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Home My WebLink AboutLa Porte Comprehensive Plan Update 2020May 21, 2001 Mr. Doug Kneupper Planning Director and City Engineer City of La Porte P.O. Box 1115 La Porte, Texas 77572-1115 RE: La Porte 2020 Comprehensive Plan Update Dear Mr. Kneupper: �//I\\\ III\�\ ��\�// \\\%/ Wilbur Smith Associates 9800 Richmond Ave., Suitc 400 Houston, TX 77042-4521 (713) 785-0080 (7] 3) 785-8797 fax wwwwilbursmith.com We are pleased to submit the Final Technical Plan Report for the La Porte Comprehensive Plan Update. This report was prepared in accordance with our Professional Services Agreement with the City of La Porte, dated July 21, 1998. This Technical Plan Report documents the results of work accomplished by the Comprehensive Plan Steering Committee, City staff and Wilbur Smith Associates. The purpose of the update to the City's Comprehensive Plan is to effectively manage future development, protect neighborhoods, preserve sensitive environmental areas, conserve valuable natural resources, enhance the community's appearance, provide for adequate municipal facilities and services including parks and trails, to make fiscally responsible decisions regarding future capital investments, and generally to preserve the special quality of life for the citizens of La Porte. Citizen participation was the cornerstone of the planning process. Citizens served as members of the Steering Committee, who were integral participants in the identification of issues, development of the Alan's goals and objectives, and oversight of the technical plan elements. The approximate 225 citizens who participated in the Community Forum in October 1998 provided ideas, issues and suggestions that formed the Community Vision and resulted in the recommended actions of the plan. The Mayor and City Council, Planning and Zoning Commission, and Comprehensive Plan Steering Committee provided direction and guidance for the planning process. Technical assistance and information was provided by each of the City Departments and particularly the Planning and Engineering Departments. The La Porte Comprehensive Plan Update represents general consensus among the citizens and community leaders on their vision for the future development of the community. We sincerely appreciated the opportunity to assist in the guidance of the community's future and in providing professional services to the City of La Porte for this important planning program. Sincerely, WILBUR SMITH ASSOCIATES Bret C. Keast, AICP Director, Urban Planning Group H:\Planning\335930 -LaPorte Comp. Plan Update\Reports\Final Report\Transmittal Letter 2.doc Albany Nl; Anaheim Cfy Atlanta GA, Raltimom MD, Bangkok Thailand, Rudington VT, Charleston SC. Chadeshm W\; Chicago IL, Cincinnati OH, Cleveland OH Columbia Sq Columbus OH, Dallas T'$ Dubai UAE. Falls Church VA, Greeurille SQ Llong Kong Houston TX, Iselin 1v7, Kansas City MO, lGaoxville TN Lansing MI, Lexington KY, London OR, Mdwnukee W 1, M 1-u Inch, Af Tflc Beach S(, Ivuv Raven C1; Orlando FL, Philadelphia PA, Pittsburgh PA Portland ME Poughkeepsie NY, Raleigh NQ Richmond VA, Salt Lakc City UT, San Francisco CA, Tallahassee FL, Tampa FL, Tempe AZ,'Crenton NJ, Washington oC Employee -Owned Company Betty T. Wa[ers —Chairperson Melton Wolters —District 1 Sandie George — District 2 Ross Morris — District 3 Roy Baldwin David Brady Deotis Gav Peter Griffiths Barbara Jenks Martha Love Brian Moore Pat Muston .............................................................I I I I V a.......... CTTY OF LA PORTE Mayor and City Couneil Norman L. Malone —Mayor Peter E. Griffiths — Council at Large (A) Alton E. Porter — Council at Large (B) Guy M. Sutherland — Council District 1 Chuck M. Engelken, Jr. — Council District 2 Howard R. Ebow — Council District 3 Deotis Gay — Council District 4 Charlie D. Young— Council District 5 E.G. "Jerry" Clarke — Council District 6, Mayor Pro Tern Planning and ZoninY Commission Comprehensive Plan Steerine Committee Kev City Staff Hal Lawler —District 4 Dottie Kaminski — District 5 Ralph Dorsett — District 6 Chester Pool Imogene it eino John Tomerlin Steve Valerius Betty Waters Gary Wigginton John Paul Zemanek Robert Z Hetrera —City Manager Joe Sease —Fire Chief John Joems —Assistant City Manager Doug Kneupper —Director of Planning/City Engineer Jeff Litchfield — Assistant City Manager/Finance Director Louis Rigby — Director of Administrative Services Steve Gillett — Director of Public Works Carol Bottler — Administrative Assistant Stephen Barr — Director of Parks and Recreation Peggy Lee — Secretary Richard Reff— Chief of Police Dana Ybarra - Secretary Consultants Wilbur Smith Associates, Prime Consultant Rust Environment and Infrastructure, Subconsultant Pagel ................................................... Chapter .............s.................................... 9 .1 Pace Chapter1 -Introduction.....................................................................................................„...................1-1 Development of the Comprehensive Plan Update ...... ..... ........:.... .................................. ...................... 1-2 About the La Porte Comprehensive Plan Update...............................,......,.................................0...0....1-3 The Importance of Planning for the Future of La Porte ..... ........ ........................ ............ 0........ ............. 1-4 AContinuous Planning Process .... .......................................................................................................1-5 TheLa Porte Planning Area ........ .........................................................................................................1-5 Location. ....... ....... ... I ... P.111111.1 ............... ...................... ........ 04.4 a all 11*1 "1 1 1".. 1.11.111, 11111101 1 1 1 1-5 Climate..... .....................................................................................................................................1-5 History...................................................................................................................................4......1-5 Chapter2 -Community Vision...............................................................................................................2-1 Where has La Porte been in the past? .............. ......................... Where are we heading in the future?"."..",".,. se..p ........................ Where do we want to be in the Year 2020 and beyond? ................. How do we achieve our preferred future?...............................................................................2-2 La Porte's Assets and Challenges,,,, q . , . . A . . . * 6 Assets...........................................................................:............................................0.............2-3 Challenges',,'.,,.,'..",". I "I "I "I'll** N 0 a N 0 0 N 0 W A . . . . . . . . . . . . . . . . . . CityCouncil Interviews...............................................................................................I.................214 .................................:............2-2 0 N , v w 0 P v * . v & a w P N ........................... 2-2 .......... .... ..........................2-2 * & d * 0 0 & 0 0 0 0 0 0 D & 0 0 0 0 0 * 1 0 0 1 0 1 V 0 N N 0 D . . V . a . 0 N A . . . . . 0 , , A A2 - 3 a D N a 0 0 & N 4 0 R a . . . . . . . . P . . . . . . . . . . . A...............1.2-3 CommunityIssues...........................................................................................................A..........2-5 Community Facilities, Services and Utilities ................................ Drainage................. .............. ....... ......... ............................. Wastewater.........................:................................................. Water.........................................................................:.....................................................2-5 Electric.1..............01......................................................:..................................................112-6 Lighting...................:....................................................................................................A...2-6 Health and Human Services ......... ....................................................:..........0...................2-6 Emergency Preparedness .............. .... ............ ...... ............. Refuse,, ............................ A . d . . . . . . . . . . . . . . . . . . . . . . N,tiscellaneous........................,....4.................................................................... Public Buildings ...... ....................................:................................ Police. I I I I I 1 0 1 1 1 1 1 1 1 1 1 1 1 1 0 1 1 1 1 1 1 1 1 1 1 1 1 1 0 1 0 1 1 1 0 P I I I . . . 0 P 0 P . . . P . . A .. A-..........................................................:.. QualityGovernment .. .... ........ .................son ................. ......................................................2-6 Fire and Emergency Medical Service...............................................................................2-6 Infrastructure..... ....................................................................................0......,0..................2-6 Parks, Recreation and Beautification .... ....... ...........................................................................2-7 Improvements and Facilities...........................................................,..........:......................2-7 Aesthetics............... ............... ...................................................................................I.......2-7 DilapidatedStructures......................................................................................................2.7 Maintenance.....................................................................................................................2-7 Healthand Safety.............................................................................................0................2-7 Recreation Activities and Programming......................................................................4....2-7 TrailSystem.............. ...... ..... ....................................... .................... Gatewaysand Entrances............................................:.........................:.:................0.........2-7 Trash. I I I I I I I I I I I I I I I . I I I I I I I I I I I I I I q I I I I I . I I I I I , , V , t . . . . . . . P V . . . . . . -..-0-0004............0.........................................2-7 ... ........... ..... .......... ............. 2-5 ............. ..................... 0.... ........ 2-5 ........ .................................... 2-5 .... ............................................. 2-6 . . . . . . . . . . . . . . 6 . . . . . . . . . . . . . . . . . 2-6 A................2-6 ............. ........ ...............2-6 .... 2-6 ................ .................. 2-7 .............................................. ...:................................................................................................. Table of Contents Chapter Community Character...:.............................:............................................I.......................:2-1 cCivic Pride......................................................:............................................I...... I.............2-7 Neighborhoods and Redevelopment ......... ....:.................. III ... ..... ........................ I .................. .2-8 iWaterfront........................................................ ..................... ............ ............................... 2-8 t Commerce and Economic Development....................:..........................I...... I ... ........... 0... ..2-8 GeneralPolicy ............ ..................................................... ................................. I ................ 2-8 Housing..................................:...........................................:...........................II........I...I...2-8 jHospitality Industry ....... .................... ....................................................... ....................... 2-8 t Central Business District..,. .... I ......... 1..141611111101 "to I ................. 11111111011111112-8 Land Use and Transportation................................................................................................. 2-8 tEnvironment........................................................................................too ....I...I.................2-8 Annexation............. ..........................................................................................................2-8 Zoning.............................. ..................... ........ ................................................................... 2-8 PublicTransportation ................. ........................... ...............................................:.....I.....2-8 FutureDevelopment'.., I I I I I I 1 6 .... 0 1 1 1 . 0 1 1 1 1 A I . . I I . . A I I . . I I . . I . I I . I I . . I I . . . . . I I I . I I I I I . 1 0 4 4 P 0 1 6 0 1 1 1 0 4 , I I I I A I I . . I I I I I I 1 2 - 8 Circulation............... ..............................................................................I I...........-.............2-8 iTruck Traffic.0100000000001110111.......0....................................................................101.......I..I......2-8 tPedestrians ...... .... .............:....:..........................:......:...............................................:..I......2-9 t Traffic Control Devices.....................................................................:............I.......I..1..1.1.2-9 : Standards .... ......................................................................................................................2-9 StreetImprovements ...................... .................. ..... ......... ...... .................... ......................... 2-9 tOverpasses',,'..","",. ............. 0 6 1 1 1 , I I I I I I P 1 0 0 1 1 1 1 . . I I 1 0 1 . . 0 1 1 1 . 0 1 . . 1 0 . . I I I . I I I I I I . . . I I I 1 0 1 1 0 1 1 a I I P 0 1 0 0 1 1 1 0 1 1 1 1 1 1 1 1 1 1 1 1 1 . . 2-9 Maintenance.......................................................................... .................. ........ ................. 2-9 La Porte's Vision for the Future, I I 1 0 1 1 A I I . I I . I I 1 0 1 . I 1 1 4 1 1 . I . . I . . I . . . 1 0 1 1 1 0 0 1 1 1 1 1 . . . I I I . . I I I . . . I . I I . . . I I I I I . 1 0 0 1 0 0 1 0 1 a a & 0 1 1 . I P I I 1 %4 1 1 1 1 1 0 4 R2-9 Statementof Goals.........:............................................................................ .......................... ............. 2.10 : Land Use ...... ....... ....... ......................................... ..................................................................2-10 Transportation............................................................................1000....00 011111...................100111112-11 UtilitySystems................................................................. .......... .......... ...... ........................... 2-12 Parks and Recreation',,"".."..".. "I'll", IIIIPII 1111111112-12 7 Community Facilities and Services ... ................ .............. ............. .............. ..................... woo ... 2.13 t Residential Development.........................................................................:............................ 2-14 Reantifimtion and Cnnservatinn -------------- ------------------------- --- °.--------------------.--2-14 : Public Safety .......... ................................................................................................ ...............2-15 jRedevelopment.............................................................................................:........................2-15 Implementation... ............. ................... .................................................................................12-15 Influence of SMART GROWTH on La Porte's Comprehensive Plan Update..",, ..... ... 2-16 iChapter 3 — Community ProCrle.................................................................c............................................34 Population....................:......................................................................................................................3-1 HistoricalPopulation ...... ................. ............................... ............................... ...................... Pool I.,...3-1 PopulationProjections ...... ...................:.................. .............. .... ................. ............................. ....3-2 Racial and Ethnic Composition.....................................................................................................3-3 tHousehold Composition................................................................................................................3-5 Ageand Gender" ... ..... I ............. .... I ............. P ..... I ........... 11.1pl..3-5 Education ...................................................................................................................................3-6 Page ii ............................................................................... La Porte Comprehensive Plan Update Table of Contents ............:............................... Chapter page Income....................................................... ....f............................................................0......:dam .1-8 Employment.......... ......... .............. .......... ......................................................................I.................3-9 Chapter4 — Land Use..............................................................................................................................4-1 Goals& Objectives . ........ ......................... ............................................................................................4-1 ExistingLand Use .......... ............. ............................:.................. :......:................... 0....... ................4-8 Future Land Use Requirements'...................................................................................................4-10 FutureLand Use Plan..............:......................................................:.........................a..................4-10 General Land Use Guidelines ............... ..... ....................................................6......a..a............4-12 ResidentialLand Uses ........................... ............ ..................:......................:..........................4-12 CommercialLand Use. I I I I I I I I I I I I I I I I I . . . . . . . . . I A I , a a a a 0 6 a & h . . . . . . . . . . . . . . . . . . . . . I I I I I I I I I I I I . . . . . . . . . . . a 0 a a 0 a I I I I I I I I I I I I I I I 1 1 4- 1 2 IndustrialLand Use .... ................................. pomp ......... pop dam ........ ............ ..........:.......... a ... a ......... 4-13 Parksand Open Space ......................... ........................:.........................................................4-13 MajorCommunity Facilities ............. ................. ................................................_..A...a.......... 4-13 Environmental Considerations ... ........ .................................................................................A........4-14 Annexation.... . a a a 0 0 a a 0 0 a a 0 A a a a a a 0 0 a 0 0 F 0 0 6 a 6 0 a a a 6 a a a 4 . d . . . A a . . . . . . P . . . p a a 6 6 r . a . . . . . . . . . . . . . . A . . . A . . . p a 0 d a 0 0 d V a . . . . . . . . . . . . . . . . . . 0............... 4-14 Goals& Objectives, . I I I d . . . . . . . . . . . . . . . . . . . . . . . . a a a a p p a a . . . . . d . . . . . . . . . p . . . . . P a N 0 a a . 0 0 . . . & . . a . a . . . . . . . . . a . . I I I . I . . . . . . . . . . . . . . . . . I . . A.4-15 ExistingConditions....................................dam ............................... adopt ....................a.. a..................4-16 AnnexationHistory. , I I I I 1 0 1 1 . I I I I I I I . . . . . . . . . . a . . . . . . . . . . . . . 0 . . 6 . . . . . . d . . . . . . . . . 9 . . . . . . . . . I k I I d . . . . . . . . a . . . . . . . . . . . . . . . . 0 a a p 0 0 6 a & . . 4 . 4 - 17 AnnexationPolicies ..................... .............................. ..................................................................4-17 AnnexationPlan ..........................................................................................................................4.18 Chapter 5 —Transportation Thoroughfare System...............................................................................5-1 Other Related Transportation:Plans and Studies" ............. I.M111111111111 a 0 0 6 d 0 a & a a ................................... d5-1 Goals& Objectives ................................. ............ dam .... ...... ................. too ...................... 5-2 0.... Existing Transportation System....................................................................................I...................05-10 ..................... Existing Roadway Characteristics ........ .... ................ too .... ............. ...... .... ...................................... 5-11 FederalHighways........................................................................................................................5-I I GrandParkway ..... .... Pat ......... Samoan .......... ....... ....... :...... .... .......... ..............................................5-11 Interstate69..........................m--..............................................................................................5-13 StateHighways..................................................................................................... _ A...................5-15 DailyTraffic Volumes.....................................:..........................................................a.....,..........5-15 Roadway`$urface Types ...... ...:.................................................................................4...........a......5-16 StreetMaintenance....:..................................................:........................................................._...5-16 Thoroughfare System hnprovement Needs ..... ........................................................4....................5-17 Traffic Control Devices .... ....... .......... .....................:............................................................6.......5-17 LaPorte Municipal Airport .........................................................................................................5-17 Railroads.1111111.................................................40........60..........................:.....1...........................5-18 FreightSeaport Facilities .. ...... .............. ......... ............. ................ ........ ....................... 5-19 PublicTransportation ........................ .......... ........................ dam ........................................ .................. Thoroughfare System Planning, . I I I I 1 1 9 1 1 1 1 1 1 1 . . . . . . . . . I I I I I & a a 0 0 6 & 0 6 . . . . a . . A . A . . I . I . I I I I . W a a 0 0 0 a d 0 0 0 . . . . . . . . . . . . . 0... ...... ...5-23 5 -2 5 . . . Constraints to Thoroughfare Development ..... ................ ............................. ........... A .................... . . . 0 V 0 a a 0 a p a 0 0 6 . 4 a , 5-25 La Porte's Thoroughfare Plan .......................... ....................................... ............... ...a..................5-25 Benefits of Thoroughfare Planning, I I I I 1 1. 1 1 .... I ............... do A A a a a . . . . . . . . . . . . . . . . . . . . . p , 4 0 0 . a . . . . . . a . .....:.....5-26 a F Purpose of the Thoroughfare Plan ......:.......... .... ......... .......................................6. 0.......................5-26 Thoroughfare Management ......... .... ......................... Map ................................................................5-27 Preservation of Rights -old -Way, . . . . 6 A 5-27 1 1 1 I I I I . a a a k . . . a . . . . . . A . . . . . . . . . . . . . . . . 0 a . A . . . . . . . . . . . . . . . . . . . . . . d a . . . . . . . d . . & a . . . . . . . . Page iii LaPorte Comprehensive Plan Update..............................................................................: Table of Contents Chapter Page AccessManagement ....... ............................. ...................... ........................ ............. ...............5-27 Implementing the Thoroughfare Plan .........:............................. .......................... ..................... 4... 5-29 Authority for Planning and Regulating Thoroughfares .......... .................. ............. 4..................... 15-30 Functional Classification of Thoroughfares .......................... ................... .................................... 5-30 Thoroughfare Classification Criteria ....................... ........... ........................ ...... ............... ............ 5-30 Freeways......................... ...::......................... ....... .................................. ....................... ........ 5-31 ArterialRoadways'..., ....................... P ... 11,4111, .................................................. ........ 5-33 Collectors... ............... ........................ .................................................................. I 11,.5-33 Local Residential Streets 5-34 ................................................. ...................................................... Thoroughfare Development Requirements and Standards...........................................................5-34 Location and Alignment of Thoroughfares ..... ................................................. .....................5-34 Right-of-way and Pavement Width,..",, ............................. ............................. 1..115-35 Continuation and Projection of Streets .... ....... ................................................ 4.... .......... ........ 5-35 Location of Street Intersections'.,.,., ...................................................................................... 5.35 Angleof Intersection., ...................... P ..... '00,04 ........................ 4 ... 0 ........ 6..... ............ 5-36 Off -Set Intersections ........... ...... 5-36 ............................................. ......... ...................... .......... "I ... Cul-De-Sacs................................................... ............................................... ............ ....6....... 5-36 Residential Lots Fronting on Arterials......................................................... A ......... I ... ...........5-36 Residential Lots Fronting on Collectors ............................. ..... ................................... ........... 5-36 Geometric Design Standards and Guidelines'. ......... ................... A..,." ... 5-36 PrivateStreets................................................................ ....................................................... 5-36 Sidewalks.................. ......................... ............................................. ................... ................... 5-36 Plan Amendment Process ............... 5-37 ........................................................ ..................................... Chapter 6 — Utility Infrastructure Systems ................ Related Utility Plans and Studies,",,,,,"" ................................... A ......................................................... 6-1 DrainageSystem..................................................................................................................................6-2 Drainage Improvement Needs..,"",", ....... 6 ....................................... A ............................................ 6-5 Goalsand Objectives ... ............................... ........................................................... 0.6..................... 6-6 PotableWater System ..................... ................ ................ ............................................................... ...... 6-9 Water System Improvement Needs ......... ............................................. .......... .... ....................... .....6-9 Goalsand Objectives ......... ........................................................................... ....... ........ ................ 6-10 SanitarySewer System . ............................. .........................................................................................6-13 Sanitary Sewer System Improvement Needs ..................................................... .......................... 6-14 Goalsand Objectives ................. ....................................... ...................................... ..................... 6-16 SolidWaste System, . I I I I I I I . . I I I d I I . . . . . . . . . . . . . . . . . . . . . . . . ......................... A ......... A ............. 6 -1 8 Solid Waste Improvement Needs .......................... ......................... .................... 0.................. A ..... 16-19 Goalsand Objectives ........ ....................................... .................................... ................................ 6-20 Recommended Capital Improvements,,.." ....... 11.. .......................................................... .......... 6-21 Chapter 7 — Parks and Recreation..........................................................................................................7-1 Purpose and Overview ........... .... ............... ..................................................................................... 7-1 Goalsand Objectives ........................ .................................................................... ....... ........................ 7-2 Existing Parks and Recreation System.......................................................................... ..................... 7-10 Parks and Recreation Development Standards,., .............. .......................................... Page iv i.....:......................................................................... La Porte Comprehensive Plan Update Tableof Contents.........................................................:............................................ Chapter Page Park Classification System and Development Standards .:........................................ Needs Assessment ..... ......... ........... ...................... .::........................... .................... ... Existing Resources Versus Projected Need..........................................1.......1........... ServiceAreas ... .......................... ............. ...... .......:............. ........ ............................... Joint Use of School Facilities................................................................................... Parks and Recreation System Plan ............................................................................ Pedestrian and Bicycle Facilities.............................................................................. SiteSelection Criteria .................. .................................................. .................... I...... Topography........................................................................................................ Soils.....................................................................................................4........ Vegetation.......................................................................................................... WaterFeatures..................................................................................................4 Accessand Location.......................................................................................... Operating and Maintenance Standards....................................................................4 Maintenance Standards .............. .......................................................I................ FundingSources..,..",.,..",,.".,.,, . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . b I . . . I d . I . 4 PublicFinancing................................................................................................ PrivateFinancing..........................................................................4.................... Recommended Financing Strategy........................................................................... Chapter 8 -Community Facilities and Services................................................................. Goalsand Objectives........................................................................................................ Police Protection and Enforcement Services...........................................I......................... Fire Protection Services ....... ...........................................................................................I. LibraryServices................................................................................................................ PublicBuildings....................................................................................4.... 4...................... 110 Health and Human Services...........................................................................................1.. Chapter 9 —Residential Development.....................................................................................................9-1 Goalsand Objectives...........................................................................................................................9-I ExistingConditions..............................................................................................................................9-7 PlanningFor Neighborhoods .............. ................ .... ................ ............................... . ....................... ....9-16 NeighborhoodProtection ........................ .....................................................................................9-17 Neighborhood Planning Program ................ ........ ...................................................... ...........1..I...9-19 PhysicalConditions ................ ..........................................................................A................I...9-19 Visual and Aesthetic Considerations ................... .................................................................. 9-20 GroundRelated Factors........................................................................................................9-20 ResidentsInput .......... ............. ..:............................................................................................9-20 Crime Prevention Through Environmental Design (CPTED).................... ................................. 9-22 Chapter 10 —Beautification and Conservation............................................................................ .... ....10-1 Goalsand Objectives.........................................................................................................................10-1 BeautificationIssues........................................................................................................................10.10 Identifyof the City ............................................ ...................... .... ........ ....... .... ............................ 10-10 Entrancesto the City ............................ ............................................................ .......................... 10-10 CityBeautification...........................................................................................4....................... I.10-10 Page v LaPorte Comprehensive Plan Update..............................................................................: .................................................................................................. E. Table of Contents Chapter Pase Improvements to the Appearance of Older Established Neighborhoods", ..... ..... 10-10 Improvements to Dilapidated Commercial Corridors and Areas..,".".", ........ ...... 10-11 Downtown Revitalization and Utilization............:.....................................................................10-11 Barriers to Revitalization...... I ..... = .............................:............................................................... Beautification Guidelines....................................:............................................................................10-11 ..10-11 Primary Guidelines for Beautification Improvement ........... ......................................................10-12 OverallVisual Appearance ........... ................................... MOO ...............,................................10-12 tArea Identification ..................:........... .... ...1.... ..... ...............................................................10-12 tInfrastructure ...... .................................................................................................................10-13 tParking .................. ......... ................. .. IS. ......... ........... ........ ...:......................:......................110-13 tLandscaped Corridors ........... ............. .............. .......... ........................... .............................. 10-14 Increased Setbacks and Open Space..................................................................................10-14 ArchitecturalDesignDIED ........................ ........ ........................ .............................. .................10-15 Signage.......... ................................................................................................................I....10-15 t Gateways and District Identity . .......... .......... ............ ..........................................................110-16 General Considerations for Beautification Improvement...............................................0....10-16 DowntownLa Porte .................... ...... .... ............. ................ ........................................................ 10-17 Considerations for Enhancement .......................................................................................110-17 : Mixed Use.......................................ISO .......................................... ..................... .................. 10-17 Access......................... .......................................................................:.....................I.......110-17 Aesthetics.................................................._........................,...............................................10-17 Parking...................................:...........................................................................................10-17 t Pedestrian Friendliness ........ ... ...... ODE ........ ENO ....... SO, .................... .... ....................... I ..... I ........ 10-18 Implementation......................................................................................................................... 110-22 tMain Street Program._............................................................................................,...........10-22 Public Improvement District,..",.." I ... I ... I ............ 114..1111 ..... oopmov,.A ............... 4 ........... P,4o ..... a .... 10-23 UrbanRenewal ........................ ADDED .............................................................................A.........10-23 c Municipal Management District,,,, I I I I I I I I I I I ... I I ... I I I I ; I I I I I I I I I I I I 1 0 1 1 1 1 1 . I . I I I . . . I . . I I I I I . I I I I I I I . . I I I A a 0 a a 1 0 0 1 1 0 1 a 1 0 -24 Planned Development District ............ .........................................................................I. W....10-24 Conditional or Special Use Permit......................................................................................10-25 OverlayDistrict .......... ...... ...................................................................................................10-25 SiteReview...............:.........................................................................................................10-26 DowntownImplementation ............... .,...............................................................:.....................10-27 Chapter11 — Public Safety....................................................................................................................II-1 Goals& Objectives : ............ ..................... ................... .................................................... IDIOM ........ I ..... 11-2 t Existing Conditions..",.".",.,, ............... 0 ....................................... ................... 11,_5 EmergencyPlanning Priorities................................................................................................I...11-5 Hurricanes and Tropical Storms,......................................:.........................................:..........11-5 Hazardous Materials Incidents...................................................................I.......................... i l-7 Tornadoes..... ..... ......... ..................:..:................................::...................................................11-7 Roles and Responsibilities..........................................................................................................I11-8 Texas Department of Public Safety — Division of Emergency Management ......... ................11-8 tHarris County,. IS. I I . I I V I I I I W I a I I a a a a W I a I a I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I A I I I I I I I . . . I I I I. A I I . I I . I I I I I I I I I I I I I I I I I I I I I I I I I I I mm 10 tCity of La Porte... I I . I I I I I I . I I I I 1 0 1 1 a a 1 0 a a a I a a 0 1 1 1 1 1 1 1 1 1 1 1 1 1 1 0 1 1 1 a I I I I I I I I I I . A I I I I . I I I I . I . . . . I I . I . I . I I I I I I . I I I I I I I a 1 0 1 a 5 1 a I I. I I I I 1 1142 Page vi ............................................................................... La Porte Comprehensive Plan Update Tableof Contents.......••........•......•..................................................•.•...••.•••....•.•..•.••. o Chapter LAM Local Emergency Planning Committee(LEPC)........................................................................11-13 Key Elements of Emergency Planning ..................... .................................................................. 11-15 PublicNotification ............. III ........................... .... ..:............................................................ 11-15 EmergencySirens...................................:...........................................I...... 4.................. 11-15 CAERLine .... ...................... .................................. ......................................................111-15 FirstAlert System ...... ...... ................................. ............................................................ 11-15 Radio Station AM 830..........................................................................4.......................11-15 AlertRadios. .. 1 11 1 1 11 4 11 ...................................1 0*46,,o .......................................................... 11-15 Evacuation Planning and Implementation.,. ................... V .... 4 ... I ..........................................1 11-16 1984 La Porte Safety Plan ....................................... ................................................. 4... 11-16 1994 La Porte Hurricane Evacuation Plan ............................... ............ 4........................ 11-17 State of Texas Hurricane Evacuation Planning ............. ...............................................111-17 Chemical Incident Response............................................................ ......... ....................11-19 Chapter ]2 —Redevelopment Strategy.............................:...................................................................12-1 Goals&Objectives:....................................................... ................... .......:.........................................12-3 ExistingConditions .... ............................................................. ............... .... III ... ............................. 1..12-10 PreviousPlans and Studies ..... ..... ........................................ ...................................................... 12-10 City of La Porte Comprehensive Plan (1984).... .................................................................12-10 City of La Porte Bayfront Master Plan (1993) .......... ..........................................................12-11 HistoricDowntown Area .......................... ............... ................ III ............................................... 12-11 OlderNeighborhoods................................................................................................................12-13 BayfromArea ............. .............................................. ........ ........................................................112-18 RedevelopmentPriorities ..................... III ....... ............ .....................................................................112-19 Infrastructure Rehabilitation........................................... ................. ..... ................................. I ... 12-19 DowntownRehabilitation.........................................................................................................112-20 FundingMechanisms .... ............................ ........ ...... .................. ................................ A ........ A ....... 12-20 Local Property Tax Incentives ........ ..................... ...... ................... ..................... .................. 12-20 Economic Development and Tourism,,. ................... V ....... I .................... A ...................... A ...... 12-21 Grants and Loans for Economic Development..,.".. ................. Do*&* .................... 11PIIII.I.., ...... 12-21 Advance Infrastructure Improvements................................................................................12-21 Chapter13 —Implementation................................................................................................................13-1 Continuingto Plan for the Future .............................. .......... .................... III ....... ................................113-1 The Continuing Planning Process".,,,,. I III Poll IV., ................ V006,00 ................................I V ................... 13-1 Periodic Plan Amendment Process ............................ .........................:.......................................113-1 Annual Report of the Planning Commission ........ . ...................... pop ............................................. 13-2 MajorPlan Updates ... ......................... hoop ............................... .....................................................113-2 Citizen Participation in Continuing Planning ............ .............................. .................................... 13-2 Goals, Objectives, Policies and Statements of Action ..... ...................... .............. ....... ....................... 113-3 Recommended Implementation Actions ................ ............... ............... ..... ......................................... 13-7 Capital Improvement Program (CIP)......... ........ ...... ..................... ................. .................................113-15 A Twelve Step Approach to Developing a Capital Improvement Program (CIP) ......... I ........... 13-24 Page vii LaPorte Comprehensive Plan Update•••••••••••••••••••.••••••••••••••••••••••••••••••••••••••••••••••••••••••••••� Table Title 3.1 3.2 3.3 3.4 3.5 3.6 3.7 3.8 3.9 3.10 4.1 4.2 5.1 5.2 6.1 6.2 6.3 6.4 6.5 6.6 7.1 7.2 7.3 8.1 8.2 8.3 8A 9.1 11.1 11.2 12.1 13.1 13.2 13.3 13.4 13.5 13.6 ....................................................... Histor cal Population of La Porte and Hams County ............................ Projected Population Scenarios, Harris County .................................... Racial Composition of La Porte, 1990, ................................................. HouseholdType.................................................................................... Education Statistics, 1996-97.......................................................4.......4 Educational Attainment of Persons 18 Years and Older, 1990............. Per Capital and Household Income, 1989............................ I......I......... PovertyStatus, 1989............................................................................. Employment, Persons 16 Years and Older ............................................ Employment by Industry, La Porte ........................................................ Developed Land Use Allocation, 1998... .............................:................ Projected Future Developed Land Use Requirements ... ............. I.......... Street Maintenance................................................................................ Criteria for Functional Classification of Thoroughfares ........................ Summary of FEMA Hydrologic Data.. I ................................................ Repetitive Loss Areas........................................................................... Problem Bridges and Culverts.............................................................. Water System Capacity......................................................................... Projected Wastewater Treatment Capacity..",,",,,..",,,,,., Sol*.. N.*. ............ Summary of Capital Improvements...........................4............................ NRPA Development Standards.............................................................. Parks and Recreation Acreage Needs ..................................................... Park Resources V. Demand................................................................... La Porte Police Department Crime Rate Statistics ................................. Uniform Crime Report, 1999.................................................................................... Projected Police Department Staffing....................................................................... Projected Fire Department Staffing" ................................................................ a ........ Housing and Income Statistics.",,", ......... ......................................................... Elements of the Harris County Emergency Management Plan .................................. Estimated Evacuation Time by Risk Area and Hurricane Strength... I ....................... Housing,Characteristics............................................................................................ Program of Capital Projects...................................................................................... Steps and Participants in the CIP Process............................................0.................... Existing Capital Facilities Inventory ......................................................................... 111.11 Status of Previously Approved Capital Projects ............................. P..I....... ................ CapitalProject Request, . .......................... ..o ................ A ........................ 4 .................... CapitalProject Summary .......................................................................................... ...........4-9 ...4-10 .11.1....5-16 ...5-32 ...........6-3 ...........6-4 ...........6-5 ...........6-9 .........6-15 ......... 6-21 ...... ...7-14 ........ 7-16 .1.1....7-17 .......... 8-7 ..........8-9 1....... 8-10 ........ 8-12 ......1.9-10 ... W..11-11 ......11-19 ..1.1112-14 ......13-16 ......13-25 ......13-27 ...... 