCSMPO). The BCSMPO is the entity tasked with coordinating transportation planning within Brazos County. The BCSMPO completed county -wide Comprehensive Safety Action Plan in 2024 which assessed transportation safety conditions and recommended improvements intended to minimize transportation -related fatalities and serious injuries. According to the BCSMPO Comprehensive Safety Action Plan, crashes involving vulnerable road users represent a major crash type within College Station. Within the Plan's analysis, both bicyclists and pedestrians are defined as vulnerable road users and were present in 10% of crashes that resulted in either serious injuries or fatalities within College Station city limits. Those same vulnerable road users were present in 17% of all fatal crashes, indicating that roadway crashes involving bicyclists and pedestrians are more likely to result in fatalities relative to crashes where these roadway users are not present. To address this safety concern, the Plan proposes a set of systemic countermeasures aimed at reducing the number of transportation -related fatalities and serious injuries including: • Improved lighting along roadways and at intersections to increase visibility and prevent crashes. • Providing additional pedestrian and bicycle infrastructure improvements meant to protect vulnerable roadway users, such as bike lanes, shared use paths, sidewalks, leading pedestrian intervals (LPIs) at traffic signals, and refuge islands at pedestrian crossings. 2-24 1 CITY OF COLLEGE STATION - 2026 Regional Health Assessments Community Health Needs Assessments were published by both Baylor Scott & White and CHI St. Joseph Health in 2025. These assessments include qualitative and quantitative data describing existing conditions in College Station as well as the region broadly. These reports highlight low walkability and transportation accessibility as barriers for individuals seeking medical care. These barriers are especially significant for vulnerable individuals that lack access to a reliable vehicle. The reports suggest expanding transit services and constructing additional pedestrian facilities as solutions to these concerns. PUBLIC TRANSIT Public transit provides an important link for shortening the length of daily trips that would otherwise be too difficult or inconvenient to be completed solely by foot or bicycle. Local healthcare providers also cite public transit as a critical service that helps eliminate barriers to access medical care for many of the city's underserved communities. The City of College Station does not operate its own public transit system, rather those services are provided by two different third -party organizations: The Brazos Transit District and Texas A&M's AggieSpirit Transit Services. Figure 2.5 AggieSpirit Bus z- ,......... 1n3':E ACTIVE TRANSPORTATION MASTER PLAN 1 2-25 Brazos Transit District (BTD) The Brazos Transit District is the federally des' Hated public transportation provider for the College Station - Bryan Transportation Management Area (TMA. A Transportation Management Area is a designation given by the Secretary of Transportation to each urbanized area with a population of more than 200,000 people. The Brazos Transit District has a funding agreement with Brazos County as well as the cities of College Station and Bryan to provide public transportation within the B/CS urbanized area. The organization also operates in each of the counties surrounding Brazos County with weekly cross -county transit services. Brazos Transit District services are offered only on weekdays from Sam to 7pm, with buses generally operating on an hourly basis. Of the 8 total transit routes that the Brazos Transit District operates, 5 are either fully or partially within the city limits of College Station. Route 7 (Pink) and Route 8 (Grey) operate exclusively in College Station and are based out of the C.S./ South Terminal located at 300 Krenek Tap Road. Route 3 (Green), Route 4 (Maroon), and Route 5/6 (Yellow) operate in both College Station as well as Bryan and are based out of the Midtown Terminal located at 3350 S. Texas Avenue in Bryan. The Brazos Transit District network does not currently utilize a fixed -stop system so riders must flag down BTD buses as they travel along their set route. The Brazos Transit District has plans to implement fixed stop locations along some of its routes and install bike racks on its buses. Texas AW's AggieSpirit Transit Services The AggieSpirit Transit System is focused on providing Texas A&M students, staff, and faculty with reliable transit services to, from, and within its campus. Also, any individual with a Brazos Transit District annual pass is able to use the AggieSpirit system at no additional cost. The organization operates 13 transit routes with services on weekdays and weekends that vary between academic semesters and holiday periods. The Texas A&M Transportation Services website or a downloaded AggieSpirit app provides riders with real time information on bus locations and expected pickup times. The AggieSpirit system utilizes a fixed stop network with specified pick-up/drop-off locations along each transit route. Using their fixed stop locations, a connectivity analysis similar to what was conducted on the Brazos Transit District's network was performed for the AggieSpirit transit system. Rather than analyze the entire transit corridor, the AggieSpirit connectivity analysis focused on infrastructure and facilities in the areas immediately surrounding each fixed -stop location. 2-26 1 CITY OF COLLEGE STATION - 2026 Map 2.11 Transit Routes TRANSIT ROUTES ti 4� Ro''k —Texas A&M University Bus Routes — Brazos Transit District Bus Routes Bryan City Limits College Station City Limits 0 9.25 2.5 Miles i 00 LI! 4r f tz- rT+arits 0 0 A comprehensive needs assessment was conducted to evaluate existing conditions from the previous chapter, understand community priorities via public outreach, and identify gaps, connectivity, and safety issues for active transportation in College Station. These assessments incorporate crash and traffic volume data compiled by TxDOT, which were used to create crash density maps and charts alongside a city-wide Level of Traffic Stress (LTS) evaluation. Collectively, these efforts identify key deficiencies in the current network and inform targeted recommendations (Chapter 4) to improve active transportation infrastructure, safety, and connectivity. Addressing these needs will enhance mobility options, promote active lifestyles, and improve overall accessibility, while supporting broader community benefits such as increased recreational opportunities and improved public health. PUBLIC ENGAGEMENT To kick off the development of the Active Transportation Master Plan, a public meeting was held in November 2024. In addition to the in -person meeting, an online website was created to receive input regarding the existing and proposed bicycle and pedestrian facilities. Residents provided comments on their vision for the community and how to increase bicycle and pedestrian activity as described in Chapter 1, Plan Foundation, that led to the creation of the Community Vision Statement and Master Plan Goals. ACTIVE TRANSPORTATION MASTER PLAN 1 3-1 There were a total of 353 comments with 217 comments on the bicycle plan mapping exercise and 136 comments on the pedestrian plan mapping exercise. The common themes from the input are as follows: Bicycle -Related Input 1. Infrastructure Enhancements: • Protected Bike Lanes - Install more protected bike infrastructure on major roads such as Harvey Road (State Highway 30), Rock Prairie Road, and University Drive (FM 60) to ensure safer cycling conditions. • Shared -Use Path Expansion - Develop and connect shared -use paths to create a comprehensive, city-wide network that facilitates seamless bike travel. • Bicycle Detection - Add or improve bicycle -detection at key intersections (e.g., Anderson Street & Southwest Pkwy, Welsh Avenue & Harvey Mitchell Pkwy) to improve traffic signal responsiveness. • Enhanced Lane Markings - Provide and maintain more visible markings for bike lanes and add sharrows in appropriate areas to increase driver awareness of cyclists. 2. Safety Improvements: • Grade -Separated Crossings - Introduce overpasses or underpasses at busy locations to minimize cyclist exposure to traffic. • Lane Maintenance - Regularly clean and maintain bike lanes and intersections to remove hazards like mud, sand, and debris. • Reduced Conflicts - Design routes that have reduced conflicts between bicycles, buses, and pedestrians by introducing items such as bus islands and/or re-routed bike paths. 3. Increased Accessibility: • Destination -Specific Routes - Create a wayfinding system of dedicated bike facilities to key destinations such as major commercial areas and Texas A&M University. • Improved Crossing Connectivity - Address gaps in connectivity particularly with the railroad and with major roadways to provide safe and more direct bike travel. • Neighborhood Links - Expand bike path connections in neighborhoods to improve local commuting options. Figure 3.2 Bus Island 3-2 1 CITY OF COLLEGE STATION - 2026 Pedestrian -Related Input 1. Sidewalk Continuity and Maintenance: • Sidewalk Gaps - Fill gaps in sidewalks in critical areas such as Rock Prairie Road, Francis Drive, and near commercial areas. • Continuous Sidewalks - Extend sidewalks on both sides of streets in high -traffic volume areas to provide consistent pedestrian access. • ADA Compliance - Ensure all sidewalks meet ADA standards to accommodate all users including those with mobility challenges. 2. Safer Crossings: • Pedestrian Bridges and Crosswalks - Install grade -separated crossings and improve existing at - grade intersections to make crossings safer for pedestrians. • Signal Synchronization - Synchronize pedestrian signal timings to align with actual crossing conditions and reduce conflicts with turning vehicles. • Mid -Block Crosswalks - Add mid -block crosswalks in areas with high pedestrian volume such as Southwest Parkway between Welsh Avenue and Southwest Park. 3. Connectivity and Green Spaces: • Shared -Use Paths - Expand shared -use paths to connect neighborhoods, parks, and commercial centers (e.g., Veterans Park to Texas Independence Park). • Green Infrastructure - Incorporate shade, landscaping, and green spaces into pedestrian routes to improve comfort and usability. 4. General Accessibility: • Key Destination Routes - Provide safe and efficient pedestrian routes to schools, parks, shopping centers, and bus stops. • Micromobility Options -Expand bike and scooter rideshare services including larger operational boundary and parking options near residential areas. • Improved Signage - Install clear and consistent signage for pedestrians to enhance wayfinding. Transit Connectivity -Related Input 1. Enhanced Facilities: • Bus Shelters - Construct additional bus shelters to provide increased comfort and protection from weather • Bike Racks on Buses - Provide bike racks on buses to create more multimodal travel options • Bus Islands - Consider bus islands at key locations to safely separate transportation modes and minimize transit delays ACTIVE TRANSPORTATION MASTER PLAN 1 3-3 PEDESTRIAN, BICYCLE, AND MICROMOBILITY CRASH ASSESSMENT Safety was repeatedly cited as a concern by residents during the public engagement process. To best understand safety conditions as they exist, crash data for incidents involving vehicles and active transportation users over the prior five years was analyzed. The Texas Department of Transportation regularly publishes data related to traffic safety in an annual report called the Texas Motor Vehicle Crash Statistics Annual Report. These reports cover a number of different topics, including data on automobile crashes involving pedestrians, bicyclists, and micromobility users. Data is available publicly and can be queried using the Crash Records Information System, also known as CRIS. Maps 3.1 through 3.3 and Tables 3.1 through 3.4 summarize crash data from 2021 to 2025 excluding Texas A&M properties. It is important to note that some variation can appear in the data depending on how crash data is recorded. For instance, some crashes including multiple objects or individuals might be submitted as a single entry for all entities involved, or as multiple entries for each entity. Historically, these types of crashes are underreported if vehicles are not involved or significant property damage or bodily harm did not occur. Additionally, micromobility is generally reported within the "Motorized Conveyance" category, while data for electric bicycles is grouped with traditional bicycles under the "Pedalcyclist" category. For simplicity, Pedalcyclist crash data is called Bicycle Crashes. The data for pedestrian, bicycle, and micromobility crashes has been grouped into three categories based on severity, these categories include: • Fatalities - 1% of all crashes resulted in a fatality • Serious Injury -14% of all crashes resulted in serious injuries. These crashes resulted in an incapacitating injury. • Minor Crashes- 85% of all crashes resulted in either no injuries or minor injuries and were non - incapacitating. 2021 2022 2023 2024 2025 120 100 80 60 40 20 Fatality 1 0 0 1 2 4 Serious Injury 11 9 11 17 14 62 Minor Crashes 49 72 66 102 104 393 Total Crashes 61 81 77 120 120 459 Source: TxDOT Crash Record Information System (CRIS) 3-4 1 CITY OF COLLEGE STATION - 2026 Map 3.1 Bicycle Crashes BICYCLE 4 2021- Crash Severi- r Fatality ❑ Serious Injur o Other Crash 2021 2022 2023 Fatality 0 0 0 Serious Injury 1 2 5 Minor Crashes 34 38 37 Total Crashes 35 40 42 2024 2025 0 2 Miles 60 50 40 30 20 10 0 1 0 1 2 5 15 42 47 198 45 52 214 Source: TxDOT Crash Record Information System (CRIS) Bicycle Crash data in Map 3.1 shows a vast majority of incidents occurring along city thoroughfares where traffic volumes and speeds are significantly higher. These crashes also seem to be clustered around the Texas A&M campus or on roadways leading up to campus. During the five-year period, there was one bicycle crash that resulted in a fatality and 15 that resulted in serious injury. The remaining 198 crashes that took place during this time resulted in either no injury or minor injury. Over this time period, crashes have increased from 35 in 2021 to 52 in 2025. ACTIVE TRANSPORTATION MASTER PLAN 1 3-5 Map 3.2 Pedestrian Crashes PEDESTRIP 2021 Crash Severity b Fatality ❑ Serious Injury a Other Crashes 2021 2022 2023 2024 0 1 2 MEN== Miles 2025 60 50 40 30 20 10 0 Fatality 1 0 0 0 2 3 Serious Injury 9 4 5 12 4 34 Minor Crashes 13 28 24 44 28 137 Total Crashes 23 32 29 56 34 174 Source: TxDOT Crash Record Information System (CRIS) Similar to what was observed on Map 3.1 for bicycle crashes, Map 3.2 for pedestrian crashes indicates that the majority of pedestrian crashes occur on higher classification of thoroughfares. While the density of crashes does increase closer to campus, this trend is less pronounced when compared to bicycle crash data. The total number of pedestrian crashes was lower than that of bicycle crashes, but the proportion of those crashes that resulted in either fatalities or serious injuries was greater. In total, there were three fatal pedestrian crashes between 2021 and 2025. According to CRIS data, one of these fatalities was the result of an inattentive driver failing to control the speed of their vehicle while the remaining two were the result of pedestrians entering the right of way of vehicles. Over this time period, crashes have increased from 23 in 2021 to 34 in 2025, with a peak of 56 in 2024. 