HomeMy WebLinkAboutO-2006-2892
REQUEST FOR CITY COUNCIL AGENDA ITEM
Bud2et
Source of Funds: Nt A
Account Number:
Report:
Resolution:
Ordinance:
x
Amount Budgeted:
Exhibits: Adoption Ordinance
Amount Requested:
Exhibits: Final Draft, Comprehensive Plan s...year Update
Budgeted Item: YES NO
Exhibits
SUMMARY & RECOMMENDATION
The Council was presented a draft copy of the City's Comprehensive Plan 5-year update during a Council workshop on
May 8, 2006. Staff is seeking a formal recommendation from Council to adopt, by Ordinance, the update as an addendum
to the 2020 Comprehensive Plan.
The Planning and Zoning Commission, as the principal reviewing body for the City's Comprehensive Plan, has been
charged with monitoring changes and amendments to the document and forwarding its recommendation to the City
Council to consider for implementation.
Chapter 1 of the Comprehensive Plan identifies the Plan as a principal part of the City's overall planning process,
involving all facets of the community and requiring, as a minimum, an update every five years to ensure that it reflects the
true vision and direction of the community.
A Comprehensive Plan Review Committee was formed to review the Plan in its entirety, update the goals and objectives
to reflect progress and accomplishments, identify goals that require attention or recommend some for deletion, and to
further recommend any additional goals and objectives in keeping with the City's vision as delineated in the Plan itself.
The methodology incorporated a complete review of all chapters within the Plan, input from the general public,
independent analysis by committee members and information gathered from various interviews with all Department
Directors, including the Main Street Coordinator and Emergency Response personnel.
Upon completion of their review, the Comprehensive Plan Review Committee forwarded a fmal draft of the La Porte
2020 Comprehensive Plan 5- Y ear Update to the Planning and Zoning Commission for consideration at their April 20,
2006, meeting. The update reflects viewpoints from a broad spectrum and continues to serve the citizens of La Porte by
seeking to preserve the unique quality of life of the City.
The Planning and Zoning Commission unanimously recommends City Council consider approval of an Ordinance to
adopt the La Porte 2020 Comprehensive Plan 5- Y ear Update.
Action Required hv Council:
I. Conduct a Public hearing.
2. Consider an Ordinance to adopt the 2020 Comprehensive Plan 5-year Update
Approved for City Council Agenda
#~~w~~~
De ra B. Feazelle, City Man er
& r-& --D&
Date
ORDINANCE NO. 2006-~iq2J
AN ORDINANCE ADOPTING AN ADDENDUM TO THE COMPRESHENSIVE PLAN
OF THE CITY OF LA PORTE, UPON RECOMMENDATION OF THE PLANNING AND
ZONING COMMISSION OF THE CITY OF LA PORTE; FINDING COMPLIANCE
WITH THE OPEN MEETINGS LAW; AND PROVIDING AN EFFECTIVE DATE
HEREOF.
WHEREAS, Section 211.004 of the Texas Local Government Code provides that
Zoning regulations must be adopted in accordance with a Comprehensive Plan;
WHEREAS, Section 213.003 of the Texas Local Government Code provides that a
municipality may amend a Comprehensive Plan by ordinance, after public hearing and review by
the municipality's planning commission or department; and,
WHEREAS, Section 213.003 of the Texas Local Government Code also provides that a
municipality may establish, in its charter or by ordinance, procedures for adopting and amending
a Comprehensive Plan; and,
WHEREAS, Chapter 106, "Zoning", Article 1, Section 106-3, and Article II, Section
106-65 of the Code of Ordinances of the City of La Porte, delegates to the Planning and Zoning
Commission the duty to review and make recommendations relevant to modifications of the
Comprehensive Plan and Zoning Ordinance; and
WHEREAS, the City of La Porte has a Comprehensive Plan which Plan was adopted
by the City Council of the City of La Porte in 1986, and amended on the 22nd day of January,
2001; and,
WHEREAS, pursuant to mandate of Chapter 106, "Zoning", of the Code of Ordinances
of the City of La Porte, the Planning and Zoning Commission of the City of La Porte has
reviewed various elements of the Comprehensive Plan, and furthermore commissioned a review
of said Plan by a body known as the Comprehensive Plan Review Committee, to consider
possible amendments thereto; and,
WHEREAS, at the La Porte Planning and Zoning Commission meeting which occurred
on April 20, 2006, the La Porte Planning and Zoning Commission heard a report from The
Comprehensive Plan Review Committee for the purpose of considering the various components
of, and proposed amendments to, the Comprehensive plan; and, considered the report on a first
five years update of the Comprehensive Plan;
WHEREAS, after due consideration of the comments made by the Comprehensive Plan
Review Committee together with the recommendations of City of La Porte Planning Department
staff presented at the said April 20, 2006 Planning and Zoning Commission meeting, the Planning
and Zoning Commission has recommended to the City Council of the City of La Porte an
addendum to the Comprehensive Plan, more particularly outlined on the document labeled as
Exhibit "A", attached to this Ordinance.
NOW, THEREFORE, BE IT RESOLVED BY
THE CITY COUNCIL OF THE CITY OF LA PORTE, TEXAS, THAT:
Section 1 That the addendum to the Comprehensive Plan of the City of La Porte
attached to this Ordinance, and which is incorporated by reference herein, be and is hereby
authorized, approved, and adopted by the City Council of the City of La Porte, after duly noticed
public hearing held at its June It\ 2006 meeting, pursuant to the recommendations of the
Planning and Zoning Commission of the City of La Porte,
Section 2 That the City Secretary of the City of La Porte or her designated
representative will be required to append said addendum to the Comprehensive Plan and duly
mark and note said changes on the Comprehensive Plan of the City of La Porte.
Section 3 The City Council officially finds, determines, recites and declares that a
sufficient written notice of the date, hour, place and subject of this meeting of the City Council is
posted at a place convenient to the public at the City Hall of the City for the time required by law
preceding this meeting, as required by the Chapter 551, Texas Government Code; and that this
meeting has been open to the public as required by law at all times during which this Ordinance
and the subject matter thereof has been discussed, considered and formally acted upon. The City
Council further ratifies, approves and confirms such written notice and the contents and posting
thereof.
SECTION 4 This Ordinance shall be effective fourteen (14) days after its passage and
approval. The City Secretary shall give notice of the passage of this Ordinance by causing the
caption hereof to be published in the official newspaper in the City of La Porte at least twice
within ten (10) days after the passage of this Ordinance.
PASSED AND APPROVED this lih day of June, 2006.
CITY OF LA PORTE
~t;?~
By:
Alton Portor, Mayor
ATTEST:
By: VJ1I~~ ,ffuL1.
~rtha Gillett, City Secre ary
A~~
City Attorney
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By:
CITY OF LA PORTE PLANNING DEPARTMENT
COMPREHENSIVE PLAN REVIEW COMMITTEE
604 W. Fairmont Parkway, La Porte, TX 77571
\\ \\ \\,1'1 po nctx,gm
Phone: (281) 471-5020 / Fax (281) 470-5005
May 24, 2006
Mayor Alton E. Porter
City of La Porte
604 W. Fairmont Parkway
La Porte, Texas 77571
RE: La Porte 2020 Comprehensive Plan 5- Year Update
The Honorable Mayor Porter:
We are pleased to submit the 2005 update to the City of La Porte 2020 Comprehensive Plan. This report
was prepared in accordance with Chapter 1 which identifies the Plan as a principal part of the City's
overall planning process, involving all facets of the Community and requiring, as a minimum, an update
every five years to ensure that it reflects the true vision and direction of the community.
The charter of our committee was to review the Plan in its entirety, update the goals and objectives to
reflect progress and accomplishments, identify goals that require attention or recommend some for
deletion, and to further recommend any additional goals and objects in keeping with the City's vision as
delineated in the Comprehensive Plan itself. Our methodology incorporated a complete review of all the
chapters within the Plan, input from the general public, independent analysis by the committee members
and information gathered from the various interviews with all Department Directors, including the Main
Street Coordinator and Emergency Response personnel. We feel this update reflects viewpoints from a
broad spectrum and continues to serve the citizens of La Porte by seeking to preserve the unique quality
oflife of our City.
Speaking for the Committee, I can say that we welcomed the opportunity to participate in this important
task. It provided a forum to express our views and to receive valuable insight on the progress of our City
that may have been overlooked had we not taken the time to perform this update. We believe that we
faithfully represented the citizens and community leaders on their vision for the future development of the
community and hereby recommend this updated addendum as a continuing validation of the La Porte
2020 Comprehensive Plan.
Respectfully,
d~W~
Betty T . Waters
Chairperson
DRAFT
2
ACKNOWLEDGEMENTS
City of La Porte-2005 Comprehensive Plan Update
Mavor and Council
Alton E. Porter-Mayor
Peter Griffiths-Council at Large (A)
Barry Beasley-Council at Large (B)
Mike Mosteit-Mayor Pro Tern (Council District 1)
Chuck Engelken-Council District 2
Howard Ebow-Council District 3
Tommy Moser-Council District 4
Louis Rigby-Council District 5
Mike Clausen-Council District 6
City Staff
Debra B. Feazelle-City Manager
John Joerns-Assistant City Manager
Cynthia Alexander-Assistant City Manager
Steve Gillett-Director of Public Works
Stephen Barr-Director of Parks and Recreation
Richard Reff-Chief of Police
Mike Boaze-Fire Chief
Wayne J. Sabo-Director of Planning
Masood Malik-City Planner
Debra Dye-Main Street Coordinator
Jeff Suggs-Emergency Manager
Plannin!! and Zonin!! Commission
Patricia Muston-Chairperson
Doretta Finch-District 1
Nick Barrera-District 2
Kirby Linscomb, Jr.-District 3
Dottie Kaminski-District 4
Paul Berner-District 5
Claude Meharg-District 6
Hal Lawler, Alternate
Les Bird, Alternate
Comprehensive Plan Review Committee
Betty T. Waters-Chairperson
David Brady
Chester Pool
Ed Matuszak
John Tomerlin
3
TABLE OF CONTENTS
Chapter
Chapter I-Introduction
Pae:e
4
Chapter 2-Community Vision
5
Chapter 3-Community Profile (2000 Census Update)
Table DP-l Profile of General Demographic Characteristics 2000
Table DP-2 Profile of Selected Social Characteristics 2000
Table DP-3 Profile of Selected Economic Characteristics 2000
Table DP-4 Profile of Selected Housing Characteristics 2000
6
Chapter 4-Land Use
9
Chapter 5- Transportation Thoroughfare System
14
Chapter 6-Utility Infrastructure System
18
Chapter 7-Parks and Recreation
25
Chapter 8-Community Facilities and Services
29
Chapter 9-Residential Development
33
Chapter 10-Beautification and Conservation
38
Chapter ll-Public Safety
Police
EOC
EMS
40
Chapter 12-Redevelopment Strategy
45
Chapter 13-Implementation Plan
46
Main Street Efforts
Bed & Breakfast by the Bay
Museums
48
56
58
Recommended Changes, Additions, Deletions, Future Goals and Objectives
59
4
Iltrodllctioll
Chapter 1
The charter of the Comprehensive Plan Update Review Committee was to review the Plan in its
entirety, update the goals and objectives to reflect progress and accomplishments, identify goals that
require attention or recommend some for deletion, and to further recommend any additional goals and
objectives in keeping with the City's vision as delineated in the Comprehensive Plan itself. Our
methodology incorporated a complete review of all the chapters within the Plan, input from the general
public, independent analysis by the committee members, and information gathered from various
interviews with all Department Directors, including the Main Street Coordinator and Emergency
Response personnel. We feel this update reflects viewpoints from a broad spectrum and continues to
serve the citizens of La Porte by seeking to preserve the unique quality of life of our City.
5
COIIlJ1111llity Vision
Chapter 2
Understanding that the Community Vision is at the top of the hierarchy of guiding principles, the
Comprehensive Plan Review Committee's intent was to continue to work within the established
framework as outlined in the 2000-2020 Comprehensive Plan update.
COl1l1llUl1ity Profif
2000 Census Update
6
Chapter 3
Population: The growth of La Porte is on schedule as predicted in CY 2000. The population of La
Porte grew to 7,150 in 1970. Chemical plants and related industries expanded outside the City limits,
offering jobs that attracted new workers to the area. With continued growth and the annexation of
suburban territories in the 1980s, the town expanded to 28,000 citizens by 1990. The future population for
the City of La Porte was projected following the Census 2000 data and Population Estimates Program of
the U.S. Census Bureau.
City of La Porte Population Projections
Year
April 1, 2000 (Census 2000)
July, 2000
June, 2001
August, 2002
April, 2003
March, 2004
April, 2005
2010
2015
2020
Population
31,880
32,050
32,765
33,214
33,623
34,162
35,082
38,335
42,360
47,569
Racial Composition: Census data on racial composition indicates that the majority of the population is
classified as "White." This group accounts for 25,946 persons or 81.4% of the population. The second
largest group is classified as "Other Race," which accounts for 2,717 persons or 8.5% of the population.
The "African American" group is the third largest group and accounts for 1,993 persons or 6.3% of the
total population.
General Demographics: The general demographic reflects an overview of the current population,
employment, education, and local socioeconomic characteristics of La Porte. The U.S. Census Bureau
Census 2000: Profile of General Demographic Characteristics, has provided detailed tables to reflect the
above facts:
7
Comparison- Population of La Porte and Harris County
Year
Population Percent Change Population Percent Change
1900 537 63,786
1910 678 26 115,693 81
1920 889 31 186,667 61
1930 1,280 44 359,328 92
1940 3,072 140 528,961 47
1950 4,429 44 806,701 53
1960 4,512 2 1,243,158 54
1970 7,149 58 1,741,912 40
1980 14,062 97 2,409,547 38
1990 27,910 98 2,818,199 17
2000 31,880 14 3,400,578 21
2005 35,082 10 3,600,164 6
8
Census 2000 Demographic Profile Highlights:
General Characteristics Number Percent U.S.
Total population 3 1,880
Male 15,817 49.6 49.1%
Female 16,063 50.4 50.9%
Median age (years) 32.6 (X) 35.3
Under 5 years 2,519 7.9 6.8%
18 years and over 22,412 70.3 74.3%
65 years and over 2,206 6.9 12.4%
One race 31,194 97.8 97.6%
White 25,946 81.4 75.1%
Black or African American 1,993 6.3 12.3%
American Indian and Alaska Native 154 0.5 0.9%
Asian 359 1.1 3.6%
Native Hawaiian and Other Pacific Islander 25 0.1 0.1%
Some other race 2,717 8.5 5.5%
Two or more races 686 2.2 2.4%
Hispanic or Latino (of any race) 6,520 20.5 12.5%
Household population 31,645 99.3 97.2%
Group quarters population 235 0.7 2.8%
Average household size 2.90 (X) 2.59
Average family size 3.28 (X) 3.14
Total housing units 11,720
Occupied housing units 10,928 93.2 91.0%
Owner-occupied housing units 8,438 77.2 66.2%
Renter-occupied housing units 2,490 22.8 33.8%
Vacant housing units 792 6.8 9.0%
Social Characteristics Number Percent U.S.