13-30 .1.11.13-32 ......13-35 Tables and Illustrations ILLUSTRATIONS Figure Title Page 1.1 La Porte Planning Area............................................................................................. following 1-6 3,1 Historical and Projected Population, City of La Porte ...... ............ ....................... .................. 0.... 3-3 3.2 Hispanic Origin in La Porte... .... 1.11,011, ..... I .......................... 4 .................. ............................. 3-4 3.3 Age and Gender Population Pyramid, 1990....................... ........................................................ 3-6 4.1 Existing Land Use Inventory ..................................................................................... following 4-8 4.2 La Porte 2020 Land Use Plan.................................................................................. following 4-10 5.1 Grand Parkway Alignment..",.,.., .................... 11400M ....... ....................................................... 4 ... 5-12 5.2 Average Annual Daily Traffic Volumes.................................................................. following 5-16 5.3 La Porte Thoroughfare Plan.....................................................................4.............. following 5-26 5.4 Functionally Classified Thoroughfare Network .... ...... ........... ....................... ....... .................... 5-31 6.1 Drainage System.. ............................ 11 .... % .............................................. vt ... 4 ............... following 6-2 6.2 Water Distribution System and Storage Capacity ....................................................following 6-10 6.3 Wastewater Collection System... .............. 6 .... 4 ......................................................... following 6-14 7.1 Existing Parks and Recreation System.............................................4...................... following 7-10 7.2 Community Park Service Areas............................................................................... following 7-18 7.3 Neighborhood Park Service Areas................................................................. following Figure 7.2 7.4 General Parks and Recreation System Plan............................................................. following 7-20 7.5 Typical Bikeway Sections ...... ..................... I'll ......... ........... ................ ....................... ............. .7-22 8.1 City Sector Map........................................................................................................ following 8-8 K2 1999 Police Activity by Sector ........... .................. ........... ............ ......................... .......... I'll ........ 8-8 8.3 Uniform Crime Report by Sector ..... .............. ................ .......... .............................. .................... 8-9 9.1 Low and Moderate Household Income Areas .......... ........... I'll .............. ................................ .....9-8 9.2 Median Household Income',,.,. .............. I'll., .......... I., ..................... V.11114 .............. % ............ 111141 ... 9-11 9.3 Rate of Vacancy ....... ......................... .................................................. ............................ ......... 9-12 9.4 Median Year Built..., ................... "I'll .............. 11 ..... ............... 0064* ............................................. 9-13 9.5 Median Rent ... ......... ........... ......... ........................... ............. .................... ................................. 9-14 9.6 Median Value ................. .... ........ ........ .... .............................. ................. .......... ................. ........ 9-15 9.7 Neighborhood Protection Zones.............................................................................. following 9-18 9.8 Neighborhood Protection Standards..",.. .......... 1.111, ...... 1.1p . . . . . . . . . . . . 0 . . . . . . . . . . . . . . . . . . . . . . . . . . . d a . & . . . . . . . . . . . . 9-18 10.1 Gateways and Corridors........................................................................................ following 10-12 10.2 Alleyway Improvements ............... .................. ......................... ..:............................................ 10-19 10.3 Pedestrian Friendly Elements....,.,.," ............. I'll ....... boopoo ......... 11 ... I ................... .......... 10-20 10.4 Pedestrian Friendly Elements ..................... .............. ................................. .... ......................... 10-21 12.1 Historic Downtown La Porte ....... ............ ...............................................................................12-12 12.2 Median Year Built .................. ............ ...... ....I'll ........ .......................... .................................... 12-15 12.3 Median Value . ..... ................. ................... ................. .......... ....................... ........ ..................... 12-16 12.4 Vacancy Rate.. . 1. 11 1 P.. I ............... 4111, .............................. N ........... 4 4 .............................................. 12-17 12.5 Rate Owner -Occupied ................. ................... ............. No* ........................................................ 12-18 Page ii Chapter 1 Introduction Chapter I The La Porte 2020 Comprehensive Plan is a 20-year master plan intended to serve as an official public document, adopted by the City Council, to guide policy decisions relating to the physical and economic development of the community. In general, the plan indicates how the community desires to develop and redevelop over the course of the next twenty years. The comprehensive plan is a physical plan, it is long-range, it is comprehensive, and it is a statement of the goals, objectives and policies of the local government. The comprehensive plan is slightly utopian and also inspirational, enough to challenge the future of the community; but it provides clear direction through specific statements of action to achieve the desired results envisioned by citizens and the leadership of the community. Through Chapter 219 of the Texas Local Government Code, the Texas Legislature provided the following guidance to cities toward maintaining long-range development plans: "The powers granted under this chapter are for the purpose of promoting sound development of municipalities and promoting public health, safety, and welfare. " State statutes enabling long-range urban planning by Texas cities also leave it up to these municipalities to determine what topics will be covered in their plans. Chapter 219 advises that a comprehensive plan may: 1. Include but is not Zimited to provisions on land use, transportation; and public facilities, 2. Consist of a single plan or a coordinated set of plans organized by subject and geographic area, and 3. Be used to coordinate and guide the establishment of development regulations. The comprehensive plan is organized into 14 individual plan elements, each addressing the existing conditions, issues, goals, objectives, and action plans for a particular facet of the community. The plan elements are arranged as follows: • Chapter"1 < Introduction; • Chapter 2 Community Vision; • Chapter 3 Community Profile; • Chapter 4 Land Use and Annexation; • Chapter 5 Transportation Thoroughfare System; • Chapter 6 Utility Infrastructure Systems; • Chapter 7 Parks and Recreation;, • Chapter 8 Community Facilities and Services; • Chapter 9 Residential Development; • Chapter 10 Beautification and Conservation; • Chapter 11 Public Safety; • Chapter 12 Redevelopment Strategy; and, • Chapter 13 Implementation. Page I -I ....................................... ....................... In trodnetion Chapter 1 DEVELOPMENT OF THE COMPREHENSIVE PLAN UPDATE Citizen involvement is the cornerstone of the comprehensive plan. Effective mechanisms for the involvement and debate of citizens were an essential part of the planning process. Through extensive community involvement, the comprehensive plan study incorporated the community's values in terms of quality of life, character and scale of development, urban form, aesthetic appeal, and how new development should be integrated with the existing and future city fabric. The plan includes a vision with specific goals and objectives which assesses the opportunities and challenges facing the City, identifies important policies, strategies and actions to be taken, and sets priorities for an aggressive implementation program that emphasizes practical results. The process required to update a comprehensive plan is often more valuable to the community than the plan itself, both for small and large cities, since the plan is ultimately only a snapshot in time. The planning process involves major community decisions about how much and where the city will grow, what the nature of that growth will be, and whether the community can afford to provide the necessary public services and facilities to support this growth. This can lead to charged discussions about what is "best" for the community and how everything from taxes to "quality of life" could be affected. The La Porte Comprehensive Plan Update is the result of countless hours of consideration and input from the community's residents and leaders. Key participants in the development of the plan update included: • an appointed Comprehensive Plan Steering Committee, supported by the City's administrative management and City Council, whom provided overall review and monitoring of the planning process and acted as liaison between the City's Boards and Commissions and the Consultant Team; • key stakeholders and leaders in the community who offered their insight and suggestions toward the development of the community vision and the goals and objectives of the plan; • local agencies such as the Texas Department of Transportation, Harris County Flood Control District, Port of Houston Authority, Harris County Public Infrastructure Division and the Union Pacific Railroad, who offered their future development plans toward the future physical and economic development of the community; • the La Porte Planning and Zoning Commission, who is the appointed group of citizens responsible for developing and administering the Comprehensive Plan; and, • the Mayor and City Council, who as the City's ultimate decision -making officials were involved at key stages so the resulting plan would fulfill their expectations and requirements. Frequent meetings between various. members of these groups and the planning consultant were held to discuss and develop the various aspects and direction of the plan. The Steering Committee was involved in a thorough process of identifying issues, discussing alternatives and solutions, and determining needs and priorities. The Planning and Zoning Commission, in coordination with the Steering Committee, performed a key role in making the decisions and choices that shaped the form and detail of the plan that was eventually recommended to the City's elected leaders. As the City's chief governing body, the City Page 1-2 :............................................................................... La Porte Comprehensive Plan Update Introduction.................................................................................................,.,....... Chapter 1 Council concluded this process by adopting the updated Comprehensive Plan and directing city government to abide by its policies and carry out its recommendations. ABOUT THE LA PORTE COMPREHENSIVE PLAN UPDATE Planning draws the attention of the local legislative body, appointed boards and commissions, and zens to the community's major development problems and opportunities —whether they be physical, environmental, social, or economic. A plan gives elected and appointed officials in particular an opportunity to step back from their preoccupation with pressing, day-to-day issues and clarify their ideas on the kind of community they are trying to create by their many specific decisions. The planning process provides a chance to look broadly at programs a local government may initiate regarding housing, economic development, provision of public infrastructure and services, environmental protection, and natural and manmade hazards and how these concerns may relate to one another. A comprehensive plan represents a "big picture" of the community, one that can be related to the trends and interests of the broader region as well as the state in which the local government is located. A comprehensive plan contains many components and serves numerous functions such as providing information, identifying existing conditions and characteristics, and establishing local governmental policies and strategies. The plan is the definitive source of information regarding the existing and future conditions and characteristics of the community. It contains several elements addressing population, housing, land use, transportation, economic development, public facilities and services, and implementation. Each plan element provides a wealth of information to serve as a solid foundation for future decision -making relating to community growth and development. A thorough understanding of the community's past, present, and future is needed to formulate realistic goals, viable objectives, workable policies, and effective action plans. The essential objectives of a comprehensive plan aze as follows: • It is a plan to guide the future physical development and redevelopment of the community; • The time it is long, extending over a twenty-year horizon; • It encompasses a large geographic area including the corporate limits and ETJ of the community; • It is geneial in nature, allowing some issues to be resolved and many decisions to be made; • It articulates ideas in a framework of goals and objectives, policies and actions, and plans and projects; • It is intended foremost, to serve as a continuing guide to decision -making, to provide a common direction, and to provide stability as issues are addressed and future decisions are made. The comprehensive plan should not be confused with zoning. The plan is a general guide for the long-range growth and development of the entire city. Zoning is a legal mechanism enacted by the City whereby specific parcels of land are classified as suitable for particular land uses. The plan provides the legal justification for development regulations but has no practical effect on its own in the absence of such regulations. As stated in Chapter 219 of the Texas Local Government Code, a municipality may define, in its charter or by ordinance, the relationship between the comprehensive plan and development regulations and may provide standards for determining the consistency required between a plan and development regulations. The La Porte Comprehensive Plan Update provides the vision, goals, objectives, policies and Page 1-3 La Porte Comprehensive Plan Update............................................................................ Introduction Chapter I actions necessary to achieve the City's desired urban form over the long term. Zoning is a tool used by the City to influence and direct development on individual properties on a much shorter -term basis so that, taken together, these developments will result in the type df community that La Porte desires. THE IMPORTANCE OF PLANNING FOR THE FUTURE OF LA PORTE Planning is the process of establishing goals and objectives,, and determining the means by which these ends may be achieved. It is a dyhamic process that must be continuously monitored and renewed as changes occur. A Comprehensive Plan is long-range, general, focused on physical development, and comprehensive in relating physical development proposals to the basic policies of city government. The city's comprehensive plan must be flexible in responding to changing conditions and needs, yet steadfast in its vision and support for the community goals and objectives. Local planning draws the attention of the local legislative body, appointed boards and commissions, and citizens to the community's major development problems and opportunities --whether they are physical, environmental, social, or economic. A plan gives elected and appointed officials, in particular, an opportunity to back off from their preoccupation with pressing, day-to-day issues and to clarify their ideas on the kind of community they are trying to create by their specific decisions. The local planning process provides a chance to look broadly at programs a local government may initiate regarding housing, economic development, provision of public infrastructure and services, environmental protection, and natural and manmade hazards and how they relate to one another. A local comprehensive plan represents a "big picture" of the community, one that can be related to the trends and interests of the broader region as well as the state in which the local government is located. Local planning is often the most direct and efficient way to involve the members of the general public in describing the community they want, The process of plan preparation, with its attendant committee meetings, workshops, community forums, and public hearings, permits two-way communication between citizens and local government officials as to a vision of the community and the details of how that vision is to be achieved. In this respect, the plan is "a blueprint of values" that evolves over time. Local planning results in the adoption of a series of goals and policies that, ideally, should guide the local government in aiiministering regulations like zoning and subdivision controls, in the location, financing, and sequencing of public improvements in the community, and in guiding redevelopment efforts. In so doing, it may also provide a means of coordinating the actions of many different agencies within the local government itself. Apart from these reasons from the local government perspective, local planning also has direct benefits to the private sector by stating its intentions as to its physical development and infrastructure nvestment, which sends a signal to the private landowner. There is a multitude of reasons why cities should plan. Among them are to: • Maximize community strengths and minimize. community weaknesses; • Protect property rights and enhance property values; • Provide adequate public facilities and services; • Balance economic growth with quality -of -life issues; and, • Avoid unmanageable concentrations of population. Page 1-4 ............................................................................... La Porte Comprehensive Plan Update Introduction........................................................................................................... Chapter 1 The La Porte 2020 Comprehensive Plan is a principal part of the City overall planning process, which involves all facets of the community. The plan is only one important element of the overall current and long-range planning program. The plan represents an important first step toward achievement of the vision and desired goals of the community. The plan is not considered to be a static document, but rather is the result of a continuous process to gather, evaluate and make informed decisions based upon constantly changing conditions. As such, the plan should be reviewed annually, and updated at frequent intervals to maintain its accuracy and applicability to current conditions and characteristics of the community. At a minimum, the plan should be updated every five years to ensure that it reflects the true vision and direction of the community. THE LAPORTE PLANNING AREA � Location La Porte is located in the eastern portion of Hams County, Texas, adjacent to Galveston Bay, approximately 20 miles from downtown Houston as shown in Figure 1.1 — La Porte Planning Area. The City is accessible from the west by State Highway (S.H.) 225, Spencer Highway, and Fairmont Parkway. From the north, it is accessible by S.H. 146, and from the south by S.H. 146, South Broadway, and Bay Area Boulevard. La Porte is in close proximity to the neighboring towns of Deer Park, Pasadena, Morgan's Point, and Baytown. Climate The La Porte area has. a generally warm but pleasant subtropical climate. The City's coastal location means that the Gulf of Mexico has a major influence on its weather patterns. Prevailing southeasterly Gulf winds make for warm summers and mild winters. Abundant rainfall is typically produced during the year when cooler air pushes in from the north and mixes with Gulf air. The average annual rainfall is'45 inches, and snowfall and freezing temperatures are rare. The mean temperature in La Porte is 69 degrees Fahrenheit, ranging from a typical daily high in the low 90s during the summer to a common 65-degree temperature during the winter months. The area's annual growing season lasts 309 days, and trees, flowers and other vegetation thrive when annual rainfall is on target and well distributed throughout the year. History La Porte is one of the oldest cities in Hams County. The city was developed as a new town by a group of investors from Ohio headed by LR. Holmes, a Colorado developer., who in 1891 began developing the town at Five Points in the heart of today's most established area of the community. The promoters named the town La Porte, which means "the door" in French. In 1892, the City was incorporated, and in the following years various hotels were developed in order to attract people to the new bay town. In 1896 the developers were retained by a Galveston banking firm, but in 1898 Holmes attracted additional Page 1-5 ................................................................................Introduction Chapter 1 investors and established East La Porte, which flourished until the Spanish American War and his death. In 1915, East La Porte was destroyed by a hurricane, but Old La Porte was thriving due largely to the popularity of Sylvan Beach Park. It was not until after. World War II that La Porte began to witness additional growth of the petrochemical industry. The history of La Porte is also described in The Romance of Old Sylvan Beach by Erna B. Foxworth as follows: "The Galveston and Trinity Bay area of the coast of Texas was taking shape in the 1880's after years of struggle and planning by the founders and promoters. A land boom in the 1890's brought people from many northern states to what was extolled as the "new Gulf city" named LaPorte, a French term which connotes its location as a door or gateway. Early visionaries dreamed of a port of entry for the region... When La Porte incorporated in 1892, a portion of 22 acres was reserved as the town -park. It was an inviting waterfront place in a grove of shade trees, a rarity since the rest of the region was mostly prairie land:.. Promoters of the town arranged for a booth at the Chicago World's Fair of 1893 and sold lots sight unseen while conjuring up other ideas to attract still more settlers. Homesteaders at first came by boat as there were no roads, but soon they were coming by railroad, which in the beginning extended only as far as Deer Park, ten miles away. That meant they had to hire buggies to take them to La Porte. But come they did, and excitement abounded." In recent years the industrial sector has continued to flourish in and around La Porte, which has brought steady residential growth as well as expansion of the commercial retail base. The population has grown substantially from 7,149 persons in 1970 to an estimated 32,822 persons in 1998. With the growth have come new residential neighborhoods, transportation enhancements, parks and recreation improvements, and a variety of other opportunities and challenges. Perhaps the most significant influences on the physical and economic development of La Porte are the major highway improvements including S.H. 225 and S.H. 14Kand the completion of the Fred Hartman Bridge over the bay, but also continued development of the Port of Houston's Barbour' s Cut container terminal and the recently approved Harris County referendum to develop a new Bayport container terminal at the southern boundaries of the community. These developments will continue to play a role in the history and future of La Porte. Page 1-6 t............................................................................... La Porte Comprehensive Plan Update onto - IL. ' Lill is as pLit er San Jacinto Bay '"�.®� t ILI ILL a W _.: Battleground ♦ a'A•t ��f ejylqulnun•Iq _ - - Indmanal-D stncl ;� to •; -.t , FIGURE 1.1 WEN LA PORTE .I.t � , � '! �! zz5'•'•'.,,, '"� � ••Ship Ch4 PLANNING AREA youinn I� I�� 1 �� , �.I•,.,.,•, �� I'! II ✓� �' l� ��°I �� II LI s IE'} �� N eth ert lid' I�--IL�1! �-�J LL4-I �L.JJ N rthrti:' tll II LtaF_w�IJ� _ ILJ �J L Illyzp ,.. ®, Ilp �n11��I R I nn I TerminalLut 1i II �I �Ir�II )I +�> treekmo t }i 1I1 L �I ='I-� F th SL El 9 boob C112I` s • 1 IAm II. �lI I ME) -M 0 P t Gah 01 f- -. g�y 3 k��l�i �� N rW a S y+ i <P .. 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L I Iw LEGEND i N F 4 sh re Acres�,y„FY1 Ij _ cwEERs � j L%a lni l M EMSTING PUBLIC PARKS •.s� •1 1•I.1 _ @@\\ PLANNERS ECONOMIST 0.5 i •In•I•puts 0 0.5 1 Miles - ; wuln nn •� coRPORATELrnIrrs nTerm l•wm �n Wilbur Smith Associates : -'- Ifayporl Terminal n•. aypo l Chapter 2 Community Vision ................................................... Chapter 2 One of the most important characteristics of the, La Porte Comprehensive Plan Update is that it serves as a statement of policy. The comprehensive plan is general in nature and is intended to provide a statement about the community goals and policies, the, general distribution and location of land use and circulation, and other general guidelines for the various plan elements. The plan should provide an overall guide for future growth and development while allowing some flexibility in its interpretation and use to respond to new ideas and direction as the City progresses, changes and grows. The La Porte Comprehensive Plan Update is organized and implemented using a hierarchy of guiding principles. The overall Community Vision is at the top of the hierarchy. A set of community goals follow with supportive objectives, policies and actions to form the implementation framework and provide direction for the future growth and development of the community. Each element of the plan has a vision statement that is specific to the element and consistent with the overall vision of the community. The definitions of the guiding principles are as follows: A Vision Statement is a broad statement of how the community -views itself as it moves into the 21s` Century. A vision for the community is an ideal and unique image of the future based on the community values. To have a vision means to look ahead: to imagine the future. Visioning is a process by which a community envisions its preferred future. A vision chronicles the hopes, dreams, and aspirations of a community and helps citizens agree on what they want their community to become. Goals are the general ends toward which cities direct their efforts. A goal addresses issues by stating policy intention. They are both qualitative and quantifiable, but are not quantified. Goals stretch and challenge cities, but they are realistic and achievable. Objectives are clear targets for specific action. They mark quantifiable interim steps toward achieving a City's long range mission and goals. Linked directly to goals, objectives are measurable, time - based statements .oiintent. They emphasize the results of City actions at the end of a specific time period. Policies are statements of a definite course or method of action selected from among alternatives and in light of given conditions to guide and determine present and future decisions. Actions are methods to achieve goals and objectives. Formulated from goals and objectives, an action is the means for transforming goals to outcomes, with the best use of resources. An action reflects budgetary and other resources. A "visioning" process was conducted to develop community consensus on the goals and objectives that form the framework for the La Porte Comprehensive Plan Update. In order to create a shared vision of the future, the process involved city leaders and citizens in a dialogue to identify issues, determine the assets and challenges of the community, and prepare goals and objectives that will shape and define the future. The visioning process generally involved answering four questions, including: Page 2-1 ..................................... ............................................................................................ Community Vision Chapter 2 • Where has La Porte been in the past? • Where are we heading in the future? • Where do we want to be in the Year 2020 and beyond? • How do we achieve our preferred future? Where has La Porte been in the past? — The answer to this question lies in the review of historical trends and collection of existing conditions and characteristics of the community. Reviewing historic population figures and examining socioeconomic characteristics such as race and sex composition, household composition, age and gender, education, income and employment provides a profile of the community in the past and present. Another aspect of determining where the community has been in the past is through identification of issues that are confronting the community. These issues provide a great deal of insight regarding citizens' attitudes and values across a broad range of issues and topics. Determination of community assets and challenges also provide a pulse of the community pertaining to the perceptions and priorities of the citizenry. Where are we heading in the future? —Once the past has been closely evaluated, development of possible futures is a matter of projecting the future population based upon historical trends and relative assumptions about the present and future. The result is a picture of the community reasonably assuming the continuation of current trends. Where do we want to be in the Year 2020 and beyond? —This step in the visioning process entails selection of a preferred future. As stated by William Jennings Bryan, "Destiny should be a matter of choice rather than a matter of chance." Planning the preferred future is a deliberate, organized, and continuous process of determining community needs and setting goals and objectives for attaining them. It is the process by which the community can move from today's reality to tomorrow's possibilities by seizing its opportunities. The community vision bridges the gap between where we are and where we want to go and enables the community to choose to act -- rather than waiting to be acted upon. In its simplest terms, planning the preferred future is deciding, in advance, what to do, how and where to do it, and who is to do it. How do we achieve ourQreferred future? —Herein lies the challenge. A community's plans for the future are of no 3alue if there is not a mechanism to set the plan in motion. It is important to realize that the La Porte Comprehensive Plan Update is by no means an end to itself, but rather a beginning to implement the desired goals, objectives and policies of the City. The plan is a process -oriented statement of the City's development goals, a graphic portrayal of the strategic view of its physical development over the next twenty-year period, and an implementation guide providing direction and coordination of private development and public infrastructure investments. A commitment to implementation is, therefore, necessary to ensure that the policies and guidelines established through the comprehensive planning process are upheld and ultimately implemented. The planning process is not complete upon adoption of the plan, rather it is the beginning of implementation. The essence of the Comprehensive Plan is an implementation program that includes specific program recommendations and actions addressing each of the plan elements. The products of the implementation program include an action plan with accountability of the agency responsible for Page 2-2 .......................................................................... La Porte Comprehensive Plan Update Community Vision.:.................................................................................................: Chapter 2 implementation, a capital improvement program, and implementation tools such as the zoning ordinance, subdivision regulations, and other development -related ordinances. LA PORTE'S ASSETS AND CHALLENGES The community's assets and challenges were determined by citizens of La Porte through a Comprehensive Plan Steering Committee. In addition, during a community forum on October 27, 1998, citizens of La Porte were invited to participate in the identification of issues, improvement needs, and priorities toward development of the community vision. The assets and challenges identified by residents of La Porte are as follows: Assets: Galveston Bay Park system Police and Fire Protection/EMS Location (near Houston) Heritage Low crime rate Municipal facilities Friendly people Strong business involvement and support Good highways Rail yard Fred Hartman Bridge Responsiveness to community expectations High educational attainment Move toward tourism (NASA, San Jacinto) Employment opportunities Fourth largest city in Harris County Challenges: Size of library Restaurants No public transportation Neighborhoods. Industry friendly Small town atmosphere Greenery Energetic citizens Housing costs Schools Diversity City administration Deep water port (Barbour's Cut), Municipal airport Well managed City High average income Young families Three higher education institutions Plans implemented (goals achieved) Retail loss; lack of support School reputation No central place for social services Total requirements for development; development guide Industrial reputation Lack of public relations Lack of executive housing Resistance to change West end population not identified with La Porte Lack of entry identification Visual appeal Lack of family -oriented recreation and activities (movie theatre) Drainage (reputation for flooding) Reputation of hurricanes Negative media emphasis Appearance of older areas and established neighborhoods Lack of partnership with County Traffic congestion (train @ Fairmont Parkway) Absentee landowners (particularly along bay) Lack of redevelopment between bay and older areas Low voter turn out Page 2-3 LaPorte Comprehensive Plan Update..............................................................................: ................. Community Vision Chapter 2 Community fragmentation High land prices Airport utilization; loss of FBO Failure to enforce existing ordinances Impacts of Bayport Terminal (lights, noise, view, traffic,, erosion) City Council Interviews As part of the visioning process, interviews were conducted with members of the City's elected leadership to ensure the plan incorporates their values and direction for the future. The interviews involved questions pertaining to the benefits and limitations (if any) of living and working in La Porte, the most significant issues confronting the community's future, the barriers or obstacles to progress, and the priorities for improving and enhancing La Porte in the future. The following anecdotal quotes capture the essence of the interviews relating to the responses to each of the above questions. These responses were utilized to identify overall community attitudes, issues, priorities, desires and needs for managing new development, sustaining quality neighborhoods, providing adequate facilities and services,, preserving the environment, and generally ensuring fiscally responsible decision -making. Each of the responses were carefully considered and incorporated into the individual vision statements. Bene tts of livingand working in La Porte • Proximity to the bay and its available activities, e.g. fishing, boating, etc. • Small-town atmosphere with proximity to a major metropolitan area • Blend of people and the friendliness of the community Limitations of downsides oflivinv in La Porte • Limited retail shopping opportunities • Needed transportation improvements on Bay Area Boulevard and other roadways • Storm and industrial hazards • Environmental impacts of the industrial base Maior issues co�xontin¢ the community • Proposed Port of Houston Bayport Terminal Complex • Impacts and demands resulting from growth such as congestion and quality of life issues • Aging infrastructure such as water and sewer lines • Amount of nonconforming structures and properties Barriers or obstacles to future progress • Resistance to chance and short-sightedness • Impacts resulting from the proposed Bayport Terminal Complex • Ability to develop large vacant tracts of land Page 2-4 CommunityVision.................................................................................................... Chapter 2 Priorities for future improvements • Reinvestment in neighborhoods and redevelopment of nonresidential areas • Continued enhancement of the parks and recreational areas • Utilization and/or redevelopment along the bay front, including an inner harbor, marina and mixed uses • Transportation improvements such as the railroad overpass on Fairmont Parkway, S.H. 146 and Bay Area Boulevard COMMUNITY ISSUES Between the Comprehensive Plan Steering Committee and citizens of La Porte who participated in the small -group breakout sessions at the Community Forum, a comprehensive list of community issues was identified. The issues include problems or needs that have challenged the community in the past as well as those that are confronting the community now and anticipated to be issues in the future. The range of issues identified pertain to a wide variety of challenges, problems and needs of the community. Many of the issues are within the provision of municipal facilities and services, while others require private enterprise, neighborhood association, school district, county, state or Federal approval and initiative. The following issues were utilized in the development of the Community Vision as a means to understand the desires and needs of the citizens as well as their perception of the community. The plan's goals, objectives, policies and recommended actions were formulated to address the identified issues. Some of the issues, however, are peripheral to the purpose and intent of a comprehensive plan, which is the City's policy guide to the future growth and development of the community. The issues were consolidated into four categories as follows: + Community Facilities, Services and Utilities address public buildings, municipal services, utilities and infrastructure. • Pads and Recreation and Beautification address improvements and facilities, social issues, aesthetics and maintenance. • Land Use and Transportation address the environment, circulation, existing and future land use and street improvements. • Neighborhoods and Redevelopment address commerce/economic development; redevelopment; and type, scale, and density of development. Commnnity Facilities, Services and Utilities Drainage Need drainage masterplan Drainage back-ups Flood control Drainage along Sens Road Underground infrastructure rather than open ditches Drainage - 6th Street/Stone Creek/ Lomax Condition of ditches - Sth Street Wastewater Flooding/sewer backup Sewer capacity Reduce inflow/infiltration of sewers Water Water quality Insure potable water supply Water pressure Page 2-5 LaPorte Comprehensive Plan Update............................................................:.................: .............................................. Community Vision Chapter 2 Electric Li hg tine Flat water rate with a minimum ($24) Adequacy of street lighting Underground electric utilities Street lighting intensity Lower utility rates Lack of lighting at Sylvan Beach Adequacy of lighting on Northside Health and Human Services Address drug problem (Northside) Needs of elderly persons Availability of handicap services Emergency Preparedness Emergency warning system Upgrade emergency warning system (air quality warning) Evacuation plan Spill notification Refuse Trash in open ditches Impact of garbage trucks on area roadways and yards Trash collection Curbside recycling Miscellaneous Community service program Quality of schools Animal control Insect control Lighting of public buildings and facilities Public Buildings New police station Northside fire station New EOC center Hospital with critical care center Library (size and location) Facilities for poor and needy persons Sidewalks around municipal facilities Civic neighborhood center Convention/community center Parks and recreation youth facility (vacant Kroger) Outdoor theater Police Patrolling of Sylvan Beach Foot patrols and bike patrol in incident areas Security issues @ Sylvan Beach Pier Protection Ouality Government Advance information of City Council issues Accountability and responsiveness Accountability evaluation Equality of City spending Streamlined building permit process Fire and Emergency Medical Service Level of service and response times Infrastructure Width of streets and sidewalks Bike lanes Pedestrian crosswalks Equal provision of infrastructure improvements Street construction standards Complete partial streets (paving) Traffic control (signals and turn lanes) Concrete streets for main thoroughfares Equal provision of infrastructure improvements Curb reconstruction Fire hydrants Underground drainage Electric pole maintenance Page 2-6 La Porte Comprehensive Plan Update Community Vision...................................................................................................0 Chapter 2 Parks, Recreation and Beautification Improvements and Facilities Neighborhood center (size) Parks/recreation for youth & facilities Youth center @ vacant Kroger Youth activities/facilities (skating, theaters, bowling) Beach improvement (lighting) Beach beautification/development Parks on north and south sides of the City Improve Sylvan Beach Marina Condition of boat launch Sylvan Beach (boardwalk, sand -beach) Annexed areas need park, especially southern area Widen Little Cedar Bayou in Lomax Aesthetics Signage for Old Main Street on S.H. 146 Remove signage of vacant buildings Review and amend sign ordinance, as necessary Signage to identify entrances Directional information School zone signage Dilapidated Structures Abandoned houses Demolition of buildings Maintenance Mowing and care°of ditches Tall weed ordinance More trees and flowers Maintenance of landscaping Maintenance of City entrances (county) Beautify public land Maintain trails on Cedar Bayou Park Beach maintenance and development Health and Safety Graffiti and drugs Recreation Activities and Proerammine Youth programs (Charles Walker Library) Youth programs and activities After -school recreation programs More youth activity (bowling, skating, etc) Community center Trai] System Trail/walking path along Bayfront and Broadway Improvement of trail surfaces Construct hike/bike trails Connect parks at Cedar Bayou More sidewalks/bike lanes Gateways and Entrances Enhance neighborhood entrances Signage of attractions and destinations Identify targeted boulevards and intersections Trash Beautify Old Highway 146 and Shady River Screen trash dumpsters Clean and maintain ditches Appearance of yards Cleanliness of beach front Maintenance of alleyways Community Character Visual enhancement No ambiance Visual clutter of electric poles Style of architecture and standards of construction Civic Pride Promote history of Sylvan Beach Seize opportunities to promote existing features Stimulate community pride Organize civic associations Eco tourism Beautification programs Community service programs Page 2-7 La Porte Comprehensive Plan Update.......................see ....................................................: ................................................................................................... Community Vision Chapter 2 Neighborhoods and Redevelopment Waterfront Bay area hotels and resort -type restaurants Bayfront area Redevelop beach Develop waterfront High rise condos with waterfront view Commerce and Economic Development Variety of grocery stores More retail (mall or major shopping center) Esplanade on S. Broadway Job opportunities for semi -skilled workers General Policy Remove dilapidated buildings Equal emphasis on all portions of community Avoid urban blight Target transitioning areas of decline Enhance aesthetic integrity Address declining property values Land Use and Transportation Environment Reduce air pollution Reduce boat traffic at night (noise) Lack of sound walls Annexation Annex strip of land south of Fairmont Parkway Other areas to consider for annexation Zoning Encourage retail uses Restrict sexually oriented businesses Public Transportation Park &ride service Local transit (not Metro) Housing Enhance neighborhoods east of S.H. 146 Subsidized housing/low income housing Equal emphasis on all portions of community Improve quality of neighborhoods Remove abandoned houses (Circle & Bayshore) Hospitality Industry Restaurants Hotel Convention center/meeting places Central Business District Adequate parking and access Types of stores Aesthetically pleasing (design, color, landscaping) Unique character and identity Source of jobs/contribution to tax base Entertainment value (theaters, bandstand, outdoor cafes) Future Development Develop waterfront (Bayfront master plan) Hotel convention center Shopping center (major) High rise condos with waterfront view Keep port activities to the north Minimize nonconforming uses Regulate industrial expansion - Bayport Channel Circulation Enforce speed limits Match speed bumps to speed limits Truck Traffic Tax truck traffic Increasing truck traffic to Port of Houston Page 2-8 :............................................................................... La Porte Comprehensive Plan Update CommunityVision...................................................................................................: Pedestrians Pedestrian crosswalks & crossing guards More school zone signs More sidewalks around municipal facilities More sidewalks and bike lanes Sidewalks/ADA accessible Sidewalks on main roads Traffic Control Devices Signals at 7" St., 2"d St. & Main St. Signal at Lomax School Rd. & "L" St. Signal on 8th St. & Fairmont Parkway Signal @ "P" St. & Underwood Road Traffic light @ "F" St. & 8" St. Standards Improve Fairmont Parkway to handle trucks Street improvements in older areas (width) Concrete pavement on main thoroughfares Improve streets (Old La Porte/East of S.H. 146) Widen Sens Road General width of streets Better construction standards for major streets General improvement of streets and sidewalks Chapter 2 . Street Improvements Maintain existing street structure in Lomax Considerations of Farrington Road Improve access to Lomax area "H" St. bridge (Connect to Underwood) More arteries connecting to S.H. 225 Consideration of new streets in new neighborhoods Bottleneck "L" St. & Sens Rd. Turn lanes on Fairmont Parkway Overpasses Overpass at RR and Fairmont Parkway Completion of S.H. 146 to south Railroads (overpasses or improvements) Maintenance Maintain existing infrastructure as a priority Patched curb work on Main Street The La Porte Vision is a broad statement of how the community views itself as it moves into the 21s` Century. It is an ideal image of the future based on the community's values. La Porte's Vision is: To be a first-class community that has maintained its integrity and sense of community characterized by livable neighborhoods, quality schools, progressive government and an enhanced quality of life. To be a community that focuses on family and youth by ensuring quality recreational and cultural activities, services, housing, economic, and educational opportunities that promote well-rounded productive members of the community. To be a community committed to sustainability by diligently balancing community needs with available resources and managing growth in a sneart and focally responsible manner. To be a community that celebrates and embraces its long and rich history by reinvesting in neighborhoods, preserving areas and buildings of historic sigr:ificance and returning the downtown to an economically viable and lively activity center. Page 2-9 La Porte Comprehensive Plan Update.............................................................................. . ease ..... was ...................... sea ..................................:......... use ............00 Community Vision Chapter 2 To be a community recognized for the quality of its built environment and the integration of the natural landscape and amenities such as Galveston Bay and Little Cedar Bayou. To be a community that ensures a good balance between residential, commercial, industrial, and public/institutional uses supported by quality infrastructure and transportation systems and a sensitivity to the environmental influence of adjacent uses. To be a community known for its innovative solutions to managing growth and responsiveness to the needs of citizens and businesses. To be a community that offers business and industry a competitive economic environment and is aggressive in its effort to attract, retain and expand the local economy. To be a community devoted to the protection of its environment and preservation and conservation of its natural and cultural resources. To be a community that strives for economic balance and an equitable distribution of its financial resources in all areas of the community. To be a community that is committed to its future through reinvestment in older neighborhoods and A clear and concise statement of goals for maintaining and improving La Porte's quality of life was developed as the foundation of the comprehensive plan. Focusing efforts on goals increases the plan's effectiveness in minimizing adverse effects of growth and change, seizing opportunities, and anticipating and alleviating potential problems. The identification of goals provides a basis for decision -making during both development and implementation of the plan. Goals also help to promote consistency in plan implementation as future changes occur in development trends, the physical form of the community, and the government leadership. The following goals were developed by the Comprehensive Plan Steering Committee. The goals are organized by the individual elements of the comprehensive plan, and include: Page 240 :............................................................................... La Porte Comprehensive Plan Update Community Vision Chapter 2 Land Use Vision Statement: To create a positive community identity by preserving the City's historic character; enhancing existing neighborhoods; creating new neighborhoods served by schools, parks and open space; attracting a strong employment base; and, implementing design standards for all development in the City and particularly along the major entrances to the City. GOAL 4.1: Achieve growth through a deliberate planning process that emphasizes an orderly, compact, and cost efficient land use pattern. GOAL 4.2: Provide for appropriate and compatible uses within the area of influence of the La Porte Municipal Airport. GOAL 4.3: Provide for recreational, cultural, community, and activity facilities which are accessible and appropriately located and integrate them into the master transportation plan. GOAL 4.4: Encourage an active, viable downtown with a variety of uses. GOAL 4.5: Provide an appropriate amount of land for various densities and types of residential uses and ensure the highest quality living environment. GOAL 4.6: Future development should be implemented with high regard for the physical and natural environment. GOAL 4.7: Control development along State/County designated major thoroughfares through enhanced regulation. GOAL 4.8: Ensure that all existing and future commercial development is attractive, highly utilized, and without negative influence on adjacent residential uses. GOAL 4.9: Attract diversified industry that will contribute to the tax base as well as provide jobs for a variety of workers in the community without conflicting with other land uses in La Porte while encouraging younger citizens to remain in the community. 