3-6 1 CITY OF COLLEGE STATION - 2026 Map 3.3 Motorized Conveyance Crashes MOTORIZED CONVEYANCE , CRASHES 0 2021-2025 / o Crash Severity a Serious injury a Other Crashes I A13Lt J.4 MU 1 UN 2023 2024 Q 1 2 Miles 2025 60 50 40 30 20 10 0 Fatality 0 0 0 0 0 0 Serious Injury 1 3 1 3 5 13 Minor Crashes 2 6 5 16 29 58 Total Crashes 3 9 6 19 34 71 Source: TxDOT Crash Record Information System (CRIS) Motorized conveyance data from TxDOT CRIS, which includes micromobility devices, follows the same trend seen in crash data for bicycles and pedestrians. Most micromobility crashes occur along major roadway thoroughfares like University Drive, George Bush Drive, and Texas Avenue. The density of micromobility crashes near the periphery of campus is much greater than what is seen in the crash data for bicycles and pedestrians, with far fewer recorded crashes in other areas of College Station. Over this time period, crashes have increased from 3 in 2021 to 34 in 2025. Another important note to make is the increase in crashes over the observed time period; almost half of all recorded micromobility crashes occurred in 2025. Greater device use and growing popularity of micromobility as a transportation mode as shown in the table below likely contributed to the sharp increase in recorded crashes. ACTIVE TRANSPORTATION MASTER PLAN 1 3-7 Personal electric scooter 1 546% increase Personal owned bicycles Personal owned vehicles Veo shared electric bicycles Walking Summary of Crash Data 26% increase 0.09% reduction 233% increase 36% increase Source: TAMU 2024 Capacity Study Report The crash data analysis indicates that the majority of pedestrian, bicycle, and micromobility crashes in College Station occur along higher -speed, higher -volume corridors within the urban core. Many of these corridors serve as major connections to key destinations, including areas surrounding Texas A&M University, where activity levels and travel demand are particularly high. In addition to corridor conditions, intersections represent a significant location for conflicts between active transportation users and motor vehicles. Crash data shows that around 80 percent of wheeled crashes occurred at intersections with streets and with driveways whereas 51 percent of pedestrian crashes occurred at these locations. This emphasizes the importance of safety improvements at intersections and driveways. These findings reinforce the importance of designing transportation facilities that better manage vehicle speeds, improve separation between modes, and enhance intersection safety. The patterns observed in the crash data also closely relate to the concept of Level of Traffic Stress (LTS), which evaluates how roadway characteristics, such as vehicle speeds, traffic volumes, and intersection complexity, affect user comfort and safety. The following section applies an LTS analysis to the existing network to better understand where conditions may discourage active transportation use and where improvements could reduce user stress and potential conflicts. Figure 3.3 Active Transportation Crash Locations At Intersection 0 Not At Intersection Source: TxDOT CRIS 3-8 1 CITY OF COLLEGE STATION - 2026 LTS LEVEL OF TRAFFIC STRESS ASSESSMENT Level of Traffic Stress (LTS) is a widely adopted and nationally accepted tool for assessing active transportation -friendliness of roads, guiding infrastructure improvements, and improving connectivity for active transportation users. It is based on how comfortable and safe a person feels when walking or cycling, specifically in terms of traffic conditions, speed, and road design. College Station has not undertaken a LTS assessment previously, so its inclusion in this Plan is a first for the City and creates a distinction from merely if bicycle or pedestrian infrastructure exists in an area to whether the existing infrastructure is designed in a manner that is comfortable for use. An LTS analysis is a useful method for assessing the active transportation -friendliness of roads, guiding infrastructure improvements, and improving connectivity for less confident cyclists and pedestrians. LTS analysis typically sorts roadway facilities into one of four levels of stress, with each level describing a different level of comfort for various groups of users: • LTS 1 (low stress) -Comfortable for all ages and abilities, including children and the elderly • LTS 2 (low stress) -Suitable for most adults and youth but not young children • LTS 3 (moderate stress) -Acceptable for experienced adults • LTS 4 (high stress) - Only suitable for the most confident and brave users. Segments and crossings are highly comfortable, pedestrian -friendly, and easily navigable for pedestrians of all ages and abilities, including seniors or school - aged children walking unaccompanied to school. LTS 1 indicates an ideal "pedestrian friendly environment" Generally comfortable for many pedestrians, but parents may not feel comfortable with children walking alone. Seniors may have concerns about the walking environment and take more caution. These streets may be part of an otherwise "pedestrian -friendly" environment, intersecting with a more auto - oriented roadway or other environmental constraints. Walking is uncomfortable but possible. Minimal crossing facilities may be present, but barriers are present that make the crossing experience uninviting and uncomfortable. Similarly, sidewalk facilities may be present but inadequate for providing comfort BICYCLE LEVEL OF TRAFFIC STRESS Walking is a barrier and is very uncomfortable or even impossible. Crossings and segments have limited or no accommodations for pedestrians Source: City of Boulder, Colorado The following Bicycle LTS maps evaluate all bike facilities and thoroughfares within the city for bicycle use. The bike facilities identified include bike lanes, bike routes, and shared -use paths. For this analysis, city thoroughfares without dedicated bike facilities were assessed as if they were bikes routes. The full LTS criteria for segments and crossing for the bicycle network and pedestrian network can be found in Appendix B. Additionally, maps showing College Station's low -stress networks for bicycles and pedestrians, isolated from the City's high -stress facilities, can be found in Appendix C. 3-9 1 CITY OF COLLEGE STATION - 2026 Bicycle Level I -4 I� I `4I I I I r r i LTS 1 2 3 4 0 0.75 1.5 Miles Bicycle Level of Traffic Stress MTS) Uncontrolled Crossings i - LTS 0 1 0 2 0 3 0 4 WAG d9 UP 1P. . ��O 0 *16 RK 11-srk"O N,- 0 0 I Ak7 0 0.25 0.5 rr' Miles e' 0 0 Cl VP.. AM 3AN3 AV lb- 16W DRIVE o4. -Y : .OTL4 ''l Ln (D Ln C) F C, C, OP 0 0 0# 'po lk dyo �kk Irr 0 0 BROTHERS BOULEVPRD 0 0 ��lld0 va- 0 -7 0 0 I I jcl�l li A. 14, *0 40 1P 0 0 1110 (9P P vi6 O/v P Ov' %WAWO lw 0 PIV Ol! voo <) 0 4,11: 0" v 4. 0 0 . . . . . . --- --- ez > 99 im kKl J63 ,., � ' y ,. 0 407. 00 \Novvto p. ARCS C'4 CY) Rzr 0 0 0 0 6-_--A i 41 Bicycle Level of Traffic Stress MTS) 'E pOE �j Uncontrolled Crossings sti ..."TIF 40. V .. - � f iIGF 54,�k. P�v O' r n F 2fi �� D ;s0 . O� D . ,a0o {o rn OD z �° , 1dFD 0 P�, pizl�lC 'QP ■P e 2 ELF ODp G0� C A6 R 0 try ,,, D Q " � '= � .�• •� ' � - ROC P ; -9�4 _ A •� � �; 1104.0 lop ova _ �► .�. .�,. = m H aloo Ilk h rrI JPO 16 pw-- 7 01 ev . .� ., 4C v3sl A.- 40 }� .o D. Xi- O Q • r� r' L LTS L�; fi��o fi+qyd = y, ` �.■,``P kh` p�.o� r D 1 C,ro ,pfa4` D 2 S PA 3 fi ykq s� c.eO 0 0.25 0.5 D 4�P~\ �c� M i l e s �� � � •`�' �• �� - - - - � � - �ti�.��Y",����, •: � *•i".. _ "TT fir' �. '.tri; a • j d KEY TAKEAWAYS Bicycle Segments The largest factor impacting the LTS of the bike network is roadway speed. Streets with speed limits that were 35 miles per hour or less tend to have LTS scores of 1 or 2. Conversely, most streets with speed limits above 35 miles per hour had LTS scores of 3 and 4. In most cases these streets are identified as a major arterial or minor arterial on the City's thoroughfare network that are specifically designed to circulate higher volumes of vehicles. Shared -use paths are separated from the vehicular traffic and were given a LTS 1, making this type of facility desirable in higher speed and volume contexts. Another factor impacting the LTS score of the bike network is width. Bike lanes narrower than 6 feet wide typically had higher LTS scores compared to bike lanes wider than 6 feet or those with a vertical barrier for protection. Many of the narrower bike lanes were installed longer ago and built to an older standard. The City's UDO standards currently require bike lanes to be 6 feet or 7 feet wide matching the Bicycle LTS methodology for a better LTS score. As new facilities are constructed and older facilities are updated to meet current standards, the bike network's overall LTS score will improve. Bicycle Crossings The main factor impacting the LTS of bicycle crossings is the number of lanes. For crossings with 3 lanes or fewer, it is impossible to have a LTS of 4, while crossings with 4 or more lanes can rarely receive an LTS score of 1. It is important to note that the criteria used for bicycle crossing LTS is older than LTS analyses for other types of facilities. PEDESTRIAN LEVEL OF TRAFFIC STRESS Pedestrian LTS maps illustrate all dedicated pedestrian facilities and thoroughfares within city limits. Pedestrian facilities include both sidewalks and shared -use paths. Similar to how the Bicycle LTS assessed thoroughfares as if they were bike routes, thoroughfares without any dedicated pedestrian facilities were assessed as if individuals were walking on the roadway shoulder or in the street. As was seen in the Bicycle LTS, the Pedestrian LTS of thoroughfares without facilities tends to be much higher. ow ICI r' -�x. ;f��`4c. r.;-::i , �f b.�. .�i •...� ai rep' eti ., Pedestrian LTS 1 2 3 4 (Li 0 0 0.75 1.5 Miles Pedestrian Level of Traffic Stress (LTS) Marked Crosswalks Northgate Ares 410 W �404 0 0 0 � r 0 0� 0 00 0 T Lo�� �g�� Jw 0o 0 0 0 4 G /� r s fi 4L1y -� F � 00 w 0 "? a 1<ZQ� o y o 0 0� 00 Otis 0 fip� �P Goo dn' �� � � w �0 gs�L�cQ �4 0 [ 0- Q� Fsa OPP SO 0 1 G Gl yw or a o All 0 .. RX ." 0�- G L � ti Mik0 fiC� �P~ d{c� 0 0 { T c� P�'41R1. w G p o 0 0.5 1 Miles F✓ 2 `Cl— iV._ wPG� PO 0 0 "' - ti CpAfG Pedestrian Level of Traffic Stress (LTS) Marked crosswalksqOK ° I 4iPC' P � O ya R:11 ° n LT5 0 1 0 2 0 3 0 4 TAM U o �G Pv V , `iT ,Lfi `der P4 0 E s y.: 0 QqS7,,,6P 4 z 0 ❑ a 0 r KEY TAKEAWAYS Pedestrian Segments Similar to Bicycle LTS, the speed of the roadway is a major factor impacting the LTS score of pedestrian facilities. It was extremely difficult for a roadway with a speed of 35 miles per hour or more to receive a LTS score of 1 or 2. This meant that many of the thoroughfare street have LTS scores of 3 or 4. The presence of a buffer is a significant factor in scoring including a buffer as small as 1-foot could change the LTS rating of a facility. The City's current standards for sidewalk widths help ensure future developments will continue to foster a low stress pedestrian network. Pedestrian Crossings Due to the large number of unsignalized pedestrian crossings, the LTS analysis for pedestrian crossings only assesses controlled crossings with marked crosswalks. These are crossings that feature some sort of traffic control such as stop signs and traffic signals. The LTS ratings for pedestrian crossings were most influenced by the number of lanes an individual needed to cross. According to the original criteria, crossings that required pedestrians to walk across 5 or more lanes of traffic could not receive a LTS score lower than 3. Given the rigidness of this, the criteria were modified to adapt to local context by having locations with leading pedestrian intervals or pedestrian only phases were added to the LTS criteria as another traffic signal type that resulted in a lower LTS. Both facilities provide pedestrians with a dedicated period of time to cross streets while all cars are stopped. Separating these types of intersection crossings from ones that lack a dedicated pedestrian phase acknowledges the reduced levels of stress an individual might experience while crossing when all vehicles are stopped. Additional options for improving LTS at crossings is discussed in Chapter 4 System Development. GOING FORWARD Use Cases and Applications Similar to other forms of network analyses, an LTS analysis can be used to identify gaps within an existing network, especially when this data is considered alongside other datasets. Pairing LTS analysis with other factors such as local land use, congestion rates, and traffic safety data can create a complete understanding of local conditions. Taking this holistic approach to network analysis ensures that any proposed improvements can be properly prioritized to have the greatest impact on the overall quality of the active transportation network. This analysis should not be viewed as a one-time assessment, but rather as a new performance measure useful for monitoring ongoing network conditions. Future iterations of this analysis might want to consider future refinements to LTS methodology that take into consideration other measurable factors. Source: City of College Station 3-26 1 CITY OF COLLEGE STATION - 2026 Limitations A drawback to LTS analysis as a method for assessing the existing transportation network is the subjective nature of environmental stress that it seeks to categorize. Each individual has their own personal thresholds for stress, which can be influenced by factors like personal experience, able-bodied status, and familiarity with the local area. Since this analysis generalizes the experience of the average user, it might not accurately reflect the perception of overly cautious or highly experienced network users. Another limitation arising from this analysis is the age of the methodology. The methodology used for Bicycle LTS was developed in 2012 and only considers the speed and number of lanes when determining the stress level of a given roadway. More recent iterations of Pedestrian LTS take into account factors like traffic volume to create a more accurate understanding of the stress experienced. GAPS, CONNECTIVITY, AND SAFETY In many instances, College Station's existing active transportation network is the result of redevelopment and retrofitting that has occurred over time. Roadway design standards at the time of initial development did not include the same requirements for bike and pedestrian facilities that exist today. As a result, the roadways developed under prior standards were not designed to have designated areas (i.e. bike lanes and sidewalks) for the various modes of transportation and typically have narrower rights -of -way or were constructed to lesser standards than exist today. A context -sensitive approach can help effectively facilitate the movement of all transportation modes within the constrained spaces that exist. This process involves the creation of different types of travel corridors meant to prioritize different modes of transportation. Roadways with higher speeds and volumes of traffic, such as freeways and major arterials, are typically designed to prioritize the movement of vehicles. These major roadways typically have more travel lanes, greater lane widths, longer block lengths, and higher speed limits, which create more stressful travel conditions for bicyclists and pedestrians. Roadways with lower speeds and traffic volumes, such as neighborhood streets and collectors, are typically less stressful environments for bicyclists and pedestrians. These roadways can be prioritized mode corridors for active transportation. The design concept of prioritized mode corridors is further described in Chapter 4 System Development. NACTO's Urban Bikeway Design Guide outlines the components of a well-connected network as consisting of both neighborhood routes and principal routes. Through the process of creating this new master plan, a strong need was identified for the City of College Station to develop a system of such connectivity. Residents desired direct, principal routes to help get them from point A to point B, but also a greater density of neighborhood routes that are safe and comfortable for the diversity of ages and abilities that live within those neighborhoods. In reviewing the crash data provided earlier in this chapter, it was observed that the majority of crashes occur within close proximity to the Texas A&M University campus. The concentration of crashes in this area is in part due to the high number of active transportation users in the city core, thus creating more risk for incidents to occur. The older, more constrained infrastructure in this area also accounts for some of the incidents and should be improved to meet increased active transportation demand. In Chapter 6, prioritization of projects is weighed with proximity to campus being a key factor in helping create a low - stress active transportation network in the city core. ACTIVE TRANSPORTATION MASTER PLAN 1 3-27 THE LEAGUE OF AMERICAN BICYCLISTS' BIKE FRIENDLY COMMUNITY REPORT CARD College Station is recognized as a Bronze -level Bicycle Friendly Community (BFC) by The League of American Bicyclists. The