Population 25 years and over 19,508
High school graduate or higher 16,307 83.6 80.4%
Bachelor's degree or higher 2,567 13.2 24.4%
Civilian veterans (civilian population 18 years and over) 3,133 13.9 12.7%
Disability status (population 5 years and over) 5,014 17.0 19.3%
Foreign born 1,829 5.7 11.1%
Male, Now married, except separated (population 15 years7,547 64.2 56.7%
and over)
Female, Now married, except separated (population 157,511 60.7 52.1%
years and over)
Speak a language other than English at home (population 54,992 16.9 17.9%
years and over)
Economic Characteristics Number Percent U.S.
In labor force (population 16 years and over) 16,601 70.4 63.9%
Mean travel time to work in minutes (workers 16 years and24.1 (X) 25.5
over)
Median household income in 1999 (dollars) 55,810 (X) 41,994
Median family income in 1999 (dollars) 60,034 (X) 50,046
Per capita income in 1999 (dollars) 21,178 (X) 21,587
Individuals below poverty level 2,383 7.5 12.4%
Housing Characteristics Number Percent U.S.
Single-family owner-occupied homes 7,627
Median value (dollars) 82,100 (X) 119,600
Median of selected monthly owner costs (X) (X)
With a mortgage (dollars) 975 (X) 1,088
Not mortgaged (dollars) 381 (X) 295
anti Us
9
Chapter 4
Chapter 4 of the La Porte Comprehensive Plan Update 2000-2020 provides information relating to
existing land uses and guides future land use and development. Since adoption of the Comprehensive
Plan by City Council, a number of steps have been taken to meet the goals. The steps are outlined below,
relative to their appropriate goal in the plan.
GOAL 4.1: Achieve growth through a deliberate planning process that emphasizes an orderly,
compact, and cost efficient land use pattern.
OBJ. 4.1a: Utilize to the maximum extent possible the undeveloped parcels of land within the
City limits that are currently served (or can easily be served) by adequate public facilities
and services for in-fill development. (Overall, the status ofthis goal is on schedule.)
OBJ. 4.1a, Policv 1: The City should create a positive public-private partnership to
encourage sustainable development within the existing City limits and particularly the
existing service area of municipal infrastructure.
Since the adoption of the Plan, the City has been consistent with encouraging private
developments utilizing some flexibility in zoning and subdivision regulations. Zone changes, such as to
Planned Unit Development at various places, (i.e. Underwood Road at Fairmont Parkway), have been
done in order to achieve compact development while preserving underlying land uses. In addition, staff
has developed a business development guide, which is in its final draft, to attract developers to La Porte.
OBJ. 4.1b: Achieve orderly, contiguous development that is compatible with adjacent land
parcels and consistent with existing Zoning Ordinance.
The Planning and Zoning Commission, through the use of a committee, completed an evaluation
on existing incompatible land uses throughout the City. The committee identified the target areas
specifically along Broadway and Old Town of La Porte. The Land Use Plan was presented to City
Council for adoption. Amendments to the Zoning Ordinance were made to facilitate non-residential
developments adjacent to or abutting land developed for residential use. The design standards for various
subdivisions were evaluated to include landscaping/screening, increased lot sizes and setbacks from the
street to minimize negative effects among the surrounding uses. F or instance, increased landscaping
setbacks were secured for the Fairmont Park East subdivision along Spencer Highway.
The City encourages development of higher intensity uses adjacent to major roadways. An
ordinance pertaining to shipping containers was approved in order to allow stacking of shipping
containers only in the Heavy Industrial zoning district, with regulations on how many may be stacked and
in what ways they may be stacked.
Other performance standards include heavy landscaping, screening, and increased setbacks. Staff
reviewed the zoning map for consistency with the current policies and zone changes were recommended
where appropriate. The property for Fire Station #2 was rezoned to General Commercial and the zone
was extended up to an existing shopping strip at the intersection of Underwood Road and Spencer
Highway to maintain conformity.
Staff reviews the Zoning Ordinance on a regular basis and recommends amendments as necessary to
ensure compliance with the applicable laws and ordinances of the City.
10
GOAL 4.3: Provide for recreational, cultural, community and activity facilities which are
accessible and appropriately located and integrate into the master transportation plan.
OBJ. 4.3b: Link facilities and neighborhoods by bikeways, sidewalks, and public
transportation.
The Review Committee feels this goal and associated objective are behind schedule, due to a lack
of funding.
The City's mission is to provide convenience, comfort, and facilities to its residents. The City has
developed a "Bicycle and Pedestrian Trail Plan" to show how a network of pedestrian and bicycle ways
provide linking of facilities and neighborhoods throughout La Porte. (Specific achievements, by project,
in this area are highlighted in Chapter 7 of this review.)
GOAL 4.4: Encourage an active, viable downtown with a variety of uses.
OBJ. 4.4a: Ensure appropriate zoning supports viability. (This goal and objective are on
schedule.)
At the request of Main Street interests, the zone change from General Commercial to Main Street
District (MSD) and creation of an Overlay District were created to provide a significant impact on the
revitalization of Downtown La Porte. The City has developed specific strategies and a regulatory
framework for encouraging redevelopments with mixed commercial and residential uses in the downtown
area. The City has a vision for its downtown and actively participates in the Main Street City and other
revitalization programs. Within the MSD and Overlay, the City is facilitating the potential developers
using the building codes for appropriate construction and reconstruction standards for older or historic
buildings in downtown. Signage and other streetscapes have been implemented in coordination with the
Texas Department of Transportation (TXDOT).
Other tlexibilities like elimination of 45 ft. height restriction for structures in commercial and
industrial districts allows construction on a smaller footprint thereby creating an attraction for major
development complexes. Architectural standards are now being considered and will be re-evaluated on an
annual basis to test viability.
GOAL 4.5: Provide an appropriate amount of land for various densities and types of residential
uses and ensure the highest quality living environment.
OBJ. 4.5a: Locate residential development in areas best suited to accommodate each type of
density. For example, medium and high density residential developments should allow
residents access to highways. Such housing, however, should not be viewed as a means for
buffering conflicting land uses. (This goal and objective are on schedule).
The City continuously supports the development of residential uses at densities appropriate to
particular areas. Criteria such as existing land use and zoning, character and scale of development,
suitability of the property, and capacity of infrastructure are all considered. Prime examples are:
· Proposed Lakes at Fairmont Greens subdivision along State Highway 146 (412 units)
· Fairmont Oaks Apartments (198 units) located at the intersection of Underwood and Fairmont
Parkway, zoned High-Density Residential
11
. Seville Place Apartments (180 units) to be located along Luella Blvd. and Venture Lane, zoned
High-Density Residential
. The Preserve at Taylor Bayou; a master planned community with 180 apartment units, 8
Townhomes, 58 single family units and a commercial reserve, and,
. Other single-family residential developments such as Fairmont Park East, Sections 11 & 12
are to be located adjacent to existing Low-Density Residential neighborhoods.
The City Council has adopted regulations and created the Large Lot Residential zoning District which
will ensure preservation of the rural atmosphere and quality of life in the northern portion of the City of
La Porte. On the agenda for 2006 will be the consideration of architectural standards along major
thoroughfares of the City.
GOAL 4.8: Ensure that all existing and future commercial development is attractive, highly
utilized, and without negative influence on adjacent residential uses.
OBJ. 4.8a: Provide an adequate supply of land for commercial development while avoiding an
over-supply that leads to underutilized space.
The City is encouraging new commercial developments that are unified, concentrated and "theme-
type" developments. For instance, the Luella Mixed Use Development is a planned project with
commercial/retail, offices, a convenience store, restaurant, and hotel/motel in an area suitable for
commercial activities complete with a unified architectural design.
Rezoning activities include a monthly review of the official Zoning Map which was updated in 2005
with GIS technology. As new thoroughfares are improved or developed, surrounding areas are
reevaluated for commercial potential. Most recently, as improvements were finished along Canada Road
at Fairmont Parkway, over 34 acres of undeveloped land were rezoned for commercial use. Future
considerations for commercial development along the major business corridors may include architectural
controls.
In 2006, the City Council authorized a retail study to determine the best possible use of land and the
best type of retailer for La Porte. Upon conclusion of the initial phase of this study, another
comprehensive review of available commercial land will be initiated.
GOAL 4.9: Attract diversified industry that will contribute to the tax base as well as provide jobs
for a variety of diverse workers in the community without conflicting with other land uses in La
Porte while encouraging younger citizens to remain in the community.
OBJ. 4.9a: Focus the development of new industrial uses in areas identified for industrial use
on the future land use plan.
Underwood Business Park and Port Crossing, industrial/commercial developments, are located in
areas which have good roadway access and minimal impact on residential and recreational uses.
Projections of future job growth and tax base components are highly favorable with the potential for up to
400 jobs.
These developments, in areas zoned as Planned Unit Developments, were assigned restricted land
uses using a wide variety of Standard Industrial Classification codes. The Standard Industrial
Classification codes are assigned to incoming business in order to diversify land use and ensure that the
necessary mix of goods and services exist to provide a wide range of employment opportunities. Rail-
served portions of the developments will be reserved for warehousing and Port activities typically found
in Heavy/Light Industrial (HI and LI) land use areas, with other areas restricted to businesses which
12
provide services and retail components as found in Business Industrial (BI) and General Commercial
(GC) zoned land uses.
GOAL 4.10: Develop a positive working relationship with the County and State in regards to
mutual goals for development of lands and thoroughfares within the City limits.
The City, in October 2001, completed the construction of a new library consisting of 23,000 square
feet. The facility houses approximately 74,000 books and educational materials. The project was carried
out with cooperation of Harris County. In fostering this partnership, the City of La Porte maintains the
facility and Harris County provides the staff and service.
Railroad/Street grade separation at the railroad crossing at Fairmont Parkway project is in the final
design phase. The relocation of City utilities has been completed. The project is also funded by Harris
County in collaboration with the City and the Port of Houston.
In 2004, turn lanes have been constructed at Driftwood, Farrington, Willmont, Pecan Crossing, and
Brookwood streets. Left turn lanes are under construction at Bay Park Road and Bay Area Blvd. The
road extension of Bay Area Boulevard is underway between Spencer Highway and Fairmont Parkway.
The widening of Sens Road, from Spencer Highway to State Highway 225 is currently being engineered.
All of these projects, coordinated with the City of La Porte, are sponsored by the County and the State.
Land Use Inventory - The City consists of 12,670 acres, of which 8,946 acres are developed and
3,724 acres are undeveloped. The largest category of developed land is residential, which occupies
approximately 4,197 acres. The residential land use category includes single-family and multi-family
uses. Single-family residential is the largest residential category occupying 42 % of all developed land.
The second largest category of land use in the City is rights-of-way (ROW) and easements for a total of
1,689 acres or 18%. Commercial retail and office uses account for 12% of land use within the City
followed by parks and recreation, and industrial uses, with 8% and 3% respectively.
Use
Acreage
Percentage
Single-Family Residential
Multi-Family Residential
Commercial Retail & Office
Industrial
Public & Institutional
Parks & Open Space
R.O.W. & Easements
Total:
3,783
414
1,042
325
995
698
1,689
8,946
42%
5%
12%
3%
12%
8%
18%
100%
13
OBJ.4.10a: Maintain active membership and regularly communicate with State and Regional
organizations such as the Houston-Galveston Area Council, Bay Area Transportation
Partnership, Harris County Flood Control District, and the Texas Municipal League.
The City maintains representation on the following Boards, Commissions and Committees:
. Bay Area Houston Economic Development
. Bay Area Alliance
. Harris County Appraisal District
. Houston Galveston Area Council
. La Porte Water Authority
. La Porte Health Authority
. La Porte Redevelopment Authority
. National League of Cities
. Southeast Texas Housing Finance Corporation Board
. Texas Municipal League
In addition, the City of La Porte has initiated a monthly update meeting with the Harris County Flood
Control District and prepares an annual report to assist the District in identifying concerns and issues.
14
Tral1!',portatiol1 ThorouKJ~rare Systel11
Chapter 5
GOAL 5.1: Establish a hierarchy of thoroughfare classification that will provide for safe and
convenient flow of traffic throughout community.
OBJ. 5.1a: Develop a thoroughfare plan to ensure efficient and desirable connections between
major arteries and other thoroughfares.
On January 12, 2004, the passage of the paving section (Chapter 6) of the Public Improvements
Criteria Manual (PICM) ensured continued improvement in the thoroughfare plan. City staff utilizes
Comprehensive Plan Figure 5.3 as the Thoroughfare Plan. The Development Ordinance is currently
under review to be updated in compliance with and conducive to the Thoroughfare Plan, and the PICM is
part of the Development Ordinance.
OBJ. 5.1b: Integrate the thoroughfare network of the community with the regional
transportation system. (This Objective is on schedule.)
Recent upgrades to Canada Road have provided excellent connectivity from SH 225 via East
Blvd. to Fairmont Parkway allowing additional access to commercial development in the western portion
of the City of La Porte. This system will eventually connect to Genoa-Red Bluff Road, allowing
connectivity to and through the City of Pasadena. Bay Area Blvd. is in the final stages of providing a
major connector extension across the City of La Porte from Fairmont Parkway to Spencer. Future
expansion of this system via Sens Road will provide an additional North/South access to SH 225 across
the central portion of the City.
Rather than allowing additional driveway cuts, the City allows and, where applicable, encourages
the use of side streets to allow developed joint access to the feeder roads of SH 146. All businesses
desiring access to SH 225 and SH 146 are assisted in the pursuit of such access.
The City has been invited and has actively participated in the upgrading and planning of the
rebuild of SH 146, which is currently in the final stages of plan review. Comments were provided to
TXDOT in January 2006.
GOAL 5.2: Provide continuity of traffic flow within and between neighborhoods throughout the
community.
OBJ. 5.2a: The transportation system should offer efficient accessibility to all residential
neighborhoods. (This goal is currently behind schedule.)
As a matter of course, the continuity of traffic flow within a neighborhood is reviewed and guided
through the new subdivision plan review process. As the city has grown and new sections of subdivisions
have been built, internal traffic flow and the ability of staff to work with developers to accomplish this has
seen continuous success.
Older subdivisions, however, have resisted efforts for improved accessibility. Given that residents
continue to favor limited access to their neighborhood, planned through streets have not been completed.
While this trend tends to protect neighborhood identity, it also isolates and intensifies traffic density onto
adjacent streets.
15
GOAL 5.3: Provide for relief of traffic congestion.
Harris County has initiated corridor studies for the entire lengths of Fairmont Parkway and
Spencer Highway to identify issues that cause congestion. One initiative for Fairmont Parkway being
considered by the County is a possible conversion to a toll road with service lands and overpasses. While
there are some positive aspects to this conversion, a study must be conducted to weigh and balance
impacts to commercial access.
GOAL 5.4: Eliminate major barriers to traffic movement.
OBJ. 5.4a: Pursue improvements at intersections of railroad lines with arterial and collector
roadways to facilitate efficient traffic movement and alleviate congestion and the delay of
emergency vehicles.