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. Transportation Vision Statements"La Porte's transportation system shall provide residents and visitors safe, efficient and convenient access to all areas of the City and the surrounding region; accommodate current and future demand for movement of people and goods; and allow travelers choices of destinations, routes and modes of travel. GOAL 5.1: Establish a hierarchy of thoroughfare classifications that will provide for safe and convenient flow of traffic throughout the community. GOAL 5.2: Provide continuity of .traffic flow within and between neighborhoods and throughout the community. GOAL 5.3: Provide for relief of traffic congestion. GOAL 5.4: Eliminate major barriers to traffic movement. GOAL 5.5: Upgrade and improve existing street infrastructure to meet or exceed minimum standards by Year 2020. Page 2-ll La Porte Comprehensive Plan Update..............................................................................: ...........................................................................................or* ..0 Community Vision Chapter 2 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. GOAL 5.8: Cooperate with neighboring communities to establish interurban modes of transportation. GOAL 5.9: Expand the Municipal Airport and create a self-supporting operation. Utility Systems Vision Statement: To be a City that provides residents with efficient and environmentally sound, reliable, accessible and cost effective municipal services. To offer business and industry competitive utility rates with service capacities to accommodate their municipal service demands. Drainage GOAL 6.1: Explore creative uses of drainage facilities. GOAL 6.2: Provide adequate drainage/prevent flooding. GOAL 6.3: Design drainage facilities for safety. GOAL 6.4: Improve public awareness of the City's drainage systems. GOAL 6.5: Incorporate public health concerns in drainage facility construction and maintenance. Potable Water System GOAL 6.6: Assure that drinking water meets the highest standards for quality. GOAL 6.7: Operate and maintain the water system such that all areas of the City will have adequate water pressure. GOAL 6.8: Conserve water usage. GOAL 6.9: Plan for long range water supply. Sanitary Sewer System GOAL 6 j,0: Prevent infiltration into the sanitary sewer system. GOAL 6.11: Utilize wastewater effluent rather than releasing it into the bay. GOAL 6.12: Ensure adequate treatment capacity. GOAL 6.13: Develop a City utility map. GOAL 6.14: Assure adequate capital funding for infrastructure improvements. Refuse Collection System GOAL 6.15: Maintain an effective refuse collection system. GOAL 6.16: Improve the aesthetics of the refuse pick-up system. Page 2-12 ...................................................................... La Porte Comprehensive Plan Update CommunityVision.................................................................................................... Chapter 2 Parks and Recreation Vision Statement: To provide citizens of La Porte with a first-class parks, recreation and open space system that offers a variety of activities and facilities for the enjoyment and use of all persons in the community and provides linkages between neighborhoods, schools and parks. The City will seize its opportunities provided by its natural amenities such as Little Cedar Bayou and Galveston Bay to develop recreational and educational programs for residents and visitors. GOAL 7.1: Promote the conservation of natural resources through acquisition of parks and recreation areas, preservation of open space, and environmentally sensitive planning. 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. GOAL 7.3: Create and maintain an accessible parks and recreation system for enjoyment by residents and visitors alike. GOAL 7A Establish cooperative agreements and coordinated efforts with other governmental jurisdictions, educational bodies, and private sector entities. GOAL 7.5: Establish a parks and recreation improvement program, including redevelopment of existing areas, and maintenance, improvement and renovation of all public areas and facilities. GOAL 7.6: Provide parks and recreation opportunities oriented around water -related activities and programs, including swimming pools and the bay front area. 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. GOAL 7.8: Preserve and enhance the education, appreciation, and preservation of local historic and cultural resources. Community Fao[Yties and Services Vision Statement: To be a City that offers quality municipal facilities and services for the use and enjoyment of residents, including responsive fire and police protection; diverse parks and recreation areas and facilities; and other quality government facilities and services. GOAL 8.1: Maintain adequate provision of police services and continue to fulfill the mission of the Police Department. GOAL 8.2: Maintain an excellent level of fire safety services provision and continue to fulfill the mission of the Fire Department. GOAL 8.3: Support the Edith Wilson Public Library to maintain its growth and utilization and continue to provide quality educational services. Page 2-13 La Porte Comprehensive Plan Update.............................................................................. Community Vision .................................................................................................... Chapter 2 GOAL 8.4: Provide adequate administrative building space for the delivery of quality services to the public. GOAL 8.5: Provide citizens of La Porte with adequate health care facilities and services. Residential Development L n Statement: To be a City thatprovides safe, affordable and quality residential neighborhoods that ound and stable offering a variety of housing opportunities that meet the City's current andfs. GOAL 9.1: GOAL 9.2: GOAL 9.3: GOAL 9.4: GOAL 9.5: GOAL 9.6: GOAL 9.7: Revitalize and rehabilitate existing housing in the community where needed. Meet the future housing needs in La Porte by providing for a variety of housing options. Recognize manufactured homes as a viable housing option. Establish incentives for rehabilitation or replacement of substandard housing. Promote a standard of home ownership encouraging aesthetically pleasing and well maintained residential properties. Preserve the integrity of existing neighborhoods and create livable and safe neighborhood environments. 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. Beautification and Conservation Vision Statement: To be a City that conserves its natural resources and facilitates a quality natural and built environment through preservation and enhancement of the visual environment. The City will establish high standards to ensure quality development that is aesthetically cohesive and in harmony with the character of the community. GOAL 1Q.d: Improve the community character of La Porte to make it a desirable place to live, work, and visit. GOAL 10.2: Improve the aesthetic visual environment of La Porte through enhancement of site design, signage, roadways, parking areas, open space, and landscaping. 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. Page 2-14 ...................................................................... La Porte Comprehensive Plan Update CommunityVision.................................................................................................... Chapter 2 . Public Safety Vision Statement: The City will effectively protect its citizens and visitors from crime, natural disaster, personal harm, and other emergencies by providing safety and security through provision of responsive fire, police, emergency medical services, and other City services. GOAL 11.1: Maximize public safety and assure protection of citizens during and after emergencies. GOAL 11.2: Ensure public safety through adequate provision of key public services. , Redevelopment 1 rsion Statement: The City will seek to maintain and enhance its historic character, neighborhood integrity, visual appearance, and quality of life through reinvestment programs and incentives to redevelop the older and deteriorated areas of the community. GOAL 12.1: Stabilize and improve the quality of neighborhoods and other areas in decline by attracting renewed private investment activity. GOAL 12.2: Revitalize the City's historic downtown area. Implementation Vision Statement: To be a progressive City with a government that actively and aggressively pursues its vision for the future through implementation of the La Porte Comprehensive Plan Update. GOAL 13.1: The City shall be accountable to the citizens of La Porte for meeting the goals, objectives and policies set forth in this and future comprehensive plans. GOAL 13.2: Establish and maintain strong citizen and organizational support of the La Porte Comprehensive Plan Update to ensure continued updating and implementation. GOAL 13.3: Implement and annually update a five-year Capital Improvements Program (CIP). GOAL 13.4: Develop alternative 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 2020 Comprehensive Plan Update. Page 2-15 LaPorte Comprehensive Plan Update...............................................................................� Community Vision Chapter 2 INFLUENCE OF 1 ON LA PORTE'S1UPDATE "Growth is inevitable, growth is necessary, but how growth is accommodated can be good or bad. In setting the framework for land development and redevelopment, we must focus on practices that are environmentally sound, economically vital, and that encourage livable communities - in other words, smart growth, " - Jim Chaffin, Urban Land Institute (ULI) Chairman The term "Smart Growth" does not refer to no growth or slow growth inifiatives, but rather describes development that enhances existing communities, community values and quality of life. Smart growth is simply development that is well -managed to ensure it is compatible with the natural environment, is fiscally responsible pertaining to public investment in infrastructure, uses tax dollars and resources efficiently, and makes private development profitable. The goal of smart growth is to plan for sensible growth that balances a community's need for jobs and economic development with their desire to protect and preserve the natural environment and to maintain or create an environment that supports the values of the community. Sensible growth manages the type, scale and density of development while providing quality of life features such as neighborhood and community parks; preservation of open space; pedestrian linkages between neighborhoods, parks and schools; pedestrian friendly commercial districts; convenient neighborhood shopping; and, an efficient street network allowing an ease of movement of goods and people. There are a variety of key indicators to idenfify communities that are growing smart. Smart growth is happening when: • Development is economically viable and preserves open space, natural resources and sustainable hahitats • There is certainty and predictability in the development process, thus allowing expedited approval of development projects that enhance the economy, the community and the environment. • Existing infrastructure is maintained and enhanced but expanded when appropriate to serve existing and new residents. • Existing infrastructure is used efficiently by encouraging in -fill development rather than allowing peripherandevelopment that requires utility extension. • There is a mutually beneficial collaboration among the community, the nonprofit sector, and the public and private sectors. • Redevelopment is actively pursued, including in -fill residential development, reuse of brownfields, and recycling of obsolete buildings. • Compact development is focused on existing community centers, new town centers, and existing and planned transportation facilities. • Land planning and urban design create a sense of community and ensure the ease of movement and safety of residents. • Traditional downtowns and urban neighborhoods are recognized as being important. The La Porte Comprehensive Plan Update was greatly influenced by Smart Growth initiatives regarding the desire to create a special quality of life for La Porte citizens and preserving the "small-town Page 2-16 :........................:...................................................... La Porte Comprehensive Plan Update CommunityVision ...................................... Chapter 2 character" that the community now enjoys. Examples of recommendations of the comprehensive plan which reinforce smart growth initiatives include the following: • Encouragement of in -fill development by establishing incentives whereby existing infrastructure can be efficiently utilized. • Encouragement of compact development through flexible regulation and provisions to minimize premature peripheral development. • Allowing flexibility in development regulations to encourage innovative and imaginative site planning, conservation and preservation of natural resources, and creation of amenities. • Adoption of development standards to manage the design and appearance of specially defined districts. • Utilization of a Transportation Thoroughfare Plan to preserve future rights -of --way to prevent inconsistent development of thoroughfares, encourage sustainable development, reduce costs, permit orderly development, and minimize environmental impacts. • Utilization and enforcement of policies and regulations to mitigate environmental impacts. • Provision of a range of housing opportunities, including accommodation of low to moderate income persons. • Preservation and creation of neighborhood character and identity. • Development of a "walkable" community including sidewalks, accessible curb cuts, recreational trails and other pedestrian improvements. Page 2-17 LaPorte Comprehensive Plan Update..............................................................................: Chapter 3 Community Profile Chapter 3 This Community Profile provides an overview of existing conditions and characteristics of La Porte, including data relating to historical and current population, employment, education, and local socioeconomic characteristics. Also included are population projections for the city until the Year 2020. This information is essential for use by the city in determining its anticipated scale of growth and the resulting demands on the community's facilities and services. N Historical Population Historical U.S. Census population figures for La Porte and Harris County are displayed in Table 11 - Historical Population of La Porte and Harris County, for years 1900 through 1990. As shown in this table, population growth in La Porte has ranged from 2 percent between 1950 and 1960 to 140 percent between 1930 and 1940. Harris County's population has been increasing since 1900 and has experienced a growth rate ranging between 12 percent and 92 percent. Since 1960, La Forte's population has increased at a greater rate than that of Harris County's. However, La Porte's population remains 1 percent of the County's population. TABLE 3.1 HISTORICAL POPULATION OF LA FORTE AND HARRIS COUNTY La Porte 2020 Comprehensive Plan Update La Porte, Texas 1900 537 - 63,786 1910 678 26% 115,693 81% 1920 889 31% 1869667 61% 1 330 13280 44% 3595328 92% 1940 3,072 140% 528,961 47% 1950 49429 44% 806,701 53% 1960 49512 2% 1,2439158 54% 1970 7,149 58% 1,741,912 40% 1980 147062 97% 2540%547 38% 1990 273910 98% 25818,199 17% 1998 323822 1 18% 351789995 13% Source: U.S. Census Bureau and Texas State Data Center (TSDC), 1990 and 1998. Pale 3.1.................................... Community Profile Chapter 3 Population Projections There are a variety of sources of population projections that are based upon sophisticated projection models that consider patterns of migration as well as fertility and mortality rates. The Texas State Data Center (TSDC) at Texas A&M University uses cohort -component projection techniques to develop four alternative sets of population projections based upon differing assumptions for the State and each county. The projection techniques used by TSDC include cohorts of single years of age for ages 0 to 75 plus, for male and female genders, and in each of four mutually exclusive racial/ethnic groups (Anglo, Black, Hispanic and Other). The four scenarios developed by the TSDC utilize the same set of mortality (deaths) and fertility (births) assumptions in each scenario, but differ in their net migration assumptions. The net migration assumptions for three of the scenarios are derived from 1980 to 1990 migration patterns, which have been altered relative to expected future population trends. The scenarios are referred to as Zero Migration (0.0), One -Half Migration (0.5), Full Migration (1.0), and 1990-1996 Migration (90-96). The Zero Migration scenario (0.0) assumes that in -migration and out -migration are equal resulting in population growth only through natural increase (births). The One -Half Migration scenario (0.5) assumes rates of net migration one-half of those during the 1980's. The Full Migration scenario (1.0) assumes that the net migration rate of the 1980s will continue in the future. The 1990-96 Migration Scenario (90-96) assumes a more recent historical migration trend from 1990 to 1996. The TSDC population projections for Harris County are shown in Table 3.2 — Projected Population Scenarios, Harris County. TABLE 3.2 PROJECTED POPULATION SCENARIOS, HARRIS COUNTY La Porte 2020 Comprehensive Plan Update La Porte, Texas 1990 2,818,199 25818,199 2,818,199 2,818,199 1995 2,98707 3,018,167 3,053,322 3;063,581 2000 3,127,990 392103594 3,310,961 3,2985155 2005 3,237,656 333945053 3,593,575 3,521,250 2010 3,328,705 3,575,840 3,904,105 3,7461372 2015 354245831 3,776,008 4,262,719 3,999,019 2020 3,50%034 3,97%823 403,534 4,268,350 Source: Texas State Data Center, 1998. The most conservative population projection is the result of Scenario 0.0 that projects the population in Harris County to be 3,509,034 in Year 2020. This projection is a significant contrast to that developed by Scenario 1.0 which projects 4,663,534 persons. Selection of the most accurate scenario is typically based upon historic population growth trends. Growth in La Porte is best represented by growth in Page 3-2 ...................................................................................... La Porte Comprehensive Plan Update CommunityProflle ..................................................................................................... Chapter 3 the County between 1990 and 1996; therefore, the 1990-1996 (90-96) Scenario was selected as the most likely growth scenario for the City of La Porte. Projections for La Porte are not available through'the Texas State Data Center, but can be estimated using the Harris County 1990-1996 (90-96) Scenario. By maintaining La Porte's proportional relationship to Harris County (LaPorte represents 1% of Harris County), the future population for the City of La Porte was projected as shown in Figure 3.1—Historical and Projected Population, City of La Porte. FIGURE 3.1 HISTORICAL AND PROJECTED POPULATION, CITY OF LA PORTE La Porte 2020 Comprehensive Plan Update La Porte, Texas ' 607000 _ . ... .. 50,000 — 40,000 O tCensus 30,000 —/ 90-96 a 20,000 10,000 10o1vso 1s7o 1980 x000 - - 2010 �Hccww 537 4,512 14,062 27,910 27,910 30,636 3 3 97,464 39.990 42.6A4 45,400 48,100 Year Source: U.S. Census, 1990; Wilbur Smith Associates, 1999. Racial and Ethnic Composition The race composition of La Porte is shown in Table 3.3 — Racial Composition of La Porte, 1990. The characteristics of race indicate that a majority of La Porte's population is white, which accounts for 85.7 percent of the 1990 population of 23,896 persons. The Black population is the second largest group, accounting for 7.0 percent of the population. The characteristics classified as "Other Race," which include persons other than those identified, account for the third largest race in La Porte with 5.7 percent or 1,590 persons. The other two races include the Asian or Pacific Islander and the American Indian, Eskimo or Aleut, which account for 1 percent and 0.6 percent, respectively. Page 3-3 La Porte Comprehensive Plan Update..............................................................................: Community Profile Chapter 3 TABLE 3.3 RACIAL COMPOSITION OF LA PORTE, 1990 La Porte 2020 Comprehensive Plan Update La Porte, Texas Population of , White 23,896 85.7% Black 1966 7.0% American Indian, Eskimo, or Aleut 172 0.6% Asian or Pacific Islander 272 1.0% Other race 1590 5.7% Total 27,896 100.0% Source: U.S. Census Bureau, 1990. The ratio of persons of Hispanic origin to Non -Hispanic origin is 14 percent to 86 percent, respectively, as shown in Figure 2 - Hispanic Origin in La Porte, 1990, FIGURE 3.2 HISPANIC ORIGIN IN LA PORTE, 1990 La Porte 2020 Comprehensive Plan Update La Porte, Texas Hispan c origin. 14% Jot of Hispanic origin 86 % Source: U.S. Census Bureau, 1990. Page 3-4 :...................................................................................... La Porte Comprehensive Plan Update Community Profile ..................................................................................................... Chapter 3 Household Composition According to the U.S. Census Bureau, household type is classified as either family or non -family units. Family households can be placed in the following categories: Family Households: • Married couple, with children • Married couple, no children • Male householder, with children • Male householder, no children • Female householder, with children • Female householder, no children Types of households are shown in Table 3.4 -Household Type, 1990. In 1990, there were a total of 9,099 households in La Porte, of which 82 percent were family households. Traditional family households consisting of married couples with children represented 41 percent of the total households. Single parent households with children consisted of 7 percent of the total households, of which 70 percent were headed by women. TABLE 3.4 HOUSEHOLD TYPE, 1990 La Porte 2020 Comprehensive Plan Update La Porte, Texas Family Households Married Couple, With Children 3,763 41% Married Couple, No Children 2,603 29% Male Householder, With Children 204 2% Male Householder, No Children 140 2% Female Householder, With Children 484 5% Female Householder, No Children 266 3% Non- Family Households 1,639 18% Total 91099 100% Source: U.S. Census Bureau, 1990. Age and Gender The age and gender composition of La Porte in 1990 is displayed in Figure 3.3 — Age and Gender Population Pyramid, 1990. The population pyramid represents the distribution of population by age and gender. In 1990, the population of La Porte was primarily within the middle age cohorts, with the largest percentage of the population in the 30 to 34 age cohort, followed by cohorts ranging in age from 35 to 39 Page 3-5 La Porte Comprehensive Plan Update.........................._...................................................: Community Profile Chapter 3 years and 10 to 14 years. A notably small cohort is age 20-24; this is probably due to La Porte young adults leaving for college outside of La Porte. Based upon a continuation of current trends, the distribution of population will progress into the older age cohorts by Year 2020, resulting in an older average age. FIGURE 3.3 AGE AND GENDER POPULATION PYRAMID, 1990 La Porte 2020 Comprehensive Plan update La Porte, Texas 80-84 70-74 60-64 50-54 Q 40-44 30-34 20-24 10-14 04 2000 1500 1000 500 0 500 ]000 1500 2000 Persons Source: U.S. Census Bureau, 1990. ■ Male ❑Female Regarding gender distribution, each age cohort is fairly proportional with an even split of males and females until the dlder cohorts. The 60 to 64 age cohort represents the beginning of a trend in which the females outnumber males by 60 percent or more. Approximately 83 percent of the 85 and older cohort are females. This is consistent with the data suggesting that women typically have a longer life span. 1 � The La Porte Independent School District (ISD) serves the La Porte area. As displayed in Table 3.5 — Education Statistics, 1996-97, the student/teacher ratio is 16.1 students per teacher in La Porte, which is higher than the statewide ratio of 15.4 students per teacher. Page 3-6 :...................................................................................... La Porte Comprehensive Plan Update Community Profile Chapter 3 TABLE 3.5 EDUCATION STATISTICS,1996-97 La Porte 2020 Comprehensive Plan Update La Porte, Texas Ir Statistic Total Number of Schools Source: City of La Porte 12 State of Texas 63875 Total Number of Students 7,344 3,828,975 Total Teachers 457 247;851 Student Teacher Ratio 16.1 15 A Attendance Rate 94.6 95.1 Annual Drop Rate L6 Not available TAAS: % Passing all tests taken 76.1 73.2 College Admissions, % Tested 57.6 64.7 SAT: mean total score 985 993 ACT: mean composite score 21 20.1 Economically Disadvantaged 1 22.9 48.1 Texas Educational Agency,1996-1997 Academic. Year. The percentage of students passing all TARS tests in LaPorte is virtually even with the state, as is the mean composite score on the ACT examination. A significant statistic is the number of economically disadvantaged students in the La Porte I.S.D. compared to the state average. As of the 1996-97 school year, 22.9 percent of La Porte's students were economically disadvantaged compared to a state average of 48.1 percent disadvantaged. Regarding the district's academic accountability, the Texas Education Agency (TEA) designates school districts as either Exemplary, Recognized, Academically Acceptable, Academically Unacceptable, Unacceptable due to Special Accreditation Investigation, or Not Rated. In 1996-97, La Porte I.S.D. received an accountability rating of "Academically Acceptable.' The educational attainment of persons 18 years and older in La Porte and Hams County in 1990 is provided in Tablt` 3.6 —Educational Attainment. of Persons 18 Years and Older, 1990. A signcant percentage of the persons in the City and County graduated from .high school or satisfy equivalency requirements. The percentage of persons with less than a 9"` grade education or 9"` to 12'b grade education without a diploma was 20 percent in La Porte and 27 percent in Harris County. La Porte's percentages are lower than the State average of 29 percent and the National average of 24 percent. hi La Porte, 33 percent of the residents completed high school, and 18 percent graduated with an associates, bachelors, graduate or professional degree. Compared to State and National attainment levels, La Porte had a higher percentage of residents graduating from high school, however, not as many residents graduated with Bachelor's or Graduate degrees , La Porte Comprehensive Plan Update..............................................................................: Community Profile Chapter 3 TABLE 3.6 EDUCATIONAL ATTAINMENT OF PERSONS 18 YEARS AND OLDER, 1990 La Porte 2020 Comprehensive Plan Update La Porte, Texas , i EducationLevel of Less than 9th grade 11097 6% 218,681 11% 13% 9% 9th to 12th grade, no diploma 2,581 14% 315,517 16% 16% 15% High school graduate 6,262 33% 477,306 24% 27% 30% (includes equivalency) Some college, no degree 5,289 28% 449,540 22% 23% 21% Associate degree 1,210 6% 94,462 5% 5% 6% Bachelor's degree 1,772 9% 318,336 16% 13% 12% Graduate or professional degree 649 3% 140,265 7% 6% 6% Source: U.S. Census Bureau, 1990. The income of persons in La Porte and Hams County in 1989 is provided in Table 3.7 —Per Capita and Household Income, 1989. According to the U.S. Census Bureau, La Porte's per capita income of $14,349 is above the State's per capita income, but below the County and National per capita income. However, La Porte's median household income of $41,733 is above all three, County, State and National ncome levels. TABLE 3.7 PER CAPITA AND HOUSEHOLD INCOME, 1989 La Porte 2020 Comprehensive Plan Update La Porte, Texas Source: U.S. Census Bureau, 1990. The poverty status of persons in La Porte and Harris County is displayed in Table 3.8 —Poverty Status, 1989. According to the U.S. Census Bureau, 9 percent of La Porte's population was living in poverty in 1989. In Harris County, 436,716 persons or 16 percent of the population had incomes below the poverty level. Page 3-8 :...................................................................................... La Porte Comprehensive Plan Update Community Profile Chapter 3 TABLE 3.8 POVERTY STATUS, 1989 La Porte 2020 Comprehensive Plan Update La Porte, Texas Source: U.S. Census Bureau, 1990. EMPLOYMENT Employment figures for 1980 and 1990 and an estimate for 1998 are provided in Table 3.9 — Employment, Persons 16 Years & Older. in La Porte, the number of employed persons has increased from 6,298 to 16,281 persons between 1980 and 1998, which represents a 159 percent increase. Over the same period, Harris County experienced a 19 percent increase in the number of employed persons. The rate of unemployment increased between 1980 and 1990 in the City and County but has since declined. The 1998 estimated unemployment rates for La Porte and Harris County are 3.5 percent and 4.7 percent, respectively. TABLE 3.9 EMPLOYMENT, PERSONS 16 YEARS AND OLDER La Porte 2020 Comprehensive Plan Update La Porte, Texas Labor Force Employed 6,298 13,685 16;281 1;224,82876,9%A7 9,397,100 UnemploYe& 261 754 597 43,017 531,100 Total in labor force 6,559 14,439 16,878 1,267,845 9,928,200 Rate of Unemployment 4.0% 5.2% 3.5% 3.4%. 5.3% Source: U.S. Census Bureau, 1990; Texas WorkforceCommission, 1999. Employment patterns that occurred in La Porte between 1980 and 1990, are shown in Table 3.10 — Employment By Industry, La Porte. In La Porte, all industries experienced an increase in employment with the exception of mining, which declined. There was an increase in total City employment between 1980 and 1990 of 117 percent, from 6,298 to 13,685 employed persons. In 1990, the industry with the largest percent of the employed labor force in La Porte was "professional and related services," which accounted for 19 percent of the total industry employment, "manufacturing of nondurable goods" (17.6 percent), and "retail trade" (13.8 percent) were the second and third largest sectors, respectively. Page 3-9 La Porte Comprehensive Plan Update...............................................................................' Community Profile Chapter 3 TABLE 3.10 EMPLOYMENT BY INDUSTRY, LA PORTE La Porte 2020 Comprehensive Plan Update La Porte, Texas, ':I Total Percent Agriculture, forestry, and fisheries 47 03% TotalIndustry I 117 0.9% Mining 157 2.5% 151 1.1% Construction 901 14.3% 1,583 11:6%0 Manufacturing, nondurable goods 13176 18.7% 2,414 17.6% Manufacturing, durable goods 401 6.4% 843 6.2% Transportation 271 4.3% 710 5.2% Communications and other public utilities 182 2.9% 422 3.1% Wholesale trade 233 3.7% 751 5.5% Retail trade 935 14.8% L888 13.8% Finance, insurance, and real estate 244 3.9%0 513 3.7% Business and repair services 297 4.7% 599 4.4%0 Personal services 86 1.4% 347 2.5% Entertainment and recreation services 12 0.2% 262 1.9% Professional and related services Health services 350 5.6% 891 6.5% Educational services 573 9.1% 1,092 8.0% Other professional and related services 232 3.7% 724 5.3% Public administration 201 3.2% 378 2.8% Total 69298 100.0% 137685 100.0% Source: U.S Census Bureau, 1980 and 1990. Page 3-10 :...................................................................................... La Porte Comprehensive Plan Update Chapter 4 Land Use Chapter 4 The Land Use Element for La Porte's Comprehensive Plan addresses the interrelated goals, objectives, and policies that guide the future physical development of the City. This chapter documents the results of data collection, analysis, findings, and recommendations relating to existing and future land use and annexation history and management. This Element includes the La Porte 2020 Land Use Plan, which is the City's general plan for guiding future land use and development. The development of the Land Use Element involved the compilation of an extensive amount of data ncluding previous plans and studies, analyses of existing conditions, and development of projections and forecasts for future development within the City and its ETJ. As part of the comprehensive planning process, the Comprehensive Plan Steering Committee identified issues and needs facing La Porte as well as the strengths and weaknesses of the existing land use patterns. Concerns and issues were solicited from the La Porte residents concerning existing and future land use. The following are examples of the issues that were received from the community during meetings conducted during the initial phases of this plan: • Develop waterfront • More beachfront development • Encourage retail uses • Concerns on unregulated industrial expansion in Bayport Channel • Develop a Bayfront Master Plan • Not allowing non -conforming uses • Hotel Convention Center GOALS AND OBJECTIVES A clear statement of goals and objectives is a necessary step in the process of defining the community's vision pertaining to the type, seale, location, and density of future development and the regulatory provisions enacted to effectuate the comprehensive plan. A Comprehensive Plan Steering Committee formulated the following goals, objectives, policies, and actions relating to this element of the plan. The Steering Committee prepared the following goals, objectives, policies, and action with the belief n mind that the projected growth of seven percent per year for Commercial Retail and Office land use for the City of La Porte was too conservative. This projected growth number found in the Land Use element of this plan was determined using an widely accepted approach. The goals and objectives are numbered for reference purposes, which is not meant to indicate a rank of importance or establish priority. Page 4-1 .............................................................................................................. Land Use Chapter 4 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. Policy 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. Action 1: Consider a tax reduction program whereby there are financial incentives for a specified period of time for in -fill development. Action 2: Encourage private development through some flexibility in zoning and subdivision regulations to allow standard development on existing parcels while preserving existing zoning in regards to residential versus commercial development. Action 3: Develop a proactive marketing plan to attract developers to La Porte. Action 4: Develop a Master Plan to encourage retail/residential development and consider expending public funds to incite the development by providing utilities. OBJ.4.lb: Achieve orderly, contiguous development that is compatible with adjacent land parcels and consistent with existing zoning ordinance. Policy 1: The City should seek to ensure that adjacent land uses are developed compatibly and take measures to mitigate land use transitions with differing intensities. In general, high intensity uses should be adjacent to each other and likewise for low intensity uses. Land uses in order of intensity from least to greatest are as follows: • Agriculture • Low density residential • Medium density residential • High density residential • Professional services • Office, industry and research parks • Commercial retail establishment • Highway -oriented commercial • Warehousing, assembly, and wholesaling • Light industry • Heavy industry The greater the difference in the intensity of adjacent land uses, the greater the amount of buffering required. Page 4-2 :...............................................................................La Porte Comprehensive Plan Update LandUse............................................................................................................... Chapter 4 Action 1: Evaluate existing incompatible land uses and determine what types of buffering techniques would be effective. Areas to be evaluated include those adjacent to major roadways such as S.H. 146, S.H. 225, Broadway, Main Street, Fairmont Parkway and industrial development areas. Action 2: Evaluate the appropriateness of design standards that include landscaping, screening, increased lot sizes and setbacks, and other methods to minimize negative effects among different land uses. Also, explore the use of existing natural features as buffers. Action 3: Consider transition zoning where appropriate to minimize negative effects among different land uses. Action 4: Review the Zoning Ordinance to consider design criteria for non- residential developments adjacent to or abutting land developed or anticipated for residential use. Action 5: Review the subdivision regulations and identify innovative site planning and development techniques, such as street layout; perimeter easements; and, lot size, shape, and orientation to help future residential development co -exist compatibly with existing non-residential uses. Whenever possible, consider vacating, abandoning and closing, certain public rights -of -way deemed unessential to the City. OBJ. 4.1c: Study alternative solutions for utilization of vacant parcels as parks and recreation areas or public open space. Policy 1: The City should continue to strive to meet the parks and recreation needs of the citizens and visitors of La Porte, Action 1: Utilize the existing land use inventory to identify concentrations of vacant lots. Action 2: Identify potential opportunities for developing pocket parks in priority areas of need for parks and recreation facilities. Action 3: Consider creating a pocket park improvement program that includes acquisition and development in key locations (including vacant parcels for in -fill) throughout the community. OBJ.4.ld: The intensity of land use and zoning should relate to the thoroughfare system classification. Policy 1: The City should encourage development of higher intensity uses adjacent to the expressways and low intensity uses on local streets. Action 1: Review the zoning map for consistency with this policy and consider zone changes where appropriate. OBJ.4.le: Maintain appropriate zoning classifications to allow transitional buffering of land use intensities. Policy 1: The City should utilize its codes, policies and regulations to ensure appropriate development compatibility. Page 4-3 LaPorte Comprehensive Plan Update..............................................................................: .............................................................................................................. Land Use Chapter 4 Action 1: Review the zoning ordinance on a regular basis and adopt amendments as necessary to ensure compliance with state law, legal precedents and sound planning practice. GOAL 4.2: Provide for appropriate and compatible uses within the area of influence of the La Porte Municipal Airport. OBJ. 4.2a: Use zoning and other regulations to protect public safety. Policy 1: The City should continue to utilize its codes, policies and regulations to protect the long-term interests.of the airport. Action 1: Consider preparation of an airport compatibility plan to address land use and development adjacent to the airport. Action 2: Adopt airport zoning regulations that protect a controlled compatible land use area to include electrical interference, visibility, development density and height restrictions. OBJ.4.2b: Use zoning and other regulations to reduce noise impacts on populated areas. Policy 1: The City should utilize and enforce policies and regulations regarding environmental impacts of typical airport operations. Action 1: Utilize the runway approach, transitional, horizontal and conical airport zones established by the airport zoning district in considering applications for new development. Action 2: Establish acceptable flight and airport operation activities of the airport. Action 3: Require property owner notification of persons within the area of impact adjacent to the airport regarding potential environmental impacts. OBJ. 4.2c: Explore the feasibility of airport expansion. Policy 1: The City should explore the cost benefit analysis of potential airport expansion. Action 1: Market the airport to gain community and regional support for expansion. Action 2: Develop relationships with County and Airport Advisory Boards. 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. 4.3a: Designate appropriate areas for facilities. Policy li The City should ensure that appropriate areas are designated for facilities. Action 1: Zoning districts should allow for facilities as a permitted or special use. Page 4-4 ...............................................................................La Porte Comprehensive Plan Update LandUse............................................................................................................... Chapter 4 Action 2: Investigate partnership opportunities with public, quasi -public, and non- profit organizations for developing facilities. OWe 4.3b: Link facilities and neighborhoods by bikeways, sidewalks, and public transportation: Policy 1: The City should encourage the linking of facilities and neighborhoods. Action 1: Study a functional, effective and efficient local bus service. Action 2: Study an integrated regional bus service. GOAL 4.4: Encourage an active, viable downtown with a variety of uses. OBJ. 4.4a: Ensure appropriate zoning supports viability. Policy 1: The City should zone downtown in a way that enables vitality. Action 1: Develop strategies for encouraging redevelopment —commercial and residential. OBJ. 4.4b: Unify various downtown development plans into a comprehensive plan for downtown development. Policy 1: The City should promote a unified vision for downtown. Action 1: Continue improvements to the appearance and utility of downtown. Action 2: Participate in Main Street and other revitalization programs. Action 3: Utilize portions of the Building Code to provide flexibility for appropriate construction and reconstruction standards for older buildings. Action 4: Utilize the Parking Ordinance to ensure appropriate requirements for mixed use development and off street parking. Action 5: Improve the streetscape by adding period street lights, benches, and landscaping and other amenities. Action 6: Explore Federal and State funding for revitalization of Main Street. GOAL 4t5: Provide an appropriate amount of land for various densities and types of residential uses and ensure the highest quality living environment. OBJ. 4.Sa: Locate residential development in areas best suited to accommodate each type of density. For example, medium and high density residential development should allow residents access to highways. Such housing, however, should not be viewed as a means for buffering conflicting land uses. Policy 1: The City should support the development of residential uses at densities appropriate to particular areas given criteria such as existing land use and zoning in the area, character and scale of development, suitability of the property, and the capacity of the infrastructure. Page 4-5 La Porte Comprehensive Plan Update............................................................................... .............................................................................................................. Land Use Chapter 4 Action 1: Determine appropriate residential densities for various areas within the City on the basis of accessibility, utility availability, topography, proximity to shopping areas, and other relevant factors. Action 2: Consider amending the Zoning Ordinance to include a large lot residential zoning district, with appropriate height and area regulations. Action 3: Update the Zoning Ordinance and Official Zoning Map to reflect identification of various areas for particular densities. OBJ.4.Sb: Create a high quality living environment for La Porte's neighborhoods with an adequate provision of parks, recreation areas, and open space. Policy 1: The City should seek to provide each developed neighborhood with an adequate and appropriate amount of parks, recreation areas, and open space that is accessible to its residents. Action 1: Provide developed active and passive recreation sites and areas to meet the changing needs of local neighborhoods. Action 2: Implement recommendations made in Chapter 7 — Parks and Recreation Element. GOAL 4.6: Future development should be implemented with high regard for the physical and natural environment. OBJ.4.6a: Coordinate future development with the physical environment, placing a premium upon developing in harmony with existing natural features. Policy 1: The City should encourage new development that is sensitive to and in keeping with the physical and natural environment. Action 1: Evaluate floodplains, slopes, soils, vegetation, and other physical features to identify the most appropriate sites for various types of development. Action 2: Explore the use of an overlay zoning district to protect sensitive environmental areas and scenic vistas. Action 3: Explore alternative financing methods including Federal and State funds to promote landscaping along roadways. GOAL 4.7: Control development along State/County designated major thoroughfares through enhanced regulation. OBJ.4.7a: Identify alternatives and solutions to enhance the function and appearance of major entrances to the community. Page 4-6 :...............................................................................La Porte Comprehensive Plan Update LandUse............................................................................................................... Chapter 4 Policy 1: The City should manage and regulate development along major thoroughfares, and particularly state highways to enhance function and appearance. Action 1: Adopt corridor overlay.zoning provisions along major thoroughfares. Action 2: Create a special review board with members of the Planning and Zoning Commission, City Council, City staff, Chamber of Commerce, and appointed citizens to review and recommend proposals for development within the designated overlay corridors adjacent to major thoroughfares. Action 3: Adopt development standards for the corridor overlay district that regulates the design and appearance of development within the district. Action 4: Pursue State and Federal funding for landscaping/beautification. 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. Policy 1: The City should encourage new commercial developments that are in the form of unified and concentrated planned developments. Spot commercial development in residential neighborhoods and the strip development along streets will be discouraged. Action 1: Update the Official Zoning Map so that commercial areas are developed in nodes at major intersections where the infrastructure is designed and constructed to accommodate intense uses. OBJ. 4.8b: Prevent negative influences from commercial uses from encroaching upon residential neighborhoods. Policy 1: The City should minimize any adverse influences of commercial activities on adjacent residential development by requiring appropriate buffers such as physical screens, increased setbacks, and use of open space. Action 1: Evaluate existing and future commercial uses for compatibility with adjacent residential uses. Action 2: Condition approval of future development on adequacy of buffering. Action 3: Partner with existing commercial property owners that are adjacent to residential neighborhoods to determine ways to effectively buffer their property. 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. Page 4-7 LaPorte Comprehensive Plan Update..............................................................................: Land Use Chapter 4 OBJ. 4.9a: Focus the development of new industrial uses in areas identified for industrial use on the future land use plan. Policy 1: Industrial development should occur only in appropriate areas identified for that use on the future land use plan. Appropriate areas include those with good roadway access and minimal impact on residential and recreational uses. Action 1: Thoroughly review proposed industrial developments for adequacy of access to roadways and possible impacts on residential and recreational 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. OBJ. 4.10a: Policy 1 Action 1: Action 2: Existing Land Use 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 should continue to support and encourage attendance of regional organization and agency meetings. Appoint delegates from city staff to each regional organization and agency deemed relevant to furthering La Porte's interests. Add a periodic agenda item to City Council meetings that invites the staff delegates to report to the Council regarding significant state-wide and regional issues pertaining to the City. The City of La Porte conducted a land use survey in 1995 based on Hams County Appraisal District records, which contain parcel -based definitions of use that were used to create La Porte's land use inventory. In December 1998, Wilbur Smith Associates updated the City's land use inventory Each land use was documented as to the type AA of development on a parcel -level basis within the corporate limits. The level of detail and accuracy is appropriate for the purpose of determining the generalized pattern and location of existing land uses within the planning area. The existing land use nventory map for La Porte is illustrated in Figure 4.1 - Existing Land Use Inventory. The land use categories are identified according to the following classification system: • Single Family Residential -One family dwellings, mobile homes, and manufactured homes; • Multifamily Residential -Multifamily dwellings such as duplexes, apartments, rooming and boarding houses, and group quarters; Page 4-8 s...............................................................................La Porte Comprehensive Plan Update i ,..I ■ I .I . I .I . I . I . I .I ...I . I .,. I .I . I . I . I . I . I . I. I . I . I . I . I e _ �'■'.uum.nl.'.ul.l.nnwnu� - � i :Lw{ �H � � � � � ' �� ' '� � �� --�,� der San Jacinto Bay •.� •, ,� � �� _� I _ � - o i yp • �. -� � as Dism ld Il t/I ��11 I ,�'iv I oaR, '... -'�,�� T, � ��1 � �� '; Lid � �,�� ,;;;�- LI. ,.,.,.,\, _ FIGURE 4.1 � .; � \ .NNI I U� � �� ■�' �L� �- � EXISTING �� „I � ITT flt - � `__ � �� i ` ••` � r y I... S�1p c�j�4 LAl\TD LISE i �I-�'L1 � �� •' �T' �` _ _ , ,-� zz5 ,.,.I �ustOn �� 1 K a I I � - � � I X I � � '. '- - e.,.,a.,. �� I � �� ,1 � -. INVENTORY - __. � �� i - ___ � I . _ - �_LLI .,. _ �� -�! OA�a � J � I � �- -j�-Y • \\,. I �� - 1 _� ,... �' �,I I I �� ■�■ 9�� ,� � �J �s��ue � 7 � � � a: - _- -, 7 _�_ w - '�� Tenn II�III ��L �E�,I sir.. :- _ _,__. T+�, ��- ,.. ■ �yrs 4�t � �w -.-._ '�, � ,�I _.. _Nfl��. IpN.. ,. 'i+��'i � '— I'L7 1. � � " �,. �, � ■ �L � .. � �s:�. '�,r" � � � � � � �^-; ■ � �_ I I , tr�vr a � _ _ � , u_ _ �a �ti■ �c i ,��tma�L, � � e �,�r�� '� �� 'g��(� �� s `'��" ��- ,� it-� u � �-v a a, ��'� � _�C _ -- � .� • i� 4__=��_. S■1■1.1.1�1■IS`■IWW�1■1 ��.. l l '1"i �/ ' � � I �. _ III �1� � i �i (/ yJ■ u, �.,:_ _ ■�': S� � 11 l -� ��■ ■� L�■®� _ �__-_ I ■� � � Fawn t B1f1i' Y I • 11�1U�.1 .H ■ .1 ■ l� - 1■1■I.l■I ■ N■ 1 �8: I - 1:� NN.1■14� .I.1.1■INM� �1�1■1■1■1M1%I■1■I■1I i�� , �(y III_��r I I 1■, l% w�� / ^f_ • I ill l I I I i � .I■I■Il1■YI■Y �i'►1■I■1� \ I I �/ ja i u�VJ � '' its®ii � , �' LEGEND • � r _ � � 4 � � _ 1 - _ _ � � �� to bi �'�t � � � IIII I. _- � � SIN6LE PAMILY RFSIDENTTAI, v/� fJ��+� �_ _ � V `C�f I 1 -- -�� , � - �: ?