designation is valid for four years. and the Bronze -level was renewed in 2024 with a report card that outlined the city's scoring for each application category, survey data received, and recommendations on how to maintain and improve the designation in the future. The individual category scores received by College Station can be seen in Table 3.7 along with a comparison of the average scores of other Texas cities and the maximum score that was awarded nation-wide amongst jurisdictions of all sizes in the 2024 application cycle. Table 3.7 Bicycle Friendly Community Application Category Scores Engineering 27.7% 35.7% 79.3% Education 43.4% 37.7% 83.3% Encouragement 27.9% 43.4% 90.9% Evaluation & Planning 29.7% 36.7% 75.7% Equity & Accessibility 10.5% 22.2% 75.5% Source: The League of American Bicyclists According to the BFC Report Card, College Station scored best in the Education category with 43.4% of all possible points. The lowest score the city received was in the Equity & Accessibility category, which received 10.5% of all possible points. The survey questions asked by The League of American Bicyclists focused mainly on safety and what College Station can do to improve conditions for bicyclists. The results of the Bicycle Friendly Community Public Survey for College Station can be seen in Figure 3.5. Feedback received from The League of American Bicyclists helps identify potential deficiencies and opportunities to further establish a bicycle friendly community. These recommendations can be considered as additions or refinements to the existing and proposed City policies, design practices, network development, and programs to be implemented and are potential paths to achieve a higher level of recognition above the Bronze -level status. A summary of the report card feedback is as follows: • Continue to expand and improve the College Station's low -stress on -road bike network and ensure the city follows bicycle facility selection criteria that include separation and protection of userbase on levels of motor vehicle speed and volume • Update design manuals to meet current FHWA, AASHTO, and/or NACTO standards • Increase the amount of high -quality bicycle parking throughout the community • Improve bicycle safety education for students of all ages as well as work with local stakeholders to expand and improve local Safe Routes to School programs • Increase the number of local League Cycling Instructors (LCIs) within the community, either by hosting another LCI seminar or sponsoring a City staffer or local bike advocate to attend an existing seminar elsewhere • Develop education and encouragement outreach methods and programs that specifically target families, women, seniors, low-income, and non-English speaking communities • Encourage more local businesses, agencies, and organizations to promote cycling to their employees and customers and to seek recognition through the Bicycle Friendly Business program • Conduct a connectivity analysis and network quality evaluation of the existing bicycle network • Create a bicycle count program that utilizes several methods of data collection to create an understanding of current bicyclists and the effects of new facilities on bicycling in College Station • Consider what other local community groups exist in College Station who may be good potential partners for reaching new audiences • Work with local elected officials to pass an Active People, HealthyNationsm initiative Figure 3.5 BFC Survey Results How satisfied are you with how this community is designed for making bike riding safe? (n=25) ■ Very Satisfied (0.00%) Somewhat Satisfied (32%) Somewhat Dissatisfied (48%) ■ Very Dissatisfied (8%) Neither Satisfied or Dissatisfied (12%) Is it safe or dangerous to ride a bicycle in your neighborhood, or does it depend? (n=24) Safe (12.5%) ■ It Depends (70.83%) ■ Dangerous (16.67%) . What are the top 1-3 changes you would most like to see the local government make in this community for bicyclists? (n=25) 1. Improve existing bike lanes to protected bike lanes (76%) 2. More bike lanes (60%) 3. More bike paths (52%) Source: The League of American Bicyclists ACTIVE TRANSPORTATION MASTER PLAN 1 3-29 "' - v � ,�' � �� �•'+s'di ark-. ... 7"A - ._ �; . - `.-•ham_•; Jam` - a . elm As College Station continues to grow, a robust multimodal transportation system will be necessary to facilitate daily travel, improve traffic congestion, and reduce automobile dependency. A well -integrated active transportation network is a crucial component of the broader multimodal system. This chapter discusses best practices, guidelines and standards provided by state and national transportation organizations, effective design components for a successful active transportation network, recommendations on how to lower the high LTS network, proposed map changes, and recommendations for crossing improvements. SYSTEM DESIGN Facility design influences the Level of Traffic Stress experienced by users of the active transportation network. As a result, it is important that facilities within College Station's active transportation network adhere to best practices and standards for facility design. Figure 4.1 identifies the standards and guidelines that apply to facility design. Figure 4.1 Local, State, and National Design Standards and Guidelines ACTIVE TRANSPORTATION MASTER PLAN 1 4-1 The following subsections highlight key design considerations that further refine how the design standards and guidelines are applied in practice. The implementation approach and prioritization of facilities will be addressed in Chapter 6. Each topic reflects important factors that influence user comfort, safety, and overall system usability while supporting context -sensitive solutions tailored to the City of College Station: 1. Design Speed and Separation 2. Context Sensitive Design and Prioritized Corridors 3. Micromobility Design 4. Crossings 5. Facility Transitions and Connectivity 6. Shade and Comfort Together, these elements provide additional guidance to ensure the network effectively serves active transportation users. DESIGN SPEED AND SEPARATION Design speed and separation are key factors in creating a safe and comfortable active transportation network, as they directly influence LTS levels. As vehicle speeds and traffic volumes increase, a greater degree of separation between active transportation users and motor vehicles is needed to maintain comfort and safety. On lower -speed, lower -volume streets, shared or minimally separated facilities may be appropriate, while higher -speed corridors require more separation to reduce exposure. Separation can be achieved through horizontal elements such as buffers, landscaped strips, and on -street parking, as well as vertical elements like curbs, vertical delineators, or barriers. Applying context -sensitive design principles, higher levels of separation should be prioritized on arterial and collector roadways, while more flexible designs may be used on local streets. Example thoroughfare cross sections illustrating varying levels of separation and configurations for bicycle and pedestrian facilities are provided in the Appendices. Generally, the higher the classification of thoroughfare, the separation should be larger or to a greater extent. Aligning design speed and separation with roadway context helps reduce traffic stress, improve safety, and support a more accessible and connected network. .'.16 CONTEXT SENSITIVE DESIGN AND PRIORITIZED ACTIVE TRANSPORTATION CORRIDORS The "Integrated Mobility" chapter of the College Station Comprehensive Plan has adopted the use of context -sensitive solutions to meet the city's transportation needs and support its land use and character objectives, consistent with Master Plan Policy 2. The context -sensitive approach seeks to balance the needs of different transportation modes within constrained environments by establishing corridors that prioritize different modes of transportation without hindering the overall efficiency of the transportation network. Utilizin this approach, this Master Plan designates a series of corridors that prioritize active transportation see Map 4.1). These prioritized active transportation corridors emphasize non -vehicular modes of travel by optimizing limited right-of-way to establish enhanced active transportation facilities while accommodating but not prioritizing automobile traffic. These corridors tend to be located on smaller thoroughfares such as collectors where vehicular traffic demand is lower and greater utilization for active transportation users can be achieved. Tailoring corridors to different transportation modes helps optimize the transportation network in constrained environments and achieve greater safety and priority for vulnerable roadway users while maintaining the functionality of the transportation network. Map 4.1 Prioritized Active Transportation Corridors Prioritized Mode Corridor Texas A&M University Parks 0 City Limit — jones�Butler► 4( �Halleman S �F A 0 x U 0.5 tMiles Source: City of College Station ACTIVE TRANSPORTATION MASTER PLAN 1 4-3 MICROMOBILITY FACILITIES The Texas Transportation Code, provides rules and regulations for all forms of transportation within the state and prevents local governments from excluding micromobility devices from any roadway or trail that allows traditional bicycles. For this reason, it is important for the city to have infrastructure in place that can safely accommodate micromobility devices alongside traditional bicycles. National guidance for construction of bike lanes state that both traditional bikes and micromobility devices require lanes at least six feet wide, but seven to eight feet is preferred to further allow a mix of device types to pass another due to differences in operating speed. Current City standards have bike lane widths that meet best practice minimum though not the preferred larger widths. There are existing bike lanes in areas that fall below the desired minimums that should be further evaluated for additional width to ensure that the city's bike facilities can safely accommodate all device types (Action Item 4.1). Figure 4.2 Micromobility Device in Use r-a-= ���� u�lllllf Illlllnn' Bicycles and micromobility devices have similar ranges of operating speeds, but many micromobility device types have average speeds and acceleration rates that are significantly higher than that of traditional bikes, as shown in Figure 4.3. Bike lanes are generally designed for devices traveling upwards of 15 mph, meaning they should be able to accommodate the average speed of most micromobility devices and traditional bicycles, though the higher end speeds of some micromobility devices and traditional bicycles may exceed that. A closer look is also needed at shared use paths where multiple user types interact in constrained spaces. This Master Plan recognizes the need to evaluate advisory speed limits on select high -use, shared use path corridors (Action Item 4.2) to support safer conditions for all users. 4-4 1 CITY OF COLLEGE STATION - 2026 Figure 4.3 Conventional and Electric Bike Speed Distribution SPEED DISTRIBUTION wo CONVENTIONAL BIKES (F ELECTRIC BIKES j#w:C `U - 0 ., 1, 1 60k 30k 4k 2k AVERAGE SPEED: 8.5 mph .11Illliko,... AVERAGE SPEED: 14 mph MEL 6 mph 12 mph 18 mph 24 mph Source: NACTO: Urban Bikeway Design Guide n CROSSINGS Intersections and driveways are among the most critical points in the transportation network, as they are where conflicts between different transportation modes most frequently occur. Designing these areas to prioritize visibility, reduce crossing distances, and manage vehicle speeds helps create a safer and more comfortable environment for active transportation users. Applying context -sensitive solutions helps ensure that treatments are appropriately scaled and effective. A range of design strategies can be implemented to improve safety and reduce user stress at crossings, including: Grade Separated Crossings Provide active transportation users spatial separation from motor vehicles. Refuge Islands Allow pedestrians and bicyclists to cross in stages and reduce exposure to traffic. 4-6 1 CITY OF COLLEGE STATION - 2026 Curb Extensions (Bulb -Outs) Shorten crossing distances and improve visibility between users and drivers. Dutch -Style Protected Intersections Physically separate active transportation users from motor traffic using corner islands, set -back crossings, and dedicated signals. ACTIVE TRANSPORTATION MASTER PLAN 1 4-7 Pedestrian -Only Signal Phasing and Restricted Right Turns Eliminate conflicts with turning vehicles. Bicycle Signals Provide dedicated, predictable movements and phasing for bicyclists and micromobility devices. Source: Oregon DOT 4-8 1 CITY OF COLLEGE STATION - 2026 Leading Pedestrian Intervals (LPIs) Give pedestrians and cyclists a headstart through intersections before vehicles receive a green signal. Pedestrian Hybrid Beacons (HAWK signals) and Rectangular Rapid Flashing Beacons (RRFBs) Enhance driver awareness and improve yielding at mid - block crossings. ACTIVE TRANSPORTATION MASTER PLAN 1 4-9 7ro ACTION ITEMS D 4.3 Analyze where street intersection improvements are needed to increase safety and connectivity 4.4 Assess where improvements are needed for bicycle and pedestrian facilities crossing private driveways, and consider changes to design standards FACILITY TRANSITIONS AND CONNECTIVITY As the city continues to grow and redevelop, it will be important to create smooth, intuitive transitions between different types of active transportation facilities. Transitions such as moving from a shared use path to an on -street bike lane, from marked bike lanes to signed bike routes, or navigating bike lanes through intersections and vehicle turn lanes can introduce confusion and increase user stress if not provided or carefully designed. Applying established design guidance, such as the NACTO Urban Bikeway Design Guide, helps ensure these transition zones are clear, consistent, and safe through the use of appropriate pavement markings, signage, and geometric design. This is especially important for signed bike routes, where unclear or inconsistent signage can unintentionally direct users to less comfortable or higher -stress routes. Action Item 4.8 calls for evaluating the placement and effectiveness of existing bike route signage to improve clarity, user confidence, and overall network legibility. Figure 4.14 South of Bachmann Park Facility Transition to Arnold Road 1 Figure 4.15 Eleanor Street Bus Stop and Sidewalk Connection at Lincoln Recreation Center Connectivity of these facilities with transit stops serves a role in expanding the range and usefulness of the active transportation network. A robust active transportation network improves access to the public transit system by providing users with high quality connections to and from transit stops and thus is beneficial that both networks are well integrated. One method for increasing network integration is through facility improvements. These improvements should focus on increasing user safety and comfortability, especially for vulnerable populations, and could include: • Shade canopies and shelters to shield users from adverse weather conditions • Adequate lighting at transit stops can improve safety in low light or dark conditions • ADA accessibility improvements • Amenities such as seating, bike racks, and trash cans ACTIVE TRANSPORTATION MASTER PLAN 1 4-11 SHADE AND COMFORT Enhancing user experience through shade, landscaping, and amenities is a key priority identified in both community input and the Master Plan's goals. Incorporating street trees, planting strips, and other forms of shading along active transportation corridors can significantly improve comfort, particularly in hot climates, encouraging more frequent use of walking and bicycling facilities. In addition, the use of structural shading elements at intersections, such as canopies or shade structures, can improve the pedestrian experience by reducing exposure during crossings and wait times. As these design strategies are implemented, shade and comfort could also serve as a factor in refining Level of Traffic Stress criteria within the local context. Figure 4.16 City Hall Structured Shading 4-12 1 CITY OF COLLEGE STATION - 2026 HIGH -STRESS CORRIDOR RECOMMENDATIONS Following the completion of the city-wide level of traffic