The overpass at the Union Pacific railroad and Fairmont Parkway is now in the construction
phase. A railroad/street grade separation at Houston Drive and at Old Underwood Road and the railroad
are not feasible due to the tight geometric constraints. LAN Engineering is in the preliminary phase of a
study to construct intersection improvements along the Fairmont Parkway corridor. The intent of this
study is to identify aspects that currently inhibit traffic flow and to consider improvements and all major
intersections including synchronization of signals. Coordination with the City of La Porte is ongoing.
GOAL 5.5: Upgrade and improve existing street infrastructure to meet or exceed minimum
standards by Year 2020.
OBJ. 5.5a: Identify and define minimum design and construction standards to be met by Year
2020.
Minimum technical engineering specifications and design standards for new, privately built streets
were established by the passage of Chapter 6 of PICM. The minimum standard was established as
concrete curb and gutter streets. Coupled with the passage of these design standards, the City has
developed standard details and technical specifications to be used for new concrete roadway construction.
All three are available to prospective developers. All new and planned subdivisions have, or will have
concrete, curb and gutter streets. These streets are planned to serve over 750 new households.
OBJ. 5.5d: Identify funding alternatives and resources available for implementation.
The City has had success in seeking and obtaining cost sharing for street extensions and
construction including, but not limited to, cost sharing with Harris County, the Texas Department of
Transportation (TXDOT), the Port of Houston Authority, and federal grants. This has been evident in
such projects as the Fairmont Parkway Railroad Overpass Project, the Barbour's Cut Blvd. rebuild
project, the Bay Area Blvd. project, Canada Road and Harris County's willingness to participate in the
Sunrise Drive/North Shady Lane connection. Even in the absence of developer assistance funds, the City
has not experienced problems getting developers to extend streets for developer driven projects. The
dedication of right-of-way for the construction of public streets is duly undertaken as a matter of course
whenever a new subdivision plat comes up for review and approval.
16
GOAL 5.6: Provide for the increasing demand for transportation facilities while presen''ing and
enhancing the attractiveness of the environment.
The Canada Road Project was completed in January 2006 and the Bay Area Blvd. extension,
connecting Fairmont Parkway and Spencer Highway, opened in March 2006. The continuation of Bay
Area Blvd. by way of the Sens Road widening project is at 75% design. These projects will help provide
for the ever expanding vehicle miles driven per capita in La Porte and assist in easing the current demand
on other roadway facilities as well as provide new north/south corridors to and through La Porte - a
matter that has needed addressing for many years. In the case of Canada Road, the roadway construction
will allow for the building of the west side park thereby helping to ease any aesthetic blight that might be
created by the construction of Canada Road. All projects include an attractive street lighting scheme and
landscaping requirements to enhance the appearance of the City of La Porte.
GOAL 5.7: Establish and maintain a network of new and existing sidewalks as a component of
improved standards for City streets.
Where possible, new commercial and residential developments are required to construct sidewalks
along the frontage portions of their property. Per Article 6.07 of Chapter 6 of the PICM, sidewalks are
required on each side of all public streets. Given that the PICM is considered to be part of the
Development Ordinance, the Development Ordinance can be considered to have been modified to require
the construction of sidewalks with all new developments. Residential homeowners are required to
construct sidewalks for public maintenance in the public right-of-way whenever the roadside geometrics
allow for it. Through Budget Year 2005-2006, the City Council allocated $50,000 a year for sidewalk
maintenance. Being considered for budget year 2006-2007, an additional $50,000 may be allocated to
construct new sidewalks. The City is currently conducting a sidewalk inventory and analysis to set
priorities for new construction.
OBJ. 5.7a: Provide a safe and effective means to accommodate pedestrian traffic and prioritize
sidewalk improvement areas based upon type of street and adjacent land use.
The City is currently pursuing funding for the implementation of the June 2003 Bicycle and
Pedestrian Implementation Plan and where applicable the May 2002 Parks and Open Space Master Plan
in regards to pedestrian traffic and the layout of pedestrian pathways across the City. Recently, the
section of the pedestrian trail along East E Street was completely designed and is awaiting funding. Also,
the City is currently working out the details to design and install a pedestrian trail on the south side of
Fairmont Parkway to eventually link up to Pasadena's pedestrian trail system at the Pasadena Rodeo
grounds. The new Fairmont Railroad Overpass includes auxiliary lanes that could eventually be used to
convey foot or bicycle traffic over the railroad tracks. A pedestrian trail was recently constructed,
including a bridge over Little Cedar Bayou, to link the Fitness Center with the Little Cedar Bayou Wave
Pool and girl's softball complex. Lastly, the City and TXDOT were able to award and construct the Safe
Routes to School trail running north/south on the east side of South Broadway.
As previously mentioned, the City annually funds a sidewalk repair project that repairs tripping
hazards, installs or repairs wheelchair ramps as needed in previously identified locations and reconstructs
broken sidewalks as needed given the limited annual funds. There currently exist no funds for
construction of new sidewalks where none had previously existed but the issue is being considered by the
City Council in FY06-07.
An ongoing and continuous conditions assessment of sidewalks around the city is part of the
annual sidewalk repair program. City personnel investigate complaints on existing sidewalks, assign the
17
complaint a priority number of 1-5 and try to take care of $50,000 worth of the highest priority
complaints each year.
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GOAL 5.8: Cooperate with neighboring communities to establish interurban modes of
transportation.
There has been no progress in this area. The City is currently initiating studies to pursue .public
transportation grants with a private consultant. Ideas are being generated to identify nodes and ridership
Issues.
GOAL 5.9: Expand the Municipal Airport and create a self-supporting operation.
Development in and around the airport is regulated by the City in accordance with Federal
Aviation Administration (FAA) guidelines. All proposed developments around the airport are compared
to our map showing the maximum allowable building heights in concentric radii around the airport so that
landing and takeoff space is not violated.
Utility l1~ti'astrllctllre Systel11S
18
Chapter 6
GOAL 6.1: Explore creative uses of drainage facilities.
OBJ. 6.1a: Create aesthetic/recreation uses that are compatible with drainage facilities.
The paradigm shift of the use of drainage facilities for recreational purposes is well underway.
The regional detention pond between Spencer Highway and Fairmont Parkway west of SH 146 on F216-
00-00 will be a dual use detention pond and park complete with jogging trails and park benches. The
detention pond for the Fairmont Park subdivision on Driftwood Drive has been designed for conversion
from a strict detention pond to a park/detention pond facility. The City is in negotiations with the City of
Pasadena and Harris County Flood Control District (HCFCD) to convert parts of the proposed regional
detention pond for the B112 system to a combination regional detention pond/recreational facility. Also,
the existing right-of-way for B 1 06-00-00 has been proposed to be a drainage channel and a horse riding
trail. The planned detention system for the Lakes at Fairmont Greens development will incorporate a
pedestrian trail and park system along the City's Golf Course.
OBJ. 6.1b: Construct drainage facilities such that they meet or exceed environmental
requirements of the National Pollutant Discharge Elimination System (NPDES) and Texas
Natural Resource Conservation Commission (TNRCC) requirements.
New large scale drainage facilities designed and built by the City are adhering to all applicable
environmental regulatory minimums. Storm sewer design criteria have been adopted for the City of La
Porte. La Porte, due to its population size, is considered a Tier II city in the Texas Commission on
Environmental Quality (TCEQ) regarding National Pollutant Discharge Elimination System (NPDES)
permitting. The regulations for Tier II cities have not been promulgated and are still in litigation. Until
such litigation is resolved, there is no requirement for Tier II cities to be monitoring or designing to
NPDES regulations or minimums.
OBJ.6.1c: Update and maintain a master plan for drainage.
Figure 6.1 The La Porte 2020 Comprehensive Plan is still considered the master drainage plan
with slight modifications per specific master plan studies for individual watersheds. The master plans are
followed where applicable. HCFCD will initiate new studies in 2006.
OBJ. 6.1d: Acquire property for detention reservoirs.
The City, where needed, has proactively sought the purchase of lands for detention purposes such
as the Little Cedar Bayou Regional Detention Pond. This was done after a careful identification of the
lands needed for the proposed pond based on elevations and the detention volumes in the final product. In
February 2006, the final land needed for the F216 linear detention system was purchased by the City. The
plans for widening 2,700 feet of the F216 ditch are in final design. Funding for construction, due to
extensive purchases ofland for both the F216 and FI0l projects is short and phasing of the project may
be necessary.
With the purchase of over 15 acres, the City of La Porte is preparing for another phase of
widening for the F 1 0 1 drainage system to lessen the impact of flooding for the former Lomax area of the
City. A major challenge for this project is the portion of the channel that crosses a major pipeline
corridor, which will require extensive engineering and funding.
19
The storm sewer design criterion, adopted in 1999, ensures all new subdivisions and
industrial/commercial developments account for storm sewer detention and on-site drainage issues.
GOAL 6.2: Provide adequate drainage/prevent flooding
Flooding cannot be prevented. It is cost prohibitive to design all or most facilities to withstand or
prevent flooding. As such we design to combat up to a certain level of flooding. Typically, that is the 1 %
chance storm.
The City maintains the master drainage plan as presented in the Comprehensive Plan and amended
by subsequent drainage studies for specific watersheds.
Much work and cooperation on existing and proposed drainage channels and systems is sought
with HCFCD. HCFCD has shown a willingness to cooperate with the City on the construction and use of
the regional detention pond for the Bl12 system to be located south of Fairmont Parkway. Also, HCFCD
is traditionally responsive to the major maintenance needs of existing channels when a lack of
maintenance can be demonstrated to adversely affect structures. The City has a history of entering into
cost sharing inter-local agreements to revamp existing drainage structures or constructing new ones.
Also, due to a recent road log swap with Harris County Precinct 2, it has become apparent that a drainage
maintenance plan needs to be reactivated for the former Bay MUD streets that recently came into the
City's maintenance responsibility. A complete survey of this system will be completed in late 2006 with
work scheduled through Public Works to improve the system by the end of the year.
GOAL 6.3: Design drainage facilities for safety
A 4 H: 1 V side slope for all detention ponds has been adopted, in part, given that the milder the side
slope of the detention pond or channel, the safer the environment and easier to maintain. Also, when a
development is submitted for review, the velocities of the storm water are checked to ensure that they
remain under 8 feet per second (fps) which is considered the maximum safe flow of water for drainage
purposes. Additionally, the requirement of safety end treatments (SET) has been proposed in the access
management criteria currently under review.
The Public Works Department responds to citizen complaints and inspects drainage systems for
efficiency and debris removal. Each section of the city is inspected in a rotation set by the Public Works
Department.
TXDOT requires the use of SETs on driveway culverts installed in a roadside ditch configuration
for safety purposes. La Porte is proposing to adopt the same criteria.
I GOAL 6.4: Improve public awareness of the City's drainage systems
Drawing from data collected after Tropical Storm Allison, FEMA initiated draft changes to the flood
plain maps used by the City of La Porte which were published in late 2005. These draft maps were put on
display in the lobby of City Hall after a series of public hearings were concluded. The intent of the
hearings were to educate the public on the flood data collected and future drainage projects conceived to
reduce the impacts of that data. The City of La Porte responded to FEMA with concerns and other input
to the maps in order to assist in the preparation of the final flood plain maps in early 2006.
Using new Geographic Information System (GIS) technology, the current flood plain maps used by
the City of La Porte are now available to the public via access to the City's website. Residents can view
their property either by map or photographic aerial view within the GIS mapping portion of the site and
assess what flood zone is assigned to the property. Another property incorporated into the GIS mapping
is the ability to view the location of every major drainage channel within the City. As regional detention
facilities are constructed, their locations and dimensions will be added to the mapping system.
20
GOAL 6.5: Incorporate public health concerns in drainage facility construction and maintenance.
OBJ. 6.5a: Control the mosquitoes.
The City annually sprays for mosquitoes when needed or when it is anticipated that an increase in
mosquito activity will occur. Detection traps are strategically located and inspected when increased
mosquito activity is likely. Spraying is an ongoing project coordinated using City and County assets.
GOAL 6.6: Assure that drinking water meets the highest standards for quality.
OBJ.6.6a: Treat water to standards and maintain water quality.
The City has adopted new standards for the design of water distribution systems as of the January
26, 2004 passage of Chapter 3 of PICM. The City continually exceeds the standards regarding water
quality in the water purchased from the La Porte Area Water Authority. La Porte's water quality
undergoes a State inspection on a quarterly basis and is currently listed as a Superior Water System city.
Public Works Department crews flush fire hydrants on an as needed basis as part of water quality
monitoring and pressure checks. La Porte monitors its water quality on a daily basis and responds
immediately to water quality issues.
OBJ. 6.6d: Adopt the latest codes and standards.
La Porte has adopted the most current codes and standards relating to backflow prevention. These
codes and standards are in compliance with State guidelines. Additionally, the plumbing code that La
Porte has adopted enforces backflow prevention issues on private lines.
The Public Works Director meets monthly with City of Houston officials to discuss water
treatment as well as expansion issues.
GOAL 6.7: Operate and maintain the water system such that all areas of the City have adequate
water pressure.
OBJ.6.7a: Ensure that sufficient pumps and storage facilities exist within the water distribution
system to provide the required system pressure.
The minimum required water pressures are exceeded in all areas within the City limits and the
City has more than the minimum amount of water storage capacity for a city our size, population and
water demands. A 12" waterline was extended to the water tower in the Lomax area of town. The
installation of the 12" outer loop along Fairmont Parkway is complete. A 16" La Porte Area Water
Authority waterline has been constructed through the Bay Area Blvd right-of-way, but no waterline
available for water service taps exists in the same right-of-way. City staff is currently working with the
developer of a 200 acre site along Old Underwood Road and simultaneously submitting to City Council a
FY 2005-2006 Capital Improvement Project to loop the waterlines on the extreme northwest comer of
town eliminating a break in the waterline system in this area.
OBJ. 6.7b: Develop an ongoing maintenance program to ensure safe effective operation of the
pumps, lines, and storage facilities.
The Public Works Department operates an annual waterline replacement program to replace
substandard lines. Coupled with this is an aggressive maintenance program to maintain the serviceability
of the pumping stations and storage facilities. Up-to-date maintenance records are available for all water
21
pumping and storage facilities. Flushing of fire hydrants on a rotation basis is done on a weekly basis.
Crews inspect the hatches to the storage tanks, vents and intruder cages. The water pumps and storage
tanks are inspected on a predetermined schedule with an inspection ranging from daily to yearly.
I GOAL 6.8: Conserve water usage.
OBJ. 6.8a: Continue the water conservation plan.
When triggering conditions dictate, a previously approved water conservation plan is implemented
and followed. The water conservation plan was updated in 2004 and is scheduled for review by the
Public Works Department for update in 2007.
OBJ. 6.8c: Promptly respond to repair leaks/ water line breaks.
Public Works Department responds to reported water leaks and breaks within 30 minutes and has an
on-site crew within one hour. All reports of leaks and breaks are logged. These logs include the total
time to respond and repair the break or leak.
GOAL 6.9: Plan for long range water supply.
OBJ. 6.9a: Assure that planning is in place to provide for future water needs.