� � MLII,TI-FAME.Y RFSIDENI'iAi. • � �L/ �� .q -_ � i � � � _ _ Mc a Ad O dry, SAS _COMMERCIAL OFFIC& AND R&rAIL I _ II �'i, �1 0 �� 'I� �� INDUSTRIAI. � • 3 � �, � ( I n. .rylu .1.14 3 t 'I, �\ H�'�.� � �� — Pi1BLIC AND INS'fl'CUTIONAL i A � I' �®ate Note: � I Sh ®®'�3'^ Inventory conducted by the City and IIpdated by �-J ru I i ��„ r ��G�,. PARKS AND OPIN SPACE � �/:S� e 6 �EE xis �- u'�ir�Yi Wiil 1 nm.l■I�I�I i /, Wilbur Smith Assomates m December 1998. p ■ I Innnnn.l.11 � VACANT OR @iDEVEi.OPED � `\,I� ECONOUFs s \\;\� Bayport rmnmal 0 RlcFrrs-of-wAY AND EnsFn�NTs Wilbur Smith Associates 0.5 0 0.5 1 1.5 Miles \ -�\ / I�nnl■j LA PORTE CORPORATE LENTrS 18 MAY m 8:60 LandUse............................................................................................................... Chapter 4 • Commercial - Retail trade, hotels, motels, wholesale trade, office uses, and other retail and office business uses; • Industrial - Light and heavy manufacturing and warehousing uses; • Public - Public and semi-public uses including schools, churches, community facilities, and governmental buildings; • Parks/Recreation -Public and private parks and outdoor recreation areas; • Rights -of --Way and Easements —Roadways, railroads, pipelines,. and power lines; and • Vacant/Undeveloped - Open space, areas not developed for urban uses, cropland, orchards, and pasture. The estimated total area of existing developed land within the corporate limits of La Porte for each category is summarized in Table 4.1 -Developed Land Use Allocation, 1998. La Porte consists of approximately 9,796 acres, of which 5,772 acres are developed and 4,023 acres are undeveloped. The largest category of developed land is 'residential', which occupies approximately 2,783 acres. The residential land use category includes single family and multi -family uses. Single family residential is the largest residential subcategory occupying 44 percent of all developed land. The second largest category of land use in the city is rights -of -way and easements for a total of 1,377 acres or 24 percent of developed land. Public and institutional uses are the next largest land use category with 717 acres or 12 percent. Commercial retail and office uses account for 7 percent of land use within the City followed by parks and open space and industrial uses, with 6 percent and 2 percent,. respectively. TABLE 4.1 DEVELOPED LAND USE ALLOCATION, 1998 La Porte Comprehensive Plan Update La Porte, Texas Type of Use Single Family Residential 11 11 A 0 VIM 2,523 44% Multi -Family Residential 260 5% Residential Subtotal 21783 49% Commercial Retail and Office 408 7% Industrial 123 2% Public and Institutional 717 12% Parks and Open Space 365 6% R.O.W. and Easements 15377 24% TOTAL 55772 100% Source: Wilbur Smith Associates, 1999. Page 4-9 LaPorte Comprehensive Plan Update..............................................................................: .............................................................................................................. Land Use Chapter 4 Future Land Use Requirements The space requirements for development of future land use are projected based upon the population growth forecasts for the City of La Porte. The space requirements represent the estimated minimum area needed for new development or redevelopment to accommodate the anticipated population increase and expansion of the La Porte urbanized area. Based on the population projections discussed in Chapter 3 —Community Profile, the projected acreage needs for each type of land use in Year 2020 are shown in Table 4.2 — Projected Future Land Use Requirements. This projection methodology maintains the current distribution of developed land uses. TABLE 4.2 PROJECTED FUTURE DEVELOPED LAND USE REQUIREMENTS La Porte Comprehensive Plan Update La Porte, Texas Total Incorporate Land Area .91796 1998 Estimated Population (Persons) 32,822 42,684 - Single Family Residential 2,523 31281 44% 758 Multi -Family Residential 260 338 5% 78 Commercial Retail and Office 408 530 7% 122 Industrial 123 161 37% 37 Public and Institutional 717 932 12% 215 Parks and Open Space 365 475 6% 110 R.O.W. and Easements 1,377 1,791 23% 414 TOTAL 51772 71507 100% 1,734 Source: Wilbur SrrtithAssociates, 1999. Future Land Use Plan The Future Land Use Plan for the City of La Porte is shown in Figure 4.2 — La Porte 2020 Land Use Plan. This is the general physical plan for future development of the City based upon forecast growth to the Year 2020. The land use plan shows the generalized pattern of planned fixture land use, taking into consideration the City's land use goals and objectives. The purpose of the land use plan is to minimize conflicts between adjacent uses, maximize the efficiency of the transportation network, achieve fiscally sound decisions pertaining to private development and public infrastructure investments, and generally aspire to create a livable environment for the citizens of the community. The future land use classifications used on the plan to depict the type and density of development are as follows: Page 4-10 :...............................................................................La Porte Comprehensive Plan Update N O N � �� , : , O � C .' � .� ,. � -- :::...a �., ................... Illlli o N � �' .......�.. F � ��. ..:.,.. �. 1� �� Imo` � ........a s...�............ • r, �, � _ .......................... :::::::; ::� ;.a '�'� _ .::� � a �. �dd� i'SGC� S Si e_. �I ,s s :_ �� _ .a ��. �,_,.® c_r'- ��y' Ili. � �, n � \ �, n �� I ` /�% o��u�if�lgr %" ., Cai' .. v ,� � � �I C��O�Ei��i� ♦ Al �[ -�r � �ru�P� `` ` �"�S Ili, �� S[ �'_ .� � a. d�'- �..I ��y Ja�^ ,i, ��f �" �Fl: � I f a��' � - yr � �� t �d �� 111 1 . 1� �. � Ip• � � .� '� � �'I � t •k �� - �C 1 v<�� 1 � 8, • � � ,., 9 � , "� ��lr��,j��" � � � �. � K� 1 I r � � �, I®� ' a • � d� � %.+ �� rk. �� ' R- � 'wr��'f-`4°�N'a� /✓/�� %.!!;�_w y%%y%� J�9._^.� � ...:....:.:...ate ....7: � � � � �: '�e "�, - - 3 ie nwv of e:za LandUse ............................................................................................................... Chapter 4 • Rural Residential — This classification includes single family residences on large lots ranging in size from one acre to five acres or more. • Low -Density Residential —This classification includes single family residential use with minimum lot area ranging from 4,500 to 43,560 square feet. Other permitted uses are those in conformance with the Low Density Residential District (R-1). • Moderate to High Density Residential — The Moderate to High Density Residential classification includes single family attached or detached dwellings, multiple family dwellings, garden apartments, condominiums, and townhouses. The minimum lot area for these uses ranges from 2,000 to 20,000 square feet with maximum lot coverage ranging from 50 to 60 percent. Moderate and High Density Residential uses generally include those specified in the MID -Density Residential District (R-2) and High -Density Residential District (R-3). • Commercial — The Commercial classification includes uses that are in conformance with the uses permitted in the Commercial Recreation District (CR), Neighborhood Commercial District (NC), and General Commercial (GC) District. • Commercial Industrial — The Commercial Industrial Classification provides for the establishment of industrial development that is compatible with surrounding or abutting residential districts. Uses are limited to administrative, wholesaling, manufacturing, and related compatible uses as defined by the Business Industrial Park (BI) Districts. • Industrial — The Industrial Classification provides for the establishment of light and heavy industrial development. Uses are in conformance with the Light Industrial District (LI) and Heavy Industrial District (HI). • Public and Institutional — The Public and Institutional classification includes such uses as schools_, library, utilities, and government buildings. • Parks and Open Space - The Parks and Open Space classification includes existing public parks and recreation areas, open space, natural habitat areas and areas within the flood plain. The land use plan is intended to generally guide future land use decisions, which are typically made. simultaneous to other decisions regarding the provision of adequate public facilities and services and nfrastructure improvements. Consideration should be given to the following issues prior to making land use decisions: • Character of the surrounding and adjacent neighborhoods; • Existing use of nearby properties, and the extent to which a land use classification would be in harmony with such existing uses or the ant cipated use of the properties; • Suitability of the property for the uses to which would be permissible, considering density, access and circulation, adequacy of public facilities and services, and other considerations; • Extent to which the designated use of property would harm the value of adjacent land uses; • Extent to which the proposed use designation would adversely affect the capacity or safety of that portion of the road network influenced by the use; • Extent to which the proposed use designation would permit excessive air, water or noise pollution, or other environmental harm on adjacent land use designations; and, • The gain, if any, to the public health, safety, and welfare due to the existence of the land use designation. Page 4-11 LaPorte Comprehensive Plan Update..............................................................................: .................................................................................. Land Use Chapter 4 Individual land development proposals should be considered for approval at the scale of neighborhood, sub -area, and development project planning, which are to be considered in subsequent zoning and rezoning actions by the City. These decisions should be based upon consideration of the established policies and conformance with the La Porte 2020 Land Use Plan. The Future Land Use Plan is not a zoning map, nor should it be used as such. The detailed pattern and location of land uses on a parcel -specific basis cannot be accurately predicted for 25 years into the future. Small area land use decisions should appropriately be made at the scale of neighborhood, sub -area, and development project planning, which are to be considered in subsequent zoning and rezoning actions by the City. These decisions should be based upon consideration of the La Porte 2020 Land Use Plan and should be consistent with the generalized land uses shown in the plan. The La Porte 2020 Land Use Plan was developed based upon the following policy considerations: General Land Use Guidelines • There should be a balance of residential, commercial, and industrial land uses to support a desirable quality of life and adequate employment opportunities. • Potential land use impacts should be considered (noise, odor, pollution, excessive light, traffic, etc.). • Environmentally sensitive areas should be protected, including wildlife habitat areas and topographically constrained areas within the floodplain. • Neighboring land uses should not detract from the enjoyment or value of properties. • Transportation access and circulation should be provided for uses that generate large numbers of trips. • Ploodplain areas should not be encroached upon by future development unless there is compliance with stringent floodplain management practices. • Compatibility with existing uses should be maintained. • Airport land use compatibility requires that noise sensitive uses and height obstructions be avoided in the airport environs. Residential Land Uses • Should be close to schools, parks, and other community facilities. • Should have good access to local, collector, and arterial streets. • Residential areas should not be adjacent to industrial areas without adequate provisions for impact mitigation. • Houses should have direct access to residential streets, but not to collector or arterial streets. • Residential and commercial areas may be adjacent to one another if they are separated by a buffer. • Neighborhoods should be buffered from primary streets. • Houses should not be adjacent to state highways or other major transportation corridors. Commercial Land Use - Office, retail and service activities. • Should be clustered throughout the City and convenient to residential areas. Page 4-12 ...............................................................................La Porte Comprehensive Plan Update LandUse. . too 600904 too 60009 0*0*90*0 Chapter 4 • Commercial land use should include a balanced mixture of shopping malls, commercial strip centers, free-standing commercial sites (restaurants and gasoline stations), and neighborhood stores. • Buffers should separate commercial and residential areas. • Large commercial centers should be located along major thoroughfares that are designed and constructed to accommodate heavy traffic.- • Should be located along all major and minor thoroughfares throughout the City. • Should be concentrated in nodes along major thoroughfares and intersections. • Downtown should be the major, focus of office, retail, and service activities. • Parcels should be large enough -to accommodate commercial use. • Appropriately designed commercial uses may be developed in the floodplain. Industrial Land Use to Manufacturing, assembly and warehousing. • Should be targeted in selected industrial development areas. • Should have good access to truck routes, hazardous material routes, and railroads. • Should not be directly adjacent to residential areas. • Should be separated from other uses by buffers. • Should have good access to secondary and primary streets. • Should be located adjacent to and/or have good access to the airport. • Appropriately designed industrial uses may be developed in the floodplain. Parks and Open Space -Parks, open spaces and recreational areas. • Parks should be evenly dispersed throughout the City and include larger community parks and smaller neighborhood parks. • There should be linkages between parks, schools, employment centers and residential areas. • Parks are a desirable use for floodplain areas. • The City should have a network of sidewalks to provide a safe walking environment to the City's parks and recreation areas. • The parks and recreation system should meet national standards for adequate provision of areas and facilities to meet the needs of our citizens. • Developers should be required to contribute to the parks system either by dedication of land or fees. • Parks and open space may be used to buffer incompatible land uses. • Use natural features as buffers or open space. Maior Community Facilities -Civic and governmental buildings. • Should be centrally located in easily accessible areas within the community. • Additions or expansions should be planned accordingly to accommodate projected future growth of the City. • Downtown should be enhanced as a civic and cultural entertainment/tourism center. • Should be located adjacent to major thoroughfares that are designed and constructed to accommodate heavy traffic. • Should be located adjacent to major streets to accommodate traffic. • Should be well buffered from nearby residential areas. Page 4-13 LaPorte Comprehensive Plan Update..............................................................................: Land Use .............................................................................................................. Chapter 4 Environmental Considerations Before a future an use plan can be developed, environmental characteristics and conditions and potential development constraints must be recognized, including flood hazard areas. The flood hazard areas are delineated by the Federal Emergency Management Agency (FEMA) Flood Insurance Rate Maps (FIRM). The most recent revision to the rate maps was November 6, 1996. The maps are used in administering the National Flood Insurance Programs. The areas denoted as special flood hazard areas do not necessarily identify all areas subject to flooding, particularly from local drainage sources of small size. The special flood hazard areas inundated by 100-year floods are denoted in Figure 4.2 — La Porte 2020 Land Use Plan. The areas of 500-year flood, areas with 100-year flood with average depths of less than one foot or with drainage areas less than one square mile, and areas protected by levees from 100-year flood are denoted as well. All other areas are determined to be outside of the 500-year floodplain. The designated flood hazard areas in La Porte are located along the coastal, southern, and central portions of the City. Both 100- and 500-year floodplain areas extend along the portion of La Porte that is bordered by Galveston Bay on the east. Additionally, in the southeastern section of the City, 100- and 500- year flood areas extend from the City's southern boundary to approximately 1,000 feet beyond McCabe Road. Furthermore, both flood areas extend from the east portion of the City at Galveston Bay to a north - central area following Little Cedar Bayou to approximately 1,000 feet west of the Union Pacific Railroad, Chapter 94 of the La Porte Code of Ordinances addresses the flood regulations for the City. The purpose of Article 11, Flood Hazard Reduction, is to promote the public health, safety and general welfare and to minimize public and private losses due to flood conditions in specific areas. The City ordinance pertaining to floods establishes requirements and standards for all new construction and substantial improvements in flood hazard areas, specifically residential and non-residential construction, enclosures, and manufactured homes. Annexation is the process by which the City extends its municipal services, regulations, voting privileges, and taxing authority to new territory. The City annexes territory to provide municipal services to both developed and developing areas and to exercise regulatory authority necessary to protect public health, safety and general welfare. Annexation and the imposition of land development regulations may also be used as a growth management tool to implement the comprehensive plan. The annexation process for Home Rule Cities is governed by planning and procedural requirements in Chapter 43 of the Texas Local Government Code, The Texas Legislature significantly revised these requirements in 1999 with the passage of Senate Bill 89 (SB 89). It is recommended that the City establish a process to ensure appropriate planning and preparation for future annexations consistent with the Comprehensive Plan and in compliance with the new requirements of SB 89. The City is required to maintain an annexation plan as outlined in SB 89. Under the revised statute, property must be included in Page 4-14 :...............................................................................La Porte Comprehensive Plan Update LandUsea 9 ......................................................................_.................................o Chapter 4 the City's annexation plan for three years before it may be annexed. In addition, if the City does not pursue annexation within 31 days of the third anniversary, then the property is ineligible for annexation for another five years. Once an area is identified for potential annexation, the City must compile a comprehensive inventory of all services currently provided in the area, including the condition of facilities, existing public safety response times, and current service costs. As in the past, the City must meet stringent service planning and delivery requirements for proposed annexation areas. However, the revised statute now requires the City to begin preparation of a service plan within 10 months of the receipt of data required for the service inventory above. Significantly, the Legislature also reduced the time frame in which "full municipal services" (including necessary capital improvements) must be provided from 4.5 years to 2.5 years, although the statute includes some allowances for extending this service schedule. The annexation bill also added mechanisms for cities and targeted areas to negotiate service provision, limitation of land uses, and ordinance compliance in lieu of annexation, leading to arbitration proceedings if unsuccessful. SB 89 also clarified the negotiation of "strategic partnership agreements" between cities and special districts in Texas, such as the industrial districts. The City's extraterritorial jurisdiction is limited in terms of future areas for annexation. The Battleground Industrial District is located within the City's ETJ to the north and the Bayport Industrial District is within the ETJ to the south. Through discussion with City staff and members of the Comprehensive Plan Steering Committee and Planning and Zoning Commission, the only area identified for consideration of future annexation is a strip of land adjacent to the southern right-of-way of Fairmont Parkway from the west city limits to the Union Pacific Railroad. It is recommended that the City prepare an annexation plan for this area to establish the time schedule for annexing this area in advance of new development. This area is important to the City in order to control access onto Fairmont Parkway as well as to manage the type, scale and density of future development within this entrance corridor to the City. The following goals, objectives, policies, and actions were prepared by the Comprehensive Plan Steering Committee. Each goal statement is intended to provide the City direction regarding management of future annexation in an orderly and contiguous manner that is cost effective and fiscally responsible pertaining to infrastructure investments and the provision of adequate public facilities and services. GOAL 4.11: Continue to evaluate the industrial district agreements in an ongoing manner. OBJ.4.11a: Establish a governance policy to periodically evaluate the agreements with the industrial districts. Policy 1: The City should evaluate its agreements with the industrial districts on a recurring basis to assess the costs and benefits of maintaining the agreements versus annexation. Action 1: Conduct a fiscal impact analysis as part of the agreement renewal process with the industrial districts to assess the fiscal impacts. , Page 4-IS LaPorte Comprehensive Plan Update..............................................................................: .............................................................................................................. Land Use Chapter 4 Action 2: Consider renegotiating the agreements with the industrial districts, as necessary, to ensure fiscally responsible decisions. GOAL 4.12: Prepare an annexation management plan, in accordance with Senate Bill 89 (SB 89), to identify future annexation areas. OBJ. 4.12a: Policy 1: Action 1: Action 2: Action 3: Action 4: Existing Conditions Determine the City's policy on annexing land as a tool to guide and manage future development. The City should consider annexing land to manage future development n key locations, such as adjacent to major transportation corridors. In accordance with Senate Bill 89, prepare a 3-year annexation plan to identify targeted areas, if any, for city -initiated annexation. Annually prepare updates to the annexation plan, as necessary, to account for changing land use and development patterns as well as new infrastructure development. Prepare plans for the provision of municipal services and facilities, as necessary, for each annexation area in accordance with the requirements of SB 89. Conduct a fiscal impact analysis to weigh the projected costs of providing municipal services against the anticipated future revenues to be generated by land development in the annexation areas. As a Home Rule City, La Porte has authority under Texas. annexation law to annex territory on an involuntary or non-consensual basis. However, in annexing property there are stringent municipal service requirements that are required of the City. Annexation authority extends into the extraterritorial jurisdiction (ETJ) of the City, which is the area outside the corporate limits but within a certain distance of the corporate limits. Given the proximity of La Porte to the adjacent cities of Deer Park, Pasadena, Shoreacres, Morgan's Point and the Battleground and Bayport Industrial Districts, La Porte's ETJ is confined to an area that is smaller than the 2-mile ETJ that is typical for a City of its size. The City is required by law to comply with stringent service delivery requirements for newly annexed areas. As part of the annexation process, the City prepares and presents a service plan for the area(s) proposed for annexation. The service plan must provide for the extension of basic fire, police, and EMS services immediately upon annexation, and for maintenance of water, sewer, streets, street lights, parks and recreation facilities, and other public facilities serving the proposed annexation area. The City must plan to provide municipal services that are at least of the same level as existed in the newly annexed area prior to annexation and that are available in other parts of the City with similar characteristics. Construction of capital improvements required for extension of municipal services must be completed within 2.5 years. These requirements may not apply if the annexation is initiated by the landowners to be annexed by the City and owners agree that the improvements will not be completed within 2.5 years. Page 4-16 :...............................................................................La Parte Comprehensive Plan Update LandUse................................................................................................................ Chapter 4 Annexation History The City maintains an annexation history map, which illustrates all annexations dot ng back to 1948. The City of La Porte incorporated in 1892. The first annexation took place in 1949, extending the City boundaries west. A series of annexations took place in the 1950's and 1960's greatly increasing the City's total land area. In the 1970's, annexations took place that added area to the west and the south sides of the City. This included consolidation with the City of Lomax to the west. The pace of annexation slowed in the 1980's, including only three, which extended the City west and south. To date, annexations have not taken place in the 1990's. La Porte also has a history of disannexation. The action of removing specific tracts from City boundaries began in 1952 and approximately a dozen such actions have followed to date. Recent disannexations have been in favor of creation of industrial districts that pay in -lieu fees to the City that represent a percentage of ad valorem taxes on the property. Annexation Policies A clear policy for guiding future annexations will help to minimize the future costs of providing municipal facilities and services in newly annexed areas, and to reduce the complexity of annexation procedures. The Annexation Policy should include the following: • In accordance with SB 89,the City should maintain along -range annexation plan for expansion of the corporate limits and extension of municipal facilities and services. The Annexation Plan serves to guide the development of an annexation program. • The City may utilize annexation to extend its corporate limits to encompass certain critical public facilities and important growth areas, which require protection and management through zoning and other regulatory powers that can be applied by the municipality within its incorporated area. • The future growth and development of the La Porte area needs to occur in an orderly and coordinated manner. Private land development, construction of public facilities (streets, water, sewer, drainage, etc.), and expansion of the corporate limits should occur in a phased, coordinated manner, in accord with Federal and State laws. • Annexation should occur prior to or concurrent with development, where possible, to coordinate the extension of adequate public facilities and services in developing areas. • The City should continue to utilize its agreements with the industrial districts to ensure that proposed development is consistent with the desired future development pattern of the City. • Fiscal impact analysis should be utilized to assess the estimated costs of providing municipal services and weigh them against the anticipated revenues of each annexation program. • There may be exceptional situations where health, safety, environmental, general welfare, or other factors will override fiscal considerations and areas may be considered for annexation despite a less -than -satisfactory assessment of the fiscal impact of annexation. Page 4-17 La Porte Comprehensive Plan Update..............................................................................: Land Use Chapter 4 Annexation Plan Senate Bill 89 required that an initial three-year annexation plan be adopted and in place by December 31, 1999. To comply with this State requirement, it is recommended that the City adopt an ordinance with an annexation plan. The Annexation Plan should state that the City plans to annex only those areas that are exempt from inclusion in a municipal annexation plan, which may include: • areas contain ng fewer than 100 separate tracts of an on which one or more residential dwellings are located on each tract; • areas to be annexed by petition of more than 50 percent of the real property owners in the area proposed for annexation or by vote or petition of the qualified voters or real property owners; • areas which are or were the subject of an industrial district contract or a strategic partnership agreement; • areas located in a colonia; • areas less than 1,000 feet in width that are annexed pursuant to agreements with adjacent municipalities; • areas located completely within the boundaries of a closed military installation; • areas that the municipality determines are necessary to protect the area proposed for annexation of the municipality from imminent destruction of property or injury to persons or a condition or use that constitutes a public or private nuisance as defined by background principles of nuisance and property law of this state; or, • areas that may hereinafter become exempt from inclusion in a municipal annexation plan. With the short notice provided by the State after the adoption of Senate Bil] 89, many communities throughout the state took this approach. With the minimum notice requirement of three years to annex, as now required by the new legislation, preparation of an annexation plan is essential to identify key areas that are in the interest of the City to annex prior to development. This will provide for orderly and cost-effective improvement and extension of public infrastructure and services, and will expand the City's tax base in coordination with the increasing demands for municipal facilities and services. The primary area for consideration of'innexation is a strip of land adjacent to the southern right-of-way of Fairmont Parkway, which is important to annex to manage future development and to protect adjacent development areas and neighborhoods. It is recommended that the City identify this area in an annexation plan, which will program annexation into the State required 3-year annexation plan. Page 4-18 s...............................................................................La Porte Comprehensive Plan Update Chapter 5 Transportation Thoroughfare System ................................................. Chapter 5 The Transportation Thoroughfare System Element of La Porte's Comprehensive Plan Update provides a framework for planning rational and orderly development of all levels of the City's transportation system, which includes pedestrians, automobiles, rail and air travel. This element of the comprehensive plan includes a review of previous transportation plans and studies, an overview of existing facilities and services, analysis of travel characteristics, and development of a Thoroughfare Plan for the corporate limits of La Porte and its Extraterritorial Jurisdiction (ETJ). La Porte's thoroughfare system plan is documented in this chapter and portrayed in the Thoroughfare Plan, which is the City's general plan for extending and widening streets and highways. Other Related Transportation Plans and Studies Related plans and studies that address transportation improvement needs for La Porte include the following: • 1994 Comprehensive Plan Update (December 1994) — The comprehensive plan update focused on the review of three major areas of the 1984 Comprehensive Plan including transportation, utilities and open space/pedestrian space. The review of the transportation element determined that many of the transportation improvements proposed in the original plan have been addressed. Attachment "B" of the update provides proposed transportation improvements that were developed during the update workshop process. • La Porte Municipal Airport (April 1992) — This airport master plan is a comprehensive analysis of airport needs and alternatives with the purpose of providing direction for the future development of the facility. This is an update of a previous plan prepared in 1984. The master plan documents the inventory of facilities and improvements, aviation demand forecasts, facility requirements, development alternatives, airport plans, environmental consequences, and a financial management and development program. The primary objective of the Airport Master Plan is to establish and maintain a long-term development program that will yield a safe, efficient, economical and environmentally acceptable aviation facility. • City of La Porte Comprehensive Plan (April 1984) - The La Porte Comprehensive Plan was prepared by Turner Collie & Braden, Inc., in association with LWFW, Inc. and Vernon G. Henry & Associates, Inc. The comprehensive plan was organized in three volumes, including the traditional plan elements such as a thoroughfare plan; zoning and subdivision controls, market analysis, economic development, environment and comprehensive plan development. The thoroughfare plan provided principals to govern the implementation of the thoroughfare plan and identified priority thoroughfare, intersection and grade separation projects. Page 5-1 ................................................... Transportation Thoroughfare System Chapter 5 The goals and objectives for the Transportation Thoroughfare System Element of the La Porte Comprehensive Plan Update include: GOAL 5.1: Establish a hierarchy of thoroughfare classifications that will provide for safe and convenient flow of traffic throughout the community. OBJ.S.la: Develop a thoroughfare plan to ensure efficient and desirable connections between major arteries and other thoroughfares. Policy 1: The City should utilize the Thoroughfare Plan to address transportation improvement needs and to preserve future rights -of -way needed to accommodate long term development of the arterial and collector thoroughfare system. Action 1: Adopt the Thoroughfare Plan of the La Porte Comprehensive Plan Update. Action 2: Periodically consider and adopt proposed amendments to the Thoroughfare Plan as necessary. Action 3: Revise provisions of the City's Development Ordinance, as necessary, to ensure compatibility with the Thoroughfare Plan. OBJ. S.lb: Integrate the thoroughfare network of the community with the regional transportation system. Policy 1: The City should ensure sufficient and convenient access to S.H. 146 and S.H. 225 to provide access to the regional transportation system and the associated economic development opportunities and benefits. Action 1: Coordinate with the Texas Department of Transportation and other state and local officials on the future design and construction of state highways. 'Action 2: Continue participation in regional transportation planning efforts through organizations such as the Bay Area Transportation Partnership (BATP). 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. Policy 1: The City should, to the extent feasible, minimize the existence and new construction of dead-end streets through implementation of the Thoroughfare Plan. Page 5-2 ................................................................................... La Porte Comprehensive Plan Update Transportation Thorouehfare System Chapter 5 Action 1: Identify all dead-end streets and the relative impact on the flow of traffic within and between neighborhoods. Action 2: Implement needed street extensions and roadway improvements. Action 3: Prohibit the constructioh of dead-end streets other than those that are temporarily terminated and planned for extension at a later date. OBJ.5.2b: Design and place traffic control devices so as to maximize efficient traffic flow and minimize the impedance of traffic flow. Policy 1: The City should conform to the Texas Manual of Uniform Traffic Control Devices (MUTCD) in placing traffic control devices. Action 1: Adopt warrant criteria for the placement of traffic control devices. Action 2: Periodically conduct signal warrant checks. Action 3: Periodic checks of unsignalized major intersections should be made by the City, Harris County and the Texas Department of Transportation (TxDOT) to determine if signal warrants are being met. If warrants are met, only traffic actuated signal systems or later technology should be used, except where other signalized intersections are in near proximity, then, interconnected signal systems should be considered to provide for progression movement. Simple time -activated systems may be used on one-way streets to encourage smooth traffic flow and control speeds. All traffic -actuated signals must provide for activation by pedestrians and bicyclists. Action 4: Continue to contract for on -demand and annual preventative maintenance of the City owned traffic control devices, including periodic inspection and maintenance. OBJ.5.2c: Preserve existing rights -of -way, and facilitate continuation between adjacent subdivisions. Policy 1: The City should implement the adopted Thoroughfare Plan to develop a balanced roadway network that includes arterial and collector streets. As further development occurs, ensure the provision of arterial, collector and local streets to provide adequate access and circulation. Action 1: Ensure functional integration of streets within new development with the existing arterial and collector street system. Action 2: Review all subdivision plats and proposed developments to ensure conformance with the City's Development Ordinance and the Thoroughfare Plan. OBJ. 5.2d: Maximize network continuity to provide for the free flow of people, goods and services, and to ensure minimum response time for emergency vehicles. Page 5-3 La Porte Compre/iensive Plan Update...............................................................................� Transportation Thoroughfare System Chapter 5 Policy 1: The City should proactively pursue the dedication and/or acquisition of rights -of -way to improve the continuity of the major street system. Action 1: Utilize the Thoroughfare Plan during the subdivision and site development review process to ensure provision of continuous streets between adjacent developments. Action 2: Acquire future rights -of -way, through dedication or other means, for the extension of collector and arterial roadways that are proposed for improvement on the Thoroughfare Plan. Action 3: Evaluate emergency response as a consideration in the implementation of the Thoroughfare Plan and particularly in determining capital projects. GOAL 5.3: Provide for relief of traffic congestion. OBJ.5.3a: The transportation system should adequately accommodate and encourage through traffic on the arterial street system and discourage it on collector and local neighborhood streets. Policy 1: The City should develop and maintain roadway facilities and improvements in accordance with acceptable design standards to assure safety and maximize the traffic carrying capacity. Action 1: Perform traffic engineering studies on existing intersections to identify realignment solutions and improvement needs. Action 2: Acquire additional public street rights -of -way on existing facilities as needed to facilitate turn lanes and acceleration/deceleration lanes to provide additional traffic capacity at intersections. Action 3: Review zoning ordinance and update as needed to adopt a driveway ordinance to regulate the design, construction, location, width, spacing, and offset of driveways accessing arterial roadways. Action 4: Consider amending the City's Development Ordinance to adopt access management regulations pertaining to the spacing and design of driveways, street connections, medians and median openings, auxiliary lanes, on -street parking, traffic signals, turn lanes and pedestrian and bicycle facilities. Action 5: Consider traffic impacts on affected transportation facilities during review of zone changes and subdivision applications, with developer participation in improvements needed to maintain an adequate level of service. Action 6: Leverage State and Federal participation in funding transportation improvements to alleviate high accident locations and traffic congestion. OBJ.5.3b: Plan and implement transportation system improvements in conformance with the Thoroughfare Plan that adequately meet the demands for intracity and intercity trips. Page 5-4 ................................................................................... La Porte Comprehensive Plan Update Transportation Thoroughfare System Chapter 5 Policy 1: The City should plan, fund and construct transportation improvement projects that will benefit the efficient movement of traffic throughout the community. Action 1: Coordinate with the Texas Department of Transportation and Harris County to improve the regional thoroughfares in the La Porte area, such as S.H. 225, S.H. 146 and Fairmont Parkway. Action 2: Improve traffic control along S.H. 225, Fairmont Parkway and other major thoroughfares through implementation of transportation system management improvements, access management approaches and local design standards. OBJ. 5.3c: Pursue alternate modes of transportation. Policy 1: The City should encourage alternative modes of transportation for programs such as public transportation, ridesharing (private transportation providers such as cabs), and pedestrian and bicycle transportation projects. Action 1: Consider construction of a comprehensive pedestrian and bicycle system to serve both recreational and alternative transportation needs, including on - street bikeways and off-street paths and trails accessible to all areas of the community and connecting neighborhoods, schools, parks, shopping and employment centers. Action 2: Seek to obtain Federal and State financial assistance grants for pedestrian and bicycle transportation projects, such as transportation enhancement funds under the Transportation Efficiency Act for the 2 1 " Century (TEA- 21). Action 3: The City should provide incentives to encourage private transportation providers to expand public transportation services into the La Porte area. Action 4: Partner with other local government entities such as the Metropolitan Transit Authority (METRO) or the Bay Area Transportation Partnership to expand public transportation services into the La Porte area thus providing high -occupant transportation access throughout the metropolitan area. 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. Policy 1: The City should cooperate with the Texas Department of Transportation, Harris County, and Union Pacific Railroad officials to improve existing at - grade railroad crossings on arterial and collector roadways. Action 1: Plan, design and construct a railroad/street grade separation at Union Pacific Railroad and Fairmont Parkway. Page 5-5 La Porte Comprehensive Plan Update...............................................................................: Transportation Thoroughfare System Chapter 5 Action 2: Investigate the feasibility of providing ramoad/street grade separations on existing thoroughfares. Action 3: Cooperate with the Union Pacific Railroad to identify needed improvements that will reduce traffic delays, improve safety and alleviate other troublesome impacts of train traffic on transportation mobility in La Porte. Action 4: Facilitate safety improvements at roadway/railroad grade crossings and develop roadway/railroad grade separations (bridges or underpasses) where feasible to reduce conflicts between highway and railway traffic. OBJ.5.4b: Pursue bridge improvements on arterial and collector roadways to facilitate efficient and safe traffic flow and pedestrian movement. Policy 1: The City should plan and coordinate with other agencies to construct bridge improvements on arterial and collector roadways to facilitate an efficient transportation system and to provide network continuity. Action 1: Design and construct bridges to accommodate future roadway improvements. Action 2: Pursue pedestrian accessways on bridges identified in the Pedestrian Access Plan. LL GOAL 5.5: Upgrade and improve existing street infrastructure to meet or exceed minimum standards by Year 2020. OBJ. S.Sa: Identify and define minimum design and construction standards to be met by Year 2020. Policy 1: The City should continue to enhance and upgrade their technical engineering specifications and design standards to ensure quality development and fiscally responsible infrastructure investment. Action 1: Periodically review the City's Public Improvement Criteria Manual (PICM) and adopt amendments as necessary. OBJ. S.Sb: Evaluate current conditions for improvement. Policy 1: The City should continue to maintain an up-to-date street inventory and condition assessment database of all street segments in the City. Action 1: Periodically conduct a survey of pavement conditions and update the street inventory and condition assessment database. Action 2: Maintain and expand the City's Pavement Management System to determine pavement condition indices on all street segments. Page S-6 :................................................................................... La Porte Comprehensive Plan Update TransportationThoroughfare System ............................................................................... Chapter 5 OBJ.5.5c: Establish implementation priorities for street improvements in all areas of the City. Policy 1: The City should establish an equitable list of street improvement priorities, subsequent to refining the improvement priority criteria, that are based upon existing conditions and determination of need. Action 1: Utilize the City's pavement management system to establish improvement priorities as part of the annual capital budgeting process. OBJ. S.Sd: Identify funding alternatives and resources available for implementation. Policy 1: The City should maximize funding participation of State and Federal agencies and private development in constructing transportation improvements. Action 1: Costs for improvement/expansion of the transportation system should be equitably distributed to the responsible governmental agencies and to the private sector, where applicable. Action 2: Dedication of public rights -of -way and construction of street improvements should be required as development occurs, in accordance with thoroughfare requirements shown on the adopted Thoroughfare Plan. Action 3: Consider adoption of impact fees to generate revenue for funding or recouping the costs of capital improvements of facility expansions necessitated by and attributable to new development. Impact fees include amortized charges, lump -sum charges, capital recovery fees, contributions in aid of construction, and any other fee that functions as described above. GOAL 5.6: Provide for 4he increasing demand for transportation facilities while preserving and enhancing the attractiveness of the environment. OBJ,.5.6a: Include consideration of landscaping, visual attractiveness and the preservation of green space in all transportation projects. Policy 1: The City should promote that all transportation projects include landscaping of green spaces, such as trees and shrubs, within the right-of- way and other aesthetic enhancements, consistent with traffic safety and design standards. Action 1: Design of bridges, overpasses, retaining walls and other improvements should include consideration of visual impact and utilize design features and materials that enhance the aesthetic appearance of the structures. Action 2: Plan and acquire right-of-way for thoroughfares to include open space areas and buffer zones. Page 5-7 La Porte Comprehensive Plan Update...............................................................................: ............................... Transportation Thoroughfare System Chapter 5 GOAL 5.7: Establish and maintain a network of new and existing sidewalks as a component of improved standards for City streets. 