stress analysis, high stress facilities were identified for further analysis and consideration. These high -stress corridors are illustrated on Map 4.1 for bicycles and Map 4.2 for pedestrians. Despite some corridors already having facilities, many could be improved to increase comfort for vulnerable users. The focus during this process was to address as many of the LTS 4 corridors as possible due to the higher barrier they represent for many bicyclists and pedestrians. This focus is reflected in Table 4.2 and Table 4.4, which lists corridors this Plan when implemented would improve. Not all corridors identified in Map 4.1 and Map 4.2 can be addressed through infrastructure improvements due to existing roadway constraints. In some instances, a reduction to the speed limit would be sufficient to improve the LTS score. The identified LTS 3 and 4 corridors that do not have proposed improvements specified in this Plan are listed in Table 4.3 for bicycles and Table 4.5 for pedestrians. Further analysis of these corridors should be completed at a future time or when opportunities arise when those corridors are considered for rehabilitation or improvement. Map 4.2 High Level of Traffic Stress (LTS) Bicycle Network HIGH LEVEL STRESS [LTS NETWORK r, I 1 1 US —4 V " 0 0.75 1.5 Miles Source: City of College Station ACTIVE TRANSPORTATION MASTER PLAN 1 4-13 Bird Pond Rd. (from Rock Prairie Rd. to Gulf States Trail) Brentwood Dr. (from Dartmouth St. to Anderson St.) Cain Rd. (from Holleman Dr. S. to General Pkwy.) Castlegate Dr. (from Victoria Ave. to Greens Prairie Rd.) Deacon Dr. (from Brothers Blvd. to Rio Grande Blvd.) Decatur Dr. (from Barron Rd. to Alexandria Ave.) Dominik Dr. (from Munson Ave. to George Bush Dr. E.) Holleman Dr. (from George Bush Dr. E. to bike lane west of Texas Ave.) Holleman Dr. W (from Marion Pugh Dr. to Harvey Mitchell Pkwy.) Luther St. W. (from Jones Butler Rd. to Harvey Mitchell Pkwy.) Munson Ave. (from Gilchrist Ave. to Harvey Rd.) 3 Ani - 3 M - _ Bike Lane N. Dowling Rd. (from Holleman Dr. S. to Junction Boys Rd.) - North Forest Pkwy. (from State Highway 6 to Gulf States Trail) - Parkview Dr. (from Lakeway Dr. to Spearman Dr.) - Rock Prairie Rd. W. (from Holleman Dr. S. to western city limits) - Rock Prairie Rd. (from Town Lake Dr. to eastern city limits) - Schaffer Rd. (from Arnold Rd. to Graham Rd.) - Spring Lp. (from University Dr. E. to Tarrow St.) - Tarrow St. (from University Dr. E. to Lincoln Ave.) X University Oaks Blvd. (from Munson Ave. to George Bush Dr. E.) - Wellborn Rd. (from Church Ave. to northern city limits) - 4-14 1 CITY OF COLLEGE STATION - 2026 College Ave. (from Inlow Blvd. to University Dr.) 7r 4 Emerald Pkwy. (from State Highway 6 to Corsair Dr.) 3 F&B Rd. (from Harvey Mitchell Pkwy. to Turkey Creek Rd.) 4 George Bush Dr. (from Houston St. to Harvey Mitchell Pkwy.) 3/4 Harvey Mitchell Pkwy. (from State Highway 6 to Longmire Dr.) 4 Harvey Rd. (from Texas Ave. to Booneville Rd.) 4 Krenek Tap (from Texas Ave. to State Highway 6) 3 Rock Prairie Rd. (from Longmire Dr. to Wellborn Rd.) 4 Southwest Pkwy. (from State Highway 6 to Wellborn Rd.) Tarrow St., east and west (from city limits to University Dr. E.) 3 Texas Ave. (from northern city limits to State Highway 6) Wellborn Rd. (from George Bush Dr. to Graham Rd.) William D. Fitch Pkwy. (from Rock Prairie Rd. to eastern city limits) William D. Fitch Pkwy. (from State Highway 6 to Wellborn Rd.) Barron Rd. (from William D. Fitch Pkwy. to State Highway 6) Dartmouth St. (from Harvey Mitchell Pkwy. to Harvey Rd.) 3 Deacon Dr. (from Wellborn Rd. to Welsh Ave.) 3 Graham Rd. (from Wellborn Rd. to State Highway 6) 3 0 Shared Use Path X X Speed Limit Reduction Source: City of College Station ACTIVE TRANSPORTATION MASTER PLAN 1 4-15 Arrington Rd. (from State Highway 6 to Decatur Dr.) Church Ave. (from Nagle St. to First St.) Copperfield Pkwy. (from University Dr. E. to Harvey Rd.) Bike Route Munson Ave. (from Lincoln Ave. to Gilchrist Ave.) 3 - Hi - Ponderosa Dr. (from Rio Grande Blvd. to State Highway Y 6) 3 Southwood Dr. (from Harvey Mitchell Pkwy. to Southwest Pkwy.) 3 - Arrington Rd. (from Greens Prairie Rd. to southern city limits) 3 - - Greens Prairie Rd. (from Royder Rd to Wellborn Rd.) 1 3 i Holleman Dr. E. (from George Bush Dr. E. to State Highway 6) - Bike Lane Jones Butler Rd/Penberthy Blvd (from Holleman Dr. to George Bush 3 I X Dr.) University Dr. E. (from State Highway 6 to Boonville Rd.) - William D. Fitch Pkwy. (from State Highway 6 to Rock Prairie Rd.) 103 - Source: City of College Station 4-16 1 CITY OF COLLEGE STATION - 2026 Map 4.3 High Level of Traffic Stress (LTS) Pedestrian Network HIGH LEVEI TRAFFIC ST PEDESTRIA LTS 3 4 0 0.75 1.5 Miles Source: City of College Station Birmingham Rd. (from Arnold Rd. to Graham Rd.) 1 3 - Dexter Dr. S. (from Holleman Dr. to Concho PI.) 3 - Dominik Dr. (from Texas Ave. to George Bush Dr.) 3 - Sidewalk Fairview Ave. (from Luther St. to Thompson St.) 3 X Feather Run (from Briscoe Manor Ct. to Kerr Valley Ln.) - ACTIVE TRANSPORTATION MASTER PLAN 1 4-17 Foxfire Dr. (from Concord Cir. to Sebesta Rd.) 4 - Great Oaks Dr. (from Rock Prairie Rd. W. to Walnut Rd.) 4 - Holleman Dr. W. (from Jones Butler Rd. to Harvey Mitchell Pkwy.) 3/4 - Live Oak St. (from McCullough Rd. to Victoria Ave.) 3 - Longmire Dr. (from Ponderosa Dr. to Sara Dr.) 3 X Manuel Dr. (from Dartmouth St. to Cornell Dr.) 3 - Maryem St. (from Grove St. to Luther St.) 3 - Nimitz St. (from Ash St. to Cooner St.) 3 - Park PI. (from Maryem St. to Fairview Ave.) 3 - Sidewalk Jones Butler Rd. (from George Bush Dr. W. to Holleman Dr. W.) X Raintree Dr. (from Wilderness Dr. S. to Sumter Dr.) 3 Rock Prairie Rd. (from Holleman Dr. W. to Feather Run) • - Sandstone Dr. (from Sebesta Rd. to Emerald Pkwy.) 3 - Southern Plantation Dr. (from State Highway 6 to Stony Creek Ln.) 3 - Timber St. (from Park PI. to sidewalk 500 ft. north of Anna St.) 3 - University Oaks Blvd. (from Stallings Dr. to Munson Ave.) - 0 Walnut Rd. (from Great Oaks Dr. to city limits) - Walton Dr. (from Foster Ave. to Francis Dr.) 3 - Welsh Ave. (from Harvey Mitchell Pkwy. to Holleman Dr.) 3 X Barron Cut -Off Rd. (from W.S. Phillips Pkwy. to Wellborn Rd.) F 7 3/4 - Shared Use Path 4-18 1 CITY OF COLLEGE STATION - 2026 Barron Rd. (from William D. Fitch Pkwy. to Wellborn Rd.) College Ave. (from Inlow Blvd. to University Dr.) Emerald Pkwy. (from State Highway 6 to Corsair Dr.) George Bush Dr. W. (from Wellborn Rd. to Harvey Mitchell Pkwy.) Harvey Mitchell Pkwy. (from State Highway 6 to Longmire Dr.) Harvey Rd. (from Texas Ave. to Boonville Rd.) Krenek Tap Rd. (from Texas Ave. to State Highway 6) McCullough Rd. (from Wellborn Rd. to Brewster Dr.) Rock Prairie Rd. (from Longmire Dr. to Wellborn Rd.) Schaffer Rd. (from Arnold Rd. to Graham Rd.) Southwest Pkwy. (from State Highway 6 to Wellborn Rd.) Tarrow St., east and west (from city limits to University Dr.) Texas Ave. (from northern city limits to State Highway 6) University Dr. E. (from Lincoln Ave. to Research Pkwy.) Wellborn Rd. (from George Bush Dr. to Graham Rd.) William D. Fitch Pkwy. (from State Highway 6 to Wellborn Rd.) Barron Rd. (William D. Fitch Pkwy. to State Highway 6) Dartmouth St. (from Harvey Mitchell Pkwy. to Harvey Rd. Graham Rd. (from Wellborn Rd. to State Highway 6) 3 3/4 3 r X a Shared Use Path Speed Limit Reduction Source: City of College Station ACTIVE TRANSPORTATION MASTER PLAN 1 4-19 Anderson St. (from George Bush Dr. to Park PI.) Anderson St. (from Holleman Dr. to Bee Creek Park) Armored Ave. (from General Pkwy. to Old Wellborn Rd.) Arrington Rd. (from State Highway 6 to Old Arrington Rd.) Athens Dr. (from Dominik Dr. to University Oaks Blvd.) Atlas Pearl Dr. (from Health Science Center Pkwy. to Cul-de-sac) Biomedical Wy. (from Health Science Center Pkwy. to Cul-de-sac) Brentwood Dr. (from Dartmouth St. to Anderson St.) Cornell Dr. (from Southwest Pkwy. to Brentwood Dr.) Crescent Pointe Pkwy. (from Copperfield Pkwy. to Crescent Ridge Dr.) Deacon Dr. (from Wellborn Rd. to Longmire Dr.) Decatur Dr. (from Barron Rd. to Front Royal Dr.) Dexter Dr. (from George Bush Dr. to Winding Rd.) Eagle Ave. (from William D. Fitch Pkwy. to Newport Ln.) Edelweiss Ave. (from Welsh Ave. to Rock Prairie Rd.) Feather Run (from Kerr Valley Ln. to city limits) Foster Ave. (from Walton Dr. to Francis Dr.) George Bush Dr. (from Texas Ave. to Harvey Mitchell Pkwy.) George Bush Dr. E. (from Holleman Dr. E. to University Oaks Blvd.) Glade St. (from Anna St. to Holleman Dr.) Glenhaven Dr. (from University Dr. to Dominik Dr.) Guadalupe Dr. (from Nueces Dr. to Langford St.) 3 3 3 3/4 3 3 3 3 3 3 3 3 3 3 3 M 3 3/4 3 3 3 X X Sidewalk 4-20 1 CITY OF COLLEGE STATION - 2026 Gunner Trl. (from Three Bears Dr. to Deacon Dr. W.) 3 - Holleman Dr. E. (from Texas Ave. to Post Oak Mall) 3/4 - Langford St. (from Haines Dr. to Southwest Pkwy.) 3 - Longmire Dr. (from Ponderosa Dr. to Rock Prairie Rd.) 3 X Longmire Dr. (from Sara Dr. to Cul-de-sac) 3 X Midtown Dr. (from State Highway 6 to Medical Ave.) 3 - Momma Bear Dr. (from Holleman Dr. S. to Papa Bear Dr.) - Munson Ave. (from Lincoln Ave. to Dominik Dr.) 3 - Newcomb Ln. (from Cain Rd. to Commando Trl.) 3 - North Forest Pkwy. (from State Highway 6 to Appomattox Dr.) 3 - Nueces Dr. (from Welsh Ave. to Harvey Mitchell Pkwy.) 3 - Olympia Wy. (from Dominik Dr. to University Oaks Blvd.) 3 - Pebble Creek Pkwy. (from William D. Fitch Pkwy to Royal Adelade Dr.) 3 - Rio Grande Blvd. (from Harvey Mitchell Pkwy. to Rock Prairie Rd.) 3 - Rock Prairie Rd. (from State Highway 6 to Medical Ave.) 3 - South Traditions (from Health Science Center Pkwy. to Cul-de-sac) 3 - Spring Loop (from University Dr. to Tarrow St.) 3 - Tarrow St. (from University Dr. to Lincoln Dr.) 3 X University Dr. (from College Main to Discovery Dr.) - University Dr. (from FM 158 to State Highway 6) - University Dr. (from State Highway 6 to Spring Lp.) - Victoria Ave. (from Harvey Mitchell Pkwy. to W.S. Phillips Pkwy.) 3 - Sidewalk ACTIVE TRANSPORTATION MASTER PLAN 1 4-21 Victoria Ave. (from Etonbury Ave. to Woodlake Dr.) Wellborn (from University Dr. to northern city limits) Welsh Ave. (from Holleman Dr. to Rock Prairie Rd.) William D. Fitch Pkwy. (from State Highway 6 to Rock Prairie Rd.) Anna St. (from Holik St. to Timber St.) Holleman Dr. W. (from Harvey Mitchell Pkwy. to Rock Prairie Rd.) Park PI. (from Anderson St. to Glade St.) Map 4.4 Locations of Corridors 1-4 3 - Sidewalk 3 X E - 3 - _ Shared use Path 3 - Source: City of College Station . • . • ------------- • 60 ---------------- A UN ERS/T f YORE 0 0 Eoa E H s off ,.; o HaR�EYao FORM M. M" IQ 3m 0 SOUTHWEST pkWy SOUTHWEST PKWYE 1 O Miles 4-22 1 CITY OF COLLEGE STATION - 2026 ADDITIONAL PLAN RECOMMENDATIONS Along with the proposals specifically meant to address high stress corridors are several additional recommendations. The full list of network recommendations is the result of a comprehensive and data - driven evaluation process that paired the previously discussed LTS analysis with public engagement efforts to help ensure the proposed network reflects local priorities, travel patterns, and safety concerns Coordination across City departments and partner agencies also informed this balanced set of recommendations and are covered in more detail in Chapter 5. Two active transportation feasibility study efforts were completed in Fall 2025 with the objective to help explore and implement alternatives along key corridors for inclusion in this Master Plan. Conceptual designs and alternatives to existing street sections were created to improve safety and usability for active transportation users. These network recommendations come from the needs assessment in Chapter 3. The results of the corridor studies are listed below and are reflected in the Bicycle Plan and Pedestrian Plan provided in the next section. 1. Fairview Avenue and Montclair/Eleanor Avenue (from George Bush Drive to Holleman Drive) • To provide ample space for improved facilities on Montclair Ave and Fairview Ave, it is proposed to group the two streets together as a one-way pair with sidewalks on one side along with buffered bike lanes and on -street parking. An existing sidewalk through W.A. Tarrow Park would be converted to a SUP and connect into a new mid -block crossing on Holleman Dr. 2. Timber Street (from George Bush Drive to Park Place) • Intersection improvements are proposed and funded for the Timber St and George Bush Dr intersection. Bike lanes and sidewalks are also proposed on Timber Street to extend down to Park Place. 3. Anderson Street (from George Bush Drive to Bee Creek Park) • The existing standard bike lanes are recommended to be converted to a two-way cycle track on the west side of Anderson Street, providing improved and safer access to the parks, schools and churches along the corridor. 4. Tarrow Street (from Autumn Circle to University Drive East) • A shared use path is proposed on one side of Tarrow Street from the city limit near Autumn Circle to University Drive East. This shared use path would be a continuation of the shared use path funded in City of Bryan along East 29th Street. A mid -block crossing at the Tarrow Street split will provide active transportation users the option on which direction they need to travel to and from University Drive East. 5. Park Place (from Texas Avenue to Anderson Street) • Given limited right-of-way, recommended improvements to Park Place are a sidewalk on the north side from the HEB grocery store on Texas Avenue to Anderson Street. This would connect to the improvements described for Anderson Street. 6. State Highway 40 / William D. Fitch Parkway (from Arrington Road to Wellborn Road) • A shared use path on the northside of William D. Fitch Parkway would help connect the commercial area of Tower Point to Castle Rock Subdivision, Victoria Avenue and its existing connection to College Station High School and finally connecting west to Wellborn Road. ACTIVE TRANSPORTATION MASTER PLAN 1 4-23 BICYCLE PLAN AND PEDESTRIAN PLAN MAPS The Master Plan establishes two updated maps for the Proposed Bicycle Plan (Map 4.5) and the Proposed Pedestrian Plan (Map 4.6). These two networks are distinct systems with some shared facilities. The Bicycle Plan includes bike lanes, bike routes, and shared use paths while the Pedestrian Plan provides sidewalks and shared use paths. The changes were shared with key stakeholders and at public meetings by using map books that compared the previous network with the proposed network that highlighted all additions, removals, and realigned facilities. Table 4.6 summarizes the total mileage of each facility type proposed. Table 4.6 Proposed Plan Mileage by Facility Type SHARED USE PATHS BIKE ROUTES Existing 403 miles 44.4 miles 57.4 miles 22 miles Proposed 91.7 miles 105.6 miles 80 miles 73.4 miles Funded 2.1 miles 20 miles 2.7 miles - Total 496.8 miles 170 miles 140.1 miles 95.4 miles STATUS SIDEWALKS SHARED USE PATHS BIKE LANES BIKE ROUTES Existing 387.4 miles 43.4 miles 56.4 miles 16.8 miles Proposed 67.7 miles 91.8 miles 61.1 miles 31.3 miles Funded 2.1 miles 20 miles 2.7 miles - Total 457.2 miles 155.2 miles 120.2 miles 48.1 miles Source: City of College Station For the bicycle network, there are approximately 70 proposed changes with 45 of them related to shared use paths or grade separations. The most significant changes occur on higher classification thoroughfares where the LTS for cyclists is high due to little or no bicycle infrastructure. Similarly, there are about 90 changes to the pedestrian network with 45 of them being the same shared use path and grade separation changes reflected in the updated bicycle network. The Texas Department of Transportation is adding shared use paths to both sides of State Highway 6 and several changes to both networks provide planned connections into it. Besides the same changes on major thoroughfares as done with the bicycle network, many of the pedestrian network changes eliminate gaps and increase connectivity, especially near key destinations. 4-24 1 CITY OF COLLEGE STATION - 2026 IOL Yh 41L yi l I ' i F i■ � � F i - a . - :� _ -� .rg'' • a - .ate ._ Y -sue -r = _ ��. -tea , $` w .s- �..w.�� �_ -r ��•N �►.��^ #��.� e ��`�'^ ��'�'+dGte^^:�., 'fir` 'rs �r.