La Porte currently purchases water at a rate in excess of its peak demands. This excess capacity
allows for growth of the City well into the future. Also, the water that is sold to the industrial districts is
subject to termination if the City ever finds itself in a water supply shortage situation. The City, acting
through its Public Works Director, directly negotiates with the La Porte Area Water Authority (LP A W A)
for any potential increase in amount of water purchased for future demands. The water production rate in
2000 was 3.8 million gallons per day (MGD). The current rate of production for 2006 is 4.1 MGD.
Given the total capacity owned by the City at 6.9 MGD with an additional ability to generate 600,000
GPD from ground sources, it is anticipated that the City can meet the water demands envisioned by this
comprehensive plan.
A City water utility map in GIS format is scheduled for completion in April 2007. This will allow
for instant inventory checks of the number of fire hydrants, valves and lengths of various sizes of
waterline.
OBJ. 6.9b: Assure that infrastructure is in place to deliver water where needed.
Fire hydrant spacing is in accordance with Chapter 6 of PICM. All of Sens Road, Fairmont Parkway
and most of S.H. 225 are covered by water service. Staff is pursuing a FY 2005-2006 CIP project to
finish the waterline loop along SH 225. Looping of waterlines is pursued and encouraged where feasible
and where funds, time, and manpower are available.
GOAL 6.10: Prevent infiltration into the sanitary sewer system.
An annual budget of $350,000 is allocated to combat infiltration and inflow (I&I) problems. The
more the City combats I&I problems in its sanitary sewer system, the easier it is to stay within the
Wastewater Treatment Plant discharge permitted amount as monitored and governed by TCEQ
22
regulations. The city-wide wastewater sewer system is evaluated on a monthly basis to determine any
infiltration problem areas. Lines are smoke tested and video taped whereupon reports on the conditions of
the lines inspected are drawn up. If repairs are deemed necessary, a work order is generated to repair the
problem.
OBJ. 6.l0b: Have an ongoing maintenance/rehabilitation program to insure that all lines
are properly maintained.
The City's maintenance and rehabilitation is ongoing year-round and is incorporated into the 1&1
program. A City sanitary sewer utility map is currently being generated in GIS format. This will allow
for instant inventory checks of the number of manholes and lengths of various diameter pipes. The City
continually evaluates the existing sewer collection system to determine which portions require
rehabilitation. Nearly all of this is done by in-house City crews. Outside contractors are used on an as-
needed basis when the complexity of the problem is beyond the comfortable capacity of City forces.
Inflow prevention is required on all new manholes installed within the City limits. Manholes are checked
for cracks and structural defects as part of the smoke testing, which is done on a 'zone maintenance'
rotation. When cracks in manholes are found, a work order is generated and the work is immediately
assigned to a crew for action. Inserts are installed on existing manholes that do not have them and are in
high risk areas of being inundated by storm water.
GOAL 6.11: Utilize wastewater effiuent rather than releasing it into the bay.
The City has offered treated wastewater effluent to the developer of the proposed Lakes of
Fairmont Green for use as the source of water to hold static water levels in the proposed wet bottomed
amenity/detention ponds.
OBJ.6.lla: Use wastewater for irrigation of public lands (golf course, public parks).
Treated wastewater is being used to maintain ponds and for irrigation at the golf course and Little
Cedar Bayou Park Athletic Fields.
GOAL 6.12: Ensure adequate treatment capacity.
OBJ. 6.l2a: Develop a long-range plan for wastewater treatment requirements.
City personnel are currently in the planning phase of a 1.0 MGD expansion of the Wastewater
Treatment Plant to account for future expected demands on the system.
OBJ. 6.l2b: Regulate the use of the wastewater system and prevent dumping of unauthorized
waste into the system.
Regulation of the wastewater system and the prevention of unauthorized dumping of waste into
the system are handled by the Industrial Waste Program as it monitors and governs industrial discharges
to the municipal sanitary sewer system. If an illegal connection to the sanitary sewer system is found, the
connection is immediately severed. If a second offense by the same business or person is found, elevated
enforcement actions are taken. The City is required by permit to monitor the influent and effluent into
and from the Wastewater Treatment Plant and, as such, any variations in the chemical composition of the
influent are quickly found. The sludge is tested annually for trace metals and organic/inorganic content.
Pretreatment of certain industrial waste is required as part of the Industrial Waste Program.
23
I GOAL 6.13: Develop a City utility map.
Utility maps for water and sanitary sewer have been created. The format is currently in AutoCAD
and is in the process of being converted to GIS via the City's GIS Division and GIS Consultant. The
Utility Mapping Program (UMP) began in December 2005 with the signing of a contract with the Claunch
and Miller Engineering firm. Initial data was coded to the conversion system (Geo-coding) in January
2006 which covered only 50% of the City. The collection of additional data points is being accomplished
in a joint effort by the GIS and Survey Divisions using the newly acquired Global Positioning System
(GPS) equipment. The input of information such as pipe sizes, fire hydrant type, leak records, and
manhole depths are currently being input into GIS and are partially complete. The anticipated completion
date for the UMP is now April 2007. Training is ongoing and the maintenance of the database will
remain with the GIS Division.
GOAL 6.14: Assure adequate capital funding for infrastructure improvements.
In January 2006, The City Council directed a review of funding for Capital Improvement Projects
(CIP) projected for the next 10 years. Beginning with the Pre-budget workshop in April 2006, the City
Staff will generate a CIP for review by a "blue ribbon" panel to assist in establishing priorities and
sources for funding all capital improvements.
Utility extensions to serve private development are the burden and responsibility of the developer.
La Porte often enters into cost sharing programs for drainage improvements with HCFCD on large scale
drainage projects.
GOAL 6.15: Maintain effective refuse collection system.
The City contracts with Waste Management Corp. to dispose of municipal solid waste and
Wastewater Treatment Plant dried sludge at their Baytown facility. This facility is a Type I municipal
solid waste disposal site.
Heavy trash pick up is based on zones and occurs weekly. The same is true for municipal trash.
This operation is maintained by the Public Works Department.
A non-curbside citizen drop off recycling program is in effect.
GOAL 6.16: Improve the aesthetics of the refuse pick-up system.
OBJ. 6.16a: Screen dumpsters.
All site plans submitted to the City must include screening for all dumpsters. This is regularly
enforced. The City's Code Enforcement Officer responds to complaints about trash.
Non-conforming lots of record are reviewed as additional development occurs to enforce
screening requirements at every opportunity. The majority of dumpsters not conforming to current
regulations due to a "pre-existing status" are located on the Northeast side of La Porte.
24
Further infrastructure enhancements include:
. Feasibility Study for Water and Sewer Service for Areas Adjacent to Canada Road (9-12-02) by
Freese & Nichols
. Preliminary Engineering Report for Large Diameter Trunk Sewer for proposed Bay Area Blvd
Extension (date unknown) by SCL Engineering
. Sludge Handling Facilities Evaluation (September 12, 2000) and Preliminary Engineering Report
for the Little Cedar Bayou WWTP Sludge Handling Facilities Improvements
. Preliminary Engineering Report (7-20-05) for the Little Cedar Bayou Wastewater Treatment Plant
1.0 MGD Expansion
arks & Recreation
25
Chapter 7
Chapter 7 of the La Porte Comprehensive Plan Update, 2000-2020 addresses the current and future
needs for park and recreation opportunities for the City of La Porte. In the four years since its adoption
by the City Council in May 2001, there have been a number of steps taken to meet the goals and actions
outlined in the Comprehensive Plan. They are outlined here, relative to their appropriate goal in the plan.
GOAL 7.1: Promote the conservation of natural resources through acquisition of parks and
recreation areas, preservation of open space, and environmentally sensitive planning.
The City is pursuing two properties that meet this goal and have entered into preliminary talks for a
third property.
· The first is a designated wetlands property of approximately 60 acres located just south
of McCabe Road at SHI46. This property, if acquired, would probably be minimally
developed as a passive park property for the City. It would provide water access for
canoes or kayaks, natural recreational activities such as bird watching, hiking, etc.
· The second property is a potential joint venture park between the City of La Porte and
the City of Shoreacres. The land, approximately 1.5 acres, is located at the fork of
Taylor Bayou on the boundary between the two cities, with a portion of the land in each
city. This potential parkland, if acquired, would be minimally developed as a passive
park property for the two cities. It would also provide water access for canoes or kayaks,
natural recreational activities such as bird watching, hiking, etc.
· The third property belongs to HCFCD and is located in La Porte's extra-territorial
jurisdiction, south of Fairmont Parkway and west of Canada Road. The City is exploring
the possibility of dual use as a park and floodwater detention facility. If developed, it
could possibly be a combination of multi-use athletic fields as well as jogging, bird
watching and other passive recreation activities.
GOAL 7.2: Provide a diverse blend of parks, recreation and open space areas including community
and neighborhood parks, mini-parks, natural open space areas and linkages, to adequately
accommodate the current and future needs of La Porte's residents and visitors.
Since the compilation and subsequent approval of the La Porte Comprehensive Plan Update, 2000-
2020 the City has added four park properties to its inventory:
· Bay Oaks Park, 1.2 acres, located across the street from Bayshore Elementary School
has a small walking trail, picnic equipment, and a gazebo.
· Pine Bluff Park, .11 acres, located on the bay at "F" Street, has picnic equipment and a
great view of Galveston Bay.
· Spenwick Park, .5 acres, located at 19225 Carlow, is a new acquisition that is
undeveloped as of now.
· Driftwood Park, approximately 8 acres, located on Driftwood between Spencer and
Fairmont Parkway, is currently undeveloped. The City is working with the Fairmont
Park East Homeowner's Association to develop this park as a joint use park and
detention facility. The City is exploring the possibility of a new park to serve the
Spencer Landing subdivision and residents of Park Zone 5. In addition, we are looking
at the possibility of a park acquisition in the Shady Lane area of La Porte.
26
The City will begin design of its 33-acre Westside park property, located on Canada Road between
Fairmont and Spencer, in the near future. Design should be completed in 2006 with construction
expected to begin on the new park in 2007.
GOAL 7.3: Create and maintain an accessible parks and recreation system for enjoyment by
residents and visitors alike.
Staff is working on developing a more rigorous park development unit fee based on standard costs of
park development. Such a unit fee would enhance the City's ability to provide parks and recreation
amenities to new subdivisions and residents of the City.
GOAL 7.4: Establish cooperative agreements and coordinated efforts with other governmental
jurisdictions, educational bodies, and private sector entities.
The City has worked closely with Harris County Precinct 2, the Texas Department of Transportation
(TXDOT), and the Texas General Land Office to provide new facilities and beautification efforts for the
City of La Porte. TXDOT has provided funding for the new Safe Routes to School project recently
completed along Broadway from Bay Oaks Elementary 2.1 miles northward to Fairmont Parkway. The
City has received a beautification grant to install palm trees and oleander along State Highway 225 at the
Sens Road exit. This project will be expanded in 2006 to include replacement and addition of new palm
trees, bald cypress trees and relocation of oleander to create a more attractive project.
The City has received a grant from the Texas General Land Office to prevent future shoreline erosion
at the mouth of Little Cedar Bayou. This project, completed in 2002, installed groins and protective rock
to prevent future erosion. Included in the project was volunteer planting of shore grasses to assist in the
erosion prevention process and to help restore a marshland in the area. The City has subsequently
installed a bird watching facility at the site as well as interpretive signage.
The City is working with Harris County Precinct 2 and the Texas General Land Office to provide
funding for a shoreline erosion protection and beach restoration project at Sylvan Beach Park. This project
has again been designated as an "Alternate Funded Project" and will be funded in the current biennium if
state funds become available in the state funding cycle starting in September 2005. We anticipate
installation sometime in the next two to four years.
The City completed a landscape project at the Centennial Statue in conjunction with the Lyondell
Corporation. A new landscape bed, sidewalk, and tree planting enhanced this property with the joint
efforts of City employees and Lyondell employees. The City completed a joint venture with the La Porte
Rotary Club to install a street clock and landscaping in the esplanade on Fairmont Parkway. This joint
venture has provided a useful service as well as helped beautify the area. The City received a grant from
Kane/ra Texas Corporation to beautify and enhance the Sylvan Beach Depot, located at the eastern end of
Fairmont Parkway. This project is expected to be completed in 2006.
The City has partnered with Harris County Precinct 2 to provide new play equipment and a
bicycle - pedestrian bridge over Little Cedar Bayou, connecting the La Porte Recreation & Fitness Center
with Little Cedar Bayou Park and Nature Trail. In addition, the City and Precinct 2 have jointly
completed a skateboard park located at Sylvan Beach Park, which has proved to be very popular and well
received by the community.
Finally, the City is working diligently on a proposed joint venture with the City of Pasadena to
provide youth baseball facilities in a multi-purpose sports complex. The proposed sports complex would
be constructed on property owned by the City of Pasadena, located in the City of La Porte's
extraterritorial jurisdiction. The property is on the boundary between the two cities, adjacent to the
Pasadena Convention Center. Preliminary plans have been developed, and joint talks that should lead to
an Inter-local Agreement for the proposed project are expected shortly.
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GOAL 7.5: Continue to implement a parks and recreation improvement program, including
redevelopment of existing areas and maintenance, improvement and renovation of all public
areas and facilities. .
The City has implemented a "Parks to Standards" program in which the play equipment and park
service equipment is replaced at one park each year. Since we have approximately 20 parks, and the
expected life of park equipment is 20 years, when we complete the cycle, we will be ready to begin again
and all the equipment will be in reasonably good condition.
In 2003 the City converted a seldom-used tennis facility located at Central Park, into a Roller Hockey
Rink. The rink is available for league play and recreational play as well as summertime roller skating
parties provided by the recreation staff.
In 2004 the City applied for and received status with the Keep Texas Beautiful program as an Affiliate
City. Also, the City has applied for affiliation with the Tree City, US.A. program to promote the planting
and preservation of trees in our community. These two programs will help contribute to the beautification
of La Porte through community involvement and assistance to our city government in this regard. City
Council will consider changes in the City's Development Ordinance to further the goals of the Tree City,
U.S.A. program as the final step toward acceptance.
GOAL 7.6: Continue to promote the provision of parks and recreation opportunities oriented
around water-related activities and programs, including swimming pools and the bay front
area.
In 2002 the City spent approximately ~ million dollars to completely renovate the San Jacinto Pool,
converting it from a standard ell-shaped pool, into a kid's water playground. The pool features a "spray
ground" area, a zero depth - 2.5 feet play area with water slide and other water toys, and a 5-feet deep
swimming area (see also GOAL 7.4 above).
GOAL 7.7: Develop a network of pedestrian and bicycle ways throughout the La Porte area,
including an interconnected system of paths, trails, lanes, and routes that are multi-purpose,
accessible, convenient, and connect to residential neighborhoods, parks, schools, workplaces,
shopping, major open spaces, and other destinations.
In 2002 the City Council adopted the La Porte Bicycle and Pedestrian Trail Implementation Plan, a
comprehensive plan to install the system contemplated above. The first steps in this plan have been
accomplished with the TXDOT Safe Routes to School project described in GOAL 7.4 above. This
bicycle-pedestrian pathway will allow children and adults to travel safely by foot or bicycle from south
La Porte to Fairmont Parkway. In addition, there is bicycle-pedestrian access from the Recreation and
Fitness Center to Little Cedar Bayou, and bicycle-pedestrian paths in two parks, Glen Meadows Park and
Fairmont Park (see also 7.4 above).