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. Policy 1: Sidewalk and pedestrian facilities should be considered during the planning phase of new transportation projects, such as adjacent to the Recreation and Fitness Center. Action 1: Fund and construct pedestrian walkways, sidewalks, crosswalks, handicap accessible ramps and curb cuts along City streets in areas with significant pedestrian traffic, such as around schools, parks, retail districts, and Other activity areas. Action 2: Amend the City's Development Ordinance to require developers to provide sidewalks for new development. Sidewalks should be located within the street right-of-way, offset from the back of the curb. Action 3: Consider utilizing alternative funding sources such as special assessment districts, block grants, transportation enhancement funds, and public - private partnerships for sidewalk improvements along existing roadways in established neighborhoods. Action 4: Seek input from the public during the early planning stages of transportation projects, including pedestrian access issues. Action 5: Conduct a comprehensive and detailed inventory of sidewalks and other pedestrian facilities throughout the community. Action 6: Conduct a condition assessment of existing sidewalks and pedestrian facilities and prioritize needed improvements by condition, need and location. OBJ'S.7b: Provide a means of safe pedestrian crossing of major thoroughfares and other streets with high traffic volumes. Policy 1: The City should evaluate the safety conditions for pedestrians and bicyclists crossing major thoroughfares and other high volume streets and subsequently administer a pedestrian bicycle safety and improvement program. Action 1: Prepare a report on pedestrian and vehicle accidents in the last five years and identify high accident locations. Action 2: Investigate the feasibility of a raised pedestrian crossover across Fairmont Parkway and other major arterial roadways. Page 5-8 ................................................................................... La Porte Comprehensive Plan Upda[e Transportation Thoroughfare System Chapter 5 Action 3: Provide improved pedestrian facilities such as crosswalks, handicap accessible ramps, curb cuts, pedestrian crossing signs and warning lights (near schools, parks, etc.), and pedestrian -activated signal changers. GOAL 5.8: Cooperate with neighboring communities to establish interurban modes of transportation. OBJ. 5.8a: Investigate the feasibility of one or more multimodal transportation centers, including park and ride facilities, rail depot if passenger rail service becomes available, bike storage facilities, and covered pedestrian waiting areas. Policy 1: The City should coordinate with the Federal Transit Administration (FTA), Federal Highway Administration (FHWA), Texas Department of Transportation (TxDOT), and local, State and Federal agencies to jointly plan, fund and develop regional multimodal transportation facilities. Action 1: Consider development of a multimodal transportation center in La Porte. Action 2: Coordinate with area public transportation providers and the Houston - Galveston Area Council (H-GAC) to facilitate regional transportation needs, including taxi service. OBJ. 5.8b: Encourage community participation in public transportation services provided by the Metropolitan Transit Authority (METRO) or other area transportation providers such as the Bay Area Transportation Partnership (BATP). Policy 1: Evaluate and consider a regional public transportation system, which offers a viable alternative mode of transportation that may reduce single occupant vehicle trips, reduce vehicle emissions, manage traffic congestion, and provide transportation to transit dependent persons. Action 1: Consider need for transit -oriented street improvements such as bus stops and bays during the planning and design phase of street improvements. Action 2: Amend the City's Development Ordinance to include consideration of pedestrian accessways to future transit facilities as part of the subdivision and site development review process. OBJ.5.8c: Support park and ride programs and evaluate a commuter service interconnecting with regularly scheduled fixed route bus service operating throughout the Houston metropolitan area. Policy 1: Evaluate and consider regional public transportation service providing commuter connections to the established urban transit system. Page 5-9 La Porte Comprehensive Plan Update...............................................................................: Transportation Thoroughfare System Chapter 5 Action 1: Coordinate with METRO and other area transportation providers to determine feasible alternatives for funding and operating commuter transit service to and from La Porte. Action 2: Amend the City's Development Ordinance to include consideration of pedestrian accessways to future transit facilities as part of the subdivision and site development review process. GOAL 5.9: Expand the Municipal Airport and create aself-supporting operation. OBJ. 5.9a: Facilitate business and aviation -related industrial use of the airport by providing additional vehicle access, aircraft taxiways, and adequate utility infrastructure. Policy 1: The City should consider a system of thoroughfares that will provide adequate access to and from the airport. Action 1: Development in the airport vicinity should be regulated by the City, in accordance with Federal Aviation Administration (FAA) guidelines to maintain airspace required for safe airport operation. Action 2: Update the airport master plan to re-evaluate the projected and desired use of the airport and to guide future development of street infrastructure to adequately accommodate airport operations. OBJ. 5.9b: Seek funding sources to improve the physical facilities, improvements, and infrastructure supporting airport operations. Policy 1: The City should support development of facilities and improvements that meet existing and future air transportation needs, which will enhance local economic development. Action 1: Utilize the La Porte Municipal Airport Master Plan to guide future development of the airport facilities and operations. Development of the Transportation Thoroughfare System Element for the Comprehensive Plan Update included analysis and evaluation of La Porte's existing multi -modal transportation system. The existing roadway and traffic conditions of the highway and street network were identified and analyzed to assist in determining long-range needs for thoroughfare system development. Physical conditions of the roadway system and characteristics of existing travel patterns were identified using available information obtained from the City of La Porte; Harris County; Texas Department of Transportation (TxDOT); and other governmental agencies. Other transportation modes, facilities, and services were also identified and analyzed. Existing transportation facilities and services for the La Porte area are described in the following sections. Page 5-10 ................................................................................... La Porte Comprehensive Plan Update Transportation Thoroughfare SVsten: Chapter S ( Existing Roadway Characteristics A network of Federal, State, and local highways, roads, and streets comprises the surface transportation system in the La Porte area. Characteristics of the existing street network are described in the following paragraphs, including existing Federal and State Highways, traffic volumes, roadway surface types, and traffic control devices. Federal Highways There are no highways that are part of the National Highway System (NHS) within the corporate limits of La Porte. The nearest Federal Highways include I.H. 45 located 6 miles west, I.H. 10 located 92 miles north, and I.H. 610 located 102 miles west of La Porte. I.H. 45 extends south to Galveston Island and north to Dallas. This Federal Highway provides an important connection to two north/south trade corridors including U.S. 59 (future I.H. 69) in Houston and I.H. 35 in Dallas. I.H. 610, known as the inner loop, provides circumferential access around the periphery of downtown Houston connecting to each of the State and Federal Highways in the region. I.H. 10 is one of the more significant interstate highways traversing Texas and the southern United States on an east/west alignment. This interstate highway connects La Porte to the State and National Highway Systems that serve mobility on regional, statewide, national, and international scales. Improved connectivity with the National Highway System is vital for continued growth of the Houston Metropolitan Statistical Area (MSA) and the overall regional economy, which includes La Porte. Grand Parkway —The Grand Parkway is proposed to be a 170-mile scenic outer loop, which ultimately will be a six -lane limited access highway. This third loop encircling Houston will serve the regional mobility needs of Harris County and the six surrounding counties, which include: Brazoria, Chambers, Fort Bend, Galveston, Liberty and Montgomery. The regional highway is in various stages of design and construction. The preliminary alignment of the eastern segment is proposed to connect from I.H. 10 south along the eastern boundary of Baytown connecting to S.H. 146 across the Fred Hartman Bridge and through La Porte, as displayed in Figure 5.1 — Grand Parkway Alignment. The Grand Parkway is divided into eleven segments as shown below. The segment that passes through La Porte is I-2, which extends from LH. 10 East to S.H. 146. The estimated construcfion cost for this 8.8-mile segment is $35.9 million, which includes ultimate build -out of a 4-lane divided rural highway. The Texas Transportation Commission will construct a 2-lane facility if funding is available providing that TxDOT will construct a higher capacity facility if traffic demands warrant and provided funding is available. The anticipated project completion date for the 24ane facility is 2003. The schematic for phase I is 100 percent complete, the environmental impact statement is complete, and the record of decision was signed by the Federal Highway Administration (FHWA) on August 13, 1998. Page 5-11 LaPorte Comprehensive Plan Update...............................................................................� Transportation Thoroughfare System Chapter 5 FIGURE 5.1 GRAND PARKWAY ALIGNMENT La Porte Comprehensive Plan Update La Porte, Texas Segment From To A 3.H.146 11171.45 B 1,H.45(S) S.H.288 C U.S.59 S.H.288 D U.S.59(S) I.H. 10(W) (Completed) E LH. 10 (W) U.S. 290 C F-1 U.S. 290 (W) U.S. 249 (W) F-2 U.S. 249 (W) LH. 45 (N) G I.H. 45 (N) U.S. 59 (N) H U.S. 59 (N) U.S. 90 I-1 U.S.90 I.H. 10 I-2 I.H. 10 (E) S.H. 146 With the recently approved proposition of the Port of Houston to develop the Bayport Terminal, located immediately south of La Porte, and the projected increase in truck traffic volume, this segment is likely to warrant expansion in the future. TxDOT will assume the costs of all utility adjustments, including 33 Page 5-12 La Porte Comprehensive Plan Update Transportation ThorouphfareSystem...............................................................................e Chapter 5 pipelines at an estimated cost of $1.3 million for the 2-lane facility. Future consideration for the City will be necessary additional rights -of -way for widening of S.H. 146, as needed, utility relocation,, and other potential improvements that may influence future developtent adjacent to this corridor. The Parkway is intended to redirect traffic away from populated areas, serve as a hurricane evacuation route for the southern counties, reduce traffic congestion in populated areas, and potentially serve as an I.H. 69 bypass (a.k.a. NAFTA Highway or ISTEA corridors 18 and 20) around the Houston metropolitan area. I.H. 69 would directly link the three NAFTA partners, which are Canada, Mexico and the United States. Interstate 69 —Development of Interstate 69 is important to the nation's competitiveness in the world marketplace. The corridor will enhance international trade and national economic development, reducing accident costs and saving lives by improving access and deployment capabilities for important intermodal facilities. Economists predict that by the Year 2000, United States exports to Mexico will increase by as much as 70 percent, while Mexican exports to the United States will grow by 120 percent. The existing infrastructure will not accommodate the transportation needs associated with increasing trade and commercial traffic. Currently, 70 percent of all trade between the United States and Mexico is transported by truck. An LH. 69 Route Feasibility Study is currently underway. The purpose of this study is to evaluate the impacts of various routes that Interstate 69 could potentially take through or around the Houston metropolitan area. I-69 will ultimately traverse eight states to accommodate the increase in travel demands resulting from the North American Free Trade Agreement (NAFTA, signed in 1994. A total of 31 alternative alignments were identified as potential routes for I-69 in the Houston area. These alternatives consisted of routes following the major facilities of U.S. 59, Sam Houston Tollway, I.H. 610Loop, I.H. 10, and I.H. 45, as well as routes following arterial corridors. An initial screening process utilizing engineering, environmental, and transportation/mobility criteria was used to reduce the alternatives to five alignments to be studied in more detail. Two of the fiveremaining alternatives will have an impact on La Porte: These two alternative. alignments are referred to as the Beltway 8 East Alternative A m B and East Alternative A & B as follows: Beltway 8 East Alternative A & B -Beltway 8 East Alternative A follows U.S. 59 S from. the Fort Bend/wharton County line to the Sam Houston Tollway and continues east and north on the Tollway to the intersection at U.S. 59 N, and continues on U.S. 59 to the Liberty/San Jacinto County line. Beltway 8 East Alternative B follows U.S. 59 from the Fort Bend/Wharton County line to the west of FM 762, continues southeast along the proposed S.H. 99 alignment to the intersection of S.H. 288, north on S.H. 288 to the Sam Houston Tollway, then east and north on the Tollway to the intersection of U.S. 59 N, and continues on U.S. 59 to the Liberty/San Jacinto County line. Beltway 8 East A is approximately 130 miles in length and Beltway East B is approximately 121 miles in length. 1998 traffic volumes along the Sam Houston Tollway range. from approximately 77,000 vpd south of U.S. 59 S to 55,000 vpd south of Fairmont Farkway and 44,000 vpd east of U.S. 59 N. Truck volumes on the Page 5-73 La Porte Comprehensive Plan Update..................................................................:............: Transportation Thoroughfare System Chapter 5 Tollway range from 700 vpd to 3,800 vpd between U.S. 59 Sand U.S. 59 IN, and represent between three percent to four percent of the total traffic. East Alternative A & B -East Alternative A follows U.S. 59 S •from the Fort Bend Wharton County line to the intersection of Beltway 8. The alternative continues southeast along the Beltway to Fairmont Parkway and continues east on Fairmont Parkway to S.H. 146. It continues northward on S.H. 146 and connects to the alignment of the proposed Grand Parkway. Alternative A follows the Grand Parkway alignment which ntersects U.S. 59 N near Conroe PortefRoad and continues northward to the Liberty/San Jacinto County line. East Alternative B follows the U.S. 59 S from the Fort Bend/Wharton County line to south of FM 761 This alternative continues southeast on the proposed alignment of the Grand Parkway to the intersection of S.H. 288, and continues northward to Beltway 8. It follows the alignment of East Alternative A from this point northward. The length of these alternatives is approximately 141 miles. Fairmont Pazkway at Beltway 8 East is an at -grade facility with two through lanes in each direction and a posted speed limit of 45 mph. Continuing eastward there are three through lanes at Nations, which reduce to two through lanes to S.H. 146. The posted speed limits are between 45 mph to 55 mph. At Fairmont, SH 146 has two through lanes with a third lane currently closed for construction. There are three -lane frontage roads in each direction with a posted speed limit of 55 mph. Traveling northward towards the Houston Ship Channel, there are four through lanes crossing the bridge and three through lanes at the northern end of the bridge, with two-lane frontage roads and a posted speed limit of 65 mph. At SH 201 (new business SH 146) there are two through lanes with a posted speed limit of 40 mph, and at CR 55 the facility increases to three through lanes. Existing traffic counts are not available along Fairmont Parkway. The AM peak period average speeds along Fairmont Parkway range between 30 and 40 mph in the eastbound direction and between 40 and 50 mph in the westbound direction. The PM peak period average speeds are between 30 and 40 mph in both directions. Traffic counts on S.H. 146 from 1990 to t998 increased from 20,000 vehicles per day to 31,000 vehicles per day at the intersection of Fairmont Parkway. On S.H. 146, traffic volumes during the same time period increased from 31,000 to 52,000 vehicles per day near the intersection of the LaPorte Freeway. This represents an increase in traffic of approximately six to seven percent average annual growth rate, respectively. Truck volumes range from 1,600 vpd at Fairmont Parkway to 4,900 vpd north of the LaPorte Freeway, and represent between five percent and nine percent of the total traffic on this facility. On S.H. 146 from Fairmont Parkway to S.H. 225, the average speeds during both the AM and PM peak periods are between 30 and 40 mph. North of this point, the average speeds are over 60 mph. This section of SH 146 is functioning at LOS C or better. Selection of a preferred route along the current alignment of Fairmont Parkway and S.H. 146 through La Porte would have a significant impact on traffic volume with potential positive influences on local economic development. Future considerations for the City and Hams County include implementation of an Page. 5-14 :.................................................................................. La Porte Comprehensive Plan Update Transportation Thoroughfare System................................................................................ Chapter 5 access management program along Fairmont Parkway, annexation adjacent to the southern right-of-way of Fairmont Parkway to control and regulate future development, land use and zoning, future rights -of -way needs for an improved facility, impacts on the local thoroughfare network, and aesthetic appearance considerations. State Highways Existing state highways and farm -to -market roads in the La Porte area include the following: State Highway 225 — S.H. 225 extends from its interchange with S.H. 146 west along the north corporate limits of La Porte, extending to I.H. 610 and terminating at Broadway Boulevard. The freeway facility is access -controlled with grade separated partially or fully constructed interchanges at Sens Road/26"' Street, Miller Cut Off Road and Battleground Road. The Union Pacific Railroad runs along the southern boundary of the freeway. State Highway 146 — S.H. 146 traverses La Porte on a north/south alignment and extends I.H. 45 in Texas City through La Porte intersecting with I.H. 10 and continuing north to S.H. 90. S.H. 146 is an access -controlled freeway that is in various stages of construction through La Porte. There are three sets of entrance and exit ramps to the freeway through La Porte. S.H. 146 is a multiple phase improvement project. A major investment study (MIS) is to be initiated in the last quarter of 2000 for that portion extending from Fairmont Parkway to Interstate 45. The MIS will involve selection of a preferred alternative that will improve existing and future mobility and safety conditions along the highway. The study will evaluate the need and feasibility of various alternative modal/transportation improvements within the corridor using evaluation criteria based on traffic/mobility impacts, engineering/cost considerations, environmental impacts, cost effectiveness, and public/agency input. The result of the study will be a preferred alternative that is based on an objective evaluation of its overall impacts, as well as consideration of agency and community input. Daily Traffic Volumes e° Traffic volumes identify existing travel patterns and assist in determining the transportation system's ability to serve area travel demands. The identification of existing travel patterns and travel demands is based upon available daily traffic volume counts provided by TxDOT. The existing daily traffic volumes on state roadways are shown in Figure 5.2 — Average Annual Daily Traffic Volumes. On S.H. 225, there was. annual average daily traffic of 68,030 vehicles near S.H. 134/Battleground Road. Along S.H. 146 entering the City from the north, the annual average daily traffic was 60,140 vehicles, which decreased to 35,920 vehicles near Fairmont Parkway and 33,860 and the southern city limits. Other state-owned transportation facilities in La Porte include Old Highway 146/South Broadway, which averages 5,900 to 7,000 vehicles per day, and W. Barbours Cut Boulevard, which averages 11,000 vehicles per day. These counts are based upon the latest available data provided by TxDOT. Page 5-15 LaPorte Comprehensive Plan Update...............................................................................: _ _ _ _ ... _ _ _ _ _ _ _ _ __ _ _ _ _ _ _ . _ _ _ Tran snortation Thorounhtare ,Svctem Chapter 5 The Houston -Galveston Area Council prepared traffic projections for each major roadway throughout the Houston metropolitan area including S.H. 225 and S.H. 146, which traverse the City of La Porte. The annual average daily traffic along S.H. 225 is projected to increase from 68,030 in 1996 to 90,697 ADT in the Year 2020, which amounts to a 33 percent increase. In the Year 2020 the traffic is projected to be 87,183 along S.H. 146 at the northern city limits compared to 60,140 in 1996, which reflects an increase of 45 percent. The annual average daily traffic is projected to increase by over 80 percent at the southern city limits. With the proposed Bayport Terminal these traffic numbers may be further heightened depending on the level of development of the Port of Houston terminal facility. Roadway Surface Types The type of surface on roadways has significant influence on the traffic capacity and utilization of the facilities. Surface types are generally categorized as either paved or unpaved. The majority of the roadways in the La Porte area are paved with asphaltic concrete, including all of the State Highways and the majority of the City streets. Street Maintenance The Street Maintenance Division routinely conducts maintenance activities on streets throughout the corporate limits of La Porte. The maintenance activities include chip and sealing, recycling, crack sealing, and rehabilitation with Uretek. As displayed in Table 5.1 — Street Maintenance, the City has followed a routine program of improvement on an annual basis. TABLE 5.1 STREET MAINTENANCE La Porte Comprehensive Plan Update La Porte, Texas Chip sealed 26,120 24,695 2%345 13,525 34,000 Recycled 17,214 11,921 3%478 12,525 155000 Crack sealed 68,845 143,114 73,717 49,817 1755000 Rehabilitation 305 11789 920 Source: City of La Porte Street Maintenance Division Page 5-16 La Porte Comprehensive Plan Update Industrial District 225 0f1t1 ' •.tMuA~ tps -� AIL North"P' St. "s North L' St. ' i C �! North H'$t., C La Porte Muradpal Airport ui b w LcI 1998 District Highway Traffic Map Texas Department of Transpomrion 0.5 0 0.5 1 Miles G,�'ver San Jacinto Bay I _ Spencer Highway ,,: Industrial Distn; t Source; Barbour s ort Term gal Bazboura Cut I � ndy� _ s 1/1500 We a M:. Stf"19 ✓ 61 146e�®� c % -illa VIP 31000 a 2100 ' McCabe Rd. Sh re Acr Ij ..i6. mad nn. nmrilN Bayport I m nal LEGEND STATE HIGHWAY 146 ■ STATE HIGHWAY 225 OBUSINESS HIGHWAY 146 auiuCORPORATE LiMLES s 000 TRAFFIC VOLUME _ FIGURE 5.2 AVERAGE ANNUAL DAILY TRAFFIC (AADT) VOLUMES l TE �' i� GINEERS ryr Pf ANNERS RWBW ECONOMIST Wi1bul Smith Associates Transportation Thoroughfare System .......... ...... Chapter 5 Thoroughfare System Improvement Needs The Thoroughfare Plan in the 1984 Comprehensive Plan identified long range thoroughfare improvements that were needed to increase accessibility, maximize mobility, link major activity and employment centers, and provide necessary thoroughfare capacities to serve adequate future traffic growth. The plan evaluated the relationship of existing streets to the proposed thoroughfare plan to identify existing conditions and proposed improvements. In addition, a comprehensive list of thoroughfare improvements was prepared in order to implement the thoroughfare plan. In 1994, the City prepared an update of the 1984 Comprehensive Plan, which included review of the transportation element. It was noted that many of the transportation improvements had been completed. Traffic Control Devices Use of traffic control devices (including traffic signals, traffic signs and pavement markings) are the principal means of facilitating safe and efficient traffic flow on the roadway network_ Of these, traffic signals have the greatest impact on traffic flow and roadway capacity. Most traffic signals in La Porte are owned and maintained by either TxDOT or Harris County and are traffic -actuated, however there are some fixed -time or time -based signals. Traffic actuated controllers generally provide greater flexibility in accommodating traffic demands by responding to the actual presence of vehicles at the intersection. With pre -timed controllers, the cycle length, timing, and phasing of traffic signals are of a fixed duration during specified periods of the day. All traffic control devices should be consistent with standards contained in the Texas Manual of uniform Traffic Control Devices (TMUTCD). , La Porte Municipal Airport The La Porte Municipal Airport is located on 300 acres on the north side of Spencer Highway east of Farrington Boulevard. According to the Federal Aviation Administration's (FAA's) National Plan of Integrated Airport Systems (NPIAS), La Porte Municipal Airport is classified as a General Utility airport with Reliever status. The General Utility airport designation refers to the particular Aircraft Approach Categories and Airplane Design Groups (ADG) that can be accommodated at the airport. Reliever airports are general aviation airports in metropolitan areas that are intended to reduce congestion at large commercial service airports by providing general aviation pilots with alternative landing areas, and providing more general aviation access to the community. The La Porte Municipal Airport Master Plan was prepared for the City in 1992 by Coffman Associates, Inc. The plan identifies existing and future airport conditions and facilities, including fixed base operators, aircraft parking, maintenance, navigational aids, airport layout plan, terminal area plan, airspace and approach zones surfaces, on -airport land use plan, and an environmental consequences review. Page 5-17 LaPorte Comprehensive Plan Update...............................................................................: Transportation Thoroughfare Svstem Chapter 5 Important issues relating to the airport include the following considerations`. • The airport makes a significant economic impact and benefits the economic development potential for the La Porte area; • Airport -related industrial development is a significant opportunity for future growth of and around the airport; • Future land uses and development in the airport environs must be managed in order to maintain airport compatible land uses and avoid height hazard obstructions, in order to maintain and protect the airport's operations and safety; • Needed airport improvements identified in the Airport Master Plan should be implemented to expand and improve airport facilities, operations and services; and, • The Airport Master Plan needs to be updated periodically to reflect current conditions and needs at the airport. Railroads Rail transportation in the La Porte area is provided by Union Pacific. A Union Pacific Railroad line runs along the northern city limits of La Porte along the southern right-of-way of S.H. 225. The line provides port terminal service to the Battleground Industrial District north of S.H. 225 as well as the Barbours Cut Terminal in Morgan's Point. The main line branches south on a north south alignment parallel to S.H. 146, extending south along S.H. 146 to the Port of Galveston. This line branches off to provide service to the Bayport Industrial District south of Fairmont Parkway and the Bayport Channel, which is proposed for development of a Bayport Terminal, Union Pacific has recently improved Strang Yard, which is located along their north -south tracks south of S.H. 225. Phase I of this project is complete, which involved adding a new track. Phase II is scheduled to begin in FY 2001, which will include expansion to provide additional switching capacity. With these improvements to the Strang Yard the crossing on Fairmont Parkway will be impeded less. Currently there are four trains per day, which average 50 to 60 cars each. Other improvements to be complete in Year 2000 include the addition of a second track along S.H. 225 from Deer Park to Strang Yard and the Barbour's Cut Terminal. U.P. is also making minor improvements in the Bayport Industrial District to allow additional switching. The most significant consideration for Union Pacific is the new Bayport Terminal_ U.P. made two alternative proposals to the Houston Port Authority for rail service to the new port facilities, but has not yet received confirmation of plans. As a result, one of the most significant future considerations for the City includes the potential for additional railroad rights -of --way leading through the City to the Bayport Terminal. There is currently 60 feet of right-of-way along the rail alignment, which would need to be expanded to 100 feet total width to accommodate a double track and a spur track. The additional right-of- way would impact the proposed future Fairmont Parkway overpass. The minimum clearance requirement is Page 5-18 ................................................................................... La Porte Comprehensive Plan Update Transportation Thoroughfare System Chapter 5 23 feet from the top of the rail, which will accommodate double stacked containers and car carriers. Union Pacific Railroad typically does not contribute to overpass improvement projects. One other consideration pertaining to the City is a future grade separation at Underwood Road. Railroads have had a major influence on growth grid development of the region and perform an mportant transportation service contributing to the area's economic vitality based on international trade in an out of the Barbours Cut Terminal and the Port of Galveston. Therefore, care should be taken to preserve the functional utility of rail corridors while coordinating with thoroughfare needs. Traffic conflicts between railroads and motor vehicles, pedestrians and bicycles are a significant concern due to at -grade railroad crossings and railroad alignment. At -grade intersections of the railroad lines with area roadways are a cause of traffic delays and traffic safety concerns. Constructing grade separated over or underpasses at major railroad -roadway intersections and traffic safety improvements at existing crossings are potential solutions. A grade separated interchange of Fairmont Parkway with the existing railroad line is proposed for future consideration of the City, Texas Department of Transportation, and other involved agencies. The grade separation is shown on Figure 5.3 - LaPorte Thoroughfare Plan. Important considerations include: • Grade crossing safety and traffic control devices including gate arms, flashing lights, signage and pavement markings should be installed and maintained at railroad -roadway crossings; • Train speed limits should be observed and enforced for train operations in the La Porte area; • Grade separations should be considered at existing and future railroad -roadway crossing locations to improve safety and mobility; and, • The railroad is a constraint for east/west movement of automobile traffic in the La Porte area. Freight Seaport Facilities The. Port of Houston is a general purpose, deep -water cargo port that ranks first in the United States in terms of foreign waterbome commerce and second in terms of total tonnage. The port consists of a complex of public and private docking facilities and industrial parks that extend for 25 miles along the Houston Ship Channel. The ship channel and its tributaries and basins are a 50-mile long waterway that re6ches from the head of Galveston Bay at Morgan's Point just north of La Porte to and including the turning basin within the city limits of Houston. A shallow -draft channel extends up Buffalo Bayou from the turning_ basin to the Main Street Bridge. Additional facilities of the port are located along the upper west side of the Galveston Bay at Bayport near Red Bluff, which is adjacent to the south of La Porte. The Port of Houston handles 40 percent of all h a freight moving through Texas ports. This port is also ranked first in the U.S. in handling petro-chemicals. .Public terminal docking facilities along the Houston Ship Channel are owned and operated by the Port of Houston Authority, which is an autonomous subdivision of the State of Texas and official sponsor of the Houston Ship Channel. Public facilities owned by the Port Authority include the Fentress Bracewell Barbours Page 5-19 La Porte Comprehensive Plan Update...............................................................................: eye* ........................................................................... Transportation Thoroughfare System Chapter 5 Cut Container Terminal and the Bayport Terminal, both of which are immediately adjacent to the corporate limits of LaPorte, Fentress Bracewell Barbours Cut Container Terminal — Barbours Cut Terminal, as it is commonly known, is located in Morgan's Point near the Galveston Bay opening to the Houston Ship Channel, adjacent to the north corporate limits of La Porte. Barbours Cut Terminal operates under a computerized inventory control system that tracks the status and location of individual containers. The terminal also provides electronic data interchange capabilities. Ten wharf cruisers also provide efficient and reliable handling of containers. The terminal has five vessel dockings and provides 5,000 feet of continuous quay. The Barbour's Cut Terminal handles more than half of the container cargo in the Gulf of Mexico. The rapid growth in the container business and in global commerce have contributed to a high growth rate. Between 1995 and 1997, the Port Authority experienced a compound average annual container growth rate of 17.4 percent. Approximately $400 million has been invested in Barbours Cut since 1977. Currently, the facility generates nearly $800 million annually. However, further development at the Barbour's Cut Terminal is not possible due to the lack of expansion space. Since the Port is out of capacity, they requested and received approval from Harris County through a public referendum to construct a new Bayport Terminal, Bawort Terminal —The Bayport Terminal is a liquid bulk material and chemical terminal operating in the Houston Ship Channel by the Port Authority. The 1,050 acre Bayport Terminal Complex is proposed to expand to include a 720-acre container terminal complex, a 100-acre cruise terminal complex, a 40-acre container/cruise expansion area and 230-acres of light industrial co -development areas, as shown in the photograph below. The container terminal complex would include a 7,000-foot wharf and a 720-acre container storage yard that is capable of storing 80,000 twenty -foot container equivalents. Phases I and II would allow for the construction of 3,666 feet of wharf, a container freight station, gates, administration and maintenance buildings, 189 acres of container yard, 9 wharf cranes, and 27 rubber tire gantry cranes. To facilitate access to the container terminal and cruise facility, dedicated entrances and exists would be built during these phases to divert access to S.H. 146. S.H. 146 would be the major arterial for truck traffic to and from the terminal, which is projected to attract 7,000 trucks per day. hi addition, a new rail line is proposed cast of the existing Union Pacific alignment, intersecting S.H. 146 at Red Bluff. Page 5-20 ................................................................................... La Porte Comprehensive Plan Update Transportation Thorouehfare System ................................................................ Chapter 5 Bayport Conceptual Development Plan, Port of Houston Authority,. 7anuary 2000 There are a number of environmental issues relating to the development of the Bayport Terminal. The Port Authority sought community input during public meetings held prior to filing for the necessary permits. To reinforce its commitment to thoroughly address concerns of the local community and environmental groups, Port officials requested and Environmental Impact Statement (EIS), although it was not required by law. In October 1998, Port officials filed for the permit and secured agency approval to conduct an EIS. The Port. Authority has applied for a permit from the U.S. Army Corps of Engineers to develop Bayport. At the Port Authority's request, the Corps is preparing an Environmental Impact Statement to facilitate public input and to ensure a hard look at the consequences of a federal decision. , Specific environmental questions pertain to dredging of the channel and the environmental integrity of Galveston Bay, air -pollution, traffic, noise and light, property values, storm water runoff and emergency evacuation. Following are the Port Authority's responses to each of these environmental issues and questions as provided on the Port of Houston web page in January 2000. YI'ill the Port Authority dredge Bayport? Will this dredging threaten the environmental integrity of Galveston Bay? The Port Authority has made no request to Congress to deepen Bayport to 50 feet and the project is not dependent on a 50-foot channel. The docks of the Bayport facility will be built to provide for a 50-foot project in the future, as it would be fiscally irresponsible to build a facility that would preclude future channel improvements. The current EIS may include some analysis of the possibility of deepening Bayport to 50 feet because of community input that the issue be addressed in the EIS. The Port Authority has no plans to deepen the channel to 50 feet and has given assurances that any future improvements to the channel would require a full EIS study process and Congressional authorization.. As was the case with the current Houston Ship Channel (HSC) improvement project, all environmental Page 5-21 La Porte Comprehensive Plan Update...............................................................................: ,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,, asp ,,,,,,,,,,,,,,,,,,,,,,,,,,,,,pass, Transportation Thoroughfare System Chapter 5 impacts of such dredging would be thoroughly examined. It should be noted that the HSC project, upon completion, will produce a net positive environmental benefit for Galveston Bay. Air pollution is a major issue facing this region. Will,Bayport's projected emissions overwhelm the region's plans to clean up the air? Complete air quality analyses have not yet been conducted for this project. While the impacts of the emissions from the facility will be examined in the EIS, the project will also go through a conformity analysis by the Environmental Protection Agency (EPA) and the Texas Natural Resource Conservation Commission (TNRCC), in accordance with provisions of the Federal Clean Air Act. Preliminary indications are that most, if not all, emissions have already been included in the region Is transportation conformity projections. The issue is now being addressed by the Port Authority and by regional planning agencies. Moreover, appropriate controls will be incorporated in the development and operation of the facility. We have heard that there will be 7, 000 trucks a day on our neighborhood roads. Is this true? The projection of 7,000 trucks per day is a maximum per day, at full build -out as container traffic grows over the next 20-30 years. Project designers characterize the number as the maximum number of trucks at the peak hour,; of the peak day, of the peak month, of the peak year. The average daily truck traffic is projected to be 5000 to 5500, As part of the development of Bayport, the Port Authority will make improvements to roads in proximity to the facility. These improvements include roadway expansions and dedicated entrances and exits to relieve traffic on S.H. 146. It should be noted that, independent of the Bayport project, the Texas Department of Transportation (TxDOT) has announced plans to begin a study of improvements to S.H. 146. These improvements will upgrade the existing highway to accommodate increases in traffic. At full build -out of the facility, truck traffic to be generated by the Bayport project on a yearly basis is estimated to be only a 10 percent increase over the total traffic estimated without Bayport. What impact will noise and lighting have on the surrounding neighborhoods? Will light be visible from 18 miles away? The Port Authority has been working with stakeholders to receive input to mitigate any noise or lighting impacts. While the terminal will be built for a 24-hour operation, it should be noted that port terminals operate primarily in daylight hours. Lighting studies, which may include the use of the newest technology, are being conducted to minimize the effects on surrounding neighborhoods. Sound walls, berms and other environmental enhancements are being considered to minimize noise effects. The Port Authority will address these factors and is committed to constructing the terminal in the least -intrusive way possible in consideration of its neighbors. How will the Bayport project ajfect property values? The Port Authority is aware of concerns about property values. Barbours Cut was designed in the early 1970s. Property values in the area surrounding the terminal at that time, compared to property values in 1999, indicate an increase of approximately 200 percent in valuation. Page 5-22 ......................................................................... La Porte Comprehensive Plan Update Transportation Thoroughfare System Chapter 5 In a storm or an emergency situation resulting from the neighboring chemical plants, will the Bayport Terminal impede timely evacuation of the area? As it now does at its other locations, the Port Authority would coordinate and participate in emergency management activities with chemical companies already located at Bayport. The Port Authority is also working with local industries and with local communities to incorporate into the terminal's final design a system of road and rail improvements to address increased vehicular traffic. With respect to storms, ship traffic along the channel is generally suspended during unfavorable weather conditions. Most commercial vessels would prefer to be at sea to avoid storms. With the wide network of emergency reporting systems available to truckers, most commercial carriers cease pick-ups and deliveries during severe weather occurrences. How will the Port .4utharity handle storm water runoff so as to not negatively impact Galveston Bay? The Port Authority will meet or exceed all state and federal requirements pertaining to storm water run-off. It is working with the Citizens Advisory Panel to incorporate suggested options into the final design of the facility. Public Transportation The Metropolitan Transit Authority (METRO) provides fixed route bus service throughout the city limits of Houston and other areas within their designated authority. La Porte is currently not within the service area of METRO. In order to access METRO services, there are two mechanisms available. In accordance with the Texas Transportation Code, Chapter 451, Metropolitan Rapid Transit Authorities, the transit authority may contract with a municipality, county, or other political subdivision to provide public transportation services outside the authority. The other mechanism is the addition of territory. The territory of a municipality that is not a part of an authority may be added if any part of the municipality is located in a county in which the authority is located; the governing body of the municipality orders an election under Subsection L, Addition of Territory, of Chapter 451, Metropolitan Rapid Transit Authorities, of the Transportation Code on whether the territory of the municipality should be added to the authority; and, a majority of the votes received in the election favor the measure. Upon contract or addition to the authority, the cost of the service would be borne entirely by the City. The Bay Area Transportation Partnership (BATP) was incorporated in 1990 and became a Transportation Management Organization (TMO) through the Houston -Galveston Area Council (H-GAC) in 1995. A TMO is a professional organization created to address transportation issues for a well-defined geographical area. The primary purpose of a TMO is to develop and promote transportation programs that enhance people's mobility and support the local business economy. TMO's are non-profit organizations financially supported by local government agencies and local businesses and through federal grants. TMO's augment the efforts of regional transit providers by marketing transit services. The mission statement of the BATP is as follows: "To assist and coordinate the efforts of employers, government agencies, and others in designing and implementing programs, that will support transportation demand Page 5-23 LaPorte Comprehensive Plan Update...............................................................................� Transportation Thoroughfare System Chapter 5 management now and in the future as a means of improving access to and around the Bay Area Transportation Partnership. service area." The service area of BATP encompasses the City of.La Porte and seventeen other municipalities surrounding the juncture of three counties, including Harris, Galveston and Brazoria Counties. The other communities include Seabrook, Shore Acres, Taylor Lake Village, Webster, Alvin, Clear Lake Shores, E1 Lago, Dickinson, Deer Park, Friendswood, Houston, Kemah, League City, Morgan's Point, Nassau Bay, Pasadena, and Pearland. The boundary on the north follows the Houston Ship channel from the Pasadena city limits east to Galveston Bay, then follows the bay shore line south past La Porte to the area extending from FM 517. The south boundary runs generally southwest on a line south of Dickinson to and including the city limits of Alvin. The boundary continues north along F.M. 1128 to Beltway 8. The northwest boundary extends east along Beltway 8 turning north along the Pasadena city limits back to the ship channel. The service area encompasses 250 square miles, approximately 400,000 residents, 150,000 employees, and 10,000 employers. In April 2000 BATP will initiate its first connector service, which will connect two major METRO park -and -ride locations. This service will serve riders to work, tourist attractions, regional hospitals and health centers, universities and schools, churches, libraries, retail and business centers, and residential and community facilities. The initial Clear Lake Circulator coverage includes four route segments of fifteen - passenger transit van service through ten BATP municipalities, including Friendswood, Webster, Houston, Nassau Bay, Taylor Lake Village, Pasadena, El Lago, Seabrook, Kemah, and Clear Lake Shores. Service will operate seven days a week from 6:30 a.m. to 11:30 p.m. on weekdays and 9:00 a.m. to 10:00 p.m. on weekends. Fares are one dollar per rider per one-way trip. BATP plans to continue expanding fransit services throughout the BATP region and growing: services to include important demand response transit for the communitieselderly, handicapped and individuals dependent on transit services. The current service is being operated through a $700,000 grant of federal funds, which was awarded by H-GAC for the first year of operation, with optional extension for additional years and ultimate growth throughout the BATP region. Provision of service in La Porte will be on a competitive request for grant funds through H-GAC. The BATP intends to expand service to La Porte and the other communities in their service area as funding allows. Projects that are in the development phase include a vanpool program, guaranteed ride home, public outreach and education and a number of other transportation related projects. The City of La Porte can facilitate this process by assisting the BATP in identifying service opportunities and soliciting public support and ridership. Page 5-24 La Porte Comprehensive Plan Update Transportation Thoroughfare System Chapter 5 THOROUGHFARE Thoroughfare system planning is the process used by cities and other governmental entities to assure development of the most efficient and appropriate street system to meet existing and future travel needs. The purpose is to ensure orderly and progressive development of the streets to serve mobility and access needs of the public. Thoroughfare planning is interrelated with other components of comprehensive planning and urban development including land use, housing, environment, public utilities, and other elements. Constraints to Thoroughfare Development The La Porte area has several natural and man-made barriers that were considered in developing the Transportation Thoroughfare System Element of the Comprehensive Plan Update. Major constraints influencing development of roads, streets and highways include existing development; flood plain areas; rivers, streams and drainage channels; and, railroads traversing the area. The existing railroad and train traffic are a major constraint for movement of automobile traffic. The at -grade intersection of the railroad line with Fairmont Parkway is a cause of traffic delay and traffic safety concerns. Re-routing the railroad line to an alignment outside the corporate limits is not a feasible solution. Alternatives include constructing a grade separated over or underpasses at the railroad -roadway intersection, and traffic safety improvements at other existing crossings. Other constraints to thoroughfare system development include floodplain areas, public parks and open lands, agricultural lands, wetlands and other critical habitat areas. Perhaps the most significant influences on thoroughfare improvement are existing residential neighborhoods and other developed areas that present constraints when a thoroughfare might impact the area. It is not intended to imply, however, that existing constraints prohibit the development of a desirable transportation system. Their influence may affect the feasibility, location, and construction cost of transportation improvements and they should be considered in planning and design of future facilities. La Porte's Thoroughfare Plan The Transportation Thoroughfare System Element includes a Thoroughfare Plan, which identifies the existing and proposed thoroughfare system of Freeways, Arterials and Collector streets. La Porte's thoroughfare system is comprised of existing freeways, arterial roadways, collectors and local residential streets, which require additional or new rights -of -way and may ultimately be developed as two-lane or multi -lane roadways with various cross sections. La Porte's Thoroughfare Plan is show_ n in Figure 5.3 — Thoroughfare Plan. Page 5-25 La Porte Comprehensive Plan Update...............................................................................: ................................. Transportation Thoroughfare System Chapter 5 Benefits of Thoroughfare Planning The primary objective of the Thoroughfare Plan is to ensure that adequate rights -of -way are preserved on appropriate alignments and of sufficient width to.allow the orderly and efficient expansion and improvement of the thoroughfare system to serve existing and future transportation needs. The benefits of effective thoroughfare planning and implementation include the fallowing objectives: • Preservation of adequate rights -of --way for future long-range transportation improvements; • Minimizing the amount of land required for street and highway purposes; • Identifying the functional role that each street should be designed to serve in order to promote and maintain the stability of traffic flow and land use patterns; • Informing citizens of the streets that are intended to be developed as arterial and collector thoroughfares, so that private land use decisions can anticipate which streets will become major traffic facilities in the future; • Providing information on thoroughfare improvement needs which can be used to determine priorities and schedules in the City's Capital Improvement Program (CIP) and capital budget; and, • Minimizing the negative impacts of street widening and construction on neighborhood areas and the overall community, by recognizing where future improvements may be needed and incorporating thoroughfare needs in the City's comprehensive planning process. Purpose of the Thoroughfare Plan The Thoroughfare Plan is the City of La Porte's general plan for guiding thoroughfare system development, including the planned widening and extension of its roads, streets and public highways within the City and its Extraterritorial Jurisdiction (ETJ). The plan indicates the needed rights -of -way, general alignments and typical sections for planned new roadways, as well as for widening and extensions of existing thoroughfares. Proposed alignments are shown for planned new roadways and roadway extensions, and actual alignments may vary depending upon future development. The importance of thoroughfare planning is to decide, in advance, the general location and type of thoroughfares that are needed to serve the projected future mobility needs of the City and region, and to require consideration of thoroughfare rights - of -way needs concurrent with new development or redevelopment. The Thoroughfare Plan shows approximate alignments and rights -of -way requirements for planned thoroughfares that should be considered in platting of subdivisions, right-of-way dedication, and construction of major roadways. The plan does not show future alignments of local residential streets because the function of these streets is to provide access to adjacent land development. The alignment of local residential streets may vary dependent upon specific development plans. Collector and local Page 5-26 ......................................... La Porte Comprehensive Plan Update M II r _ -4 L � V Rnj !I Ind istrlal District Miles .y hnnr I � Cut sayPnrt rer,n;n,I LEGEND NCONTROU ACCESS HIGHWAY NSEMI-CONTROLI ID ACCESS HIGHW PRENARY ARTERIAL N SECONDARY ARTERIAL COLLECTOR i.