� �� _ r _`s Al IQ � Sri � tiC` -.., - ! - '�-�►i�'-, - i r-..:: '• � rim• l .. r� ^�• - E ` M1X_YY a Tyres �i.c�a► - • �i y " - ♦ L,. VIA n� _ �� H PROPOSED -1� 4 BICYCLE PLAN _ _ oRE �� 1 , r 41 CA �r >> � 1 � Q ► OF 00 'pL 41 Bike Lane Existing Bike Lane Funded - - Bike Facility Proposed Bike Route Existing - - Bike Route Proposed Shared Use Path Existing �-� Shared Use Path Funded - - Shared Use Path Proposed Q Grade Separation Existing Grade Separation Funded Grade Separation Proposed City Limit College Station ETJ T r ` ♦� �t �' v' Z . r' / • •� .� L ■ ► r 'C SOQ` y�� lac .r S. fy; r ► _ s __ ♦ l J� ��r, 10, I r of a v 64 ■ t { •4f `♦ j ■ r ■ rt - 7♦ _ �0'00 It 1 t I ♦ 00 t > 1 • � . - .�:• 4,4 / .. 41( I 0 1 2 Miles PROPOSED PEDESTRIAN P Sidewalk Existing -- Sidewalk Funded • Sidewalk Proposed --- Shared Use Path Existing •-- Shared Use Path Funded Shared Use Path Proposed Q Grade Separation Existing Grade Separation Funded Grade Separation Proposed L-J City Limit College Station ETJ 1 2 Miles CROSSINGS AND GRADE SEPARATED RECOMMENDATIONS The Master Plan reflects a commitment to expanding safe, comfortable, and connected active transportation corridors throughout the community. While many crossings can be improved through at -grade design treatments, certain high -volume roadways and rail corridors create significant barriers for active transportation users. In these locations, grade -separated crossings, such as bridges or underpasses, can provide safer and more reliable connections by eliminating conflicts with vehicle traffic and the railroad. Several grade -separated crossings are included as part of the proposed network One of the most significant projects planned is a grade -separated crossing at the intersection of Wellborn Road and George Bush Drive. This project is funded through TxDOT and will create a separate level for pedestrians and bicyclists crossing to avoid conflicts with both roadway traffic and the railroad. The conceptual design is shown in Figure 4.16. Once completed, active transportation users will be able to travel between the surrounding areas and the Texas A&M University campus without needing to interact with vehicles or waiting for trains as the railroad crossing will be removed. Figure 4.16 Bush -Wellborn Grade Separation The TxDOT Bryan District completed The University Drive Active Transportation Concept Study in January 2025 which evaluated a series of bicycle and pedestrian grade -separation alternatives along University Drive between Northgate and the Texas A&M University campus. This corridor experiences the region's highest walking and bicycling volumes. Building on earlier planning efforts, the study identifies four key intersections, Spence Street, Nagle Street/Ireland Street, Polo Road/Century Square, and the College Main Street/Houston Street/Boyett Street complex, where targeted improvements can significantly enhance safety, reduce conflicts, and support the community's mobility needs. The preferred concepts include pedestrian tunnels at Spence Street and Nagle Street/Ireland Street, and at -grade pedestrian/ bicycle decks supported by a sunken roadway profile at Polo Road and College Main Street/Boyett Street. These designs prioritize direct, intuitive connections, reduce exposure to high -volumes traffic, and improve the efficiency of both motorized and non -motorized travel along the corridor. The design of grade separated crossings can vary depending on local roadway context; both space and construction costs can heavily influence how the grade separation is constructed. In some instances, it might make more sense to create a raised bridge for one of the transportation modes, while in other instances a sunken tunnel is more feasible. 4-30 1 CITY OF COLLEGE STATION - 2026 Figure 4.17 Conceptual Design of University Drive Grade Separation A new proposal with this Plan is a future grade separation crossing at State Highway 6 to connect the existing Wolf Pen Creek trail system with the future Gulf States trail. Currently there is no existing crossing of State Highway 6 that is an off-street facility. Once additional trail systems are completed east of State Highway 6, this grade -separated crossing would connect an off-street trail system that is miles in length that connects the core of the city to natural corridors to be preserved to the east and south. Figure 4.18 provides an example of what grade -separated crossing over a highway could look like. Figure 4.18 Example Active Transportation Grade -Separated Highway Crossing ACTIVE TRANSPORTATION MASTER PLAN 1 4-31 if, 1 G* � F v _e rA'" :PUSH BUTTON TO TURN ON WARNING Achieving the goals and objectives of this Master Plan will require ongoing coordination, management, and support across City departments and community partners. This chapter describes the importance of supportive policies, coordinated programs, and strategic partnerships in advancing the Plan's vision, followed by a discussion in the final plan chapter of how these tasks will be implemented. Together, these elements define the roles and responsibilities of City departments in supporting College Station's growing active transportation network and guiding its long-term expansion, operation, and upkeep. POLICIES AND PROGRAMS Policies provide a supporting framework to guide the development of a safe, accessible, and connected active transportation network. Together, they outline the standards, design principles, and implementation strategies necessary to support walking, biking, and rolling as viable and comfortable modes of travel. By establishing clearer expectations for infrastructure, funding, integration with land use and transit, and ongoing evaluation, these policies ensure that future investments and work plans contribute to a cohesive system that enhances mobility, promotes public health, and supports the community's long-term vision for a more vibrant and sustainable transportation environment. ACTIVE TRANSPORTATION MASTER PLAN 1 5-1 POLICY 1: POLICY 6: Design facilities in compliance with the Americans with Disabilities Act (ADA) and in accordance with the Texas Manual of Uniform Traffic Control Devices (TMUTCD), American Association of State Highway and Transportation Officials (AASHTO), Public Right - of -Way Accessibility Guidelines (PROWAG), National Association of City Transportation Officials (NACTO), and other federal, state, and local applicable guidelines. POLICY 2: Utilize a context -sensitive solutions approach that balances the needs of different modes of transportation in constrained environments to establish certain prioritized mode corridors for non -vehicular users. POLICY 3: Plan and design all new and reconstructed collectors, arterials, and crossings to ensure safe and comfortable facilities for all active transportation users with particular emphasis near schools. Active transportation facilities should be included on both sides of thoroughfares. The development of this network, including the connection of off-street and on -street facilities, should be designed at the pedestrian scale. This may include implementing additional access ways or connections for active transportation use only. POLICY 4: Establish safe and accessible routes for active transportation and transit users during street construction and/or site development to address disruptions to normal traffic patterns. Internal site circulation for active transportation users also needs to be taken into account to ensure appropriate sidewalk connections between buildings, bicycle parking, and public facilities. POLICY 5: Develop data -backed performance measures including user counts, level of stress analysis, and crash reports to inform network improvements that benefit user experience and promote active transportation as a primary mode of travel. Pursue consistent funding to address network and infrastructure improvement projects to realize a complete, low stress network for all users. As the network expands through both public and private development, make sure adequate funding is available for operations and maintenance of infrastructure. POLICY 7: Utilize environmental design to promote safety within the active transportation system by increasing visibility and directing access. Strategies for implementing environmental design include the installation of lighting, appropriate location of fencing, signage and maintaining clear lines of sight. POLICY 8: Promote land use development patterns that provide pedestrian scale, mixed -use areas, allowing for closer destinations that can be more easily reached by pedestrians, bicyclists, and transit users. POLICY 9: Better integrate the active transportation network with the local transit system. This would include improved amenities at transit stops and better access to these areas to help strengthen first and last mile connectivity, leading towards a more flexible, user -centered transportation that is efficient and sustainable. POLICY 10: Provide programs that educate, encourage and evaluate active transportation efforts in the city. These programs, along with all other planning efforts, should reflect related planning documents by other planning organizations, educational institutions, and governmental agencies at the local and state level to help better connect facilities and align program initiatives across the regional system. Program Recommendations Along with the proposed network facilities, programs are vital to help achieve the plan's goals and policies. The program recommendations are classified into four categories: Education, Encouragement, Evaluation and Planning, and Health and Safety. These programs aim to promote and educate safe use of the active transportation system, utilizing a variety of communication methods, and provide direction on efforts to further evaluate and create a robust active transportation network for users to know and enjoy. Programs considered below only represent examples of what can be done to begin efforts. The level of expenditures and resources available will need to be evaluated in relation to effectiveness of the programs offered to determine what a comprehensive and successful program should entail. EDUCATION PROGRAMS Strong education and outreach programs should focus on teaching all ages and abilities how to utilize active transportation safely, while also promoting awareness of current regulations. When combined with initiatives that encourage participation, involve careful planning and evaluation, and prioritize public health and safety, these programs can lead to lasting improvements in community well-being. Key collaborators in such efforts may include College Station Parks and Recreation, Police, Public Communications, and Public Works departments, local businesses, healthcare organizations, College Station Independent School District, and Texas A&M University. Educational strategies should be tailored to suit different groups of active transportation users as well as motorists and how they use the transportation system. The following programs to be carried out over the course of the plan: 5.1 Promote a Safe Routes to School program for students to have safe options to walk, bike, and roll to school. Through this program, it is recommended that the City support activities that correlate with Safe Routes to School while educating the public on how the program should be accomplished. Coordination with the school district and related groups will be key to the success of this program. 5.2 Establish a Share the Road campaign that educates bicyclists and motorists about their rights and responsibilities in sharing roadway space. "Share the Road" signs should be placed along appropriate locations. With this, educational and promotional material should be distributed using both print and electronic media. 5.3 Expand the footprint of the bike share program to include more of the city to allow for greater access to bicycle and micromobility options. 5.4 Coordinate with local League Certified Instructors (LCI's) to host classes that cover basic cycling skills, commuting, motorist education, and classes specifically designed for different age groups and abilities. ENCOURAGEMENT PROGRAMS To increase use of non -vehicular modes of transportation, promotional materials, community events, proclamations, providing end of trip facilities, and partnerships with businesses and other local entities help create avenues to make more users aware of and feel comfortable using the network. Programs are as follows, but not limited to: 5.5 Encourage and assist private businesses and organizations to install bike racks and bike repair stations. This will help expand the reach of the active transportation network beyond public infrastructure, making it easier for users to safely and conveniently access key destinations. Providing secure parking and basic maintenance amenities also increases user confidence and supports longer, more frequent trips by reducing concerns about theft, breakdowns, and overall trip reliability. 5.6 Develop a wayfinding system for the active transportation network that leads users to key destinations. A clear and easy to follow wayfinding system can encourage users to utilize the active transportation system by creating an increased awareness and sense of place along their route. 5.7 Promote, encourage, and participate in community active transportation events that promote biking and walking activity. These can be either City or community -led events and should occur multiple times a year to help create greater awareness and participation from the public. ACTIVE TRANSPORTATION MASTER PLAN 1 5-3 5.8 Collaborate with local community organizations that promote active transportation to get additional support for implementing identified programs. These partnerships can be with the College Station Independent School District, local bike shops, community advocacy groups and individuals, among other local organizations, and can be used as a method to inform and distribute information. 5.9 Recognize May as National Bike Month and promote related events such as Bike to Work Week, Bike to Work Day, National Ride a Bike Day, and the city -initiated Cycle with Council event. 5.10 Maintain and strive toward a higher Bicycle Friendly Community designation through the League of American Bicyclists. Through the implementation of the programs listed in this plan and paired with analyses such as the level of traffic stress, the City should take action to continue improving the network and its supporting educational components and outreach. 5.11 Maintain the Bicycle Friendly Business designation received for the City of College Station City Hall and help provide information to local businesses to become a Bicycle Friendly Business. Public and private investments in bike infrastructure create positive customer experiences and economic gains across all levels. 5.12 Increase awareness of available active transportation programs and eliminate barriers for people who do not typically utilize these modes of travel. These educational programs promote active transportation as a viable and potentially more convenient travel mode choice. 5.13 Promote active transportation through social media, newsletters, and City Council proclamations. This includes multilingual communication and involves methods such as local news broadcasting, radio, City podcasts and blogs, utility bill inserts and brochures, educational booklets and others. EVALUATION AND PLANNING PROGRAMS To ensure that this plan can accomplish what it is set out to achieve and that the existing network can handle what is being proposed, continued evaluation and planning is essential throughout the implementation of this plan. Data driven initiatives can help identify system needs and paired with visual map aids can provide helpful tools for citizens to use when navigating the system. Evaluation and Planning Programs should be focused on providing safe and comfortable routes and providing information to citizens to help better identify these routes when planning their trips. 5.14 Update maps of where bicycle parking is located both on private and public property to help create a network easier to navigate with potential end points identified. This map would include the number of bike racks at a location and their general location. 5.15 Annually update the bicycle and pedestrian maps on the City's website to reflect the level of stress to include finished projects. This interactive map will provide users the most comfortable route to their destinations. 