GOAL 7.8: Assist in the preservation and enhancement of the education, appreciation, and
preservation of local historic and cultural resources.
The City of La Porte has been accepted into the 2005 Main Street City program. This State
program is focused on enhancing and preserving our Main Street and its heritage for future generations.
The City has hired a Main Street Coordinator who is working diligently to coordinate consulting and
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architectural services for Main Street businesses and others in the area to help transform Main Street
into a more attractive and desirable place for our city. Staff is currently working on a Fall Festival to
promote the Main Street and Sylvan Beach historic areas of La Porte.
Summary
In summary, the City has accomplished much toward achieving the goals outlined in Chapter 7 of the La
Porte Comprehensive Plan Update, 2000-2020. There is still much work to accomplish to completely
realize the potential of the Plan and to fully realize the mission of the Parks & Recreation Department,
which is "to provide and manage superior parks and recreation facilities, innovative programs, and
services that will provide our customers with pleasure and enrichment." But, we have made great strides
in the right direction. Our City offers a much wider array of recreational opportunities than most cities
our size in the State. While we are proud of the success we have had so far, there is much left to do. With
assistance from many interested partners, stakeholders, corporations and a supportive City Council, we
will continue to work hard to meet our obligations to the great citizens of La Porte.
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C0l1l111UIlUy Facilities & Services
Chapter 8
Chapter 8 of the La Porte Comprehensive Plan Update 2000-2020 addresses the needs of future
community facilities and services. Since the plan was adopted by City Council a number of steps have
been taken to meet the goals. They are outlined below, relative to their appropriate goal in the plan.
GOAL 8.1: Maintain adequate provision of police services and continue to fulfill the mission of the
Police Department.
OBJ. 8.1a: Support the acquisition of state-of-the-art technologies and other resources that will
assist the Department in providing adequate services.
Since adoption of the plan the Police Department has moved forward with the program to build a new
Police facility at 23rd Street and Spencer Hwy. The building, which will also house the Emergency
Operations Center, is slated for construction to be complete by April 2007. The Police Department has
upgraded its capabilities in the patrol car by obtaining in car video systems for each vehicle and
implementing a Laptop program for the vehicles. Officers are able to sign out a laptop to allow the
running of registrations, outstanding warrants and other inquiries directly from the vehicle. The
Department, through grant funds, is scheduled to upgrade their radio communications to the Regional
Radio System, which will allow the Department to communicate more effectively with surrounding
agencies. The Police Department has maintained its staffing levels consistently with the national standard
as established by the FBI's "Crimes in the United States" report. Additionally, the Department has
created a Bicycle Patrol program targeting Narcotics, specific criminal activity, and security. The Police
Department has applied for and received grant awards from the Bureau of Justice Assistance, Criminal
Justice Division, and the Attorney General's Office.
OBJ. 8.1.b: Continue to enhance the skill and knowledge of the police force with educational
and training programs.
The Police Department has expanded its training programs and initiated new programs to address
specific issues. Supervisors have been sent to Supervisor and Leadership training courses, and officers
have been sent to schools to develop their skills. Officers have been trained in the use of less lethal
munitions as well as Critical Incident Techniques.
OBJ. 8.1.c: Address the concerns regarding drugs through implementation of community
education and effective law enforcement strategies.
The Police Department has expanded its efforts in addressing the concerns of drugs within the
Community. Due to its participation in and with various agencies, the Department has been able to
conduct extensive long-term narcotics investigations with a great deal of success. The Bike Patrol
program has additionally provided an impact in dealing with, detecting, and arresting street level
violators. Information from our citizens allows the Special Operations Division the ability to focus and
develop cases. Since the events of September 11, 2001 the Department has increased its capabilities and
is mindful of Homeland Security issues with participation in Homeland Security efforts to protect the area
from possible attacks.
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OBJ. 8.1.d: Provide and maintain adequate police protection for all citizens of La Porte.
Since 2000, the Police Department has established working relationships with a number of Local,
State, and Federal agencies to address narcotic issues and Homeland Security. As a member of the
Community Defense Unit, the Department has been working closely with Federal agencies regarding anti-
terrorism activities. In addition, the Department has created a Victim's Liaison Office that has assisted
1,330 of our citizens and awarded $124,785 in funds to those victims through the Attorney General's
Office.
GOAL 8.2: Maintain an excellent level of fire safety services provision and continue to fulfill the
mission of the Fire Department.
Since 2001, a 3-bay fire station was constructed in 2002 at the intersection of McCabe Road and
South Broadway (Fire Sta. # 4). In 2006, the construction of a 4-bay fire station with a training classroom
(Fire Sta. # 2) was completed at the intersection of Underwood Road and Spencer Highway. A bid of
another 3-bay fire station at the intersection of North '"H" Street and Sens Road (Fire Sta. # 3) was
awarded in March 2006. Design is also underway for the remodel of the existing Fire Station # 2 to house
EMS personnel to accommodate future growth.
OBJ. 8.2.a.: Continue to meet the expanding needs of the Fire Department by providing
adequate resources and facilities.
Much effort has been placed on recruitment and training of new volunteer firefighters, especially in
Fire Districts One, Three, and Four. Continued use of and support for the Fire Training Facility has also
kept the firefighters of this Department higWy trained.
The Fire Training Facility is a well maintained and well utilized facility. Funds are budgeted each
year for the continued maintenance of structures that were built to have fITes set in them and extinguished.
This activity can be very destructive to any type building; however, our operational manual has helped to
minimize the damage to the training structures.
Regarding staffing levels, it is felt the system that is in place at this time will continue to serve us well
for the next five to ten years. The Department maintains 12 career firefighters and one career supervisor
split into three shifts to cover four stations. The bulk of our manpower is from volunteer firefighters who
work side by side with the career firefighters. Having a number of volunteer firefighters as shift workers
has been beneficial in providing manpower during all hours of the day and night. The only real issue is
the possibility of not having enough shift workers available for daytime response. Should this occur the
hiring of additional part-time career firefighters for daytime coverage may be necessary.
The continued dedication of the Department's membership with fmancial support from the City
Council will provide the community with a very functional department at a reasonable cost. The
immediate goal for the future is to request a new survey by the Insurance Services Organization (ISO)
sometime in 2006 in an attempt to lower our current rating of 4. Many of our efforts and improvements
have been geared towards this survey to help the taxpayers in our city lower their fire insurance
premiums, and to improve the overall safety and quality of life in our city.
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Obj. 8.2a, Policy 1: The City should continue to provide adequate resources to allow the Fire
Department to maintain quick response.
Policy 1, Action 1: Require personnel to attend educational activities, training seminars,
and conferences to maintain an awareness of new ideas, equipment, and trends in the
profession.
Each year, members of the Department are sent to various outside training opportunities such as:
Summer Fire School at Texas A&M, the Harris County Firefighters Field Day, and the International
Association of Fire Chiefs' annual conference.
Policy 1, Action 2: Regularly review and update fire and building codes, as necessary.
The Fire Department works with the Planning Department on Plan Review and Code issues. Fire
codes are currently under review by the revitalized Fire Code Review Board.
Policy 1, Action 4: Regularly review service areas and build additional substations as
necessary to maintain a 1.5 mile service area radius from each substation.
In 2002 the LPFD relocated Fire Station #4 to McCabe Road and Broadway to provide better
coverage for the south side of town. Land has been purchased and a bid was awarded in March 2006 for a
new Fire Station #3 to provide better coverage on the northwest side.
Policy 1, Action 5: Continue to evaluate EMS calls to determine when additional
personnel are needed on shift for a third ambulance.
The EMS Division monitors their call volume in an effort to determine when we may need to add an
additional ambulance and crew to maintain our current service delivery and response times.
Policyl, Action 6: Consider the addition of a new or relocation of an existing fire station
to serve the western area of the community with an adequate response time.
Construction of a new Fire Station #2 near Spencer and Underwood has been completed and is
occupied as of February 2006.
Policy 1, Action 7: Continue to evaluate equipment needs on an annual basis and
provide an appropriate operating budget to fund the procurement.
A new aerial tower truck, which is an addition to our fleet, is on order to be housed at the new Fire
Station #2. The City's vehicle replacement program keeps the Fire Department Fleet up to date. The
Department is exploring funding for a gas fired computer operated system for the Fire Training Facility in
an attempt to lessen the impact of smoke on the surrounding neighbors of the Fire Training Facility. The
Department is also looking at some LPG fire props at the field. A number of years ago, when we
upgraded some driving areas, the pavement was sleeved to provide access to certain areas of the field with
water, control and LP gas lines to support the props.
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GOAL 8.3: Support the Edith Wilson Public Library to maintain its growth and utilization and
continue to provide quality educational services.
The City, in October 2001, completed construction of a new library consisting of 23,000 square feet.
The facility houses approximately 74,000 books and educational materials.
GOAL 8.4: Provide adequate administrative building space for the delivery of quality services to
the public.
In 2003 all actions described under section 8.4 were achieved. The City completed the renovation and
expansion of City Hall in 2003. City Hall was expanded by approximately 12,500 square feet of office
space allowing consolidation of the Finance and Planning Departments in their respective areas.
GOAL 8.5: Assist in the provision of adequate health care facilities and services to the citizens of
La Porte.
OBJ. 8.Sb: Continually strive to improve emergency response services.
Operational plans have kept this point in mind, due to the critical time issues on responses. The
planning effort in the design of our future Fire Stations includes space for additional career personnel or
an ambulance and crew.
In 2003 a "First Responder Program," was initiated which dispatches the nearest Fire Station, career
firefighters, and volunteer firefighters to critical calls in an effort to provide faster patient care while
awaiting an EMS crew.
A Northside Fire Station was considered, however, this area is covered quite well by the existing Fire
Station #1.
Residential DevelopJ11en
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Chapter 9
Chapter 9 of the La Porte Comprehensive Plan deals with the condition and availability of housing
and its importance to the quality of life for community residents. The following represents an update of
accomplishments of goals and objectives.
GOAL 9.1: Consider Programs to revitalize and rehabilitate existing housing in the community
where needed.
OBJ. 9.1a: Provide access to public information regarding City and State Codes, standards and
regulations.
In 2005, the City initiated a "citizen-led" Building Code Appeals Board to hear cases of interpretation
of Codes and to review existing and emerging Building Codes to ensure that the City of La Porte
maintains pace with the surrounding cities and maintains acceptable standards. The Board has reviewed
and made recommendations for the 2005 Electrical Code and is in the process of beginning a review of
the latest building code updates. The information generated by this Board is now available to the Public
via the City's website.
Managing a small code enforcement staff, the Inspections Division has gone to a "Sweep Concept"
which targets certain areas for a concentration of violations such as weeds, debris and junk vehicles.
Once the issues in a certain area have been resolved, the code enforcement officers move on to the next
target area. The staff continues to respond to complaints and information involving health, safety and
welfare.
Public infrastructure is constantly monitored by the Survey Division to add streets and sidewalks in
need of repair and maintenance to the City's annual CIP list. Currently, $50,000 is spent annually in
sidewalk maintenance and repair. In FY2006-2007, an additional $50,000 is being considered for new
sidewalk construction.
OBJ.9.1b: Utilize grant and loan programs for housing rehabilitation.
From 2002-2005, the City's HOME Grant program on the Northside resulted in the construction
of 11 new homes and provided up to $20,047 each to the new home owners in down payment assistance.
One entire block of N. 1st Street has been revitalized using this program. In addition, the City continues
to advise organizations such a Habitat for Humanity when suitable tax properties or City Trust Properties
become available for development of affordable housing.
Using Community Development Block Grant (CDBG) funds, the City is currently pursuing the
extension ofN. 2nd Street with paving and utilities to open new lots to development of affordable housing.
More than $96,000 has been allocated for this project. The project was bid in March 2006.
For Program Year (PY) 2006, a new HOME grant was awarded to the City of La Porte in the amount
of $452,300 with a City match of $113,000 for the construction of five additional homes with Harris
County providing the down payment assistance to qualified buyers. A CDBG award for over $195,000
was granted to extend N. 7th Street with paving and utilities and improvements to the E Street right-of-
way (ROW). As with N. 2nd Street, this new extension to ih Street will open new lots for development
and the plan for the E Street ROW is to connect 2nd and 7th Streets with a "linear park." This park will
provide pedestrian connectivity for the Northside Neighborhood along its Northern boundary and serve to
buffer the residential neighborhood from the industrial uses to the North. By resolution, E Street will
never be opened as a thoroughfare.
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GOAL 9.2: Meet the future housing needs in La Porte by providing for a variety of housing
options.
OBJ. 9.2a: Provide for executive housing through local programs and ordinance provisions.
In 2004 the City Council approved a Special Conditional Use Permit (SCUP) to Arete Development
for a Planned Unit Development (PUD) for 411 Executive housing units around the Municipal Golf
Course. This SCUP was amended and extended for a year in May 2005. The Final Plat for Section I was
submitted for the City's consideration in March 2006.
In 2005, the City Council approved another SCUP for a Master Planned Community of single family
units, executive apartments, commercial activities and a nature preserve at the comer of McCabe and S.H.
146. The Final Plat for this development was approved January 2006.
Both of these developments are located in the Tax Increment Reinvestment Zone (TIRZ) and are
subject to partial developer reimbursement as an incentive to build.
In March 2005, the City's Large Lot Committee forwarded formal recommendations to the Planning
and Zoning Commission to establish boundaries, regulations and considerations for creation of a Large
Lot Zoning District. Public hearings have been completed, and the City Council, on October 24, 2005,
adopted regulations and boundaries creating the Large Lot District. It is anticipated that larger "estate-
type" developments will be encouraged by the formation of this zoning district.
OBJ. 9.2b: Provide access to public information regarding housing programs and services.
In conjunction with the Northside Neighborhood Program, the City contracted with Frye and
Associates to educate the general public about housing opportunities and homebuyers counseling.
Classes were conducted using various neighborhood community centers. In addition, several newspaper
articles have been posted relaying the parameters of the HOME grant program. This effort will continue
with the awarding of the 2006 HOME grant.
Development standards subject to discretion were relaxed to allow a quality affordable housing
project in the Pine Bluff Subdivision. This development will add quality homes to upgrade the potential
for the entire area. This development is being publicly advertised by the developer.
OBJ. 9.2c: Continue to facilitate volunteer programs such as Habitat for Humanity to assist in
the construction of affordable housing.
As previously mentioned, the City of La Porte continues to provide home opportunity education
through its consultant Frye and Associates and local media releases. Habitat for Humanity is advised of
any land opportunity that would lend itself to the production of affordable housing for qualified citizens.
In February 2006, the City Council awarded five additional properties to Habitat for Humanity to
continue affordable housing development.
OBJ. 9.2d: Facilitate loan programs to provide the opportunity of home ownership to as many
citizens as possible.
Same as OBJ. 9.1 b.
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OBJ. 9.2e: Consider the growing needs of elderly and disabled persons.