� GRADE SEPARATED INTERCHANGE CORPORATE LIMTTS FIGURE 5.3 LA PORTE THOROUGHFARE PLAN dI► GIIJEERS K�� PWMJERS Nw,po ECONOMIST Wilbur Smith Associates Transportation Thorouehfare System 9 0 ,,,,, *am ,,,,,,,,,,aa&as*..... .............. Chapter 5 residential street alignments should be determined jointly by the City and developers as part of the planning process for new development. Thoroughfare Management Thoroughfare Management promotes the orderly development of the transportation network by assuring that the facilities will adequately serve both existing and planned development. It accomplishes this by preserving needed rights -of -way in advance, minimizing development within the rights -of -way of a planned transportation facility, and preserving the safety and efficiency of existing facilities through access management. Preservation of Rights -of --Way -The first action in the thoroughfare management process is preserving future rights -of -way for planned transportation facilities. The preservation of rights -of -way should be applied as early as possible after the transportation corridor is identified so the City can: • Prevent inconsistent development standards of thoroughfares; • Reduce commercial and residential displacements; • Prevent the foreclosure of desirable location options; • Reduce costs; • Permit orderly project development; and, • Minimize or avoid environmental, social, and economic impacts. Accoss Management. -Access management is another important component of the thoroughfare. management process. Access management is the coordination between land access and traffic flow. The basic premise of access management is to preserve and enhance the performance and safety of the major street system. It manages congestion on existing transportation facilities and protects the capacity of future transportation systems by controlling access from adjacent development. Properly utilized, it can eliminate the need for street widening or rights -of -way acquisition. Techniques to accomplish this include limiting and separating vehicle (and pedestrian) conflict points, reducing locations that require vehicle deceleration, removing vehicle turning movements, creating intersection spacing that facilitate signal progression, and providing on -site ingress and egress capacity. In addition, regulation focuses on the spacing and design of driveways, street connections, medians and median openings, auxiliary lanes and transit facilities, on -street parking and parking facilities, on -site storage aisles, traffic signals, turn lanes, freeway interchanges, pedestrian and bicycle facilities, bus stops and loading zones. Research indicates that awell-designed and effectively administered access management plan can result in the following tangible benefits: • Accident and crash rates are reduced by 40 to 60 percent; • Roadway capacity and the useful life of transportation facilities is prolonged; • Travel time and congestion is decreased; • Better coordination between access and land uses is accomplished; Page 5-27 La Porte Comprehensive Plan Update...............................................................................: Trancnortation Thoroughfare Svstem Chapter 5 • Air quality is improved; • Economic activity is enhanced; • Urban design and transportation objectives are reconciled; and, • The unique character and livability of a community is preserved through the coordination of land use and transportation. Failure to manage access negatively impacts the efficiency of transportation networks, in the following ways: • More driveways related to strip commercial development; • Local streets becoming bypasses for congested streets thereby creating the need to address cut through traffic in residential neighborhoods; • More frequent driveway related accidents; • Overlapping vehicle conflict overlaps from closely spaced driveways, which increase congestion thereby reducing capacity; • Longer travel times that reduce market areas for business; • More difficulty in providing safe access for new development thereby affecting economic growth; • Lower investment benefits of transportation improvements; • Greater need for wider streets to compensate for lost capacity; and, • More cluttered streets and frequent driveways, which create an undesirable environment for pedestrians and bicyclists. The following access management strategies may be used to coordinate the access needs of adjacent land uses with the function of the transportation system: • Separate Conflict Points — Two prevalent conflict points are driveways and adjacent intersections. Spacing driveways so they are not located within the area of influence of intersections or other driveways is a method to achieve access management objectives. • Restrict Turning Movements at Unsignalized Driveways and Intersections on Multilane Roadways — Full movement intersections can serve multiple developments through the use of joint driveways or cross -access easements. Turning movements can be restricted by designing accesses to restrict movements or by the construction of raised medians that can be used to provide turn lanes. • Maintain a Hierarchy of Streets — The development of a hierarchical street system that varies the amount of access based on the need to maintain vehicular mobility is a major goal of access management. • Establish Design Standards —Design standards addressing the spacing of access points, driveway dimensions and radii, sight distance, the length of turn lanes and tapers are effective mechanisms for managing the balance between the movement of traffic and site access. • Locate and Design Traffic Signals to Enhance Traffic Movement — Interconnecting and spacing traffic signals to enhance the progressive movement of traffic is another strategy for managing Page 5-28 ................................................................................... La Porte Comprehensive Plan Update Transportation Thoroughfare System Chapter 5 mobility needs. Keeping the number of signal phases to a minimum can improve the capacity of a corridor by increasing green band width by 20 seconds. • Remove Turning Vehicles from Through Travel. Lanes — Left and right turn speed change lanes provide for the deceleration or vehicles turning into driveways or other major streets, and for the acceleration of vehicles exiting driveways and entering major highways. • Encourage Shared Driveways Unified Site Plans and Cross Access Easements — Joint use of driveways reduces the proliferation of driveways and preserves the capacity of major transportation corridors. Such driveway arrangements also encourage sharing of parking and internal circulation among businesses that are in close proximity. + Plan for Pedestrians, Bicycles and Transit Vehicles — The specific access needs of pedestrians and bicyclist movements can be addressed by providing safe access to transit stops and bicycle lanes. It is helpful to design and time signals to accommodate pedestrians. It is also helpful to place bus stops so as to minimize impact to roadway capacity by providing pullout lanes. • Street Closure — Another aspect of access management is the use of street closure particularly in older established areas of the community where the streets are laid out in a traditional grid pattern. Systematically closing selected streets provide a means to limit the number of intersections with bounding collector roadways, reduce traffic control requirements, and manage points of ingress and egress into neighborhoods. North La Porte is an example of where a street closure program could improve traffic flow on adjacent roadways and act as a traffic calming measure for the neighborhood. Implementing. the Thoroughfare Plan Implementation of thoroughfare system improvements occurs in stages over time as the City grows and, over many years, builds toward the ultimate thoroughfare system shown in the Thoroughfare Plan. The fact that a planned thoroughfare is shown in the plan does not represent a commitment to a specific time frame for construction, nor that the City will build the roadway improvement. Individual thoroughfare improvements may be constructed by a variety of implementing agencies including the City of La Porte, Hams County, and Texas Department of Transportation (TxDOT), as well as private developers and land owners for sections of roadways located within or adjacent to their property. The City, County, and TxDOT, as well as residents, land owners and developers, can utilize the Thoroughfare Plan in making decisions relating to planning, coordination and programming of future development and transportation improvements: Review by the City of preliminary and final plats for proposed subdivisions in accordance with the Development Ordinance should include consideration of compliance with the Thoroughfare Plan, in order to ensure consistency and availability of sufficient rights - of -way for the general roadway alignments shown in the plan. By identifying thoroughfare locations where right-of-way is needed, land owners and developers can consider the roadways in their subdivision planning, dedication of public rights -of -way, and provision of set backs for -Dew buildings, utility lines, and other improvements located along the rights -of -way for existing and planned thoroughfares. Page 5-29 La Porte Comprehensive Plan Update...............................................................................: Transportation Thoroughfare System Chapter 5 The Thoroughfare Plan will have long -reaching effects on the growth and development of LaPorte, since it guides the preservation of right-of-way needed for future thoroughfare improvements. The plan has important influence on the pattern of movement and the desirability of areas as locations for development and land use. While other elements of the Comprehensive Plan look at foreseeable changes and needs over a 20-year period, thoroughfare planning requires an even longer -range perspective extending into the very long-term future. Future changes in transportation technology, cost structure, service demand systems, and long-term shifts in urban growth and development patterns require a farsighted and visionary approach to thoroughfare planning decisions. Authority for Planning and Regulating Thoroughfares Under the provisions of Article XI, Section 5 of the Texas Constitution and Title 7, Chapter 212 of the Texas Local Government Code, the City of La Porte can require that development plans and subdivision plats conform to "...the general plan of the municipality and its current and future streets...'; and, "...the general plan for extension of the municipality and its roads, streets, and public highways within the municipality and its extraterritorial jurisdiction....." The City of La Porte's Municipal Charter also contains provisions relating to regulation of plats and thoroughfare development. Requirements for right -of --way dedication and construction of street improvements apply to all subdivision of land within the City's incorporated area and its extraterritorial jurisdiction (ETJ). In accordance with the Texas Local Government Code, the City has adopted rules governing plats and subdivision of land within the municipality's jurisdiction, and, by ordinance, those rules have also been extended to the City's ETJ. Functional Classification of Thoroughfares Thoroughfares are grouped into functional classes according to the character of service they are intended to provide. Thoroughfares are classified according to their functional role in terms of movement and access. The functional classification of thoroughfares is shown by La Porte's Thoroughfare Plan and includes the following four (4) functional classes: • Freeways; • Arterial Roadways; • Collectors; and, • Local Residential Streets. Thoroughfare Classification Criteria Criteria used in determining the functional classifications of thoroughfares are shown in Table 5.2 — Criteria for Functional Classification of Thoroughfares. Classification is based on each roadways functional role in the roadway network, and the existing and future travel patterns and areas served. The Page 5-30 ................................................................................... La Porte Comprehensive Plan Update TransportationThoroughfare System,,,,,,,,,,,,,,,,„......,.,,,,,,,,,,,,,,,,,,,,,,,,,,,,,..,,..................... Chapter 5 functional classification of a thoroughfare normally does not change as traffic increases and improvements are made. Functional classification is not necessarily related to the number of lanes, although higher classes tend to be multi -lane roadways. However, a two-lane roadway may function as an Arterial Roadway in developing or rural areas. A schematic illustration of a functionally classified thoroughfare network is shown in Figure 5.4 — Functionally Classified Thoroughfare Network. Characteristics of each functional class of thoroughfares are further described in the following sections. Freeways are devoted entirely to traffic movement with limited or no direct land service function. Freeways are multi -lane divided roadways with a high degree of partial access control, meaning few, if any, intersections at grade. Full or partial control of access distinguishes Freeways from other classes of roadways. Freeways serve large volumes of high-speed traffic and are primarily intended to serve long trips. In La Porte, S.H. 225 and S.H. 146 are classified as Freeways. Although the Freeway classification includes the main lanes of designated facilities, continuous frontage roads (also termed service roads or feeders) are more appropriately classified as Arterial Roadways or Collectors. It is desirable to have another parallel Arterial Roadway offset one-half to one mile along either side of a Freeway, to provide circulation for traffic movement along one-way frontage roads. FIGURE 5.4 FUNCTIONALLY CLASSIFIED THOROUGHFARE NETWORK La Porte Comprehensive Plan Update La Porte, Texas Page 5-31 La Parte Comprehensive Plan Update...............................................................................: Transportation Thoroughfare System Chapter 5 TABLE 5.2 CRITERIA FOR FUNCTIONAL CLASSIFICATION OF THOROUGHFARES La Porte Comprehensive Plan Update La Porte, Texas Functional Role Entirely through Mobility is Connect Collects traffic;!Access ismovement with primary, Freeways, Connect rimary;no direct access Access is Principal Arterials to le through to property secondary; Arterials and Local Streets; movement Connects lower classes; also land access Freeways Access is and Arterials secondary Roadway Intercity, Connect Connect Connect Discontinuous Continuity regional, and Freeways to Freeways and Arterials to local Connect to interstate lower classes; Principal streets; May Collectors Connect major Arterials to extend across activity centers lower classes Arterials Roadway Usually Usually Usually Varies from Generally Length more than more than more than about 112 mile less than 5 miles long 5 miles long 3 miles long to 2 miles 1 mile long Traffic 40 000 VPD 20,000 to 5,000 to 1,000 to 100 to Volumes and greater 6000 VPD 309000 VPD 153000 VPD 55000 VPD Desirable 5 miles or more 2 miles or more Generally 1/2 to Generally 1/4 to Varies with Spacing between between 2 miles between 1/2 miles block length, Freeways Principal Minor Arterials between nun. >125 ft. Arterials Collectors Posted Speed 55 to 70 mph 40 to 55 mph 30 to 45 mph 30 m h 30 mph Access Controlled Intersect with Intersect with Intersect with Intersect with Access; grade Freeways, Freeways, Arterials and Collectors and separated Arterials, Arterials, Local Streets; Arterials; interchanges and Collectors and Collectors, and Driveways Driveways service roads Local Streets; Local Streets, permitted permitted Restricted Limited driveway access driveway access On -Street Prohibited Restricted Restricted Normally Permitted Parking permitted Community Define Define Define --and Internal and Internal Relationship neighborhood neighborhood traverse traverses boundaries boundaries neighborhood boundaries boundaries Through Truck Yes Yes Permitted No No Routes Bikewa s No Limited Limited Yes Yes Sidewalks No Yes Yes Yes Yes Page 5-32 ................................................................................... La Porte Comprehensive Plan -Update Transportation Thoroumhfare System ........................ Chapter 5 Arterial Roadways are streets and highways that provide a high degree of mobility; serve relatively high traffic volumes, have high operational speeds, and serve a significant portion of through travel or long distance trips. Arterial Roadways typically accommodate about 30 to 40 percent of a region's travel on 5 to 10 percent of the total roadway network. Arterial Roadways serve as primary routes through the LaPorte area and between major destinations within the area. They are continuous over long distances and serve trips entering and leaving the urban area, as well as trips within it. These facilities generally serve high volume travel corridors that connect major generators of traffic, such as large employment centers, commercial centers, residential neighborhoods, and other major activity centers within the urban area. Examples of Arterial Roadways in La Porte include Underwood, Sens Road, and Spencer Highway. Lower volume roadways that are continuous over long distances may also function as Arterial Roadways, particularly in fringe and rural areas. The cross section of Arterial Roadways may vary from multi -lane roadways with three, four or five lanes, down to two-lane roadways in developing fringe and rural areas where traffic volumes have not increased to the point that more travel lanes are needed. Functional classification is not dependent on the existing number of lanes, since the functional role served by a roadway typically remains constant over time, while the roadway's cross section is improved to accommodate increasing traffic volumes. Arterial Roadways form an interconnecting network for city-wide and regional movement of traffic, including connections to the Freeways serving the region and to Collectors. A two-mile spacing is generally desirable between Arterial Roadways. , Since traffic movement, not land access, is the primary function of Arterial -Roadways,. access management is essential. Driveways connecting directly onto an Arterial should be minimized to avoid traffic congestion and delays caused by turning movements for vehicles entering and exiting driveways. Off-peak travel speeds on Arterials are typically 40-55 MPH, and peak period speeds are about 30- 35 MPH. Intersections with other public streets and private access should be designed to limit speed differentials between turning vehicles and other traffic to no more than 10-15 MPH. Signalized intersection spacing should be long enough to allow a variety of signal cycle lengths and timing plans that can be adjusted to meet changes in traffic volumes and maintain traffic progression (desirably one-third to one-half mile spacing). Collectors are the connectors between Arterials and Local Residential Streets that serve to collect traffic and distribute it to the Arterial network. Collectors also serve to provide direct access to a wide variety of residential, commercial, and other land uses, and their design involves site specific considerations. They provide direct service to neighborhoods and other local areas, and may border or traverse neighborhood boundaries. Parking is generally permitted on -street in residential areas. Since Collectors .are used for short distance trips between Local Residential Streets and Arterials, they should be continuous in the spaces between Arterials: Collectors may also extend across Arterials. To provide efficient traffic circulation and preserve amenities of neighborhoods, Collectors should desirably be Page 5-33 La Porte Comprehensive Plan Update...............................................................................: ....................................:...... Transportation Thoroughfare System Chapter 5 spaced at about one quarter to one half mile intervals. Subdivision street layout plans should include Collectors as well as Local Residential Streets in order to provide efficient traffic access and circulation. Since Collectors generally carry higher traffic volumes than Local Residential Streets, they may require a wider roadway cross section or added lanes at intersections with Arterials, to provide adequate capacity for both through traffic and turning movements. Operating speeds for Collectors are typically about 30 to 35 miles per hour. Since speeds are slower and more turn movements are expected, a higher speed differential and much closer intersection/access spacing can be used than on Arterials. Direct access to abutting land is essential and parking and traffic controls may be necessary for safe and efficient through movement of moderate to low traffic volumes at key intersections. Collectors typically make up about 5 to 10 percent of the total street system. Collectors serve an important role in collecting and distributing traffic between Arterials and Local Residential Streets. Their identification is essential in planning and managing traffic ingress/egress and movement within residential neighborhoods as well as commercial and industrial areas. Existing Collectors are delineated on the Thoroughfare Plan, and planned new Collectors are shown as general alignments that should be considered and incorporated in subdivision platting and development planning. Local Residential Streets include all other streets and roads that are not included in higher classes. They include internal and access streets that allow direct access to residential and commercial properties and similar traffic destinations. Direct access to abutting land is their primary role, for all traffic originates from or is destined to abutting land. Through traffic and excessive speeds should be discouraged by using appropriate geometric designs, traffic control devices, curvilinear alignments, and discontinuous streets. On -street parking is generally permitted. Trip lengths on Local Residential Streets are short, volumes are low, and speeds are slow, typically 20 to 30 miles per hour. Local Residential Streets typically comprise about 65 to 80 percent of the total street system in urban areas. Thoroughfare Development Requirements and Standards Planning, design and construction of thoroughfares must comply with the development standards that are contained in the City's Development Ordinance. Requirements for thoroughfare development should include standards and criteria governing the following characteristics of thoroughfares: Location and Al; of Thoroughfares The general location and alignment of thoroughfares must be in conformance with the Thoroughfare Plan. Subdivision plats should provide for dedication of needed rights -of -way for thoroughfares within or bordering the subdivision. Any major changes in thoroughfare alignment that are inconsistent with the plan require the approval of the Planning and Zoning Commission and City Council through a public hearing process. A major change would include any proposal that involves the addition or deletion of established thoroughfare Page 5-34 ................................................................................... La Porte Comprehensive Plan Update Transportation Thoroughfare SRstem,,gee ,,,,,,,,,,,,,, we* ,,,,,,,,,,............................................. Chapter 5 designations, or changes in the planned general alignment of thoroughfares that would affect parcels of land beyond the specific tract in question. Rights -of -Way and Pavement Width - The pavement width and rights -of -way width for thoroughfares and other public streets should conform to the following City minimum standards, unless a variance is granted: • Maior Thoroughfares —The rights -of --way and pavement width for controlled access highways such as S.H. 225 and S.H. 146, and semi -controlled access highways such as Fairmont Parkway are determined by the Texas State Department of Highways and Public Transportation (TSDHPT) and Harris County Commissioner's Court, respectively. For primary arterials, the minimum right-of- way width is 120 feet for 4 to 6 travel lanes. The pavement width is dual 37 foot sections with a 26 foot median. • Other Thoroughfares — Other thoroughfares pertain to secondary arterials, class 100150 and 80/50. The distinctions between the two are the right-of-way width and pavement width. The Class 100150 requires 100 feet of right-of-way for 4 travel lanes with dual 25 foot sections with a 30 foot median. Class 80/50 requires 80 feet of right-of-way for 4 travel lanes with dual 25 foot sections with a center turn lane. • Collector Streets — Collector streets are denoted as Class 70/40 requiring 70 feet of right-of-way for 2 travel lanes with a pavement width of 40 feet with curb parking; Class -60/36 requiring 60 feet of right-of-way for 2 travel lanes with a pavement width of 36 feet with a center turn lanes; and, Class 60/32 requiring 60 feet of right-of-way for 2 travel lanes with a pavement width of 32 feet. • Neighborhood Streets and Alleys — Local streets require 50 feet of right-of-way for 2 travel lanes and are proposed to have 28 feet of pavement. Private streets require a minimum right-of-way of 28 feet with a pavement width of 28 feet. Public and Private Alleys and Private Drives require 20 feet of right-of-way and pavement width. Plats that include or are bordered by an existing thoroughfare with insufficient rights -of --way width should be required to dedicate an to compensate forany rights -of -way deficiency of that thoroughfare. When a new thmt ughfare extension is proposed to connect with an existing thoroughfare that has narrower rights -of --way, a transitional area should be provided Continuation and Proiection of Streets -Existing. streets. in adjacent areas should be continued and, when an adjacent area is undeveloped, the street layout should provide for future projection and continuation of streets into the undeveloped area. Where adjacent land is undeveloped, stub streets should include a temporary turnaround to accommodate fire apparatus. , Location of Street Intersections -New intersections of subdivision streets with existing thoroughfares within or bordering the subdivision should be planned to align with existing intersections, where feasible, to avoid creation of off -set or "jogged" intersections and to provide for continuity of existing streets, especially collectors and higher classes of thoroughfares. Page 5-35 La Porte Comprehensive Plan Update...............................................................................i Transportation Thoroughfare System Chapter 5 Angle of Intersection - The angle of intersection for street intersections should be as nearly at a right angle as possible. Corner cutbacks or radii should be required at the acute corner of the right-of-way line, to provide adequate sight distance at intersections. Off -Set Intersections - Offset or 'jogged" street intersections should have a minimum separation of 125 feet between the centerlines of the intersecting streets. Cul-De-Sac - Cul-de-sac streCis 'should have a maximum length of no more than 500 feet measured from the connecting street centerline to centerline of radius point, with a paved turnaround pad of at least 80 feet and a right-of-way diameter at least 100 feet in residential areas, and at least 180 feet diameter of street with a 200 foot right-of-way diameter in commercial and industrial areas. Residential Lots Fronting on Arterials - Wherever feasible, subdivision layout should avoid the creation of residential lots fronting on arterials, with direct driveway access to the arterial street. Lots should be accessed from collector or preferably local residential streets within or bordering the subdivision or an auxiliary street designed to accommodate driveway traffic. Residential Lots Fronting on Collectors —Wherever feasible, subdivision layout should minimize the arrangement of lots to access collectors, particularly within 180 feet of an intersection. To the extent possible, lots should be accessed from local residential streets. Geometric Design Standards and Guidelines - Other requirements and guidelines for the geometric design of thoroughfares and public streets are provided in the Development Ordinance, Private Streets —Private streets should be designed and constructed in conformance with City Standards. Sidewalks —Within the boundaries of a subdivision, sidewalks should be installed on both sides of arterial, collector,eiid local residential streets. In the administration and enforcement of the Thoroughfare Plan, special cases and unique situations will occasionally arise where existing physical conditions and development constraints in certain areas conflict with the need for widening of designated thoroughfares to the planned rights -of -way width and roadway cross section. Such special circumstances require a degree of flexibility and adaptability in the administration and implementation of the plan. Acceptable minimum design criteria and special roadway cross sections may have to be applied in constrained areas where existing conditions limit the ability to meet desirable standards and guidelines. Special roadway cross sections should be determined on a case - by -case basis when a unique design is necessary, and subject to approval by the Planning and Zoning Commission. The standard roadway cross sections should be used in all newly developing areas and, whenever possible, in existing developed areas. Page 5-36 ................................................................................ La Porte Comprehensive Plan Update Transportation Thoroughfare System ,,,,, Chapter 5 Plan Amendment Process It will be necessary to periodically consider and adopt proposed amendments to the Thoroughfare Plan to reflect changing conditions and new needs for thoroughfare system improvement and development. A systematic procedure should be followed for making plan amendments, including a set schedule for annually inviting and considering proposed changes. Typically, plan amendment requests may originate from landowners, civic groups, neighborhood associations, developers, other governmental agencies, city staff, and other interested parties. Proposed revisions should be analyzed by the City Planner, City Engineer, and other City staff, and the proposed changes and staff recommendations should then be considered by the Planning and Zoning Commission. The Planning and Zoning Commission should conduct a public hearing on proposed plan amendments, including required 15-days public notice in advance of the hearing. Proposed amendments should be considered in a fair, reasonable, and open process. The burden for proving compelling reasons for and public benefit of any proposed changes should rest with the requesting parties. Decisions and determinations should represent the best interests of the public. The revised Thoroughfare Plan, including any approved plan amendments, should be adopted by the Planning and Zoning Commission and submitted to the City Council for adoption. The amended plan becomes effective upon adoption by the City Council, Page 5-37 La Porte Comprehensive Plan Update...............................................................................: Chapter 6 Utility Infrastructure Systems Chapter 6 The Utility Infrastructure Element of La Porte's Comprehensive Plan Update provides a framework for planning rational and orderly development of the City's utility system, which includes storm water, sanitary sewer, potable water and solid waste disposal. This element of the comprehensive plan includes a review of previous plans and studies, an overview of existing facilities and services and guidance for developing detailed plans for each of the components of the utility system. The City currently obtains potable water from the La Porte Area Water Authority. The City operates a wastewater treatment plant as well as sending a small amount of flow to a regional facility. Residential solid waste is hauled by the City to a regional landfill in Baytown. Commercial solid waste (containerized) is collected and hauled by a contractor (Browning Ferris Inc.). The framework of the Comprehensive Plan was the result of numerous interviews with City staff, City officials and other agencies. In addition to public meetings, individual meetings were held with Public Works Director, City Engineer, and engineers of the Harris County Flood Control District (HCFCD). RELATED UTILITY PLANS AND STUDIES Related plans and studies that address utility improvements for La Porte include the following: • Study of B112-00-00 -Planned to start in late 1999. -;, • Study of Flood Control Improvements for (F216-00-00) Little Cedar Bayou — Watershed study under way (October 1999) by Binkley and Barfield with expected completion by late 1999. The preliminary engineering for the first phase will follow. • Study of B106-00-00 Armand Bayou - This study by Klotz and Associates addressed detention issues on six tributaries. These facilities will be outside the La Porte City Limits but will impact the City. Estimated completion is summer of 2000, • Master Drainage Plan Harris County Flood Control District Unit F101-00-00 (September 1987) - This report by Landev Engineers recommended channel improvements that are being implemented. This study also indicates that detention is required in the portions of the watershed north of S.H. 225 and west of Sens Road. According to the HCFCD, as of October 1999, the channel improvements downstream of Sens Road were 80 percent complete. The construction plans for the reach from Sens Road to P Street are 80 percent complete. • Northeast Area Water System Modeling Report (March 1998) - This report by Claunch and Miller presented several alternatives to improve fire flow capacity in the northeast segment of the City. • Southeast Sanitary Sewer Trunk Main and Lift Station Facilities Preliminary Design Report (December 1997) - This report by Turner, Collie & Braden recommended improvements to the sewerage system in the southeast portion of the City. • Expanded Supply Capacity LPAWA System Analysis (October 1997) - This report by Espey, Huston & Associates determined that no additional improvements were required to allow the Water Page 6-1 ............................................. Utility Infrastructure Systems Authority to receive and deliver an additional 3.0 mgd over and above the 4.2 mgd currently being obtained from the City of Houston SE water plant. • Hydrologic and Hydraulic Study for Interconnect of HCFCD Unit B112-02-00 to Unit B109-00-00 and HCFCD Regional Detention Site Unit B512-0i-00 (April 1997) - This report by Wilbur Smith Associates describes the impacts of the diversion of Willow Springs Bayou (B 112-02-00) to Spring Gully (13109-00-00). This report also presents the design of a regional detention site that provides flood protection for a portion of La Porte. According to the HCFCD, plans for B109-00-00 are 80 percent complete with bid expected in early 2000. • Clear Creek Regional Flood Control Plan (July 1991) — This study, prepared by Dannenbaum Engineering, addressed the tributaries of Clear Creek. However, A104-12 is not addressed in this study. • La Porte Northwest Water Project Preliminary Design Report (April 1990) - This report by Espey, Huston & Associates recommended the recently completed elevated storage tank in the Lomax area. • East La Porte Relief Sewer Project (March 1990) - This report by Espey, Huston & Associates provided preliminary designs for a master lift station and force main system. The recommendations in this report were implemented. • Study of Flood Control Improvements for (17216-00-00) Little Cedar Bayou (September 1989) - This study by Espey, Huston & Associates presented recommendations which were not acceptable to the City. • Feasibility Study for Long -Range Potable Water Supply (April 1984) and Update (May 1985) by Turner, Collie & Braden. • Preliminary Engineering Report Main Wastewater Treatment Plant Phase 1 Expansion (August 1984) - This report by Turner, Collie & Braden provided preliminary designs to increase the plant capacity to 4.2 mgd. • Solid Waste Disposal Plan (March 1983) - This study looked at disposal options and waste load projections. The major�outfall drainage channels serving the City are constructed and maintained. by Harris County Flood Control District (HCFCD). Figure 6.1-Drainage System, shows the system of channels that serve the City. The City has worked very closely with the HCFCD to see that the needs of the citizens are appropriately addressed. Repetitive loss data maintained by the City as part of their participation in the National Flood Insurance Program indicates that the City is addressing those areas where inadequate drainage is a problem (areas along B112-00-00 and F101-00-00). The City maintains the local street ditches and storm sewers within the City. These systems drain to the HCFCD channel system. Table 6.1- Summary of FEMA Hydrologic Data, presents the hydrologic data from -the Flood Insurance Study (FIS) for the studied streams. Page 6-1 .................................•...........•.•................. •90aaaLaPorte Comprehensive Plan Update 0.5 0 0.5 1 Miles LEGEND HDRAINAGE CHANNEL DRAINAGE AREA BOUNDARY FIGURE Del DRAINAGE SYSTEM GPIEEES tea.® PLANNERS ,totem ECONOMIST Wilbur Smith Associates UtilityInfrastructure Systems ........................................................................................: Chapter 6 TABLE 6.1 SUMMARY OF FEMA HYDROLOGIC DATA La Porte, Texas La Porte Comprehensive Plan Update Channel Name Mouth 7.14 / I 200 3,950 B112-00-00 Willow Springs Gully At tributary 2.85 1,650 25450 B106-00-00 Big Island Slough Mouth 8.75 31280 4,920 S.M.4,95 3,60 1,540 29360 B109-00-00 Spring Gully Mouth 1,10 620 920 A104-00-00 Taylor Bayou Mouth 16.18 2,480 45070 A107-07-00 Tributary 3.93 Mouth 2,23 575 910 F216-00-00 Little Cedar Mouth 4.32 1,520 3;027 Fairmont Pk. 3,39 573 1,265 E.Main 2,18 281 853 In addition to flood hazard areas a number of localized drainage problems and sheet flow areas exist in the City. This information was obtained from the Repetitive Loss map prepared by the City and includes areas that are not within the designated 100-year flood plain. Whether the problem areas within the fl oodplain are due to localized problems or from the overflow of the channels, or both, is not known.. These areas are summarized in Table 6.2 -Repetitive Loss Areas. The major drainage systems are described in general terms in the following narrafive: Drainage Systems B112-Willow Springs Bayou, B109-Spring Gully and B106-Big Island Slough are tributaries to Armand Bayou. These three systems drain the western portion .of the City. Signcant improvements torese systems, including an interconnect of B109 to 13112 and the construction of detention basin B512-01-00 have greatly improved the drainage in these systems. The repetitive loss data indicates that there have been historical flooding problems in this area. However, construction of the improvements to these systems should eliminate this problem. Drainage. System A104 consists of three channels that drain the areas southeast of the airport and the very southem portion of the City into Clear Creek. The A104-07 system drains a portion of the City that is currently largely undeveloped. As this area develops, it will be necessary to improve this system. The A104-00-00 and A104-12-00 and A104-12-01 systems drain the Shady River subdivision into Taylor Bayou. High tide levels impact these channels, which severely limits any benefits from channel improvements. Page 6-3 La Porte Comprehensive Plan Update...............................................................................i Utility Infrastructure Systems TABLE 6.2 REPETITIVE LOSS AREAS La Porte, Texas La Porte Comprehensive Plan Update Local Area Description Brookglen/College View Loss Area No. I, 2 ,& 3 Flood water backs into streets from Ditch B 112-00-00 Spenwick/Spencer Hwy Est. 4 Problem with short ditch from Bayer to Ditch B 112-02-00 Pinegrove Valley 8 Inadequate ditch capacity along Fieldcrest Lomax 7 & 10 Backup from Ditch F101-00-00 to Sens Road Bayou Glen 6 Backup from Ditch B106-06-00 to North P Street, Pinegrove Valley 8 & 9 Inadequate ditch and RCP capacity along N. Ave. L Bayshore Park 12 Limited drainage along Bayshore due to high tide in F212 Sylvan Beach 13 Street ponding along Cypress during heavy rainfall events Broadway and H at l't 11 Flat ditch grades along Park St. and problem junction box Shady Oaks 15 & 16 Tidal flooding of areas affected by subsidence Shady River 14 Street flooding from tidal effects from Taylor Bayou Bay Colony 17 Limited drainage along Bay Colony Street during high tide in a creek connected to Bayport Channel. Bay MUD 17 Street flooding from tidal effects from Taylor Bayou Drainage System F101 consists of a series of roadside ditches in the no central portion of the City. The existing system reflects improvements made in accordance with a September 1987 Master Plan for this system. Detention is required for any new development within this watershed, north of S.H. 225 and west of Strang Road. There are some localized drainage problems caused by inadequate _ driveway culverts and roadway elevations that are higher than adjacent property. Without a cost prohibitive survey of the entire watershed, these problem areas can only be identified during significant rainfall events. Drainage.�System F216 - Little Cedar Bayou drains most of the City along S.H.146 directly to Galveston Bay. Improvements to this system are currently under evaluation by HCFCD. As shown on Figure 6-1, there is a significant impact from the 100-year flood plain in this watershed. Drainage Systems F212 and F210 are small, open ditch systems that serve the most easterly part. of the City. These systems connect directly to Galveston Bay. Flood Hazard Areas in the La Porte area are identified by the Flood Insurance Rate Map prepared by the National Flood Insurance Program, Federal Emergency Management Agency. The identified flood plain areas are shown in Figure 6-1. This map shows areas of the 100-year flood plain and areas between the limits of the 100-year flood plain and the 500-year flood plain. These maps indicate that large portions of the B 112 and F216 watersheds are within the 100-year flood plain. The very southern portion of the City is Page 6-4 La Porte Comprehensive Plan Update Utility Intrastructnre Systems 54986986091 Chapter 6 indicated to be largely within the 100-year flood plain. The City is participating in the National Flood Insurance Program which requires restrictions on new or major reconstruction within flood plain areas. A review of the Flood hnsurance Study profiles indicate that considerable flooding in La Porte may be caused by constrictions at bridges and culverts (drainage structures). Table 6.3 — Problem Bridges and Culverts, presents a brief summary of problem drainage structures. TABLE 6.3 PROBLEM BRIDGES AND CULVERTS La Porte Comprehensive Plan Update La Porte, Texas Drainage Improvement Needs The City has identified a localized problem of inadequate drainage along South Broadway in the High School area. As South Broadway is a State facility, coordination with the Texas Department of Transportation to solve this nuisance area should be undertaken. The initial study by the City indicates that there may be damage to an existing concrete pipe in this area, and that the open channel does not have sufficient slope. The City should also work closely with Hams County in the ongoing design and construction of the improvements to Sens Road to be sure that drainage is adequately addressed. The City Fshould evaluate the potential for participation of FEMA in purchase of homes with Repetitive Loss claims in those areas draining to Taylor Bayou (Shady River). The City should investigate this same solution for properties in Shady Oaks and Bay Colony. There do not appear to be feasible improvements that could eliminate the flooding problems in these low-lying areas subject to tidal surge. • The City should also update the Master Drainage Plan. The all Master Drainage Plan for the City was developed in,1982. Since that time, the criteria used by HCFCD in designing drainage systems has changed significantly. The land development element of this Comprehensive Plan also presents a different view of what future development in the City will be. The drainage plan should be updated to reflect these changes, account for the improvements constructed in the last 17 years, and provide a plan for the future. Page 6-5 LaPorte Comprehensive Plan Update•••••••..•.•••••••••••••••••••••••••••••••••••• ••••••••••••••••-••••••••••••-+ Utility Infrastructure Systems Goals and Objectives GOAL 6.1: Explore creative uses of drainage facilities. OBJ.6.1a: Create aesthetic/recreation uses that are compatible with drainage facilities. Policy 1: The City should promote recreational use of drainage facilities. Action 1: Inventory drainage facilities to determine which might have a recreation use. Action 2: Develop a plan for recreational use of drainage facilities, particularly detention reservoirs. OBJ.6.lb: Construct drainage facilities such that they meet or exceed environmental requirements National Pollutant Discharge Elimination System (NPDES) and Texas Natural Resource Conservation Commission (TNRCC) requirements. Policy 1: The City should adhere to NPDES and TNRCC requirements for storm water management. Action 1: Develop and implement a storm water management plan. Action 2: Adopt an ordinance regulating the disposal of waste into the drainage system. OBJ. 6.1c: Update and maintain a master plan for drainage. Policy 1: The City should conform to the master plan in all matters related to drainage. Action 1: Update the current drainage master plan. Action 2: Periodically review the master plan and update it as appropriate. OBJ. 6.1d: Policy 1: Action 1: Action 2: Action 3: Acquire property for detention reservoirs. The City should proactively pursue the dedication and or acquisition of lands required for drainage facilities. Identify property needed for detention reservoirs. Implement an ordinance requiring dedication of drainage lands for all new developments. Create a funding mechanism for developer participation in regional detention facilities. Page 6-6 :••••••••••••••••••••••••••••••••••••••••••••••••°••••••••••••••••••••••••••••••La Porte Comprehensive Plan Update UtilityInfrastructure Systems........................................................................................j Chapter 6 GOAL 6.2: Provide adequate drainage/prevent flooding. OBJ. 6.2a: Improve drainage systems. Policy 1: The City should update and maintain the master drainage plan to reflect current land use planning and drainage criteria. Action 1: Update the master drainage plan. Action 2: Periodically review the master drainage plan and adopt amendments as necessary. Policy 2: The City should maximize interagency coordination, especially with the Harris County Flood Control District (HCFCD) and the Texas Department of Transportation (TxDOT). Action 1: Maximize interagency coordination of drainage issues. Action 2: Set up regular meetings with HCFCD to review the City's priorities for drainage improvements. OBJ. 6.2b: Improve standards. Policy 1: The City should implement regional storm drainage design standards as developed and maintained by the HCFCD. Action 1: Adopt HCFCD design standards. OBJ. 6.2c: Identify funding alternatives and resources available. Policy 1: The City should maximize funding participation of County, State and Federal agencies and the private sector. Action 1: Costs for improvements to the drainage system should be equitably distributed to the responsible party. Action 2: Investigate the feasibility of storm water utility for existing development and impact fees for new development. OBJ6.2d: Design and install facilities to maximize service and minimize maintenance. Policy 1: The City should evaluate the serviceability and maintenance costs of all improvements. Action 1: Develop standards for design which minimize maintenance. Action 2: Conduct a review of service and maintenance issues and costs. GOAL 6.3: Design drainage facilities for safety. OBJ. 6.3a: Evaluate existing facilities for safety. Policy 1: The City should construct and maintain drainage facilities with safety as a consideration. Action 1: Identify all safety concerns related to drainage facilities. Page 6-7 La Porte Comprehensive Plan Update...............................................................................i Utility Infrastructure Systems Action 2: Periodically inspect drainage facilities for potential safety hazards. OBJ. 6.3b: Research other citiessafety programs. Policy 1: The City should, to the extent feasible, coordinate its safety programs with HCFCD and the surrounding cities. Action 1: Research safety programs of HCFCD. OBJ.6.3c: Develop standards for emergency entry/exit from open drainage facilities. Policy 1: The City should develop and implement design standards that provide for emergency exit from any open drainage facility. Action 1: Research existing design standards for emergency exit from drainage structures. Action 2: Amend current design standards to include standards for exit from facilities. GOAL 6.4: Improve public awareness of the City's drainage systems. OBJ. 6.4a: Develop an education program. Policy 1: The City should educate its residents as to the impact of litter placed in the streets or storm drains, which will ultimately end up as pollution in the bay. Action 1: Stencil on all inlets a caution reading "drains directly to the bay". Action 2: Implement a public awareness program. GOAL 6.5: Incorporate public health concerns in drainage facility construction and maintenance. OBJ..b:Sa: Control the mosquitoes. Policy 1: The City cooperates with Harris County Mosquito Control Distr ct (HCMCD) in a program for mosquito control. Action 1: The City should continue the cooperative effort with HCMCD. Action 2: Remove, on a regular basis, constrictions in open ditches that cause ponding of shallow water. Action 3: The City should educate the citizens relative to minimizing depression and container storage of water. :•••Page 6-8 '••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••'•"'LaPorteComprehensivePlan Update Utilitr Infrastructure Systems......... Chapter 6 The City currently obtains the majority of its water from the City of Houston through the La Porte Area Water Authority. The City estimates that over 90 percent of the current water usage is supplied from surface water. Water is delivered to the City's distribution system at eight sites within the City. The City currently has contracted capacity for 7.3 mgd from the City of Houston's regional surface water treatment plant. This is an adequate capacity to last beyond the Year 2020 based upon a projected population of 42,684. The City can also obtain an additional 120,000,000 gallons per year from its existing ground water wells. The City has four elevated storage tanks with a total capacity of 1,850,000 gallons. There are six ground storage tanks with a total capacity of 1,845,000 gallons. Pumping stations at the ground storage locations provide pressure to the system. Table 6.4 —Water System Capacity, summarizes the existing facilities. The facility locations are shown on Figure 6.2 — Water Distribution System and Storage Capacity. TABLE 6.4 WATER SYSTEM CAPACITY La Porte Comprehensive Plan Update La Porte, Texas Brookglen 600 350,000 Fairmont 990 500,000 125,000 25`h Street 810 4205000 Bank Plant 1075 420,000 4`h Street 975 250,000 Bayshore 1200 2005000 280,000 Lomax 7505000 Old Main 40000 Water System Improvement Needs Based upon Texas Administrative Code Section 290.45 (assuming 3.5 persons per connection) the City has adequate storage capacity to meet its needs until the Year 2020. The October 1997 Espey, Huston Study, Expanded Supply Capacity LPAWA System Analysis indicated that an additional 3.0-mgd can be received and delivered by the La Porte Area Water Authority with no capital improvements, if redistribution of La Porte's capacity among its delivery points is acceptable. Page 6-9 La Porte Comprehensive Plan Update...............................................................................: ........................................................................................ Utility Infrastructure Systems The 1998 Claunch & Miller Northeast Area Water System Modeling Report recommended improvements in this area to provide adequate water pressure. They recommended construction of an initial system consisting of a 12" water line along the extension of North P Street to the Southern Pacific Railroad adjacent to S.H. 225, then parallel to the railroad until it ties into an existing 10" line at North 81" Street. A 10" line is also required across the railroad to the north. Remaining water system improvements in this area to serve future development should be designed at the time of commercial/industrial development, which is what is shown on the La Porte 2020 land use plan for this area. As this development occurs, the owner should be required to demonstrate that they are installing a water loop that satisfies pressure requirements in the area. The City also needs to complete the outer loop of the City. Constructing a water system with "loops" provides for more than one point to serve a given area so that a break in the system does not cut off service. A looped system also improves pressure distribution in the system. The following segments require completion: 1) the 12" line in Fairmont Parkway, 2) a 12" line in proposed Bay Area Boulevard, 3) a 12" line in the northern portion of Sens Road, and 4) a 12" line in the northwest corner of the City along S.H. 225. The waterline work in Sens Road should be coordinated with City roadway improvements and storm drainage improvements constructed by Harris County Flood Control District. The current City master plan for water was updated in 1984. Because of the changes in growth since that time, expression of interest from adjacent properties, and the revisions to the land use element of this document, the City should update the Master Plan for water distribution using state-of-the-art technology. Fire flow demands and the adequacy of pressure throughout the system can only be determined by computer modeling, which is beyond the scope of this Comprehensive Plan. Over time, water lines loose capacity to deliver water due to factors such as corrosion. The condition of the existing lines and their capacity to deliver water can only be determined by testing. These tasks should be part of the master plan update. Goals and Objectives GOAL 6.6 Assure that drinking water meets the highest standards for quality. OBJ. 6.6a: Treat water to standards and maintain water quality. Policy 1: The City contract requires that water purchased from the La Porte Area Water Authority meets or exceeds standards. Action 1: As required by the TNRCC, the City should continue to measure quality of water delivered. Page 6-70 "°""""' °"""""""""""""""""""' °""""""' •"' •.........La Porte Comprehensive Plan Update N 0.5 0 0.5 1 Miles LEGEND ELEVATED STORAGE TANK PUMPING STATION /V EXISTING WATER LINE PROPOSED WATER LINE FIGURE 6.2 WATER DISTRIBUTION SYSTEM �� GINEEItS \q rLnNNExs �,� ECONOIv�ST Wilbur Smith Associates Note: Lines 8" and smaller are not shown. UtilityInfrastructure Systems........................................................................................i Chapter 6 • OBJ. 6.6b: Coordinate oversight of the various water plants that provide potable water to the City. Policy 1: The City continually monitors the quality of the water being delivered to the City's distribution and storage system. Action 1: The City should continue the regular water quality -monitoring plan. OBJ.6.6c: Develop and maintain a master plan for water facilities, which extends to the Year 2020. Policy 1: The City should maintain a water master plan. Action 1: Request that the La Porte Area Water Authority develop or update a water master plan every 5 years. OBJ. 6.6d: Adopt the latest codes and standards. Policy 1: The City should adopt the latest codes and standards for the design and operation of water systems. Action 1: Adopt codes and standards related to back flow prevention. OBJ. 6.6e: Coordinate oversight of the various water plants that provide potable water to the City. Policy 1: The City maintains involvement in the operation of the water plants that provide water to the City. Action 1: The City should continue to hold regular meetings with the City of Houston to discuss water treatment issues. GOAL 6.7: Operate and maintain the water system such that all areas of the City have adequate water pressure. OBJ. 6.7a: Policy 1: Action 1: Action 2: Action 3: OBJ. 6.7b Policy 1: Ensure that sufficient pumps and storage facilities exist within the water distribution system to provide the required system pressure. The City should adopt the requirements of the State Board of Insurance for fire flow requirements. Begin implementing the improvements recommended in the March 1998 Claunch and Miller report on the Northeast Area Water System. Complete installation of the 12" outer loop along Fairmont Parkway. Complete loops on Bay Area Boulevard and other areas where the system is not currently looped. Develop an ongoing maintenance program to ensure safe effective operation of the pumps, lines and storage facilities. The City should maintain an up-to-date maintenance record on all facilities. Page 6-11 La Porte Comprehensive Plan Update•••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••+ Utility Infrastructure Systems Action 1: Periodically conduct safety inspections of the pump and water storage facilities. Action 2: Conduct periodic flushing of lines with special attention to dead end lines. GOAL 6.8: Conserve water usage. OBJ. 6.8a: Continue the water conservation plan. Policy 1: The current City policy is covered in the 1986 Water Conservation and Drought Contingency Plan. Action 1: The City adopted a code requiring that all new construction and remodeling incorporate water saving devices such as low flow toilets and shower heads. This requirement should be periodically reviewed and updated. OBJ. 6.8b: Develop an education program. Policy 1: The City should develop and implement an education/outreach program to inform the residents of the cost of water and the opportunities for conservation. Action 1: Implement a system of credits for water conservation. Action 2: Insert a mailer in the water bill pointing out the benefits of water conservation. OBJ. 6.8c: Promptly respond to repair leaks/water line breaks. Policy 1: The City has a response plan to provide for prompt response to reports of leaks breaks. A work management system for record keeping and performance standards is an integral part of the leak detection and response policy. Action 1: The City should continue the policy of quick response to leaks and breaks. Action 2: The City should continue the log system to record reports of leaks/breaks, the response time to repair, and the effectiveness of each repair. GOAL 6.9: Plan for long range water supply. OBJ. 6.9a: Assure that planning is in place to provide for future water needs. Policy 1: The City should make sure that water supply availability meets the requirements of the Texas Administrative Code, Section 290.45. Action 1: Document actions taken to assure an adequate water supply for future needs. Page 6-12 ••••••••••'••••••••••'••••""'•'•"•"•"•"'•••••'••••••••••••••••••••••••••'•LaPorteComprehensivePlan Update UtilityInfrastructure Systems...............................:.........................................................: Chapter 6 OBJ. 6.9b: Assure that infrastructure is in place to deliver water where needed. Policy 1: The City should update and maintain a master plan for the water system, which includes planning for supply and infrastructure needs now and in the future. Action 1: Inventory current location and spacing of all fire hydrants and gate valves in the City. A City utility map in GIS format would be useful in keeping the inventory and maintenance records. Action 2: Continue the policy of requiring all fire hydrant spacing be in accordance with appropriate TNRCC criteria. Action 3: Prepare and maintain a map accurately reflecting the water distribution system in GIS fonnat. Action 4: Complete construction of water mains in Fairmont Parkway, Sens Road, Bay Area Boulevard, along S.H. 225, and all other areas of the city necessary to maintain a complete loop system. . SANITARY SEWER SYSTEM The City can-ently maintains an extensive system of lift stations, force mains and gravity sewers. The City also operates a wastewater treatment plant located on South 0 Street at Cedar Bayou. This plant has a permitted capacity of 7.56 mgd. The most southeasterly portion of the City receives wastewater treatment capacity from the Gulf Coast Regional Water Authority (GCWDA). The City recently enlarged the service area that may be served by the GCWDA plant. The City contracts for 0.5 mgd of capacity in the GCWDA plant. The existing wastewater treatment plant was designed in 1980 and put in service in 1982. The plant was expanded to 4.2 mgd in 1986. The City received a permit extension for the existing wastewater treatment plant on April 29, 1998 (from Texas Natural Resource Conservation Commission) that expires February 1, 2001. The plant was designed as a 4.2 mgd plant based on a given BOD concentration of influent flow. Hitlorical influent records indicate a lower concentration of influent BOD, which has led the City to obtain a 7.56 mgd plant capacity rating from the TNRCC. The current plant should provide the City with adequate capacity through 2020. The ultimate capacity will depend on the peak wet weather flow and how the current rehabilitation program continues to reduce inflow and infiltration (Iln. The plant is an activated sludge plant which uses three mechanical brush aerators to provide aeration. Final clarification is provided in four 70-foot diameter final clarifiers. Return and waste sludge is returned in a R/WAS pumping station to the aerobic digester. There are six chlorine contact basins. Sludge is dewatered in a belt filter press with waste sludge cake and hauled by the City to a Type I landfill. Based on the current 7.56-mgd capacity of the WWTP and a Year 2020 population projection of 42,684, the City has adequate treatment capacity through Year 2020. Current Texas Administrative Code criteria require that the City begin planning for this additional capacity when average daily flows exceed 75 percent of the plant capacity. Based on flow data provided by the City, the average daily flows in certain Page 6-13 LaPorte Comprehensive Plan Update........................................:......................................i Utility Infrastructure Systems months exceed this limit. These criteria also require that plant capacity be constructed by the time average daily flow reaches 90 percent of capacity, When the capacity of the GCWDA plant is considered, design of an expansion should begin sometime after 2020 with construction probably not needed until 2030, The major elements of the wastewater collection system are shown on Figure 6.3 —Wastewater Collection System. The City recently completed significant improvements in the eastern portion of the City, eliminating some lift stations and improving existing lines. The City has adopted an Industrial Waste Ordinance that regulates the discharge of industrial wastes into the City's sanitary sewer system. The regulation includes two classes of industrial permits, wet industrial and dry industrial. The dry industrial permit is for discharges that have no unusual discharges and runs for three years. The wet industrial permit includes dischargers of effluent that is significantly higher in certain constituents than domestic household discharges. The wet industrial discharges are required to pretreat prior to discharging to the City's system. This could include actual pretreatment, holding for heat reduction, filtration, or grease traps. The wet industrial permit is valid for one year. Sanitary Sewer System Improvement Needs The Comprehensive Wastewater Collection and Treatmant Plan was completed in 1984. Since that time additional studies have been completed and the City has made many infrastructure improvements. In addition, the land use has changed. The City should update the master plan for sewerage collection and treatment plant to reflect the changes since the 1984 update and future improvements required to provide sewer service to remaining areas of the City. The two areas within the City where major collection system improvements aze needed are southwest of the airport and the most southeasterly part of the City. The December 1997 Turner Collie & Braden (TC&B) Report on the Southeast Sanitary Sewer Trunk Main presents one alternative, in two phases, for solving the problem in the southeasterly part of the City. The City should implement the TC&B recommendations or complete engineering on an alternative solution. The alternative solution would include possible change in` service area for increased capacity that may be obtained from the GCWDA plant. It is recommended that the city review or update the 1984 Wastewater Master Flan. The City should conduct detailed studies to determine appropriate infrastructure improvements. The option of constructing new trunk sewers and rerouting certain service areas could eliminate some of the existing lift stations. If development occurs consistent with the projected land use, there will be significant new sewage flow from the multifamily development along Bay Area Boulevard and Sens Road. The City of La Porte is pursuing a continued sanitary sewer rehabilitation program. This includes televising lines, slip lining, repair of service leaks, and smoke testing. The Public Works Deparhnent performs the rehabilitation on a continuing basis as the need arises and funding is available. Most of these t jobs are performed by City staff with certain specialty work performed by consultants or contractors. The Page 6-14 :...............................................................................La Forte Comprehensive Flan Update N 0.5 0 0.5 1 Miles LEGEND 34 LIFT STATION y SEWER MAIN NFORCE MAIN p FUTURE SEWER MAIN FUTURE FORCE MAIN N SERVICE AREA BOUNDARY ■ TREATMENT PLANT FIGURE 6.3 WASTEWATER COLLECTION SYSTEM cwEEEs PLANNERS ECONOMISL wasw Wi1bul Smith Associates UtilityInfrastructure Systems......................................................................................... Chapter 6 Public Works Department has recently prepared a summary report on one rehabilitation job that should be useful in future work. This report presents an evaluation of the work on reduction in infiltration. The wastewater treatment capacity of the 7.56 mgd 40 Street plant and the 0.5 mgd capacity available from the GCWDA should be adequate capacity for the City through 2020. The future expansion will depend upon the continued reduction of inflow and infiltration, and on changes in permit requirements by the TNRCC. Based on population projections, Table 6.5 — Projected Wastewater Treatment Capacity presents the future capacity needs of the City. TABLE 6.5 PROJECTED WASTEWATER TREATMENT CAPACITY La Porte Comprehensive Plan Update La Porte, Texas 2000 33,000 4,0 2005 35,200 4.2 2010 379500 4.5 2015 40,000 4.8 2020 42,700 5.1 2025 61,500 8.0 Existing Capacity * Based on 130 gpd per person There is a mobile home park south of Pecan Plantation and west of Canada which currently is not connected to the City's system. Sanitary sewer service should be provided to this area. The City has on -going infiltration/inflow (UI) studies as part of the current wastewater collection system upgrade. These investigations should continue in those portions of the City where infiltration is believed to be a significant contributor to waste flow. This study would indicate those areas where slip lining or other method of repairing the existing system is warranted and provide a basis for a capital improvement cost estimate. The average daily flow data indicates an increase in flow to the sewage plant during periods of significant rainfall. However, analysis of plant inflow over the last several years indicate a significant 1/I reduction. The flow data shows that the monthly maximum daily flow is approaching the permitted 2-hour maximum flow. This indicates that there is a great deal of infiltration into the wastewater collection system. The continuing I/I studies, should locate those areas where this is a significant problem. Page 6-I S LaPorte Comprehensive Plan Update•••••••••••••••••••••••••••••••••••••••••••••••••••••••^••••••••••^••••••••••' Utility Infrastructure Systems Goals and Objectives GOAL 6.10: Prevent infiltration into the sanitary sewer system. OBJ. 6.10a: Comply with applicable codes and TNRCC regulations concerning infiltration and inflow. Policy 1: The City should comply with all codes and regulations. Action 1: The City should continue to evaluate the existing system to determine infiltration problem areas. Action 2: The City should continue to implement a plan to repair the system in areas where infiltration is identified as a major problem. OBJ. 6.lOb: Have an ongoing maintenance/rehabilitation program to insure that all lines are properly maintained. Policy 1: The City should plan, fund and perform necessary rehabilitation of the existing wastewater collection system. Action 1: The City should continue to evaluate the existing wastewater collection system to determine which portions require rehabilitation utilizing both in-house monitoring and inspection and contracts with private consultants for analysis of unusual problems. Action 2: The City should continue a maintenance program (including a maintenance log) to assure regular maintenance of the system. Action 3: Prepare and maintain a map accurately reflecting the sanitary sewer system in GIS format. Action 4: The City should check manholes for structural problems and locations of lids relative to inundation during periods of rainfall. Inflow preventers for lids and grouting of cracks should continue to minimize inflow to the sanitary sewer system. GOAL 6,11: Utilize wastewater effluent rather than releasing it to the bay. OBJ. 6.11a: Use wastewater effluent for irrigation of public lands (golf course, public parks). Policy 1: The City currently irrigates Bay Forest Golf Course with treated effluent. Other uses should be found. Action 1: Continue use of treated effluent to irrigate the golf course and seek other uses in public and private areas of the City, such as cooling water. OBJ. 6.11b: Assure maximum achievable quality of effluent prior to discharge. Policy 1: The City currently, to the maximum extent feasible, uses the most current technology in treating wastewater. Page 6-16 •••••••••••••••••••••••••••••••••••••••••••'••••••......•...•.••.•.............La Porte Comprehensive Plan Update Utility Infrastructure Systems , , , ,090900 Chapter 6 Action 1: The City currently has two operators with Class A certifications. All Class B and C operators should seek additional training and Class A operators should be provided any opportunity to attend training courses covering new technology. Action 2: Update the wastewater treatment plant operations plan. GOAL 6.12: Ensure adequate treatment capacity. OBJ. 6.12a: Develop along -range plan for wastewater treatment requirements. Policy 1: The City should develop and maintain a master plan for wastewater that reflects requirements for additional expansion of treatment facilities, Action 1: Prepare a current master plan for wastewater treatment. Action 2: Continue sewer line rehabilitation to minimize infiltration and inflow so the existing treatment plant capacity rating can be maintained. OBJ. 6.12b: Regulate the use of the wastewater system and prevent dumping of unauthorized waste into the system. Policy 1: The City should minimize the existence of dumping or unauthorized connections to the system. This policy is covered by the Industrial Waste Ordinance and Industrial Waste Program, Action 1: The City should continue to monitor the influent into the plant and respond quickly to identify causes of variation in influent chemical composition. Action 2: Continue to require pretreatment of certain industrial waste before it is discharged into the municipal system. GOAL 6.13: Develop a City utility map. OBJi'6.13a: Create a utility map for the City. Policy 1: To effectively maintain and service the utility system, accurate information is necessary. Action 1: Contract with a consultant, proficient in application of Geographic Information System (such as Are Info), for preparation of a City GIS map. OBJ.6.13b: Include in GIS all attributes of utilities, adjacent property, and service connections. Policy 1: In order to serve the staff and residents, an accurate, user friendly, data base is necessary. Action 1: Compile tax records, property ownership, utility account numbers and other useful data for input into the GIS by consultant or City staff. Page 6-17 La Porte Comprehensive Plan Update...............................................................................r Utility Infrastructure Systems Action 2: Compile utility information such as pipe sizes, fire hydrant type, leak records, and manhole depths for input into the GIS by consultant or City staff. OBJ. 6.13c: Maintain the GIS by City staff. Policy 1: Give one department in the City the responsibility of keeping the GIS data base current. Action 1: Purchase one Sum Microsystem work station. Purchase appropriate Arc View software programs for use by the entire staff for viewing the data base. Action 2: Send two employees to Are Info training. This training could be provided by the consultant. GOAL 6.14: Assure adequate capital funding for infrastructure improvements. OBJ.6.14a: Ensure that adequate funding is available to implement the recommendations in the utility master plans. Policy 1: The City should consider adoption of impact fees to generate revenue for funding or recouping the costs of capital improvements or facility expansions necessitated by and attributable to new development. Action 1: Adopt impact fees for utility improvements. OBJ. 6.14b: Work with other governmental agencies to obtain funding to support infrastructure improvements. Policy 1: The City should maximize funding participation of County, State and Federal Agencies and private developers in construction of utility improvements. Action 1: Identify opportunities to obtain funding for drainage improvements from HCFCD for construction and maintenance of drainage improvements. Solid waste is currently disposed at the Waste Management Type I disposal facility in Baytown. Residential solid waste is collected and hauled by the City while commercial waste is collected and hauled by a contractor (BFI). The current waste generated by the City of La Porte is estimated as 2000 cubic yards (CY) of refuse, 800 CY of yard waste and 90 CY of recyclables per month. In addition to the regular residential collection, the City operates a voluntary public drop-off recycling center at the Public Works Service Center on N 23`d Street. The recycling center is operated each working day between 8:00 AM and 4:00 PM and on the V and 3'd Saturdays of the month with the exception of scheduled City holidays. The City adheres to mandatory separation of yard waste. City solid waste crews Page 6-18 ••••••••••••••••••••"••'•"•••'••••'•••••••••••••••••'••••••••••••••••••••••••LaPorte Comprehensive Plan Update Utilitv Infrastructure Svstems .................. - ------ Chapter 6 collect and haul heavy trash and yard waste to the Public Works Service Center. Organic waste is separated and composted while heavy trash, non -recyclable from the City Drop Off Center, and debris generated by the City from road and infrastructure projects is hauled by the'City solid waste crews to a Type IV landfill. The City holds a permit (Permit MSW-1765) for an 80-acre Type I facility located approximately 0.5 miles south of the junction of Bay Area Boulevard and Fairmont Parkway. The area is currently undeveloped and has a disposal capacity of approximately 2.4 million CY. Should the City decide to develop this site, modification to the permit may be required to upgrade the design to the then current regulations. Solid Waste Improvement Needs Based upon population projections for the Year 2020 of 42,700, the estimated waste generation will increase to 2700 CY of refuse, 1070 CY of yard waste and 120 CY of recycables. With this predicted increase the City may be faced with increasing disposal fees under the current solid waste management program. A number of alternative methods for solid waste management exist which may be utilized by the City for a more economically feasible program. These methods include additional options for residential collection and disposal, and additional options to increase and upgrade the recycling program. Currently, the city provides curbside collection and disposal at an independent landfill. At the current time, the most cost effective approach is to utilize an independent landfill and third party hauling, however, other options should include: • Contract with a commercial solid waste company to provide turn -key solid waste services; • City provides collection and hauls to a transfer station for bulk hauling to landfill by commercial contractor; or, • Development and utilization of the site currently permitted by the City with either: Commercial hauling company collection, or City, provided collection. The City's current recycling program consists of voluntary citizen drop-off at the Public Works yard. Recycling can reduce the quantity of waste which is collected and hauled for disposal; however, citizen support for recycling must be considerably higher than the current 5 percent for the drop off program. Markets to purchase recyclables may need to be located prior to implementing a City wide recycling program. Other options to the limited public drop-off at the Public Works are included in a staff report about a recycling program being reviewed by City Council. Those options include: • Commercial hauling company for curbside collection; • City provided curbside collection; • Public drop-off at locations strategically placed throughout the city; and • hrcrease the operating schedule at the existing recycling facility. Page 6-19 La Porte Comprehensive Plan Update................................................................................ Utility Infrastructure Systems A number of options are available if the City was to consider constructing and operating its own landfill. The current use of existing commercial landfills serves the needs of the City adequately. The City should keep the options open for use of the City landfill site by retaining the property and keeping the permit current. Possible options for the site may include the following: • Prepare a permit amendment to either increase the overall acreage of the landfill and/or redesign the configuration of the existing acreage to maximize the waste capacity and site life. • Own and operate the landfill for City use only or as a regional disposal facility. • Lease or sell the site to a commercial waste disposal company with certain retained rights to dispose the City's refuse for a certain period. • Should a reliable, cost effective, long term contract be available from a commercial disposal facility, sell the property for other uses. Goals and Objectives GOAL 6.15: Maintain effective refuse collection system. OBJ. 6.15a: Ensure adequate landfill space. Policy 1: The City should maintain an updated plan for refuse disposal through contracts with private out -of -city landfills. Action 1: Ensure that private landfills under contract are adequately permitted. Action 2: Continue to negotiate long-term contracts for refuse disposal, with options to extend. OBJ. 6.15b: Maintain adequate heavy trash pick-up. Policy 1: The City should continue to pick up heavy trash on a regular schedule. Action 1: Periodically survey residents to monitor satisfaction of refuse pickup. OBJ 6.15c: Provide the most cost effective recycling program to the residents. Policy 1: The City should maintain a cost effective recycling program. A recycling program has been developed and presented to council. Action 1: The City should consider the implementation of the developed curbside recycling program. Action 2: The City should consider applicable parts of recycling programs of other cities of similar size. GOAL 6.16: Improve the aesthetics of the refuse pick-up system. OBJ. 6.16a: Screen dumpsters. Policy 1: The City should provide for the screening of dumpsters. Page 6-20 ••••••••••••••••••••••••••'••••••••'••••••••••••••••..••••••••••••••••••••......La Porte Comprehensive Plan Update UtilityInfrastructure Systems............ a so* a&& a 08yove Soo Do* a of a 0 0 00#0 We*0 o**: Chanter 6 Action 1: Enact an ordinance requiring that all new dumpsters be provided with some form of visual screening from public thoroughfares. OBJ. 6.16b: Enforce ordinances. Policy 1: The City should enforce the ordinance governing how early trash can be placed for pick up. Action 1: Provide a phone number for citizens to call and report trash left on the curbside for an extended period of time. Action 2: The City should hire an individual to perform random inspections to ensure trash is removed from the curb. .7I[KI71L 11L 111►1 I] 11 IZYI_\ � Y Y!\ A lU I,:ZI),r/ IIU 111►Y Y. Subject to a Master Plan for capital improvements for the City of La Porte, a number of projects have been identified. Table 6.6 -Summary of Capital Improvements, presents the projects that should be considered. TABLE 6.6 SUMMARY OF CAPITAL IMPROVEMENTS La Porte, Texas La Porte Comprehensive Plan Update 1 Trunk sanitary sewer west of the Golf Course as presented in 1997 TC&B $2,0005000 report 2 Improvements on the Northeast Area Water System as recommended in the $400,000 March 1998 Claunch and Miller report. 3 Complete installation of the 12" water line outer loop along Fairmont $3505000 Parkway. 4 Complete water line loops on Bay Area Boulevard. $500,000 5 Install water line along State Highway 225. $400,000 Page 6-21 LaPorte Comprehensive Plan Update•••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••+ Chapter 7 Parks and Recreation ....................... Chapter 7 Purpose and Overview , The Parks and Recreation Element of La Porte's. Comprehensive Plan Update provides a statement of goals and objectives prepared by the Comprehensive Plan Steering Committee, with important input from citizens through a community forum. This element documents the parks and recreation facilities and improvements, identifies standards of development, assesses needs and priorities based upon standards and citizen input, and recommends a framework for development of a parks and recreation system designed to meet the current and future needs of the community. The primary focus of this element is on mechanisms to enhance and expand the parks, recreation and open space opportunities for all citizens and visitors of La Porte. This element is intended to identify the community's needs and priorities for the acquisition, development and long-term maintenance of an adequate parks and recreation system to meet the leisure and active recreation needs of the community into the 21" Century. The Parks and Recreation Element serves as a guide to the general locations and types of park areas and recreation facilities needed to adequately accommodate the existing and projected future needs of the community. The objectives of the Parks and Recreation Element are to accomplish the following: • Identify the goals and objectives of the community for attaining and managing a comprehensive system of parks and recreation areas; • Establish development and facility improvement standards; • Inventory the existing parks and recreation areas and facilities; • Assess the general need for neighborhood and community parks, mini -parks and linear linkages between parks and schools, neighborhoods, public facilities and other park user origins; • Describe alternatives, recommendations and guidelines for public and private decisions related to the use and preservation of open space for recreation; and, • Make recommendations for the acquisition, development and management of public spaces and facilities for active recreation and leisure -oriented uses. There are common parks and recreation planning principles that should be considered to ensure there is a balanced emphasis on the public and private sectors; indoor and outdoor opportunities; and the integration of space, services, and facilities. Principles to be instilled in the Parks and Recreation Element include: • All people should have equal access to recreational areas, activities, services, and facilities regardless of personal interest, age, gender, income, cultural background, housing environment, or handicap; • Public recreation should be highly coordinated among public institutions and private entities to avoid duplication and encourage cooperation; Page 7-1 ............................................ .....................................................................................................Parks and Recreation Chapter 7 • Public recreation should incorporate public services such as education, health and fitness, transportation, and leisure; • Facilities should be well -planned and coordinated to ensure adequate adaptability to future needs and requirements; • The availability of financial resources should be considered in all phases of planning, acquisition, development, operation, and maintenance of spaces and facilities. • Public participation is critical to the eventual success of the parks and recreation system and should, therefore, be included in all stages of the process; • The process should offer continuous opportunities for incremental evaluation and review; • Other existing plans that affect the area should be integrated into the final recommendations and ultimately in implementation; • There should be established procedures for acquiring land for future parks and recreation areas and facilities prior to development; and, • The design of spaces and facilities should encourage the most efficient utilization of land and consider the needs, desires, and opinions of the intended users. The goals and objectives for the Parks and Recreation Element of the Comprehensive Plan Update are outlined in this section. Goals and objectives were developed based upon citizen input received in public meetings and workshops held during the planning process. The stated goals and objectives are intended to provide direction for future community decisions regarding the provision and improvement of parks and recreation areas and open space and to identify priorities for development of a comprehensive parks and recreation system. The Mission of the Parks and Recreation Department is a strategic tool to assist in the development of the park and recreat on system for the City of La Porte. Your Parks and Recreation Department is dedicated to the provision and management ofsuperior parks and recreation facilities, innovative programs, and services which will provide our customers with pleasure and enrichment The ultimate goal for the Parks and Recreation Element is to identify, protect, and enhance the natural and built environment and image of La Porte by providing a diverse blend of parks and maintaining important open spaces, and opportunities for diverse recreational activities. The following goals and objectives were derived from the issues that were identified by citizens of La Porte in the plan development process. Page 7-2 :....................................................................................... La Porte Comprehensive Plan Update Parksand Recreation.................................................................................................. Chapter 7 Goal 7.1: Promote the conservation of natural resources through acquisition of parks and recreation areas, preservation of open space, and environmentally sensitive planning. OBJ.7.la: Be aware of environmentally sensitive areas, such as flood plains, wetlands, wildlife habitats, and areas with topographic conditions or severe soil limitations, and encourage conservation through development incentives, regulations and policies adopted by the City. Policy 1: The City should make an effort to protect and conserve its natural resources through preservation and development regulation. Action 1: Utilize Chapter 94, Floods, of the Municipal Code of Ordinances to regulate development within flood hazard areas. Action 2: Identify environmentally sensitive areas to acquire and preserve as public open space or recreation areas. Action 3: Utilize the City's Planned Unit Development (PUD) provisions to conserve and preserve natural resources, create urban amenities and provide greater open space while allowing economical land development. OBJ. 7.1b: Encourage the preservation of open space to enhance the livability, aesthetic quality, and natural beauty of La Porte. Policy 1: The City should encourage the preservation of open space through development incentives and conservation of natural areas. Action 1: Pursue development of a system of development incentives to encourage developers to preserve and dedicate open space easements, such as adjacent to arterial street rights -of -way, adjacent incompatible land use and other areas. Action 2: Study the feasibility of a density bonus schedule that rewards increased density for greater open space, increased setbacks, preservation of natural areas, provision of natural amenities and set -asides for wetlands and other sensitive habitats. OBJ.7.lc: Develop an implementation plan identifying conservation sites to be preserved and protected. Policy 1: The City should continue to protect and preserve important conservation areas such as Little Cedar Bayou and along Galveston Bay, Action 1: Utilize state and federal agency data to formulate a database and composite map of candidate conservation sites. Action 2: When possible, acquire priority conservation areas fee simple or protect them through conservation easements. Page 7-3 La Porte Comprehensive Plan Update.............................................................................. Parks and Recreation Chapter 7 Goal7.2: 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. OBJ.7.2a: Continue to provide adequate parks, recreation and open space opportunities for all persons recognizing the importance of accessible public facilities. Policy 1: The City should continue to provide adequate parks, recreation and open space facilities to equitably serve all geographic areas of the community. Action 1: Prepare a comprehensive parks master plan to assess specific areas of need, including parks, recreation and open space areas as well as future needs for park improvements and recreation facilities. Action 2: Pursue the acquisition of a sufficient amount of land to develop mini -parks, neighborhood and community parks, and linear linkages to serve the active and passive recreation needs of all citizens. Action 3: Involve citizens in the planning and design of parks and recreation areas and facilities to meet specific needs and desires and ensure equal accommodation of all persons. OBJ 7.2b: Provide a geographic distribution of parks and recreation facilities that will provide equal opportunity and access for all citizens. Policy 1: The City should work to provide an even distribution of parks and recreation facilities and open space throughout the community to equally serve all citizens. Action 1: Based on NRPA park standards, the City should work toward acquisition and development of additional community parks to provide full service area coverage of the City. Priority should be based on the residential areas that are not within an existing community park service area. Action 2: Based on NRPA park standards, the City should work toward acquisition and development of additional neighborhood parks to provide an even distribution of neighborhood parks and recreation facilities throughout the City. Priority should be based on the residential areas that are not within a reasonable distance of an existing neighborhood park. Action 3: The City should work toward acquisition of excess rights -of -way, vacated alleys and easements, areas beneath overhead power lines, irregularly shaped parcels and other non -developable parcels for utilization as mini - parks and/or public open space. Action 4: The City should work toward acquisition and development of linear linkages to connect each of the mini -parks, neighborhood and community Page 7-4 :....................................................................................... La Porte Comprehensive Plan Update Parksand Recreation.................................................................................................. Chapter 7 parks, and public open spaces to provide a safe and convenient route from neighborhoods and between parks. OBJ. 7.2c: When economically feasible, the City should acquire or reserve an in identified future growth areas well in advance of ensuing development to ensure availability, protection, and reasonableness of cost. Policy 1: The City should utilize the Parks and Recreation Element to identify areas of need for parks, recreation and open space, and subsequently acquire or reserve land in advance or through the development review process. Action 1: Identify the amount of acreage of parks, recreation and open space needed to support the projected population of future growth areas utilizing either national or local development standards. Action 2: Utilize the park dedication requirement to acquire lands for public parks and recreation purposes. OBJ.7.2d: Encourage and promote recreation activities, cultural activities, community activities, and special events to enhance recreation and education opportunities for citizens and attract tourism and visitation to the City. Policy 1: The City should continue to develop a diverse system of park facilities and recreation programs to meet the desires and needs of citizens and visitors of La Porte. Action 1: The City should encourage the private development of recreational activities such as a bowling alley, skating rink, movie theater and an indoor sports facility. Action 2: The City should work with the Chamber of Commerce, Main Street Association, and other civic groups to assist and promote the organization of annual community activities such as sports tournaments, festivals, outdoor concerts, fairs and other special events. Action 3: The City should work toward the development of a community theatre with musicals, plays and other live performances. Policy 2: The City should expand and enhance its youth and recreation programs to meet the future needs of the community. Action 1: Coordinate with the La Porte Independent School District to expand after school programs for youth to include a range of activities for all ages. Action 2: Advertise and promote youth and recreation programs to inform the public of available programs and activities. Action 3: Solicit and support development of a YMCA or similar facility. Action 4: Provide adequate resources for youth programs to support organization and coordination efforts. OBJ.7.2e: Encourage and promote youth sports facilities and youth related recreation activities as a central focal point of the Department. Page 7-5 La Porte Comprehensive Plan Update..........................................:....................................: .....................................................................................................Parks and Recreation Chapter 7 Policy 2: The City should continue to foster recreational activity and programs for the youth of La Porte. Action 1: Work with youth sports ,associations to continue to develop facilities for recreation activities including baseball, softball, soccer, football, swimming, livestock show and rodeo activities, and basketball. Action 2: Continue to develop facilities at City parks for youth and adult recreational tennis, swimming, biking, bicycle, in -line skating, shuffleboard, fishing, picnicking, hiking, and other demand -based activities. Goal 7.3: Create and maintain an accessible parks and recreation system for enjoyment by residents and visitors alike. OBJ. 7.3a: Implement along -range program for expansion and development of La Porte's parks and recreation system. Policy 1: The City should prepare and adopt an implementation program for the development of an adequate parks and recreation system. Action 1: Continue to provide adequate funding in the annual capital budget to acquire, develop, and renovate parks and recreation areas, facilities and improvements. Action 2: Continue to provide adequate funding in the annual operating budget to enhance, improve and maintain the existing public parks, recreation and open space. Action 3: Utilize the Parks and Recreation Element to identify general areas of need to acquire and develop parks and recreation areas and facilities. Action 4: Establish parks and open space standards and incentives for new development for inclusion in the City's Subdivision Ordinance. Goa17.4: Establish cooperative agreements and coordinated efforts with other 11 governmental jurisdictions, educational bodies, and private sector entities. OBJ.7.4a: Continue development of a mutually beneficial relationship with the La Porte Independent School District (L.P.LS.D.) to include feint acquisition of land and effective use of school and municipal buildings and facilities, which will result in higher quality recreation opportunities at a more reasonable cost to the taxpayer. Policy 1: The City should cooperate with the La Porte Independent School District to acquire and maintain public parks and recreation areas, as appropriate. Action 1: The City should work toward establishment of a joint agreement with the La Porte Independent School District to form a partnership regarding Page 7-6 :....................................................................................... La Parte Comprehensive Plan Update Parksand Recreation.................................................................................................. Chapter 7 acquisition, development, use and maintenance of public parks, recreation areas, buildings and facilities. OBJ.7.4b: Continue to establish and develop new partnerships with Harris County and the cities of Deer Park, Pasadena, Shoreacres and Morgan's Point to acquire, develop, operate, and manage semi. regional parks and recreation facilities, activities, programs, and conservation areas. Policy 1: The City should seek opportunities to partner with adjacent jurisdictions to develop and operate regional parks and recreation areas and facilities. Action 1: Identify opportunities to partner with adjacent jurisdictions to fulfill the parks and recreation needs of the La Porte area. Action 2: Jointly sponsor applications for state and federal programs such as TEA-21 Enhancement Funds to develop regional facilities such as a multi - jurisdictional bikeway network. Action 3: Coordinate the planning and development of a regional bicycle and pedestrian system, including on -street bikeways and bike lanes and off- street hike and bike trails. OBJ. 7.4c: Encourage private sector participation in the provision of parks and recreation opportunities. Policy 1: The City should establish programs and incentives to encourage private sector participation in providing parks and recreation areas and facilities. Action 1: Utilize the Planned Unit Development (PUD) provisions to encourage development of parks and recreation areas and preserve the natural environment in exchange for increased density. Action 2: Continue to utilize the requirements for parkland dedication or fee in lieu of dedication. Goa17.5: 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. OBJ. 7.Sa: Incorporate assessment and inclusion of the existing conditions of all parks and recreation areas, facilities, and improvements in the City's ongoing Capital Improvement Program. Policy 1: The City should ensure that all parks and recreation areas are in good physical repair, handicap accessible, and safe. Action 1: Continue to annually conduct a physical condition assessment of the existing parks and recreation areas and facilities to identify improvements and determine the level of annual financial commitment required to adequately maintain existing facilities. Page 7-7 LaPorte Comprehensive Plan Update...............................................................................: we .....................................................................................................Parks and Recreation Chapter 7 Action 2: Continue to inspect the physical and structural repair of all recreational buildings and improvements, including restroom facilities, bleachers, court surfaces, sidewalks, parking areas, play equipment and other facilities. OBJ.7.Sb: Continue preparation of an annual improvement program with priority improvements, time frames, and a source of funds. Policy 1: The City should continue to maintain a safe and well -maintained parks and recreation system. Action 1: Continue an implementation program with prioritized improvements based upon criteria such as safety hazards, level of use, and other practical operating and maintenance criterion. Action 2: Continue a scheduled (routine) parks and recreation inspection, maintenance and repair program with assigned personnel and task checklists. Goal7.6: 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. OBJ.7.6a: Promote water activities and programs such that all persons have equal access and opportunity to enjoy the recreational value of local water resources. Policy 1: The City should seek to improve and enhance its water -related activities and programs by providing additional facilities and improvements. Action 1: Work with Harris County Precinct 2 and other governmental and civic entities to enhance the attraction of Sylvan Beach by creating a boardwalk along the shore, developing a marina with boat slips, and enhancing the park and open space areas, if economically feasible. -Action 2: Continue to improve public access to Galveston Bay with recreation easements, fishing piers and public beach activity areas. Action 3: Continue to work with Harris County Precinct 2 and other governmental and civic entities to study and evaluate the feasibility of breakwater and beach improvements. If desirable and feasible, subsequently seek local, state and federal funding assistance to construct the improvements. Action 4: Continue to provide recreation centers and meeting rooms in parks for neighborhood meetings, civic clubs and community organizations. Page 7-8 :....................................................................................... La Porte Comprehensive Plan Update Parksand Recreation.................................................................................................. Chapter 7 Goal7.7: 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. OBJ. 7.7a: Identify potential greenbelt corridors, bicycle and pedestrian trails and routes, and linear parks to provide a safe and secure connection between parks and recreation areas and facilities. Policy 1: The City should consider dedication of the necessary resources to develop a citywide network of greenbelts, on -street bikeways and bike lanes and off-street hike and bike trails, when economically feasible. Action 1: Work toward identification of minor arterial, collector and local residential streets that are suitable for bicycle traffic. Action 2: Work toward identification of rights -of -way, easements, natural drainage ways, streams and bayous that are suitable for development of hike and bike trails. Action 3: Work toward provision of interconnecting trail segments to link major destinations, such as parks, schools, public buildings and facilities, and major employers. Action 4: Utilize the conservation areas along Little Cedar Bayou and other waterways as greenbelt corridors. Action 5: Work toward preparation of a strategic implementation plan identifying the policies and procedures to acquire recreational easements and/or rights -of - way. Action 6: Encourage the use of alternate transportation modes in senior communities with connections between specific activity centers. Goa17.8: Assist in the preservation and enhancement of the education, appreciation, and preservation of local historic and cultural resources. OBJ.PTO a: Support historically and culturally significant programs, activities, museumsI buildings, and districts through ►and use and development regulations and adopted public policy. Policy 1: The City should continue to provide financial support and assistance to preserve the rich historical and cultural significance of the community assets. Action 1: Assist in the development of a "tourist trail' connecting monuments, museums, and landmarks that are of local significance to the cultural, architectural, and historic value of La Porte. Page 7-9 La Porte Comprehensive Plan Update...............................................................................: Parks and Recreation Chapter 7 Action 2: Work to increase public awareness of local heritage through the incorporation of historic and cultural value into park and recreation activities and programs. Action 3: Provide, operate, and maintain public recreation facilities and programs that promote tourism and cultural activities. EXISTING PARKS AND RECREATION SYSTEM Development of the Parks and Recreation Element for the Comprehensive Plan Update inc]uded analysis and evaluation of La Porte's existing parks and recreation system and future needs to accommodate the projected future population. The City is served by a system of areas and facilities that provide opportunity for a range of recreational activity for residents and visitors in La Porte. The La Porte parks and recreation system includes a total area of approximately 178 acres of land in 6 community parks, 11 neighborhood parks and 3 special use facilities. Existing city parks are depicted on the parks and recreation facilities map shown in Figure 7.1 — Existing Parks and Recreation System. The basis. for establishing an adequate parks and recreation system is the availability and condition of the existing parks and recreation areas. To assess the projected future need for additional land, facilities, and improvements, it is essential to first determine the level of service provided by the existing parks and recreation system. Subsequently, the level of sufficiency or deficiency of the existing system can be determined to assess the current need prior to projecting the future parks and recreation system needs. In addition to the parks and recreation areas owned and managed by the City of La Porte, there are school playgrounds that provide additional recreation and open space that is available to residents and visitors of the La Porte area. The City of La Porte and the La Porte Independent School District have a cooperative agreement that allows joint use of city and school recreation facilities. Also, there are five park facilities and one neighborhood pool that are owned and maintained by homeowners' associations, which total 10.5 acres. These privately held parks are shown in Figure 7.1 — Existing Parks and Recreation System, and include the following: Park Size (acres) Bayside Terrace Park 0.413 acre East Fairmont Park 1.9 acre Shady Oaks Park 3.13 acres Shady River Park 2.3 acres Shady River Pool 1.6 acre West Fairmont Park 1.2 acre Total 10.543 acres Characteristics of the existing city parks and recreation facilities are included in the La Porte Parks and Recreation Departmental magazine and summarized in the following paragraphs. Page 7-10 :....................................................................................... 