5.16 Create a travel data collection program to assess travel habits and counts of active transportation users. These counts can be beneficial in planning network expansions/enhancements and understanding where people's frequent trips are. Before and after data of new project completion should be collected to help analyze the effect the project had on travel in the area. 5.17 Provide a walking report card measurement similar to the report card received from the Bicycle Friendly Community designations. The City can utilize data methods from outside organizations to provide an accurate report on the walkability of the community at large. A key metric for creating the report would be analyzing pedestrian connectivity to key destinations like schools, parks, shopping centers, and offices. 5.18 Seek out grant funding for projects with active transportation components, including ADA projects. These can be focused on older existing sections of sidewalks, ramps and paths to bring them into compliance. 5.19 Evaluate best practices and collaborate with peer cities, agencies, and institutions regarding active transportation programs. Using these best practices can aid in growing City programs and comparing them to other successful implementation initiatives. 5-4 1 CITY OF COLLEGE STATION - 2026 HEALTH AND SAFETY PROGRAMS Health and safety programs have an important role to ensure that users of the active transportation system can travel safely to and from their destinations. The City will need to lead initiatives such as crash data method evaluations and also aid in citizen -led efforts to create a network that is safe for all ages and abilities. Partnerships with health organizations can help promote active transportation as a healthy way of living, and creating programs that assist in evaluating the overall safety and comfortability of the network will help with ensuring that users are safe, comfortable, and have usable facilities in both their commute and recreational routes. 5.20 Establish partnerships with local and state health organizations to promote active transportation as healthy options for citizens and visitors alike. 5.21 Implement a speed management/reduction program that can supplement the City's traffic calming program to ensure that vehicular traffic does not travel at dangerous speeds in areas that have high counts of active transportation users. An additional speed management program would be focused on active transportation users and provide speed limit signage along off-street shared use paths. This would help create a safer environment for all users along the same shared paths, especially in higher traffic areas. 5.22 Analyze crash data to evaluate if improvements are beneficial to the network. This includes regular meetings with City departments to assess what the data implications are, and how they could be worked into future projects to reduce safety risks. Create a walk and bike audit program to assess safety and comfortability on active transportation routes. These can be City or citizen -led and can be useful in identifying areas that need improvements and addressing desire paths where sidewalks do not exist. Walk and bike audits can act as a first step to implementing change in policy as well as design considerations for future projects. A complete list of all the programs and action items proposed in this Plan can be found in Table 6.4 of Chapter 6, alongside information regarding each item's funding and timeline for their implementation. 'AHA? IS MICKMCB . INTERNAL AND EXTERNAL PARTNERSHIPS Successful system management requires close collaboration with both internal and external partners. Internal partners consist of City departments like Planning & Development Services, Public Works, Capital Projects, Public Communications, and Police, all of whom play a role in developing and maintaining College Station's transportation network. External partners include other governmental agencies at both the state and federal level as well as non -governmental community groups. Table 5.1 lists some of the partners and in what aspect the City can collaborate on items related to system management. Source: City of College Station 5-6 1 CITY OF COLLEGE STATION - 2026 iIGLIA 111 GIRL 4P or A - 153 • it;, :A N 2 JA 2011110111• Realization of the Active Transportation Master Plan as it outlined in previous chapters requires a clear roadmap for plan implementation. Such a roadmap should outline responsibilities of the Advisory Board, the process for prioritizing projects, evaluation and monitoring of these projects, a system for collecting data and tracking plan outcomes, and an overview of implementation costs and funding sources that will be used to carry out infrastructure projects and plan programs. Chapter 6 discusses each of these aspects of plan implementation in greater detail to help achieve success. THE ACTIVE TRANSPORTATION ADVISORY BOARD (ATAB) One of the early tasks to implemented with this Master Plan will be the realignment and renaming of the City's advisory board for active transportation. Originally formed in August 2010 as the Bicycle Pedestrian Greenways Advisory Board, the board's responsibilities include the implementation of this new Master Plan as the City's greenway system will be incorporated into the new Parks Master Plan. The board will be renamed the Active Transportation Advisory Board to reflect its expanded role in guiding all aspects of the City's walking, biking, and active transportation network. This organizational framework provides the leadership, coordination, and oversight needed to advance all subsequent tasks and ensure the Plan's long-term success. ACTIVE TRANSPORTATION MASTER PLAN 1 6-1 PROJECT PRIORITIZATION In the Proposed Plan section of Chapter 4, this Master Plan proposes approximately 250 miles of bicycle and pedestrian facilities (inside city limits) to be implemented. Since such a significant number of facility miles cannot be constructed in a short timeframe and are to be accomplished in a variety of ways, project priorities need to be established to focus limited funding resources. These priorities will be ordered from highest priority to lowest priority through criteria and the use of weighted spatial analysis model that takes into account different geographic, demographic, and safety factors. Once ordered, the proposed projects will be grouped into categories based off their score: high priority, medium priority, and low priority. The GIS analyst model that is utilized will use preset proximity distances for walking and biking. The standard is 0.5-mile distance for walking and 2-mile distance for biking with buffer increments of 1/10th the distance to give various levels of points based on proximity to help prioritize areas most need and benefit of bicycle and pedestrian improvements. Most of the criteria in the prioritization have been utilized in prior plans and include: • Bicycle, pedestrian, and micromobility crash locations -A history of crashes involving vulnerable roadway users can indicate a need for enhanced facilities to reduce the risk of future crashes from occurring. Considering crash records for these users helps meet Goal 1 of the plan. • Current and expected population density - Greater demand and use potential is likely in areas of higher population density and diversifying transportation options in these areas can be a useful method of traffic mitigation. Key destinations within high population density areas also tend to be closer, making these locations better suited for active transportation. Including these areas in project prioritization aligns with Goal 5 of the plan. Proximity to key destinations - Schools, parks, Texas A&M University campus, commercial and employment areas, and transit are identified as key destinations in the transportation network. Proximity to schools is especially significant since children within 2 miles of a school are typically not eligible for bus pick up, making those active transportation connections that much more important for ensuring safe travel. Ensuring that these spaces, and the individuals that frequent them, are prioritized when projects are considered helps meet Goal 1 and Goal 2 of the plan. The criteria for project prioritization have been updated to include new forms of system analysis and network considerations. The criteria now include high stress roadway segments and intersection crossings that were identified in the Level of Traffic Stress Analysis. Other criteria added are prioritized active transportation corridors, filling a small gap in the network, whether there is not a sidewalk already existing on the street, and if ROW or easement acquisition is necessary. The projects to be prioritized are stand-alone bicycle or pedestrian -related projects. Projects that already have funding or are anticipated to occur as part of a street capital project done by the city or private development are not included for consideration as they will be completed as part of those efforts. 6-2 1 CITY OF COLLEGE STATION - 2026 Safety (Fatality and Serious Injury Crashes) Schools Population Density (Existing) Prioritized Active Transportation Corridors Parks Fills gap in existing network (<=0.1 miles) On Thoroughfare without Existing Sidewalk Level of Traffic Stress (LTS) High Stress Segment or Crossing Texas A&M University On Non -Thoroughfare without Existing Sidewalk Safety (Minor Crashes) Major Commercial Areas and/or Employers Population Density (Future) Transit Connectivity (Bus Stops and Routes) Total 10 10 10 8 8 8 8 7 6 6 5 5 5 4 100 Source: City of College Station Safety (Fatality and Serious Injury Crashes) 12 Schools 12 Population Density (Existing) Level of Traffic Stress (LTS) High Stress Segment Parks Prioritized Active Transportation Corridors Texas A&M University Safety (Minor Crashes) Level of Traffic Stress (LTS) High Stress Crossing Major Commercial Areas and/or Employers Population Density (Future) Transit Connectivity (Bus Stops and Routes) Total 12 C@ is Source: City of College Station ACTIVE TRANSPORTATION MASTER PLAN 1 6-3 Safety (Fatality and Serious Injury Crashes) 12 Schools 12 Population Density (Existing) Parks Prioritized Active Transportation Corridors Fills gap between existing facilities On City property or existing easement Texas A&M University Safety (Minor Crashes) Major Commercial Areas and/or Employers Population Density (Future) Transit Connectivity (Bus Stops and Routes) Total EVALUATION AND MONITORING 12 10 8 8 8 8 6 6 6 4 100 Source: City of College Station All tasks and action items identified in this Master Plan can be found in Table 6.4 Implementation Tasks. The table lists each individual task and the major details surrounding its implementation, including the implementation schedule, the task coordinator, and any funding sources meant to support implementation activities. The tasks listed in this table were determined through the entire planning process of the Master Plan, including coordination with the Advisory Board and other key stakeholders. Additional tasks and action items necessary for successful plan implementation can be added on an annual basis when the City determines its yearly plan of work. 6-4 1 CITY OF COLLEGE STATION - 2026 T H4USTQN S4 `. f 1. �4 c a) E a 0 a) a) 0 E ai v M 4.1 Analyze where wider bike lanes are needed to better accommodate passing for both bicycles and micromobility devices System Design: Micromobility 4.2 Consider advisory speed limits on select shared use paths to ensure safety of all users 4.3 Update the Active Transportation webpage to include information on micromobility use, safety, classes, and events 4.4 Analyze where street intersection improvements are needed to increase safety and System Design: connectivity Intersections & Driveways 4.5 Assess where improvements are needed for bicycle and pedestrian facilities crossing private driveways, consider changes to design standards 4.6 Analyze locations needing more seamless transitions between different active transportation facilities, consider changes to design standards System Design: Facility Transitions 4.7 Determine locations for enhanced bicycle and pedestrian connectivity to transit stops, develop design standards for facilities at these locations 4.8 Evaluate the location of existing bike route signage System Design: 4.9 Consider design standard amendments to provide shading along the active Shade & Comfort transportation network. Develop a methodology for determining shading element locations 5.1 Promote Safe Routes to School 5.2 Create a Share the Road Campaign Programs: Education 5.3 Expand the Bike Share Program 5.4 Coordinate with local League of Certified Instructors (LCI) to create roadway safety classes and workshops for bicyclists and micromobility users 5.5 Update and maintain inventory of bike racks within the City 5.6 Develop a wayfinding system for the active transportation network that leads users to key destinations 5.7 Encourage and participate in community active transportation events 5.8 Collaborate with community organizations to gain additional support for implementing plan programs Programs: 5.9 Recognize May as National Bike Month and promote related events Encouragement 5.10 Maintain and pursue higher Bicycle Friendly Community status through the League of American Bicyclists. 5.11 Maintain the Bicycle Friendly Business designation received for City Hall and support other local businesses in achieving it. 5.12 Increase awareness of available active transportation programs and eliminate barriers for people who do not typically utilize this mode of travel 5.13 Promote active transportation through social media, newsletters, and City Council proclamations 6-6 1 CITY OF COLLEGE STATION - 2026 Planning & Development Services, Public Works, Capital Improvement Projects Planning & Development Services, Parks & Recreation Dept. Planning & Development Services, Public Communications x Planning & Development Services, Public Works, Capital Improvement Projects Planning & Development Services, Public Works, Capital Improvement Projects Planning & Development Services, Public Works, Capital Improvement Projects, Parks & x Recreation Dept. Planning & Development Services, Public Works, Capital Improvement Projects x Planning & Development Services Planning & Development Services, Parks & Recreation Dept., Capital Improvement Projects, Public Works Planning & Development Services, Public Works x Planning & Development Services, Public Works, Police Dept. Planning & Development Services x Planning & Development Services, Police Dept. x Planning & Development Services Planning & Development Services, Public Works, Parks & Recreation Dept. x Planning & Development Services x Planning & Development Services, Neighborhood Services x Planning & Development Services, Police Dept. and Public Communications Planning & Development Services Planning & Development Services Planning & Development Services, Neighborhood Services x Planning & Development Services, Public Communications x Z G W Z 0:)W _I i x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x Source: City of College Station x x ACTIVE TRANSPORTATION MASTER PLAN 1 6-7 c a> E a� a c 0 E a� n s c 0 .6 c 0 E m a N 5.14 Assess availability of bike parking facilities and provide adequate bike amenities at all city parks, facilities, and along transit routes 5.15 Update the bicycle and pedestrian maps on the City's website to reflect the level of stress as projects are finished. 