The City has facilitated the addition of two major assisted/senior living complexes and is in the
process of pursuing a ROW closure and variances to allow an additional 52 unit apartment complex for
the elderly.
In addition, the ongoing construction of a "Safe Routes to School" project along Broadway will serve as a
safe route for elderly pedestrians accessing the senior and fitness centers.
GOAL 9.3: Encourage the rehabilitation or replacement of substandard housing.
See Objective 9.1 b. In addition, the City waives all permit and connection fees for qualified
affordable housing and has demolished 147 substandard structures in the past five years. For FY2006-
2007 the City Council is considering added staff and funding to step up the identification and elimination
of dangerous buildings.
GOAL 9.4: Promote a standard of home ownership encouraging aesthetically pleasing and well-
maintained residential properties.
OBJ. 9.4a & b: a: Create an acceptable level of housing habitability, and b: Utilize codes and
ordinances to enforce property maintenance standards.
In conjunction with the HOME grant program, the City is using other funding and grant sources to
buffer the Northside Neighborhood from encroachment by development that would lessen the standard of
living. By developing the E Street linear park concept (Obj 9.1 b), the area can be empowered to maintain
the new standards of living provided by the HOME grant funding. Enhanced code enforcement sweeps
and the demolition of substandard buildings have helped to create a new image for the area. Town hall
meetings have been conducted to gather input from citizens as to other means the City may use to
empower residents. Public Works has completed clearing and mowing of alley ROWs to enhance safety
and drainage.
GOAL 9.5: Preserve the integrity of existing neighborhoods and create livable and safe
neighborhood environments.
OBJ. 9.5a: Protect existing and planned future residential developments from encroaching
incompatible land use.
See objective 9.1 b. In addition, the Zoning regulations require screening type of landscaping for all
commercial and industrial developments adjacent to residential zones. All requests for zoning changes
are analyzed for compatibility with the surrounding areas.
OBJ. 9.5b: Protect the aesthetic value of neighborhoods by establishing provisions to mitigate
the environmental impacts of adjacent development.
In 2005 the Main Street District Committee will consider additional regulations to address
architectural designs and standards for that District. In addition, major developments using the Planned
Unit Development (PUD) zoning designation, are offered flexibility in lot sizes, street widths, building
setback lines and site design issues while ensuring aesthetic standards are maintained.
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The proposed Port Crossing, Planned Unit Development will require architectural controls and
require screening of all non-residential activity. This major industrial development will have a 'campus'
appearance while providing state-of-the-art rail-supported warehousing. While maintaining aesthetic
value, all environmental considerations have been included in the Staff review process. Every
development, major or minor, undergoes a complete analysis by the Engineering Division, Public Works
and Fire Department to ensure that future projects do not adversely impact adjacent neighborhoods.
Zoning regulations regarding screening, noise, light, and odor discipline have been enhanced and enforced
upon commercial/industrial developments being constructed adjacent to residential neighborhoods.
OBJ. 9.5c: Consider a neighborhood-based planning program.
Neighborhood associations are very active in the City of La Porte. Elected officials and City Staff
members frequently attend monthly meetings to gather input. As an example, the City is currently
engaged in two joint ventures with Homeowners Associations to provide improved amenities while
ensuring protective measures are retained. These projects, Pond to Park for the Fairmont Park East
Subdivision and the Spencer Landing Subdivision, will convert portions of detention ponds into parks
while improving drainage within portions ofthe detention that are currently non-functioning.
It is the recommendation of the Comprehensive Plan Review Committee that City Staff meet with
all Homeowner Associations on an annual basis or have the City of La Porte host a Homeowner's
Association group meeting at least biannually to gather input on how to better the coordination of efforts
and foster a partnership while seeking mutual benefit. In this way the City may assist the Homeowner's
Association in maintaining property values, and the health, safety and welfare of the residents.
OBJ. 9.5d: Encourage sustainable development of neighborhoods.
In 2004, The City of La Porte adopted updated Building Codes with the latest and most modem
construction standards for development. In addition, the multi-family regulations were amended to insure
that building densities would not adversely affect the community and put into place financial safeguards
for long-term property maintenance. City standards for construction of infrastructure were updated with
the passage of the Public Improvement Criteria Manual (PICM) in 2004 and with the adoption of standard
details for engineering designs.
GOAL 9.6 Protect the attractive appearance and environmental quality of existing low-density
residential neighborhoods and make necessary improvements to maintain the value of
properties and enhance the quality of life.
OBJ. 9.6a: Promote the organization of neighborhood associations.
The City of La Porte, by using Special Conditional Use Permits (SCUPs), encourages the formation of
associations and mandates the maintenance of common areas and amenities to such organizations. In
regards to platting, long-term maintenance conditions are encumbered on the plat by notation of
maintenance responsibilities. The Staff frequently reviews covenants and restrictions for subdivisions and
offers guidance to developers.
OBJ. 9.6b: Establish a public facilities maintenance and enhancement program for
neigh borhoods.
The Planning and the Parks and Recreation Departments coordinate annually to provide inspection
services for public facilities servicing the community. The Public Improvement Coordinator, within the
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Planning Department, establishes pnontles for funding to maintain facilities through the Capital
Improvement Program and, when necessary, coordinates with the Engineering Division to provide plans.
for enhancements, redevelopment or new construction to support this effort. In order to ensure efficient
operation and protection of public facilities, the Parks Department staffs the operation of these facilities
with trained personnel during use.
OBJ. 9.6c: Minimize adverse traffic impacts within and adjacent to neighborhoods.
When necessary, the City Staff requires Traffic Impact Analysis (TIA) studies to ascertain traffic
volumes and impacts generated by large-scale developments both commercial and residential. Two TIAs
were initiated in 2004 in support of the Seville Apartment Complex development and the Preserve at
Taylor Bayou Master Planned Community to identify traffic calming measures and to protect surrounding
neighborhoods. In all cases, the City Staff conducts internal traffic analysis and includes considerations
in every Staff Report on developments before the Planning and Zoning Commission and the City Council.
OBJ. 9.6d: Protect neighborhoods from encroaching incompatible development.
Same as Objective 9.1.b. In addition, the City recently enacted a change to the Zoning Ordinance
guiding the development of truck stops to ensure that safeguards to adjacent residential neighborhoods
were in place. Similarly, additional landscaping and screening are required in every application when
incompatible uses are allowed by the current Zoning District allocation. The City Council also passed
Ordinance 1501-11 establishing additional requirements and restrictions on the operation of container
yards in order to protect the value of surrounding properties. The use of natural buffers and increased
setbacks are encouraged during the developmental process and, when necessary, are mandated in SCUPs.
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Beau#fication and Conservation
Chapter 10
Chapter 10 of the La Porte Comprehensive Plan reviews the goals and objectives to accomplish the
improvement of the visual appearance of La Porte and potential for redevelopment and reinvestment of
Main Street.
GOAL 10.1: Improve the community character of La Porte to make it a more desirable place to
live, work and visit.
OBJ. 1O.la: Enhance the visual aesthetic character of the community through the establishment \
of programs, standards and guidelines.
In regards to those issues applicable to the Planning Department, the 2004 adoption of the
International Building Code and the continual review of codes by the Building Code Appeals Board
ensure updated standards. As previously mentioned, the code enforcement staff is fully engaged in
enforcing existing regulations by actively prosecuting violations of health and safety ordinances. Making
the most efficient use of staff, the City employs a concentrated effort by grouping violations within
"neighborhood sweeps" to ensure an organized and complete effort. While still responding to citizen
complaints, priorities are set as to the types of violations actively pursued based upon seasonal conditions
and the types of hazards noted. Each District within the City is given equal weight to maintain a
uniformed standard. The City Staff performs an annual inspection of public infrastructure and maintains a
standing list of priority areas. Whenever possible, repair work is scheduled to take advantage of
localizing the jobs being performed in order to control unit costs and maximize the City budget.
During a Retreat in January 2006, the City Council received an informational review of steps taken by
neighboring cities to enact architectural controls and building fa9ade requirements along major
thoroughfares. Staff will continue to research the issue.
OBJ. 10.ld: Consider a property maintenance code and enforcement program for vacant and
undeveloped properties which provide opportunities for renovation and redevelopment.
Same as objective 10.1 a: The City Inspections Division has devoted a portion of its 2004-2005 budget to
hand-clearing brush and weeds from undeveloped land adjacent to residential development above and
beyond the normal weed and grass maintenance as required by the ordinance. Notifications have been
sent to property owners to relieve the burden of future maintenance from the City contractor to the private
land owners. Current budget deliberations include strengthening the mowing budget of the Inspections
Division for FY2005-2006.
GOAL 10.2: Improve the aesthetic visual environment of La Porte through enhancement of site
design, signage, roadways, parking areas, open space and landscaping.
OBJ. 10.2a: Enhance the appearance of major thoroughfares and residential streets throughout
La Porte.
In cooperation with the Parks Department, the Planning Department assisted in amending the Zoning
Ordinance to add a tree replacement clause within the tree preservation section of Chapter 106. By
passing this amendment, the City Council has taken the first step in allowing the City to apply for
recognition in the Tree City USA program. Membership in this program allows the City to apply for
39
grants and funding for trees and landscaping throughout the City. Priority will be to thoroughfares and
residential streets. This amendment also adds restrictions to the elimination of existing trees and formally
adds a list of protected trees.
OBJ. lO.2c: Create public open space throughout the community to provide visual relief of
development density and public infrastructure.
The Staff is updating Ordinance 1444 to amend the parkland dedication formulas and fees to enhance
the park/open space requirements. The amendment allows additional funding to create and maintain parks
and open space in every park district. In addition, with the tree preservation amendment to Chapter 106
(Zoning) of the Code of Ordinances, a sight-triangle requirement was added to ensure that no
development is allowed to encroach into the visibility triangle of any intersection. With the development
of The Preserve at Taylor Bayou, the City will receive a dedication of a 60 + acre nature preserve that will
protect trees that are unique to the region. This preserve will be held in perpetuity.
OBJ. lO.2g: Enhance the appearance of nonresidential parking areas.
The Zoning Ordinance requires all non-residential and commercial off-site parking areas be
screened from adjacent residential land use.
OBJ.IO.2h: Screen accessory and incidental uses, equipment and storage areas.
Ordinance 1501-II was passed by Council as a means of controlling container yards. This
ordinance requires strict screening methods to screen outside storage from neighboring uses. Additional
enhancements to the Zoning Ordinance also place screening requirements when necessary.
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Public Saletr
Chapter 11
Chapter 11 of the La Porte Comprehensive Plan Update, 2000-2020 addresses the current and future
needs of Public Safety for the City of La Porte. In the four years since its adoption by the City Council in
May 2001 there have been a number of steps taken to meet the goals and actions outlined in the
Comprehensive Plan. They are outlined here, relative to their appropriate goal in the plan.
GOAL 11.1: Maximize public safety and protection of citizens during and after emergencies.
Due to the attack on September 11, 2001, all Police Departments have had to review and develop
contingency plans for possible weapons of mass destruction (WMD) event. The Police Department has
worked closely with Emergency Management regarding evacuation plans and response plans to include
the possibility of a WMD incident in our area. The Police Department has participated in a number of
exercises to test and evaluate a response to a worst case scenario. The Department has also initiated extra
territorial patrol during elevated alert periods and has additionally. worked with industry in the area to
address security issues and participate in exercises.
OBJ. 11.1a: Maintain appropriate emergency plans and procedures, especially for hurricanes
and industrial accident situations.
The City Emergency Management Office has recently rewritten the basic emergency plan and
advanced status with the new re-writes. In the plan, the City Emergency Management Office clearly
addresses protecting citizens before, during, and after an incident whether it is a natural or man-made
disaster. There have been numerous additions to the City's resource list due to the plan, such as
partnering with other agencies and adding contracts for debris removal. Currently, this plan has the
"Traffic Management Plan for the Galveston Study Area", which calls for an evacuation for an impending
hurricane over the Fred Hartman Bridge on Hwy. 146 into Baytown, eventually ending up in the Lufkin-
Nacogdoches area. In the event this route is not available, travelers will be sent 225 westbound to the
Beltway where they will go North over the toll bridge, free of charge. Given the lessons learned from
Hurricane Rita, this plan will change. A new study will result in a plan that will be a culmination of
partnership with the State, surrounding counties, and surrounding municipal jurisdictions. This
partnership is directly related to the strong working relationship La Porte has with each of these entities.
Should an unfortunate incident occur that requires residents and visitors to leave the area, La Porte will
have the necessary resources in-house, or will partner to effectively help travelers.
OBJ. 1l.1.b: Increase participation in the Local Emergency Planning Committee (LEPC).
The Police Department works closely with the LEPC and sends reports from the DOT units to the
meetings. In addition, the Chiefhas attended the Citizens Advisory Committee (CAC) as a representative
of the City and conducted presentations to the CAC. The Police Department also supports the Emergency
Management Coordinator in his functions at the LEPC and training.
The Emergency Management Coordinator is the Vice Chairman for the LEPC, as well as the City
Representative for the CAC. Biannual presentations are given to each of these groups by Emergency
Management regarding changes in Federal, State, County, and City policies in reference to natural and
man-made disasters. The LEPC has seen an increase in participation, which is required by companies
operating in the La Porte area. There has been much progress in the way of public education and
awareness. Coordination among members is the key to maintaining proper records and documentation for
facilities in the event there is an incident. Currently, at least one Board Member attends La Porte's
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neighboring city's LEPC meetings in order to demonstrate our support for them, and to reinforce La
Porte's involvement with LEPC on a regional level. The LEPC helps the City and school district plan an
annual drill and evaluates the effectiveness of the progress year to year. Current school programs have
shown outstanding success with our Shelter-In-Place message.
OBJ.l1.1.c: Maintain proper emergency warning systems.
The Police Dispatch has access to the Whelen System, NEWS 9-1-1 Notification System, First Call
notification system, CAER line, radio stations, and Emergency Alert system to notify our schools of a
problem. These systems are checked periodically to insure they will function as needed.
The City started a Siren replacement program a few years ago that replaces outdated and obsolete
warning towers each year. Currently the City has replaced five towers and needs to update and replace six
more. One tower and siren is replaced each year. The oldest or most maintenance intensive tower will be
replaced. These towers will only be used in a chemical emergency so the message to residents is not
confused with other less critical problems in the community that do not require sheltering-in-place. Other
warning systems that have been put in place or updated are the SchooVCity emergency paging system,
flashing warning signs for motorists, telephone ring down system and radio station AM 830.
OBJ. 1l.ld: Continue to educate citizens about the emergency warning system and evacuation
plans and routes.
This past year the Office of Emergency Management hosted two successful town hall meetings for
hurricane preparedness. Monthly newspaper articles are published in the local paper as well as the
Houston Chronicle. Each year, water bill mail outs are distributed to communicate hurricane
preparedness and shelter-in-place information. Some 50,000 copies of publications, mail outs, inserts,
pamphlets and brochures are distributed each year. Recently, Welcome Wagon packets have been made
for new homeowners, renters and apartment lessees so information is communicated to new residents in
La Porte. The emergency plan is also on the website for viewing by anyone that may have a question
about what to do and where to get information. The shelter information for evacuees is also located on
the web and communicated in publications so early and correct evacuations can take place.
OBJ. H.le: Provide adequate emergency shelters.
In the event of a Category 3, 4 or 5 hurricane the City is expected to take on storm surge and wind
damage. The intent is to move as many people out of the city as possible. In the event some are not able
to travel north, it is our intention to move as many people out of the surge zones as possible. This may
require opening a shelter on the west end of town; however, depending on the circumstances of the
huiricane~ it may not be possible or safe for anyone to remain in the La Porte area. A shelter, therefore,
would not be made public unless conditions were favorable for life protection. The City has plans in
conjunction with the State to identify where all shelters are located outside of the area, and compile a list.
This will also include the special needs sheltering. The list will be publicized on every available means to
get the correct information to the public. This information is maintained by the State on an electronic
website and available for the City EOC to view. In the event of a shelter-in-place evacuation, the City has
pre-positioned locations to move residents and house them in conjunction with the Red Cross.
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GOAL 11.2: Provide for key public services during emergencies.
OBJ. 11.2a: Continue to provide adequate levels of public services that are essential to public
safety.
The new EOC will be housed in the new Police building that should be operational in 2007. This new
center will have the most state of the art technology and accommodations for all 20 plus EOC staff
personnel. Currently, two new fire stations are in the development and build stages, and this will add to
the services provided by this group. A facility upgrade is planned for the EMS Department at a newly
relocated building and additions to the training facility are ongoing to have the most up to date training
for the Police and Fire Departments. This new EOC will aid in monitoring flooding with the new weather
stations and flood monitoring devices added last year. It will also help all departments to have plenty of
room to operate, regardless of the situation. The EOC will be over 2000 square feet and can be activated
for any emergency that requires multiple departments to come together for the safety and protection of the
citizens and visitors.
OBJ. 11.2b: Incorporate emergency planning considerations into overall community planning.
The City is currently part of the Flood Plain Reduction program. We are requiring businesses and
residents to develop and build retention ponds to catch water runoff and protect homes and businesses
from damage. Recent changes to the Building Code require homes and businesses to build structures
which can withstand a category 3 hurricane, at minimum. This will aid in reducing destruction to homes
and in protection of life and property. Electric lines are placed underground in the development of new
neighborhoods, which not only protects homes from power lines that may be damaged by high winds, but
also is aesthetically more appeasing to the eye. The City is maintaining current codes that require any
development in any of the hazard zones in La Porte to be in full compliance before a certificate of
occupancy is let.
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Emergency Medical Service
Comprehensive Plan
Scope of Services
The Emergency Medical Service (EMS) for the City of La Porte is responsible for providing
emergency life support services at the basic and advanced level, both in the home or at the accident site,
as well as medical intervention en route to a qualified medical facility. Our staff consists of nineteen (19)
full-time paramedics. The City has three (3) fully stocked ambulances certified at the Mobile Intensive
Care Unit level with two (2) of the three (3) on-duty at all times, one (1) utility type first responder
vehicle capable of advanced level care, one (1) sedan vehicle capable of advanced level care and a Special
Operations Trailer equipped for mass casualty or disaster type incidents. The citizens of La Porte are
provided with the highest level of pre-hospital care available in the State of Texas.
The City of La Porte EMS has received the Texas Department of State Health Services - EMS Provider of
The Year Award for 1993 and 2001.
Performance Indicators:
Total 2004-05 EMS Responses - 3,250
Total 2004-05 Child Immunizations Given - 2,250
Total 2004-05 CPR Students Trained - 350
Mission:
. To continue to aggressively plan, implement and monitor the quality of Emergency Medical
Services provided to the residents of and visitors to the City of La Porte through data
collection and our quality assurance program
. To maintain a strong commitment to community education
. Maintain weekly continuing education programs for all Emergency Medical Service
employees to insure optimal and up to date patient care
. To provide an ongoing and increased presence at community events
. To provide montWy CPR courses for all citizens of La Porte
· To continue to provide montWy immunization clinics in an effort to improve the overall health
for the children of Texas
Accomplishments (Year 2000-2005):
. 2000 Awarded by TDSHS Public Information Award
. 200 1 Awarded by TDSHS EMS Provider Award
. Establishment of the Bike Medic Program
. Ongoing success of Shattered Dreams Program
. Ongoing success of Childhood Immunizations
. Establishment in 2003 of Child Seat Program
· Additional staff within EMS, which resulted in better EMS coverage and promotions for
leadership
· Converted to an electronic reporting system resulting in increased EMS revenues
. Development of a Hurricane policy
. Updated map books
. Updated medical treatment protocols
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Goals (Year 2005-2010):
. Staff a full-time 3rd ambulance
. Purchase a 4th ambulance as a reserve
. Purchase an additional supervisor vehicle
. Renovate and relocate EMS Headquarters to the old Fire Station #2
. Relocate EMS Billing personnel to new EMS Headquarters
. Increase billing collection rate
. Increase personnel pay rate to help improve retention rate
. Implement Incentive pay for EMS staff education
. Purchase new cardiac monitors with Blue Tooth technology
. Establish a Bicycle Safety Program
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Redevelopl1lent Strateg
Chapter 12
GOAL 12.1: Stabilize and improve the quality of neighborhoods and other areas in decline by
attracting renewed private investment activity.
OBJ.12.1a: Provide top-quality infrastructure in targeted areas.
OBJ.12.1b: Upgrade existing residential properties and structures where needed.
OBJ. 12.1c: Promote in-fill development in existing developed areas.
OBJ. 12.1d: Increase supply of quality affordable housing in targeted areas.
OBJ. 12.1g: Implement sustained neighborhood protection strategies to demonstrate the City's
long-term commitment to existing developed areas.
The City of La Porte continues its commitment to providing affordable housing through the current
HOME and CDBG grant programs and dedicates matching and leveraging funds to support grant
proposals to Harris County. In addition, City policy waives all development fees for in-fill sites dedicated
to affordable housing as described by current HUD and Harris County guidelines. Expanding beyond the
Northside Neighborhood project, the City relaxed design criteria to allow quality in-fill development in
the Pine Bluff area. This project is ongoing and should spur developmental activity in the Southside of
the City. Seville Place Apartments, a 180-unit complex on the City's Westside, will provide a class B+
development as affordable housing. This development will be completed in 2006. By policy, the City of
La Porte continues to dedicate all residual programs funding to the development of future affordable
housing.
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bllplel1lelltation Plan
Chapter 13
GOAL 13.3: Implement and annually update a multi-year Capital Improvement Program (CIP)
The Capital Improvement Program is reviewed and renewed for a 10-year period whereby projects are
identified in accordance with the Comprehensive Plan and prioritized in the short term and for the out
years. The program is fundamental to the development strategy for the City. Identified projects will be
analyzed for cost estimates by the Engineering Division and funding will be allocated based on Council
Objectives, need and potential.
The following is an actions update:
Construct addition to City Hall
Completed in 2003
Construct Fire/EMS substations in appropriate locations as needed to serve growth areas
. Completed Fire Station # 4 at South Broadway and McCabe Road in 2002
. Completed Fire Station # 2 at Spencer Highway and Underwood Road, in February 2006.
. The bid for construction for the proposed Fire Station # 3 at Sens Road and N. "H" Street was
awarded in March 2006.
. Design is underway for the remodel of EMS, EMS to be relocated to the existing Fire Station # 2,
anticipate starting construction in 2006.
Fire Station # 3 land purchase
Completed
Complete installation of 12" water line outer loop along Fairmont Parkway
Completed in 2002
Install 12 " water line along State Hwy 225
Since 2001 the water main along the State Highway 225 between Underwood Road and Sens Road has
been extended three times by developers. About a mile of pipe is needed to complete the water main
loop. The area without water is between Strang Road and Miller Cut-off Road.
Construct Railroad/Street grade separation at the railroad at Fairmont Parkway
The project is in the final design phase. The relocation of City utilities has been completed.
Construct refuge/turn lanes on Fairmont Parkway
Turn lanes have been constructed at Driftwood, Farrington, Willmont, Pecan Crossing, Brookwood
Streets.
Construct Bay Area Blvd. from Fairmont Parkway to State Highway 225
Road construction is underway between Spencer Highway and Fairmont Parkway. From Spencer
Highway to Highway 225 is being engineered.
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Sidewalk Replacement Program
Since May 2001 the City has replaced approximately 10,000 linear feet of sidewalk and installed 100
wheel chair ramps.
Arizona Street Watershed Study and Improvements
The City improved the drainage system from Park St. to East "E" St. by widening the existing channel
and removing that portion that was a closed conduit system.
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ain Street Eflorts
The City has actively pursued and accomplished its goal of becoming a Main Street community and
was one of four cities accepted in 2005. In addition to this, the Main Street Committee successfully
accomplished establishment of new ordinances that are appropriate for our historic downtown. The
primary issues that still remain to be dealt with are architectural preservation measures, building usage,
and parking downtown, which may need to be reconsidered to make it more appropriate for downtown.
Below are various goals stated throughout the existing Comprehensive Plan that is applicable to the
Main Street District. This list is intended to be used in conjunction with the Comprehensive Plan Update
2000 - 2020, with new items listed below. Many of the specific items contained within each goal are also
applicable even though they are not included in this document (details found in the 2000 - 2020 update).
Future updates will compile this information into a section dedicated to Main Street.
and Us
GOAL 4.1: Achieve growth through a deliberate planning process that emphasizes an orderly,
compact, and cost efficient land use pattern.
The City aims to infill property and attract a Bed & Breakfast industry in the Main Street District, as
well as residential neighborhoods north and south of the District. In order to do this, the City must focus
on the following:
1. When appropriate, apply for National Historic District
2. If merited, apply building restrictions and tree protective measures to hold onto and improve
neighborhood and property value.
3. Research various methods to generate the Bed & Breakfast industry, recruit property
managers, and establish high standards that will represent La Porte well.
4. Conduct a market analysis for Bed & Breakfasts.
5. Conduct a market analysis for retail and service industries for downtown.
6. Actively pursue businesses that are a good match for downtown.
7. Create and enforce stricter land use ordinances.
8. Create architectural preservation measures and method to enforce.
9. Link efforts of downtown and tourism opportunities with those of Bed & Breakfast industry,
hotel, various museums (possibilities include an industrial museum and a Houston Port Region
museum) etc. along Sylvan Beach and Galveston Bay.
10. Locate, when built, a Convention & Visitors' Bureau downtown.
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GOAL 4.3: Provide for recreational, cultural, community and activity facilities which are
accessible and appropriately located and integrate into the master transportation plan.
1. Conduct market analysis for entertainment district.
2. Consider developing a cultural center/museum downtown
3. Consider developing a La Porte Convention & Visitors Bureau downtown.
4. Develop a parking plan with landscaping and pedestrian friendly routes along the Main Street
District.
5. Consider outdoor entertainment venues and develop (i.e. outdoor theatre, stage and sound
system, etc.)
6. Reach out to the Northside District and develop activities/festivals to foster dignity and pride.
GOAL 4.4: Encourage an active, viable downtown with a variety of uses.
1. Continue encouraging businesses to meet the residents' needs within the MSD and combine it
with the tourism market.
2. Conduct analysis as to what downtown can support for community and regional tourism.
Forecast future tourism opportunities and begin working toward.
GOAL 4.5: Provide an appropriate amount of land for various densities and types of residential
uses and ensure the highest quality living environment.
1. Encourage residential usage above ground floors in existing buildings as well. as encourage
multi-story buildings be built to accommodate residential and office space above ground level.
2. Work on beautifying area through streetscaping, banners, lighting, trash receptacles, planters,
benches, dumpster shields
3. Work on eliminating undesirable behavior downtown such as graffiti, prostitution, etc. and
make a clean safe area both day and night.
GOAL 4.6: Future development should be implemented with high regard for the physical and
natural environment.
1. Consideration should be given to preserving and enhancing the area's natural beauty, including
existing older trees.
2. Gateway entries to announce arrival to downtown that are sensitive to the natural environment
and to our heritage.
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GOAL 4.7: Control development along State/County designated major thoroughfares through
enhanced regulation.
1. Architectural Preservation Measures
2. Signage Ordinances
3. Building Ordinances
4. Business Mix! Usage Ordinances
GOAL 4.8: Ensure that all existing and future commercial development is attractive, highly
utilized, and without negative influence on adjacent residential uses.
1. Architectural Preservation Measures
2. Signage Ordinances
3. Building Ordinances
4. Design Review
5. As business demands increase, allow expansion into existing historic homes, adding to the
heritage tourism appeal. If warranted at a later date, expand along San Jacinto Street, linking
downtown with Sylvan Beach.
GOAL 4.10: Develop a positive working relationship with .the County and State in regards to
mutual goals for development of lands and thoroughfares within the City limits.
1. Continue building relationships with the County and State agencies to assist in beautification
efforts, such as streetscaping, awnings, banners, Holiday decorations, etc.
Trail sp ortation
GOAL 5.1: Establish a hierarchy of thoroughfare classifications that will provide for safe and
convenient flow of traffic throughout the community.
1. Slow traffic along Main Street to provide a safe and friendly pedestrian area.
2. Install directional signage.
GOAL 5.2: Provide continuity of traffic flow within and between neighborhoods throughout the
community.
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GOAL 5.3: Provide for relief of traffic congestion.
1. In the event that tourism builds to such a level within the next 20 years, plan for the possibility
of traffic congestion downtown becoming a problem.
OBJ. 5.3.c Pursue alternate modes of transportation.
1. Consider shuttles and other means of transportation to and from Sylvan Beach and the Bed &
Breakfast on the Bay area to downtown in addition to walking and bike trails, as tourism increases.
GOAL 5.5: Upgrade and improve existing street infrastructure to meet or exceed minimum
standard by Year 2020.
1. Consider placing utilities underground when upgrading street infrastructure.
GOAL 5.6: Provide for the increasing demand for transportation facilities while preserving and
enhancing the attractiveness of the environment.
GOAL 5.7: Establish and maintain a network of new and existing sidewalks as a component of
improved standards for City streets.
1. Consider new sidewalks along Main Street with new historically accurate lighting with
electrical outlets for use during festivals, etc.
2. Consider putting power lines underground.
3. Consider installing sidewalks from the neighborhoods on the north and south sides of Main
Street to encourage pedestrian traffic.
GOAL 5.8: Cooperate with neighboring communities to establish interurban modes of
transportation.
1. As tourism grows in the region it may be a good idea to join forces to provide transportation
for tourists, etc. around the region.
Utility h~fi.tlstrllctllre Systel1lS
GOAL 6.2: Provide adequate drainage/prevent flooding.
1. Analyze drainage in the Main Street District and adjacent neighborhoods. Some concern has
been expressed about drainage in the alleys along Main Street.
GOAL 6.10: Prevent infiltration into the sanitary sewer system.
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OBJ 6.1Gb: Have an ongoing maintenance/rehabilitation program to insure that all lines are
properly maintained.
1. These systems may be antiquated and require replacement to meet current needs.
GOAL 6.14: Assure adequate capital funding for infrastructure improvements.