5.16 Create a travel data collection program to assess travel habits and counts of active transportation users. Evaluation '& 5.17 Provide a walking report card measurement similar to Bicycle Friendly Community Planning designation 5.18 Seek out grant funding for city led ADA projects 5.19 Evaluate best practices and collaborate with peer cities, agencies, and institutions regarding active transportation programs 5.20 Create partnerships with health organizations at local and state levels 5.21 Speed management program/speed reduction program Programs: Health & 5.22 Analyze crash data to evaluate if improvements are beneficial Safety 5.23 Create a walk and bike audit program to assess safety and comfortability Advisory Board 6.1 Review board member requirements of the Active Transportation Advisory Board and revise the purpose, powers, and duties of the Board. Evaluations & Monitoring 6.2 Review and update Master Plan in five years and through changes in other plans 6.3 Create an unfunded prioritization map Project Prioritization 6.4 Develop high priority facilities 6.5 Develop medium priority facilities 6.6 Develop low priority facilities Performance 6.7 Establish performance measures with specified, trackable goals Measures 6.8 Develop a standard set of procedures for data collection to properly track data trends 6.9 Develop a maintenance plan for the system Funding 16.10 Establish and ensure annual capital and operating funding sources 6.11 Seek out alternative funding sources through grants, programs, and partnerships 6-8 1 CITY OF COLLEGE STATION - 2026 Planning & Development Services, Public Works, Capital Improvement Projects, Parks & Recreation Dept. _Planning & Development Services ' �I Planning & Development Services, Public Works x x x x x x x I �I=L," Planning &Development Services Planning & Development Services, Public Works, Capital Improvement Projects Planning &Development Services Planning & Development Services Planning & Development Services, Public Works, Parks & Recreation Dept. Planning & Development Services, Public Works, Police Dept. _Planning & Development Services, Public Works I Planning & Development Services Planning & Development Services t Planning & Development Services, Public Works, Capital Improvement Projects, Parks & Recreation Dept. X X x ' X x 1x _Planning & Development Services, Public Works, Capital Improvement Projects, Parks & �-� Recreation Dept. Planning & Development Services, Public Works, Capital Improvement Projects, Parks & Recreation Dept. Planning & Development Services, Public Works, Capital Improvement Projects, Parks & Recreation Dept. Planning & Development Services, Public Works Planning & Development Services, Public Works Planning & Development Services, Public Works, Parks & Recreation Dept. Planning & Development Services, Public Works, Fiscal Services, Capital Improvement Projects, Parks & Recreation Dept. X Planning & Development Services, Public Works, Fiscal Services, Capital Improvement X X X x Projects Source: City of College Station ACTIVE TRANSPORTATION MASTER PLAN 1 6-9 DATA FOR TRACKING PLAN OUTCOMES In order to properly track the progress of plan implementation, performance measures and community indicators are necessary. These measures should include both qualitative and quantitative data types to provide a holistic understanding of changing network conditions. Some of the quantitative data points that should be considered for performance measures would include pedestrian and bicycle facility usage, transit ridership, and facility miles constructed. Similar to performance measures, community indicators provide insight into how plan implementation is progressing. Examples of some quantitative community indicators would include daily traffic volumes and annual crash statistics. Community indicators also include the qualitative data collected and observed during public engagement events, such as community surveys, facility audits, and attendee counts. Feedback collected during these events is typically open ended, making it more difficult to synthesize into trackable trends with specified performance goals. While valuable for understanding the public's perception of existing conditions, these indicators would not be used for evaluating the City's performance or progress towards full plan implementation due to their qualitative nature. Rather, community indicators are used for monitoring ongoing conditions and determining whether further actions are needed to address public concerns. Figure 6.1 Jingle Bell Community Bike Ride Event The process for developing performance measures should start with determining a set of baseline numbers for analysis. Once established, these numbers can be tracked over time as a method of monitoring the existing system and documenting the impact of new programs or projects. Some of these datasets can be collected and synthesized internally by City staff, while other datasets require the help of external partners. Some of the data for these new performance measures can be collected by City staff. Additional data can be provided by our state and local partners like the Brazos Transit District, Texas A&M University, and TxDOT. Both Brazos Transit District and Texas A&M can provide the City with transit ridership -related data. Texas A&M can provide additional data regarding micromobility and bicycle usage based on their annual device registration records. These datasets can be used to target multimodal transportation integration projects to the locations where they are most needed and track the impact of those projects once they have been completed. 6-10 1 CITY OF COLLEGE STATION - 2026 Figure 6.2 Micromobility Devices TxDOT is also able to provide College Station with transportation data directly, through annual reports the department publishes, and indirectly, through partnerships and contracts it has with data groups like INRIX. These partnerships allow cities and MPOs to access a wide range of state-wide databases describing traffic volumes, levels of roadway service, congestion rates, and travel patterns. As an added benefit, the results of these performance measures can be used to support further planning efforts in the future. If City -implemented projects can be shown to have an impact on service quality, safety, and/or system efficiency, it can help foster community support for additional projects and expanded programs. These performance measures can also be used as supporting documentation for the City's grant writing efforts. Having robust sets of performance measures to pull supporting data from will help the city create more competitive applications. Any performance measure program established by College Station should also include specific target goals for system performance. These target goals for the transportation network should be set after performance baselines can be established to guarantee that those goals are within reason. As mentioned previously, the City's performance measure program should provide a holistic understanding of system performance with data that covers the following topics: • System Development - The number of facilities/projects completed that include accommodations for active transportation users, the number of linear miles of new facilities added, etc. • Safety - The number of crashes involving bicyclists, pedestrians, and micromobility users • Usage - The number of active transportation users and where they are using the facility • Programs - The success of the proposed Active Transportation Master Plan programs should be tracked with programmatic metrics that will depend on each program's structure and goals • Maintenance - The quality, condition, and age of existing facilities • Cost - Amount of funding allocated to implementing the active transportation network To ensure that the performance measure program is maintained, a schedule of progress reports should be established by City staff. The frequency of these progress reports will depend on the specific performance measure being tracked. ACTIVE TRANSPORTATION MASTER PLAN 1 6-11 FUNDING AND FACILITY IMPROVEMENT COSTS Implementation of the expanded and upgraded bicycle and pedestrian network proposed in this plan will take substantial investment over a long period of time. Realization of these improvements, however, are not solely the responsibility of the City to construct as requirements on new development will realize many improvements and projects completed by TxDOT will accomplish some others. Cost estimates for new active transportation facilities were calculated in 2023 based on recent projects with substantial contingency added and provide planning -level assumptions that include design, construction, and right- of-way acquisition costs. At that time, sidewalk construction was estimated at approximately $1.2 million per mile, and shared use paths at approximately $2.0 million per mile plus bridges. These figures are intended to support high-level planning and prioritization and should be refined through project -specific analysis as implementation advances. Actual costs may vary over time due to inflation, market conditions, and site - specific factors. As the active transportation network continues to expand, it will be equally important to establish a sustainable approach to operations and maintenance. Consistent with Master Plan Policy 6, the City should pursue reliable funding sources not only for new infrastructure, but also to ensure that existing facilities are properly maintained, safe, and functional over time as the system grows through both public investment and private development. Local Funding Sources CAPITAL PROJECTS FUND Capital project funds typically the primary source for the city to construct infrastructure. The types of infrastructure financed by the Capital Projects fund could include streets, parks, off -road trails, and other public buildings and facilities. A list of funding sources utilized or capital projects includes: • General Obligation Bonds - A General Obligation Bond is a municipal bond approved by a voter referendum that is secured through the taxing and borrowing power of a jurisdiction. The City Council must approve calling an election for a General Obligation Bonds to be voted upon. The bonds are repaid by levy through a municipal pledge and the tax revenue of the jurisdiction. • Certificates of Obligation Bonds - Certificates of Obligation Bonds, also known as COs, are also secured through the taxing and borrowing power of a jurisdiction and can be used by municipalities to fund infrastructure projects. Certificates of Obligation require approval by City Council but unlike other types of bonds, they do not require an election of voter approval to issue. • Impact Fees - Impact fees are collected from new developments to offset the cost of the infrastructure that is attributable to the demand they place on the infrastructure network and can be used to support public infrastructure, such as waterlines, sanitary sewer lines, and street and intersection projects. Impact fees can act as an indirect funding source for the active transportation projects since many of the larger street projects include new or upgraded bicycle and pedestrian infrastructure. • Sidewalk Fund - The fund facilitates the construction of sidewalks. GENERALFUND Another primary source of funding for municipalities is the General Fund, which consists of property tax, sales tax, fines, and fees that are collected. The General Fund typically covers the day-to-day operational needs of the City such as staff salaries and supplies needed for Active Transportation programs and events. General Fund is typically not utilized for funding capital projects on an on -going basis though if extra revenues are collected, they could be utilized for one-time expenses including contributing to a capital project. 6-12 1 CITY OF COLLEGE STATION - 2026 Federal and State Funding Sources Funding for projects is frequently available through various grant programs operated by federal and state agencies. In many cases, these grants require a local funding match in order to qualify for the grant. FEDERAL FUNDING • Department of Transportation: Federal Highway Administration (FHWA) - The FHWA is an agency within the Department of Transportation and helps to support state and local governments with the construction and maintenance of the country's national highway system. The agency accomplishes its goal through the financial and technical assistance it provides to state and local governments. o Highway Safety Improvement Program (HSIP) - This program provides funding to reduce traffic related fatalities and injuries on the land adjacent to roadways. Funds from HSIP can be used to make improvements related to bicycle and pedestrian safety. o Safe Routes to School (SR4S) - FHWA distributes funding for state -level SR4S programs through TxDOT. o Transportation Enhancement Activities - Contains funding for 12 different activities, which includes; pedestrian and bicycle facilities, safety and educational activities, conversion of abandoned railway corridors to trails, landscaping and scenic beautification, and environmental mitigation to maintain habitat connectivity. o Surface Transportation Program (STBG) - The Surface Transportation Block Grant program provides funding for a wide range of projects, including highways, bridges, tunnels, and pedestrian and bicycle infrastructure. This program is managed at the state -level by TxDOT. o Recreational Trails Program - This program provides funding to states for the development and ongoing maintenance of recreational trails and trail -related facilities. Trails for walking, hiking, and biking are all eligible for funding. • Department of Housing and Urban Development (HUD) - The federal agency responsible for providing housing and community development assistance programs. o Community Development Block Grant Program (CDBG) - This program supports neighborhood revitalization, economic development, and community facility improvement efforts in areas with low and moderate incomes. These funds have been used numerous times to construct public facilities including bicycle and pedestrian infrastructure in eligible areas of the City. Figure 6.3 Foster Avenue Sidewalk STATE FUNDING There are multiple state agencies that provide funding for projects and programs meant to support active transportation. The Texas Department of Transportation (TxDOT) provides funding for both on and off- street projects while the Texas Parks and Wildlife Department is primarily focused on improving off street trails and greenways. • Texas Department of Transportation - The government agency responsible for planning, designing, building, operating, and maintaining the state's transportation infrastructure. o Safe Routes to Schools Program (SR4S) - The SR4S program tries to encourage school age children to bike and walk to school by funding the implementation of traffic safety programs and construction of bike and pedestrian facilities within a two-mile radius of schools. o Texas Mobility Fund - Maintained by TxDOT, the Texas Mobility Fund holds taxes and fees separate from those in the State Highway Fund. The Transportation development credits, or toll credits, in this fund can be requested and applied as local match funding for federal transportation projects. o Transportation Alternatives Set -Aside (TA) Program - The TA program provides funding through local Transportation Management Areas to be used for bicycle and pedestrian infrastructure and planning projects. Applicants are encouraged to submit proposals aimed at improving transportation accessibility, safety, and multimodal integration. • Texas Parks and Wildlife Department (TPWD) - The state agency tasked with the management and conservation of the natural and cultural resources of Texas. o Recreational Trails Program - Supports the creation of non -motorized and motorized recreational trails and associated facilities meant to hiking and bicycling. Funding for the Recreational Trails Program is provided by Federal Highway Trust Fund, which is supported by gas taxes paid on fuel for non -highway recreational vehicles. o Outdoor Recreation Legacy Partnership (ORLP) - This program is a competitive grant under the Land and Water Conservation Fund (LWCF), which provides matching funds to facilitate the acquisition and development of outdoor recreational areas and trails. 