Parks & Recreation
GOAL 7.2: Provide a diverse blend of parks, recreation and open space areas including community
and neighborhood parks, mini-parks, natural open space areas, and linkages, to adequately
accommodate the current and future needs of La Porte's residents and visitors.
1. Consider strategically placed pocket parks and linear parks in the Main Street District.
GOAL 7.3: Create and maintain an accessible parks and recreation system for enjoyment by
residents and visitors alike.
1. Link parks in the Main Street District with pedestrian walkways, bike routes, and streets and to
other parts of town, etc.
GOAL 7.4: Establish cooperative agreements and coordinated efforts with other governmental
jurisdictions, educational bodies, and private sector entities.
OBJ. 7.4c: Encourage private sector participation in the provision of parks and recreation
opportunities.
GOAL 7.7: Develop a network of pedestrian and bicycle ways throughout the La Porte area,
including an interconnected system of paths, trails, lanes, and routes that are multipurpose,
accessible, convenient and connect to residential neighborhoods, parks, schools, workplaces,
shopping, major open spaces, and other destinations.
1. Include the Main Street District in this plan.
GOAL 7.8: Assist in the preservation and enhancement of the education, appreciation, and
preservation of local historic and cultural resources.
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C011l1111lnity Facilities & Service
GOAL 8.1 Maintain adequate provisions of police services and continue to fulfill the mission of the
Police Department.
1. Consider having a satellite office downtown.
2. In order to create an environment conducive to tourism at night as well as during the day,
make the downtown area safer.
GOAL 8.4: Provide adequate administrative building space for the delivery of quality services to
the public.
1. Consider downtown for future expansion of city office space, departments, etc.
esidentia! Deve!Opl11en
GOAL 9.1: Consider programs to revitalize and rehabilitate existing housing in the community
where needed.
1. Consider having educational programs on landscaping, care of older trees and buildings, etc.
2. Seek grants to assist in these types of project.
GOAL 9.2: Meet the future housing needs in La Porte by providing for a variety of housing
options.
1. Encourage loft apartment living in the overlay district above ground level.
GOAL 9.3: Encourage the rehabilitation or replacement of substandard housing.
1. Take special care to encourage the rehabilitation and beautification of older homes and
buildings.
GOAL 9.5: Preserve the integrity of existing neighborhoods and create livable and safe
neighborhood environments.
1. Place emphasis on revitalizing neighborhoods adjacent to the Main Street District.
2. Assist and encourage application for National Historic District status or for a historic marker,
where appropriate.
3. Consider establishing design standards for neighborhoods to maintain historically accurate
housing that will add to the heritage tourism appeal and pride in La Porte's history.
4. Consider establishing measures to protect trees, etc. - especially older trees which add to the
authentic feel of the area.
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eautfficatiol1 and Conservation
GOAL 10.1: Improve the community character of La Porte to make it a more desirable place to
live, work, and visit.
This can be accomplished in the Main Street District and surrounding neighborhoods by creating a
standard of typical styles for buildings that are true to the history of La Porte. It will be important to
maintain the laid back, unpretentious air that drew others to La Porte decades ago.
GOAL 10.2: Improve the aesthetic visual environment of La Porte through enhancement of site
design, sign age, roadways, parking areas, open space, and landscaping.
1. Brand our downtown through the usage of appropriate logos, gateway entries, directional
signage, banners, streetscaping, architectural preservation measures, landscaping, lighting, etc.
GOAL 10.3: Invest in Downtown La Porte to establish a vibrant mix of places to work, live, and
visit, with shops, restaurants, places of entertainment, and a variety of dwelling units.
New Goals for Consideration:
. Market Analysis of Downtown Business Mix
. Architectural Preservation Measures
. Revisit usages
. National Historic designation for historic neighborhoods and buildings
. Help with beautifying facades of buildings
. Landscaped parking lots with signage
. TXDOT issues: streetscaping, awnings, banners, Christmas decorations
. Gateway at 5 points
. Tree protection
. Empowerment Zone and other economic development incentives
. Bed & Breakfast by the Bay - throughout the historic neighborhoods
Public Safe
GOAL 11.1: Maximize public safety and protection of citizens during and after emergencies.
1. Consider mechanism to alert tourists who are unfamiliar with regional hazards of chemicals,
hurricanes, etc. or the meaning of "Shelter in Place".
GOAL 11.2: Provide for key public services during emergencies.
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Redevelopl1lent Strateg
GOAL 12.1: Stabilize and improve the quality of neighborhoods and other areas in decline by
attracting renewed private investment activity.
1. Conduct a market analysis to determine the best business mix for downtown.
2. Consider allowing Bed & Breakfast industry in the adjacent neighborhoods to the Main Street
District as well as along the bay and other historical neighborhoods to attract heritage tourism
to La Porte.
3. Recruit appropriate businesses to downtown.
GOAL 12.2: Revitalize the City's historic downtown area.
I1lplel1lentatioll
GOAL 13.4: Develop alternatives to finance the construction of infrastructure extensions
supporting new development as the city grows.
GOAL 13.5: Revise existing ordinances and adopt new ordinances as necessary to implement the
La Porte Comprehensive Plan Update.
1. Consider architectural protective measures for houses and buildings, design ordinances and
enforcement, etc.
2. Include provision for the protection of older trees, etc.
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Main Street Suggestions for
Bed & Breakfast by the Bay
La Porte Comprehensive Plan Update
2005
For years there has been an ongoing discussion and hope for a resort hotel/conference center to be
built at Sylvan Beach. While it seems a certainty that at some point the bay area will be developed due to
its highly desirable and limited real estate, there is no guarantee of when it may take place.
Development of the bay area would give La Porte an automatic venue to build upon the tourism
industry, which is an untapped area of economic development for our community.
Since we have minimal control over the direction the County will choose in regard to building a
hotel at the Sylvan Beach Park site, we can expand our view and look at other alternatives we have more
control over. One such alternative is creating an atmosphere conducive to producing a Bed and Breakfast
industry in the historic parts of town, such as along the bay from Little Cedar Bayou and Hazel Street to
Bay Ridge and along both sides of Park Avenue, and the neighborhoods surrounding the Main Street
District.
If we were able to encourage the growth of top quality B & B's, much like those ill
Fredericksburg, TX, we could set ourselves apart from the surrounding tourist communities.
The Texas Historical Commission group has highlighted several things about the community of La
Porte to enable the City to encourage such growth, as mentioned above. Primarily, we need to maintain
the laid back, unpretentious quality one experiences when they come to our community. This quality is
historically accurate for La Porte, and is a very desirable trait for a certain segment of tourism. The
Commission expressed the importance of maintaining the historical accuracy and feel of the older
neighborhoods near the downtown area as well as along the bay area. It may be that the only way we will
be able to preserve the older homes in the bay area is to convert them to income producing properties.
Otherwise, there may come a time when the land is so desirable that all the historical material will be
demolished, along with the history that makes La Porte so unique.
We have the opportunity to look ahead and pro actively establish policies and plans that will
protect our heritage, as well as increase La Porte's tax base. Both of these objectives can be effectively
accomplished through the creation of a dynamic, relaxing, enjoyable, top quality B & B industry.
Below are several steps to consider in establishing and building the B & B industry:
1. Conduct a market analysis for B & B in the historic neighborhoods along the bay and surrounding
the Main Street District.
2. Educate the public as to the importance of developing a B & B industry.
3. Develop design ordinances and a mechanism to enforce preservation of historic material in these
areas, as well as appropriate infill.
4. Develop tree preservation ordinances and a mechanism to enforce protection of older trees in these
areas.
5. Hire a firm to assist the City in establishing appropriate ordinances, an enforcement process, and
architectural guidelines.
6. Encourage extending the building and tree ordinances to areas along the bay, including south of
Little Cedar Bayou, to add to the historic appeal of La Porte.
57
8. Determine method to ensure quality ofB & B's.
9. Consider creating a City economic development program, in which staff will oversee these
projects.
10. Research various methods to create and manage B & B's, establish a preferred plan for the
industry, and recruit appropriate businesses to incorporate plan.
11. Seek guidance from mentoring communities in the development of our B & B industry.
12. Partner with other tourism communities in the region to market one another.
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Main Street Suggestions for
La Porte Museums
La Porte Comprehensive Plan Update
2005
There is great opportunity for us to progressively and aggressively pursue the establishment of several
new museums, and to help strengthen existing ones to aide in developing La Porte as a tourist destination.
As Traci Mayer, executive director of the Dallas/Fort Worth Area Tourism Council, said about La Porte,
"Tourism is a vital part of a community- not only intrinsically but economically. It's a multifaceted
industry that's part economic development, part educational and part entertainment. It's important for
you to understand the interconnectedness of every industry segment in order to assemble, then promote
and sell a tourism product." Museums are one source for developing tourism.
POTENTIAL NEW MUSEUMS
If we are the first ones in this area to lay claim to and begin the process of establishing museums, we
could have several unique draws appealing to a wide assortment of tourists. We should consider
capitalizing on what is directly available and has been taken for granted, such as the petrochemical
industry and the Houston Port. Museums should be set up in appropriate locations, as close as possible to
specific industry to set the tone.
These museums could be set up in a manner to help educate children and adults alike. The petrochemical
industry is concerned that in about 10 years, there will not be enough people to employ in their facilities.
They feel the need to reach today's children and educate them in the fascinating fields of the
petrochemical industry. The petrochemical industry would likely help in establishing such a museum if it
could be actively utilized to get area kids into the industry, and excited about what they were learning.
Another area that might be of interest would be the wild life area, both land and sea. Nature tourism is
popular, so if a museum were to be established that taught about vegetation, animals, birds, fish, cycles of
the sea, etc. and complimented other nature tourism areas in the region, it could be of interest. In
addition, people look for authentic, hands-on experience; so enhancing the parks and connecting them for
bikes and walking would be advantageous.
To accomplish projects of this magnitude, it may be necessary for the City to hire an economic developer
or convention and visitors bureau staff to oversee them and attract community involvement.
ENHANCEMENT OF EXISTING MUSEUMS
The City can continue to assist in helping existing museums create an environment appealing to tourists
through the addition of historic buildings, landscaping, beautification, displays, grants, etc.
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Recommended Changes, Additions and Deletions
Future Goals and Objectives
La Porte Comprehensive Plan Update
2005
nnexation Plan
GOAL 4.12: Prepare an annexation management plan, in accordance with Senate Bill 89 (SB 89),
to identify future annexation areas.
OBJ. 4.12a: Determine the City's policy on annexing land as a tool to guide and manage future
development.
While the City of La Porte Comprehensive Plan Update 2000-2020 outlines the steps necessary to
create annexation policies and plans, there has been little or no activity in this area. Given the current
demographics of the City, it is envisioned that there will be very little opportunity for the City of La Porte
to annex territory. As such, while the steps to create an Annexation Plan, as stated in the Comprehensive
Plan remain valid, the priority of effort in this area remains low.
As a related area, the City of La Porte should re-Iook existing policies governing Industrial District
agreements to ensure that the City receives the proper benefit from the concessions made and services
provided.
Outer Harbor Developl11en
One of the City's greatest assets is the waterfront area. As with other cities whose land has been
largely developed, much interest has been generated by outer harbor development. The City of La Porte
has an opportunity to generate such development and should place renewed interest on the improvement
of the remaining beach front property to take advantage of the highest and best use of the land and to
emphasize the greatest economic value. Priority should be given to such concepts and speculative
development.
edevelopl11ent (Post-Hurricane) Strateg}
With recent climate changes favoring an increase in the amount of adverse weather conditions in the
Gulf of Mexico, the City of La Porte should seek to develop priorities, goals and objectives for post
hurricane redevelopment. Many areas of the eastern (older) portion of La Porte would not be able to be
redeveloped to existing standards under current zoning and subdivision ordinances and building codes.
Part of the redevelopment strategy should include the City's intent on the manner in which the City could
or should be rebuilt after a catastrophic event (e.g. zoning, subdivision and/or codes relaxed?).
One recommendation is for the Planning and Zoning Commission to form a citizen committee to
review the options, regulations and boundaries for the possible creation of a Historical Overlay District.
The basis for the foundation for this review should be the International Building Code for Historical
Buildings to explore the parameters of rebuilding structures back to their historical significance while
maintaining current safety standards.
Plans should be coordinated with Main Street initiatives.
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ngineering Standard
Many of the local political entities are reviewing engineering standards for development within their
jurisdictions, particularly in the area of drainage. At issue is the cost of engineering and its impact on
economic development; generally, the more strict the standards the higher the cost for the development. It
is the opinion of the Comprehensive Plan 2005 Review Committee that the following guidelines should
apply:
. Do not lower drainage standards as published in the Public Improvement Criteria Manual (PICM).
. Continue to explore all possibilities for regional detention.
. Consider the requirement to elevate all floodplain construction 12' above the Base Flood
Elevation (BFE).
Additionally, the City should consider allocation of priority funding to update its Sewer, Water and
Drainage Master Plans to ensure adequate capacity for growth within and around the City.
T"oroug/~rare Plan
With Sens Road being scheduled for widening within the next 2 years, the Committee's recommendation,
given the proximity to residential development, is that Sens Road not be declared a truck route.
Traffic congestion in and along the Barbour's Cut and Broadway Street area has seen a significant
increase due to commercial truck traffic trying to gain access to the Port Facility and several of the
shipping container yards. The construction of the Port of Houston Pre-Check Facility will only partially
alleviate the issue of trucks lining up and stopping on Barbour's Cut and Broadway Streets. Figure 5.3 of
the Comprehensive plan delineates a second arterial to be constructed north of Barbour's Cut and
connecting S.H. 146 with Broadway. Options available for the City of La Porte of opening an
unimproved right-of-way (ROW), while offering some challenges, appear to center on H, I or L Streets.
Priority should be given to conduct a study and to fund a project to open and improve this second arterial.
alld Use
A review of the Official Zoning Map by the Committee highlighted a few areas of concern. Given the
priorities on economic development, future goals should be set to bring commercial/retail development
and primary businesses (employers) into the City. One example of expansion is the Underwood Business
Park in the Northwest comer of the City, along Old Underwood Road and S.H. 225. This type of
development is encouraging. A study of the land adjacent to this development shows a mixture of Low
Density Residential (R1), Medium Density Residential (R2), and General Commercial (GC) Zones.
Thought should be given to incorporating these mixed zones into the existing, unified, Planned Unit
Development (PUD) Zone to encourage proper development in and around the various easements and
railroad-owned property, should they become available for development.
Another promising area is the PUD located within the South-Central part of the City, owned by PPG. The
expansion of Bay Area Boulevard has changed the nature and potential of this property for development.
The City Staff should coordinate closely with PPG to entertain various ideas for proper development. A
portion of this property remains within the Heavy Industrial (HI) Zone designation. The Committee
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requests that consideration be given to rezone the HI area to be incorporated into the PUD to monitor
this important grm:vt:h area.
In conjunction with the proposed Historical Overlay District proposal previously discussed, consideration
should be given to control architectural standards for the Main Street initiative and for commercial
construction along major thoroughfares and gateways to the City of La Porte to allow only construction
that enhances the image of the City.