6-14 1 CITY OF COLLEGE STATION - 2026 ACKNOWLEDGEMENTS The City of College Station would like to express their sincere gratitude to all the following individuals, groups and citizens of the community who contributed to the preparation and adoption of this Master Plan. Without your help, this would have never been achieved. CITY COUNCIL PLANNING & ZONING COMMISSION BPG ADVISORY BOARD John Nichols, Mayor Mark Smith, Place 1 William Wright, Place 2 David White, Place 3 Melissa Mcllhaney, Place 4 Bob Yancy, Place 5 Scott Shafer, Place 6 ADMINISTRATION Jason Cornelius, Chair David Higdon Marcus Chaloupka Aron Collins Warren Finch Michael Buckley TreVion Watson Bryan Woods, City Manager Jeff Capps, Deputy City Manager Jennifer Prochazka, Assistant City Manager Jeff Kersten, Assistant City Manager PROJECT TEAM Jason Schubert, Transportation Planning Administrator Jesse DiMeolo, Senior Planner (Project Manager) Carl Ahrens, Staff Planner Joe Allen, Staff Planner Julie Svetlik, GIS Analyst Chris Griffin, GIS Analyst Eric Siaba, GIS Technician STAFF RESOURCE TEAM Susan Monnat, Capital Improvement Projects Carol Cotter, City Engineer Randell Smith, City Traffic Engineer Raney Whitwell, Community Development Michael Ostrowski, Economic Development Richard Mann, Fire Department Barbara Moore, Neighborhood Services Kelsey Heiden, Parks Department Anthony Armstrong, Planning & Development Molly Hitchcock, Planning & Development Kenneth Preterit, Police Department DeAnna Ordonez, Public Works Emily Fisher, Public Works Scott Shafer, Chair Carla Robinson Kathy Langlotz Joy Chmelar NeoJang Thomas Woodfin Matthew Jackson APPENDIX A: DEMOGRAPHICS The population of College Station has continued to increase. The table below shows how the population has grown since 2010. As of December 2025, the population of the City of College Station is estimated to be 132,477 residents. Table A.1 Population Growth Rate Since 2010 2010 94,929 N/A 2011 - 2015 106,581 12.3% 2016 - 2020 122,085 14.5% 2021 - 2025 132,477 8.5% Source: City of College Station Population Density and Distribution Unsurprisingly a population distribution analysis for College Station shows the greatest population density in the areas surrounding the Texas A&M University campus. Lower population densities are along the City's peripheries and in areas that are undeveloped, developed at lower densities, or are partially developed. The areas of the city zoned for more intense residential uses like multi -family tend to have a higher population density relative to areas zoned for less intense uses like rural or single-family development. Knowing which areas currently have the greatest population density and which are planned for such can help determine where active transportation improvements would be more beneficial to improve connectivity and help encourage active transportation as a viable transportation mode and help mitigate growing traffic congestion in those areas. POPULATION [ CEN5U5 BLO[ AC5 2024 5 YEAI Population Density PE Square Mile Low Mid f..y.. El Mites Source: City of College Station A-1 I CITY OF COLLEGE STATION - 2026 Age Distribution The demographic composition of a city affects the transportation needs of that community. Communities with an age composition that skews younger will have a different set of transportation needs and opportunities relative to a community with a population that skews much older. Population pyramids for College Station clearly show the impact that a large number of college students have on the city's age distribution. The figure below illustrates that 25.6% of all city residents fall within the 20-24 year old age cohort. The second largest age group within College Station is the 15-19-year-old cohort. The size of these two age cohorts compared to the rest of the city's population pyramid indicate that College Station has a relatively young population. Knowing that these population cohorts will likely remain similar in their size and distribution near the periphery of campus allows the city to tailor future improvements in this area specifically to college -aged users. Figure A.1 Population Pyramid for City of College Station POPULATION PYRAMID FOR CITY OF COLLEGE STATION 85 years and over 80 to 84 years I 75 to 79 years ' 70 to 74 years ' 65 to 69 years ' 60 to 64 years . 55 to 59 years ■ 50 to 54 years . 45 to 49 years ■ 40 to 44 years . 35 to 39 years - 30 to 34 years - 25 to 29 years _ 20 to 24 years 15 to 19 years 10 to 14 years . 5 to 9 years - Under 5 years . 20000 15000 10000 5000 0 ■ Female 5000 10000 15000 20000 Male Source: City of College Station ACTIVE TRANSPORTATION MASTER PLAN I A-2 APPENDIX B: LTS METHODOLOGY AND CRITERIA Research and Best Practices Level of Traffic Stress as a form of network analysis was first published by researchers at the Mekuria Transportation Institute in 2012. Since then, many different municipalities have utilized this approach for assessing the stressfulness of their active transportation networks. Many of these municipalities have also modified the criteria for the analysis to better fit their local planning context. The types of modifications made by these municipalities also differs, with some making relatively minor changes and others making substantial revisions to the original criteria. Looking first at the City of Fort Worth's Active Transportation Plan, we see an example of a minor change to the overall LTS criteria. The City decided that the original LTS criteria developed by the Mekuria Transportation Institute was too lenient regarding the impact of traffic volume on a user's experience. For this reason, Fort Worth's LTS analysis is more critical of roadways with high volumes and high speeds. In some instances, municipalities decided that more significant changes were needed for the analysis to work within their local context. For Montgomery County this meant the addition of 3 more stress level ratings to help describe a greater range of roadway experiences. LTS 0 was added to describe off -road portions of the network, which are not impacted by roadway stresses. LTS 2.5 was added to bridge the comfortability divide between LTS 2 and 3. Lastly, the county added LTS 5 to distinguish between the roadways that only experienced riders would be willing travel and roadways deemed too dangerous for even those riders. Other municipalities took into consideration additional roadway factors that might impact a user's experience. This was the approach taken by the City of Chico, CA, which accounted for the presence of additional obstacles along biking facilities. If a bike lane or route was subject to frequent blockages by vehicles, trash cans, or driveways, the LTS would be increased. LTS Methodology for College Station The criteria used for the LTS analysis of College Station's existing network has also been modified. In the original methodology developed by the Mekuria Transportation Institute, sidewalk widths were divided into 4 categories. This included sidewalks: • Greater than 10 ft. Wide 10 ft. to 8 ft. wide 7 ft. to 5 ft. wide • Less than 5 ft. wide In the City's older neighborhoods, sidewalks were built to be 4 feet wide with a 1-3-foot grass buffer. Using baseline criteria from the Mekuria Institute, many of these neighborhood streets would be given LTS scores of 3, despite having low speeds, low traffic volumes, and large roadway buffers. More recent updates to College Station's Unified Development Ordinance have changed sidewalk width standards, which require these facilities to be at least 6 feet wide. Any future redevelopment taking place in these older neighborhoods would require sidewalks to be reconstructed to meet the updated UDO standard. With this context in mind, it was decided to combine the 7-5 feet and <5-foot categories to more accurately reflect an individual's experience on these low -intensity roadways in local neighborhoods. This methodology was adapted to the local context of College Station and might be subject to future modifications if needed to accurately depict existing conditions. B-1 I CITY OF COLLEGE STATION - 2026 Bicycle Level of Traffic Stress Analysis (BLTS) Segments: The BLTS criteria for segments are split into two different tables, one of these tables looks specifically at bike routes (bikes in mixed traffic) while the other looks at bike lanes. Table B.1 Bixes in Mixed Traffic 2-way street (no centerline) 2-way street (1 thru lane per direction and centerline) 2 thru lanes per direction 3+ thru lanes per direction 0-750 751-1,500 1,501-3,000 3,000+ 0-1,000 1,001-1,500 1,501+ 0-8,000 8,001+ Any volume 2 2 2 2 3 3 3 1 1 2 2 3 3 3 3 2 2 2 3 2 2 3 3 4 2 3 3 3 2 3 3 3 4 3 3 3 3 3 3 3 3 3 4 4 4 3 Source: City of College Station ACTIVE TRANSPORTATION MASTER PLAN I B-2 Table B.2 Bikes in Conventional Lanes and Others 1 thru lane per direction or 6+ ft §W 1 2 3 3 3 contraflow lane Less than 6 ft 2 2 2 3 3 6+ ft 2 2 3 3 3 2 thru lanes per direction Less than 6 ft 2 3 3+ lanes per direction Any width 3 3 3 4 Use mixed traffic criteria if it would result in lower LTS Source: City of College Station Crossings: The BLTS criteria is contained within a single table and only applies to road crossings without any traffic controls (no stop signs, or traffic signals). Up to 25 mph 30 mph None 35 mph 40+ mph Up to 25 mph 30 mph Crossing Island 35 mph 40+ mph MG LTS ff0 3 LANES � - 5 LANES 6+ LANE c � Source: City of College Station B-3 I CITY OF COLLEGE STATION - 2026 Pedestrian Level of Traffic Stress Analysis (PLTS) Segments The PLTS criteria for segments in split into three separate tables to better evaluate stress levels based on a roadway's traffic volume. As a result, facilities with similar dimensions might scoring differently based on the average amount of adjacent vehicle traffic. Source: City of College Station ACTIVE TRANSPORTATION MASTER PLAN I B-4 Table B.5 Pedestrian LTS for Medium Traffic Volume <26mph 26 - 30 mph 31-35mph > 35 mph Automatically >10ft 8ftto10ft 1 <7ft 1 2 2 2 2 2 2 >10ft 2 3 8 ft to 10 ft 2 2 2 3 3 <7ft 2 >10ft 8ftto10ft 2 <7ft 3 >10ft 8 ft to 10 ft < 7 ft 3 LTS 2 if a vertical buffer greater 2 3 3 2 3 4 3 4 2 3 3 2 3 4 3 than six inches is present Source: City of College Station Table B.6 Pedestrian LTS for High Traffic Volume PEDESTRIAN SPEED LTS FOR HIGH TRAFFIC SIDEWALK WIDTH < 7 ft > 10 ft VOLUME (> BUFFER 10 FT 5 TO 9FT 7,500 AADT) WIDTH 5 FT NONE Ad �"2 Mop Automatically LTS 2 if a vertical buffer greater than six inches is present Source: City of College Station B-5 I CITY OF COLLEGE STATION - 2026 Crossings The PLTS criteria for crossings has been split across six different tables. Half of the methodology tables are specifically for crossings with traffic controls while the other half are for crossings without traffic controls. These tables follow the same traffic volume -based formatting as the tables for PLTS segments. Table B.7 Controlled Pedestrian Crossings for Low Traffic Volume 2-3 lanes LPI or 4 lanes 2 1k, Pedestrian only phase 5 lanes 2 6+ lanes 3 1 3 2-3 lanes 1 4 lanes 2 2 Traffic Signal 5 lanes 2 2 2 2 6+ lanes 2 3 3 3 1-2 lanes Stop Sign 3 lanes 2 2 4+ lanes 2 2 3 3 1-2 lanes Pedestrian Hybrid Beacon 3lanes 4+ lanes 2 ■ Source: City of College Station ACTIVE TRANSPORTATION MASTER PLAN I B-6 Table B.8 Controlled Pedestrian Crossings for Medium Traffic Volume Source: City of College Station B-7 I CITY OF COLLEGE STATION - 2026 Table B.9 Controlled Pedestrian Crossings for High Traffic Volume 2-3 lanes 2 LPI or 4 lanes 2 2 2 Pedestrian only phase 5 lanes 2 2 2 3 6+ lanes 3 3 3 3 2-3 lanes 2 2 4 Traffic Signal lanes 2 2 2 5 lanes 2 3 3 3 6+ lanes 3 3 1-2 lanes 2 2 Stop Sign 3 lanes 2 2 3 3 4+ lanes 2 3 1-2 lanes 2 2 2 Pedestrian Hybrid Beacon 3lanes 2 3 3 3 4+ lanes 3 3 I Source: City of College Station ACTIVE TRANSPORTATION MASTER PLAN I B-8 Table B.10 Uncontrolled Pedestrian Crossings for Low Traffic Volume < 21 mph 21-25 mph Rapid Flashing Beacons 26 - 30 mph > 30 mph < 21 mph 21-25 mph No Traffic Control 26 - 30 mph > 30 mph 1-2 lanes 3 lanes 4+ lanes 2 1-2 lanes 3 lanes 4+ lanes 2 1-2 lanes 3 lanes 2 4+ lanes 2 1-2 lanes 2 2 2 3 2 2 2 2 3 2 2 2 2 2 3 3 3 2 2 2 3 3 3 3 lanes 6L 2 4+ lanes W 1-2 lanes 3 lanes E 4+ lanes 2 1-21anes 1 3 lanes 1 4+ lanes 2 1-2 lanes 3 lanes 2 4+ lanes 2 1-2 lanes 2 3 lanes 2 3 3 3 2 2 2 2 2 3 3 2 2 2 3 3 2 3 3 2 3 3 3 3 3 3 2 2 3 3 3 4 3 Source: City of College Station B-9 I CITY OF COLLEGE STATION - 2026 Table B.11 Uncontrolled Pedestrian Crossings for Medium Traffic Volume UNCONTROLLED PEDESTRIAN CROSSING LTS FOR MEDIUM TRAFFIC VOLUME (2,500-7,500 AADT) 1 CROSSING TREATMENTS TRAFFI 10 RAFFIC CROSSING RAISED REFUGE RAISED CURB CONTRO SPEED WIDTH ISLAND REFUGE EXTENSION NONE AND CURB ISLAND ONLY ONLY EXTENSION(S) 1-2 lanes mph 3 lanes lanes lanes Flashing 0 mph 3 lanes Beacons 1-2 • es 2 > 30 mph 31anes• - • - < 25• • - • Traffic control , • _ , 1-2 • es 2 > 30 mph 31anes_ IF I - Source: City of College Station ACTIVE TRANSPORTATION MASTER PLAN I B-10 Table B.12 Uncontrolled Pedestrian Crossings for High Traffic Volume Rapid Flashing Beacons < 25 mph 26-30 mph > 30 mph < 25 mph No Traffic 26 - 30 mph Control > 30 mph 1-2 lanes PW 2 2 = 3 lanes 2 2 3 3 4+ lanes 2 3 3 1-2 lanes 2 2 2 3 3 lanes 2 3 3 3 4+ lanes 3 3NEFF 4 1-2 lanes 2 3 lanes 3 2 3 3 3 3 4+ lanes 3 1-2 lanes 2 2 2 3 3 lanes 2 2 3 3 4+ lanes 3 3 3 1-2 lanes 2 2 2 3 3 lanes 2 3 3 3 4+ lanes 3 Ak4 4 1-2 lanes 2 3 3 3 3 lanes 3 4+ lanes 3 �� 4 1 4 Source: City of College Station B-11 I CITY OF COLLEGE STATION - 2026 \ Jew �e•-w:� © 6 \\\ 1 LOW LEVEL OF TRAFFIC STRESS (LTS) BICYCLE ",NETWORK N > �. 44` � ,0000 LTS 1 2 �- \ _ .��■ ` % • \ a� LL 0 RoCK pR���''F Ro 0 0.75 1.5 Miles LOW LEVEL OF TRAFFIC STRESS (LTS) PEDESTRIAN NETWORK L1 LTS 1 P� 4 I �06, oRE 4 � � d SgGfi rp U y 0 � CLV 1p 'o ..IF.• 4a a z Ei 0 z X 0 LM ROCK P .6� RD 0 0 0.75 1.5 Miles APPENDIX D: THOROUGHFARE CROSS SECTIONS Crossing Section Makeup Street cross -sections are composed of various discrete zones. These zones serve different users and include different cross-section elements. The table below lists the cross-section zones alongside their identifying traits. Refer to the diagram below table for illustrative examples of each element. Frontage Immediately adjacent to right of way edge Parallel to street Pedestrian between land use and curb Between travel lanes Visual Barrier Buffer (bike or vehicles) and pedestrians Immediately adjacent Non -Vehicular Travel to the curb or sidewalk edge Travel Center of the right of way F r }t FVnes mm **-&0 I F�li F � � 4 � Utilities, grade changes Sidewalks Xeriscaping, color concrete, pavers, or landscape elements* like low shrubs, decorative grasses, lawn, and trees Curbside space, bicycle lanes, and on -street parking, shared use paths General purpose lanes, bus lanes, medians Edge or ROW allocation for commercial or residential transition to adjacent grades and place for utilities Space dedicated to activities like walking and jogging Buffered landscape that separates walking and stationary activities from travel lanes Intermediary zone adjacent to travel lanes Lanes used primarily for motorized transportation i r nL1 uq& !■_ _ W 41 *Landscape elements require approval by public works Source: City of College Station D-1 I CITY OF COLLEGE STATION - 2026 k7� .0 k-0 I r J 1 ; — A0 Source: City of College Station TYPICAL SECTIONS Note: All dimensions measure from back -of -curb and center of stripe. Not to scale Note: Separated bike lanes may be the preferred alternative in the Urban Context in College Station's Thoroughfare Plan Context Zone Map Major Arterla (1 301 IRO r was �171 5a,p�• It• �� k+r+t k� � •t+ �r �Ir �••' �T W+r V 11r X 12 11.51 47 IF I2I i I r 17 'F ACTIVE TRANSPORTATION MASTER PLAN I D-2 Minor Arterl &I (10 T FAO 24' 24 ■rr- �' ICf 3' 17 1 z r I . ICIajoit Cof leclor (80' ROW) la, t 1 1 r4 1 S D-3 I CITY OF COLLEGE STATION - 2026 Minor Cc I I nor (60' ROW) ..rye � �� ��,... � i..--r � •ram �i��avrr. � T -6' 3' d' 211' 11 ' 2'� d' 3' ' d' T ALTERNATIVE SECTIONS Note: All dimensions measure from back -of -curb and center of stripe. Not to scale Mann r AFteria I AIteinative 1 (130' ROW) •• , 9-7 AC aar•HV ] [ ] i i ACTIVE TRANSPORTATION MASTER PLAN I D-4 Mai or Arteri a I Afternative 2 (130. ROW) -Dr_ - - - - 4-75nA} :- wil — AN Minor Arterial All-ernative 1 0 S. ROW) -'hF, r: At - ?o-el-0 1k KL r4 K-b pp BP4 0 -y 9 y 85 21 D-5 I CITY OF COLLEGE STATION - 2026 12! L" 71 71 T 3' L' T Frssxp M i no r Arte riai Alt ernat i ve ( 1 0 5` ROW) EDr- & ' A' 11 • - - --- ,� 3F—• F' Ma j o r Cc I I e cto r A Irternative 1 (SO' ROW) BAb41�:FWIL1rtCdC-m4r 1 T 1 IN 2' 7 4' f 3' ACTIVE TRANSPORTATION MASTER PLAN I D-6 M a)o ► Cc 11 ecto r Alter n at ive 2 (8 0' ROW) �h 0; 1.pti S..F ..Q,.� . Nri 11 IF T for Minor Collector Alternate 1 (60' ROW) I I I I I� •Y� 1 2' 66' :T ._d bl ONbLi HE* of MZb 24' 2. 12' R - v . ....FI . rw-w 1 I'w%km IMR • 0- 1 1 I } D-7 I CITY OF COLLEGE STATION — 2026 - - - ------ ----- ---- Mir,or CoIlecfor AlterPat iue 2 (7or ROW) Fl-I I :f :, 1 I I I M 21 *am ftod I?Wb*.#0Mv" --� Ill 11110L nM t115, 11,E M k 1 I IF T IF 7 7 y ACTIVE TRANSPORTATION MASTER PLAN I D-8 1 CITY OF COLLEGE STATION Home of Texas AeTM University' PLANNING AND DEVELOPMENT SERVICES CSTX.GOV • 979.764.3500