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III I� e Bay Foeert Co]FCoun '� j_ � � IIr � I _' Bnyp t , � h�� II � � � � t du.strial D fric< t�� I � � � - - � � 11 � � /!� I 1 j I !li, i ,� Mc _ Rd � � \in\u � n �� 4 � LEGEND i 1 unll Iu ■ ni\ui\tn\rn\ul � ■ PIIBISC PARKS AND RECREATION FACdrI'�S ��GA'ERRS �',;1.� )horeA e I pT.ANNRAC jv ■ PRNATE PARKS AND RECREATION FACQ.ITIFS � ECONOMI ° _ _.. - � Itll L�.. ii a a i' nnn Ewa ■i � �caRPORATEcmRTs i Mi11s Wilbur Smith Associates o.s o os i s Bnyp tT nal .r }, OIITSmE OF CORPORATE LIl191'S i f[8d_agbFF1PZ1 Parksand Recreation.........................................................................:........................ Chapter 7 Brookglen Park — Located at 3324 Somerton, this city facility consists of 2 acres containing two baseball practice fields. This park also has a swimming pool, various pieces of playground equipment, a sand volleyball court and a recreation center. Central Park —This park has a lighted roller hockey court, which provides the neighborhood you with a facility during the short daylight hours of winter. The park also has a picnic area, swimming pool and a civic center. It is located at the corner of San Jacinto and G Street. Creekmont Park -This 3.5-acre park, dedicated by the developer ofthe Creekmont Subdivision in 1983, contains a baseball practice field, basketball court, and playground equipment. The park is located at 700 Willow Creek. Fairmont Park — In 1976 a little league baseball complex was constructed in Fairmont Park. Additionally, the park contains a swimming pool, three soccer fields, a recreation building and playground equipment. The 17.7-acre facility is located at the corner of Farrington and Collingswood. Fourteenth Street Park —This 2.4-acre facility provides a heavily wooded environment that is perfect for picnics and family outings. The park has a playground and is located at 500 N. 14`s Street. Glen Meadows Park —Located at 5100 Valleybrook, this 8.13-acre park provides aone-half mile walking jogging trail with exercise stations, a playground, and four practice baseball fields. Little Cedar Bayou Park —Located at 600 S. Little. Cedar Bayou Drive, this 48.7-acre community park has two tennis courts, four youth softball fields, and two soccer fields (one lighted). The main attraction of the park is a 350,000-gallon wave pool, which is a regional destination. The park also provides a large picnic area with horseshoe pits. The undeveloped part of the park includes a forested walking trail along Little Cedar Bayou leading to Galveston Bay. Lomax Park —This park, located at 1508 Lomax School Road, offers a covered. rodeo arena. The. 10-acre park also has a meeting room that is rented to the public for special events and used as a monthly meeting place by youth sports associations in La Porte, Northside Park —This 2.7-acre park contains a lighted softball field as well as an open-air lighted basketball pavilion, playground and park service equipment. The park is also home to the Jennie Riley Civic Center and the Charles Walker Annex. Northside Park is located at 322 N. 4`h Street. Northwest Park —Located at 10200 N. "P" Street, this 35-acre park contains six -lighted soccer fields and a zero depth swimming pool. The La Porte Soccer Association has hosted numerous state tournaments at this facility. , Ohio Street Park —This 0.93-acre neighborhood park is located at 300 S. Ohio Street. The park serves as a passive park with facilities including playground equipment and park benches. Page 7-]I La Porte Corraprehenslve Plan Update......................................................................:.......r. - - ----.....................................0a.Iaa--------•---.................Parks and Recreation Chapter 7 Pete Gilliam Park — Located at 200 N. Holmes Street, the park was named after a neighborhood gentleman who maintained the property for neighborhood children to play baseball. The park has a baseball practice field, playground equipment, a picnic area and flowerbeds. Pfeiffer Park -This 1.2—acre neighborhood park is located at 900 South Virginia Street and provides recreational activities for children of all ages. The park has playground equipment designed for toddlers and grade -school children and for the older children there is a basketball court and picnic area. Sylvan Beach Park —This 5-acre park segment offers a spectacular view of Galveston Bay. Located on the shores of the bay, this community park has playground equipment and large picnic areas. A lighted fishing pier that extends almost one -quarter mile into the bay is operated under a joint venture agreement with Harris County Precinct 2, and is a major attraction. Tom Brown Park —Located on S. Lobit Street, this 0.57-acre park, similar to the Pete Gilliam Park, has the distinction of being named after a neighborhood citizen. The park offers a wide variety of playground equipment and a picnic area. Seabreeze Park —This 3.8-acre bay front park site is located at 1320 Bayshore Drive. Amenities include a 422 ft. fishing pier, playground and park service equipment, a pavilion for large gatherings, ndividual picnic shelters, restrooms, and parking facilities. The park is available to La Porte residents and guests, only. West Side Community Park Property —The City has purchased a 33.65-acre community park in the western area of the community. The community park is located between Fairmont Parkway and Spencer Highway and between Underwood Road and the west city limits. Plans for the park are undetermined to date. Parks and Recreation Development Standards Standards provide a measure for determining the amount of parks, recreation and open space needed to meet the current and projected future demands of the City's citizens and visitors. Parks and recreation standards are typically expressed in terms of acres of land dedicated for parks, recreation and open space use per unit of population, such as 0.5 acre per 1,000 persons. While general standards are useful, it is important to establish standards that are based upon unique local considerations, such as participation trends and projections, user characteristics, demographics, climate, natural environment, and other considerations. Values related to leisure and recreation are unique to each municipality therefore; the standards should represent the interests and desires of local park users. The National Recreation and Park Association (NRPA) published the Recreation, Park and Open Space Standards and Guidelines to establish nationally applicable criterion for the provision of parks and Page 7-12 :....................................................................................... La Porte Comprehensive Plan Update Parksand Recreation.................................................................................................. Chapter 7 recreation facilities and open space. These standards are a guide for parks and recreation planning. The uniqueness of La Porte as a bay front community within a major metropolitan area justifies preparation of standards that address the specific needs and requirements of the community. The adopted standards should closely reflect the values and interests of the city's parks and recreation users. Preparation of unique local standards, however, will require thorough evaluation of the above considerations, beyond the level of analysis conducted as part of the comprehensive planning process. Park Classification System and Development Standards A variety of sizes and types of parks and recreation facilities and activities are recommended to satisfy diverse individual interests, ensure adequate and equal opportunity, and ultimately encourage use by all population groups. An adequate blend of facilities include: • Mini parks intended for passive recreational use of immediate property owners such as in apartment complexes and retirement communities; • Neighborhood parks to be used by the residents of one or more nearby neighborhoods for active recreation and playground use; • Community parks providing a variety of facilities and intended uses including passive and active recreation such as athletic courts, swimming pools, ball fields, walking/jogging paths, nature trails, picnic areas, and assembly events; • Linear parks which may be for passive or active recreational use and often may serve as a linkage between two or more parks and recreation areas and connecting to neighborhoods and schools; and, • Special use facilities that are unique additions to the local parks and recreation system and may include such uses as a public or private golf course, water theme park or other locally significant facilities. The suggested standards from the National Recreation and Parks Association are illustrated in Table 7.1 - NRPA Development Standards. As noted, the system of mini, neighborhood, community, linear and special use parks are outlined along with the description of desirable size and service population. Needs Assessment To assess the adequacy of the existing parks and recreation supply, it is necessary to look at existing population, the supply of parks provided by existing facilities including planned improvements or expansions, and relate them to planning standards for desirable levels of service for parks and recreation. In addition, it is necessary to consider forecasts in future population to determine future parks and recreation needs and to identify deficiencies to address the needs of the system. Page 7-13 LaPorte Comprehensive Plan Update...............................................................................: ....................................................................................................Parks and Recreation Chapter 7 TABLE 7.1 NRPA DEVELOPMENT STANDARDS La Porte Comprehensive Plan Update La Porte, Texas Use Service I• 111 Desirable Population Characteristics Mini -Park Specialized facilities Less than 1/4 1 acre or less 0.25 to 0.5 Within neighborhoods serving concentrated mile radius. and close to apartments, or limited population townhouses, or housing or specific group such for the elderly. as tots or senior citizens. Neighborhood Area for intense 1/4 to 1/2-mile 15+ acres 1.0 to 2.0 Suited for intense Park recreation activities radius serves a development, easily such as field games,. population up to accessible, centrally court games, crafts, 5,000 persons (a located in neighborhood, playgrounds, skating, neighborhood with safe walking and picnicking, wading area). bike access, may also be pools, etc. - a school playground Community Areas of diverse 1 to 2 mile 25+ acres 5.0 to 8.0 May include natural Park environmental quality radius (Serves features such as water may include intense or several bodies, in areas suited combined recreation neighborhoods). for intense development. areas such as athletic, Easily accessible to all complexes, large areas of the community. pools, and areas for walking, viewing, siting, picnicking, etc. Linear Park Area for hiking, No applicable. Width should Variable Manmade corridors such biking, jogging, standard. be sufficient as utility rights -of -way, hoyseback riding, to protect greenbelts, ridgeline or canoeing, and similar resources and bluff areas, water bodies, off-street activities. provide ditches, canals, and maximum abandoned RR lines. use and safety. Special Use Areas of a specified No applicable Width should Variable Specific to the intended Facilities activity, such as golf standard. be sufficient use. courses, zoos, to protect conservatories, bird resources and sanctuary, nature provide - reserves, theme parks, maximum equestrian activities, use and and otherspecial uses. safety. Source: National Recreation and Park Association, 1987. Page 7-14 :....................................................................................... La Porte Comprehensive Plan Update Parks and Recreation.................................................................................................. Chapter 7 d` The assessment of need for neighborhood and community parks varies according to the purpose and use of the park facilities. Community parks are intended to function on a large-scale basis serving the parks and recreation needs of the entire community. Community parks are typically large in size (minimum 5 acres) and include facilities and improvements for citywide activities and assembly events, i.e. picnic areas, walking/jogging trails, ball fields, and others. Ensuring adequate and equitable recreation and leisure opportunity for all citizens is the objective of community parks. The use of neighborhood parks is intended for the residents of adjacent neighborhoods. Having service areas that encompass the entire city is not as important for neighborhood parks as it is for community parks. The focus of neighborhood parks is the residential neighborhoods within a reasonable walking distance of the park. Complete service area coverage of the City is not necessary for neighborhood parks, rather it is more important to have a well distributed system of neighborhood parks to serve the parks and recreation needs of nearby residents. An acceptable walking distance to neighborhood parks is typically 4 to 8 blocks. Existing Resources Versus Projected Need Based on available information relating to existing conditions, data was compiled to indicate the existing parks and recreation supply available to the citizens of La Porte. The inventory includes existing and planned city parks and school playgrounds. These areas have been categorized according to the planning standards for parks and open space recommended by the National Recreation and Park Association. There are a variety of methods that maybe utilized to assess the need for parks and recreation areas and facilities. The two more common approaches are the standard -based and demand -based methods. The level of sufficiency of the existing parks and recreation system may be determined by applying standards (standard -based) or by soliciting extensive community input (demand -based) to identify the specific parks and recreation needs and priorities of the community. The metliod utilized to assess the need for additional parks and recreation areas and. facilities in La Porte was a combination of the standard -based and demand -based approach. The demand -based approach entailed collection of citizen input through small group workshops during a community forum, key person interviews, and input from a Comprehensive Plan Steering Committee. Utilizing the standards established by the National Recreation and Parks Association (NRPA) as a measurable benchmark, acreage of parks and recreation areas needed in La Porte are displayed in Table 7.2 - Recommended Parks and Recreation Area Standards. The need for additional parks and recreation acreage is determined by applying the recommended national standards to the existing and projected future population. Page 7-15 LaPorte Comprehensive Plan Update...............................................................................: ....................................................................................................Parks and Recreation Chapter 7 TABLE 7.2 PARKS AND RECREATION ACREAGE NEEDS La Porte Comprehensive Plan Update La Porte, Texas Source: Wilbur Smith Associates,. 1999. Based upon a 1998 population estimate of 32,822 persons, according to national standards, the City should have a range between 206 acres and 346 acres of parks and recreation areas, as shown in Table 7.2 — Parks and Recreation Acreage Needs. The City owns a total of 178 acres, which is 64 percent of the recommended need, based on national standards. The City parks include 6 community parks totaling approximately 148 acres and I I neighborhood parks totaling approximately 30 acres. Based upon national standards, to meet the current need the City needs to acquire and develop 98.5 acres of parks and recreation areas. It is also important to note that there are six privately owned and maintained neighborhood parks and recreation facilities that fulfill a portion of the overall need. These six areas are distributed throughout the community and total 10.5 additional acres. In addition, the Bay Forest Golf Course is a_ 170-acre special use facility that also contributes to meeting the overall recreation need in La Porte. Since La Porte is located within close proximity to Houston, the need for a regional park is not necessary due to the number of large regional parks and recreation areas throughout the greater Houston metropolitan area. Regional or specialty parks are served by state parks, national wildlife refuges, and other regional recreation facilities located within one hour's driving time of La Porte. These other regional and specialty recreational facilities and needs are served by the Texas Parks and Wildlife Department, National Park Service, and other State and Federal agencies. To meet national standards for mini parks, neighborhood and community parks, the City is currently deficient in the provision of each classification. Displayed in Table 73 — Park Resources v. Demand, is a tabulation of the existing supply of parks, the recommended supply and the level of sufficiency or deficiency. Sixty one percent of the neighborhood park demand is currently met, 69 percent of the community park demand is met and zero percent of the recommended mini -park demand is met by the existing parks and recreation system in La Porte. With the addition of the privately owned homeowners,' association parks, the City meets 82 percent of the need for neighborhood parks. The standards for special use facilities, such as a golf course, are variable. The Bay Forest Golf Course meets a specialized local demand for this type of recreational activity that would otherwise be unmet if it did not exist. Page 7-16 :....................................................................................... La Porte Comprehensive Plan Update Parks and Recreation.................................................................................................. Chapter 7 TABLE 7.3 PARK RESOURCES V. DEMAND La Porte Comprehensive Plan Update La Porte, Texas Mini -Park 0 acres 12.5 acres (12.5) acres Neighborhood Park 30 acres 49.5 acres (19.5) acres Community Park 148 acres 214.5 acres (66.5) acres Golf Course (special use) 170 acres 170 acres Private parks 10.5 acres 10.5 acres Source: Wilbur Smith Associates. To meet the demand of a projected future Year 2020 population of 42,684 persons, the City will need the following acreage of parks and recreation areas: • 16 acres of mini -parks • 65 acres of neighborhood parks • 280 acres of community narks • 361 Total Acres Future anticipated growth and the nature and locarion of this growth will dictate the necessity to continue to expand and provide increasing numbers of acres of land dedicated for parks and recreational use. Based upon a projected population of 42,684 persons in the Year 2020, La Porte will need a total inventory of parks and recreation areas of 361 acres. To satisfy the estimated projected demand for parks and recreation areas and facilities, based upon recommended national standards, the City will need to acquire and develop 9-acres per year to the Year 2020, Service Areas Evaluating service areas is an effective means of identifying geographic areas that have sufficient park areas available, but more importantly to identify those in need of additional parks and recreation areas and facilities. Community parks have a primary service area of one (1) mile, meaning that a majority of persons utilizing community parks typically reside within one (1) mile. The secondary service area extends two (2) miles from the park to account for park user patterns associated with the types of activities and facilities available in the community parks. Figure 7.2 -Community Park Service Areas, illustrates the primary and secondary service areas of La Porte's six community parks, including Fairmont Park and Recreation Center, Little Cedar Bayou Park, Lomax Park, Northwest Park, Sylvan Beach Park and West Side Community Park. As exhibited in this illustration, the most densely populated areas of the community are within the service areas of the existing community parks. However, the southernmost area on either side of South Broadway, the north Page 7-17 La Parte Comprehensive Plan Update.............................................................................. �. .................................................................................................Parks and Recreation Chapter 7 side of the original town area, and the central portion of the community on either side of Sens Road (Bay Area Boulevard extended) are not adequately served by the existing community parks. The intended use of neighborhood parks is to provide residents with ample opportunity for both passive and semi -active recreation activity within close proximity to their homes. The method of determining the need for neighborhood parks is quite different from an assessment of need for community parks. Whereas community parks are designed for large-scale, community -wide events and activities, neighborhood parks are intended to meet the daily recreation needs of nearby residents. The level of activity is limited as a result of the size and location of these parks and the equipment and facilities available. Neighborhood parks should be within short walking distance (one half mile or less) for the residents of one or more neighborhoods thereby encouraging use and promoting convenience, ease of access, and safety for neighborhood children. 1'he size. of neighborhood parks vanes according to the avallabihty of property, method and trmmg of acquisition, and intended use. One or two vacant lots or several acres may each adequately serve the needs of a neighborhood if there is an even distribution of parks and sufficient facilities and equipment available. National standards recommend a minimum neighborhood park size of 5 acres assuming an adequate and even distribution across the city. Although a 15-acre park may accommodate ball fields and larger recreation and open space areas, three parks that are five acres in size may equally serve the need while providing a broader distribution of neighborhood parks. Illustrated in Figure 7.3- Neighborhood Park Service Areas, are the effective service areas of the eleven neighborhood parks in La Porte; including Brookglen Park and Recreation Center, Central Park and Evelyn Kennedy Center, Creekmont Park, Fourteenth Street Park, Glen Meadows Park, Northside Park, Ohio Street Park, Pete Gilliam Park, Pfeiffer Park, Seabreeze Park and Tom Brown Park. In addition to the neighborhood parks are the service areas of the six community parks as well as school properties. The school sites included in the analysis are Bayshore, College Park, La Porte, Lomax, Reid and Rizzuto Elementary Schools, Baker, La Porte and Lomax Junior High Schools, and La Porte High School. Schools provide an assortment of playgrounds, athletic courts and fields, and open space which, for all intents and purposes, help to meet the citywide demand for parks and recreation areas and facilities. The community parks are shown because they serve as neighborhood parks for the adjacent neighborhoods. The service area for neighborhood parks and related areas is divided into primary and secondary areas. The primary service area is one -quarter mile ('/<) and the secondary service area is one-half (%) mile. As displayed in Figure 7.3 — Neighborhood Park Service Areas, the service area coverage of the existing neighborhood parks is distributed throughout the most densely populated areas, however there are several areas that are not within near proximity to an existing neighborhood parks. Achieving a system of neighborhood parks that is uniformly distributed throughout the city may be accomplished in several ways, including pre -development acquisition by the city, dedication requirements concurrent with subdivision approval, public/private partnerships, and other strategies. While the provision Page 7-18 :..........................................................................Mae moves Mass* La Porte Comprehensive Plan Update 0.5 0 0.5 1 1.5 Miles uayport'lbrminal LEGEND - COMMUNrCY PARK PROPERTY PREKARY SERVICE AREA (1 MR.E) SECONDARY SERVICE AREA (2 MII,FS) i"': coRPORATE ErnRTs ��.�c OUTSIDE OF CORPORATE LiMiT'S FIGURE 72 COMMUNITY PARK SERVICE AREAS GINEERS PLANNERS �� ECONOMIS Wilbur Smith Associates MAV 018:10 ' •e•t■t•um■t•tn•tu■tn•unuuty i a S rSan Jacinto Bay •t.,•, �, - Batticground w, v / •7t IndiLlStrial D rtrrcc � �___ �t t•yquumWty FIGURE 7.3 7f ■ • 4q ;� Ali II •4. n■� top NEIGHBORHOOD •, �� •tir.� j1aa.� Ito..,.� ship - PARK zz5.\ c� •■ Stan c a ■ r. . ,.r.,.,a r Inc I fi 11 l�5 �o — SERVICE VICE AREAS NI cd? - l 1 J T ��r 'I LZ tILA , 91 L1��1' iI 11 1 T •- I 4 F — -.. 1� r� l !F ,y 9 I Como l Slordi'7. Si r IK � 1 linIth i�'' 1=�da��a� � �L1g� I' y ri ri � _ Croelmront I11�Ti �r �� lr l�ll _I lrI Fourteenth se Bard 1W; CUt - rVIJ` Pete Grll:amIr Northnde C 7. gn �C Torte L.� - _ nt Glen Mond llicr Park '41, . 1 In- L7., Central Brook huxont�� Pfei&ee Seabreeze Glen W Eaumant p{u Sylvan BeachTE � 5 F' y{ Fa Fainal Y ■ �1�1■ '� West Bide Ih • ■�. Mons ■ �trt.li �� • 11 II - ■�-11■r .� r _ -r Ii1•Itinn _. �, I,I Lttle Cedar Bayou UWe Cedar Bayou r� _ y I Nature TnB �lo ill d� � III I ■ rum ■ I ' �Ofml■1•I■11H■Y •■t■t•1't■1.1■ �r � �� II � � ,� LEGEND _ Me I, ,; —r NEIGHBORHOOD PARR PROPERTY un ,t. �� Baydde Terrace Parrk PUBLIA PARK PREIIARY SERVICE AREA • ■ / — Shady River Park 4, t atnu ' o to ■ df•nt't6m �? PUBLIC PARK SECONDARY SERVICE AREA t (112 MILE) N Shore Ac_ r- - / Shady Oaks P k PRIVATE PARK PRIMARY SERVICE AREA ® (1/4 MILE) ��,�p GINEERB -.. ' 33ii nt•ttyy tit( ■ 1 nn PRIVATE PARK SECONDARY SERVICE AREA �--- MILE) ECO ON MIPLANNESE vall 0.5 0 0.5 I 1.5 Miles int• ut■ut■t t )p■t I (ll2 Wilbur Smith Associates -- - Bayport APIMIN CORPORATE LrnuTs l i �,,, OUTSIDE CORPORATE LIMITS Parksand Recreation.................................................................................................. Chapter 7 of community parks is generally agreed to be the responsibility of the city, there is much less certainty about the responsibility of the city to provide parks for private development. The City currently requires the dedication of parkland concurrent with a final plat or a development site plan. This method assures adequate park areas consistent with the demand and impact placed on the public parks system by new development. Joint Use of School Facilities An opportunity to significantly enhance the number and availability of neighborhood parks is to utilize, through joint agreement, property owned by La Porte I.S.D. Use of these properties substantially ncreases the number and distribution of parks and recreation areas throughout the community, as shown in Figure 7.3 — Neighborhood Park Service Areas. A reciprocal agreement could address joint purchase, use and maintenance of school grounds and equipment, which may be mutually beneficial to the school district and the City. The greatest potential benefits are joint agreements for the acquisition, development and maintenance of future park properties and improvements. Parks and Recreation System Plan The La Porte General Parks and Recreation System Plan is meant to provide a framework for the preparation of a comprehensive parks and recreation master plan that is in conformance with the Texas Recreation and Park Account (TRPA) master plan standards established by the Texas Parks and Wildlife Department (TPWD). in order to qualify as an "acceptable plan, the master plan standards and requirements must include: • Proof ofAdoption —The plan must be fully endorsed by the governing body. • Jurisdiction -Wide Plan — The plan must include the planning area of the City, including its extraterritorial jurisdiction (ETJ); • Time Period for Implementation —A plan is required to cover at least a five-year period; and, • Plan Content — The TPWD requires the following to be included in a parks and recreation plan: introduce on; stated goals and objectives; plan development process; area/facility concepts and - standards; inventory of areas and facilities, needs assessment and identification of areas and facilities; plan implementation recommendations; and, illustrations, maps and charts. Upon acceptance of a comprehensive parks and recreation master plan by the TPWD, the City would be eligible for grant reimbursement of up to 50 percent of a qualified project, with a maximum amount of $500,000.00 during any application cycle. Application for Texas Recreation and Parks Account program funds are accepted in January and July of each year on a competitive basis. The Parks and Recreation Element of the La Porte 2020 Comprehensive Plan establishes the basis for preparation of a detailed parks and recreation facilities and programs master plan. The focus of the Parks and Recreation Element is identification of general needs and priorities established by citizens of the Page 7-79 La Porte Comprehensive Plan Update...............................................................................: ........................................................................ •............................Parks and Recreation Chapter 7 community. Further analysis and evaluation is necessary to meet the master plan guidelines established by the IWD. The general plan for future development of La Forte's parks and recreation system was developed through evaluation of existing conditions, planned improvements; and projected future needs based upon anticipated development and increases in population. A future plan for the acquisition and development of parks and recreation areas is shown in Figure 7.4 - General Parks and Recreation System Plan. Existing and proposed locations for new or expanded parks and recreation areas are depicted in the master plan. The plan shows generalized locations for new neighborhood and community parks, since these locations should be determined more specifically as land subdivision and development occurs in the future. To develop a system of community parks that will adequately serve the existing, and projected future parks and recreation needs of the community, the City needs to acquire and develop four (4) community parks within the areas identified in the General Parks and Recreation System Plan. The system plan indicates generalized locations for future community park sites recognizing that specific locations will need to be determined simultaneously with land development. These generalized locations are also depicted on the La Porte 2020 Land Use Plan. To meet the current and projected future needs of the community for the development of neighborhood parks, approximately seven (7) additional neighborhood parks are necessary to achieve an even distribution throughout the community. The locations of future neighborhood park service areas are also generalized to depict a general proximity as opposed to a specific site. The generalized community and neighborhood park service areas are displayed in Figure 7.4 — General Parks and Recreation System Plan, This General Plan should be a valuable resource that is used on a continuous basis in guiding the City parks and recreation development program. The goals, objectives, and recommended actions of the plan should be referenced in other planning studies and development proposal reports to ensure consideration of existing and planned public parks and recreation areas and open space. As new residential subdivisions are..platted and developed, there should be allowances for sufficient land capable of being developed for public park and recreation uses. Pedestrian and Bicycle Facilities The State of Texas recognizes a bicycle as a vehicle, with al] rights and responsibilities for roadway use that are provided to motor vehicles. As such, cyclists can legally ride on any street in La Porte with the exception of S.H. 146 and S.H. 225, which have or are planned to have controlled access. Certain types of roadways are more attractive to riders then others as a result of traffic volumes and speeds as well as street design. Typical sections for different street classifications are displayed in Figure. 7.5 —Typical Bikeway Sections. Local and collector streets are suitable for use by most adult bicycle riders while minor arterial Page 7-20 :....................................................................................... La Porte Comprehensive Plan Update 0.5 0 0.5 1 1.5 Miles LEGEND BICYCLE AND PEDESTRIAN TRAILS �CONSERVATION AREAS - EXISTING PARKS OEXISTING PARK PRIMARY SERVICE AREAS PROPOSED NEIGHBORHOOD PARK VICINITY AND SERVICE AREA COMMUNITY PARK VICINITY ®PROPOSED AND SERVICE AREA SCHOOLS AND ACTIVITY CENTERS .r■ ■r .rZ CORPORATE LrnuTs OUTSIDE OF CORPORATE LIMITS FIGURE 7.4 GENERAL PARKS AND RECREATION SYSTEM PLAN �GINE6RS pTA RC V,� ECONOMIS Wilbur Smith Associates Parks and Recreation................._.•....•...,.....•...•.....•.•.......,...•.....•..........•....................•a Chapter 7 streets are suitable for limited use by bicyclists due to higher traffic volumes and higher speeds. Minor arterial roadways, especially those with shoulders wider than 4 feet, attract sport cyclists interested in longer -distance travel with fewer interruptions. Eliminating barriers to bicycle/pedestrian mobility is one of the most important features in bicycle/pedestrian planning. Freeways, major arterial roadways, railroads, water features, and topography all impose significant barriers to access and mobility. Bicycle routes, bikeways, and bike and jog trails should be developed to link major attractions and destinations throughout the City. A conceptual plan for Bikeway System development is included in Figure 7.4- General Parks and Recreation System Plan. A system of off-street bike and hike trails should be developed which link major attractions and destinations such as neighborhoods, parks, schools and other attractions. Pedestrian and bicycle facilities should be designed and constructed in compliance with the requirements of the Americans with Disabilities Act (ADA). Pedestrian walkways, sidewalks and crosswalks are part of the City's existing transportation system that serve the need for pedestrian movement in residential neighborhoods., commercial business areas, and around schools, parks and other community facilities. Pedestrian facilities are particularly needed in the older, established area of the community that developed before sidewalks were required by the City's development ordinances. The City of La Porte has the Big Island Slough and other rights -of --way and easements, conservation areas along Little Cedar Bayou, and parks and recreation areas that represent opportunities for future development of bicycle and pedestrian facilities. These opportunities can be incorporated as transportation enhancement projects (funded by the Transportation Equity Act of the 21" Century), such as bikeways, pedestrian facilities, historic sites, and scenic beautification areas. As part of the 1984 Comprehensive Plan, a parks and recreation system master plan was developed, which included existing and proposed future locations of parks and recreation areas as well as a network of proposed trails. The proposed trails follow natural courses such as Little Cedar Bayou, the Big Island Slough, pipeline' easements, railroad rights -of -way, and collector or local residential streets. The network proposed in 1984 remains a valid system plan to connect neighborhoods and parks. The General Parks and Recreation System Plan, displayed in Figure 7.4, proposes additional trail sections to connect each of the schools and other major attractions and destinations such as San Jacinto College and San Jacinto Golf Course. The proposed bicycle and pedestrian network utilizes a variety of trail sections, including trails along natural courses, curb lanes, shoulder bikeways, bicycle lanes, bike paths and sidewalks in restricted areas. Page 7-Z1 La Porte Comprehensive PCan Update...............................................................................: .....................................................................................................Parks and Recreation Chapter 7 FIGURE 7.5 TYPICAL BIKEWAY SECTIONS La Porte Comprehensive Plan Update IS La Porte, Texas Wide Curb Lane Shoulder Bikeway '"'"'"'°'" Bicycle Lane m,�,m�m Bike Path Page 7-22 :......................................09.9.00400.00.9........00..040....0...00.....5..0 La Porte Comprehensive Plan Update Parksand Recreation .................................................................................................. Chapter 7 Site Selection Criteria Many factors affect the selection of a site for use as a park. The degree of influence various factors will have on a particular site depends on the proposed program of facilities for the park. Until a majority of the service area for a particular park has been developed and occupied, the development of park use demands and the corresponding park facilities and program is ongoing and not finalized. Residents of the service areas should have opportunity to participate in the design process of their parks. Potential park sites should be evaluated and identified prior to development of the service area. Dedication of parkland as development occurs will provide for orderly and efficient development of parks to serve expanding user demands. As potential sites are evaluated, the most suitable uses of the various sites should be identified. This will insure various sites are selected that are adaptable to all aspects of La Porte's park program. The principal objective is to provide a public park system throughout the community that will service the recreational needs of the residents and offer a variety of outdoor recreational experiences for the whole community. The general site selection criteria and principal considerations include the following factors: , Tonoeranhv: • Minimum 50 percent of site should have a maximum gradient of 4 percent; • Areas exceeding 15 percent gradient may increase needed overall size of park to accommodate programmed uses; • Runoff should drain properly from developed areas; • Desirable views into and out of the site should be optimized. . Soils: • Naturally occurring topsoil should be suitable for turf grasses and trees; • Area should be protected from soil erosion prior to, during, and after development. Vegetati on: • Natural or landscaped vegetation should include grass areas and trees, with hardy, low maintenance species preferred for planted vegetation; • Examples of significant individual specimens or unique wildlife habitats are desirable; • Irrigation systems should be provided for intensively utilized areas such as playing fields and landscaped areas. Water Features: • Natural and developed waterways should be protected and considered in planning of storm drainage systems; • Water features such as ponds, lakes, canals, sloughs and bayous are desirable to provide water - oriented recreation opportunity and aesthetic value., with appropriate provision for maintenance and safety. The City should make an effort to work with future developers whenever feasible; to incorporate detention facilities into parkland to enhance the ability to contour and shape the parkland and break up the grade continuity, whenever that approach is mutually advantageous. Page 7-23 La Porte Comprehensive Plan Update.....................................................-..........................: .....................................................................................................Parks and Recreation Chapter 7 Access and Location: • Should be readily accessible to the service area by pedestrians, bicycles and vehicles; • Should have collector street frontage; • Access to linear parks and linkages are desirable; • Centrally located within designated service area; • May serve as buffer between different land uses or types of residential development; and, • Park/school sites may be considered if stand-alone site and linear park relationship are not feasible and public usage will not conflict with school activities. Operating and Maintenance Standards Development of parks and. recreational facilities cannot be properly programmed without considering criteria for their design and maintenance. Improvements made to parkland should be standardized in order to facilitate maintenance and repairs, maximize durability and longevity, and establish a minimum quality level. Through careful design and selection of materials, attractive park facilities can be developed that require minimum staff attention. All park improvements shall be in accordance with the Americans with Disabilities Act (ADA), local building codes, and all applicable restrictions and requirements. Guidelines for park improvement standards may include roads and parking lots; gates and fences; park buildings (picnic pavilions, restrooms, offices, and maintenance buildings); playground equipment; playground fall surfaces; picnic tables; benches; trash receptacles; grills; bleachers; sports fatalities; sidewalks; walking/jogging trails; equestrian trails; and, mountain biking trails. Maintenance Standards - In order for parks to be perceived as an asset to La Porte, they must be well maintained at all times. The parks system should maintain a high level of quality. It is essential that maintenance budgets be adopted as new park facilities are developed. If sufficient funds are not available, parkland should be held in reserve in its natural state until money can be dedicated for both construction and maintenance of facilities. Park Maintenance Standards, a publication of the National Park and Recreation Association (NRPA), contains a Maintenance Standard Classificatian System that outlines six general levels of maintenance, including: • Mode I—State-of--the-art Maintenance: State-of-the-art maintenance applies to a high quality diverse landscape. Usually associated with high traffic urban areas such as public squares, malls, public building grounds or high visitation parks. • Mode H—High Level Maintenance: Maintenance associated with well -developed park areas with reasonably high visitation. Page 7-24 :....................................................................................... La Porte Comprehensive Plan Update Parks and Recreation...........•................................................•...................................., Chapter 7 • Mode III —Moderate Level Maintenance: Maintenance associated with moderate to low I levels of development, moderate to low levels of visitation or with agencies that because of budget restrictions cannot afford a higher intensity of maintenance. • Mode IV —Moderately Low Level Maintenance: Maintenance usually associated with low level of development, low visitation, undeveloped areas or remote parks. • Mode V—High Visitation Natural Areas: Maintenance usually associated with large urban or regional parks. Size and user frequency may dictate resident maintenance staff. Road, pathway or trail systems are relatively well developed. Other facilities are included at strategic locations such as entries, trail heads, building complexes and parking lots. • Mode VI —Minimum Level Maintenance: Maintenance associated with low visitation natural area or large urban parks that are undeveloped. Funding Sources Public Financin¢ - Most'capital investments involve the outlay of substantial funds,. therefore, local governments are seldom able to pay for facilities through appropriations in the annual operating budget. Given this reality, there are numerous techniques that have evolved to enable local governments to pay for capital improvements over a longer period of time. Techniques available include eminent domain, lease - purchase, authorities and special districts and in -kind or volunteer participation. Some of the available funding sources include: • Current Revenue; • Reserve; • Enterprise and Revenue Funds; • General Obligation Bonds; • Sales Tax; • User Fees; • Impact fees such as a park excise tax; • State and Federal Assistance; • TexaS Recreation and Parks Account Program Funds; • Community Development Block Grant (CDBG); • Federal Land and Water Conservation Fund/Texas Local Parks; Recreation, and Open Space Fund; • Urban Parks and Recreation Recovery Program (UPRRP); • Rivers, Trails and Conservation Assistance Program (RICA); • Transportation Efficiency Act of the 2 1 " Century (TEA-21); • Federal Lands Highway Funds; • The Landscape Cost Sharing Program; • America the Beautiful Tree Planting Program; • Cooperative Forestry Assistance Funds; and, • American Greenways DuPont Awards Program. Page 7-25 La Porte Comprehensive Plan Update...............................................................................: .....................................................................................................Parks and Recreation Chapter 7 Private Financing - In addition to capital improvement financing and state and federal assistance, there are a variety of innovative approaches to financin g public park and recreation areas. The use of incentives to encourage private financing, public -private partnerships, land dedication or donation can be an effective strategy to develop a citywide parks and recreation system without relying on the municipality to fully fund the program. In addition, the use of impact fees may help to offset the impacts of private development on the demand and use of public facilities and services. The following private funding approaches may be available to the City of La Porte. • Land Donation; • Trust Fund; • Private Financing; • Dedication; • Fee In Lieu of Dedication or Improvement; • Tax Deferral; and, • Tax Reductions. Recommended Financing Strategy The most effective approach to funding an adequate parks and recreation system will be to utilize a combination of financing techniques and funding sources. To the maximum extent feasible, the City should concentrate on securing state and federal assistance that will help to minimize the commitment of local funds. Most of the assistance programs require a local match ranging from 20 percent to 50 percent depending upon the individual program. In some instances, the program administrators may welcome private contributions of land, improvements, labor, materials, or equipment as the local share. An important consideration in expanding the parks and recreation system will be the City's commitment to provide an adequate annual operating budget for administration, operation, and maintenance of the park and recreation areas, facilities, and improvements. Applications should be submitted on an annual basis for as many assistance programs as the City is able to administer and financially support. A special fund should be established by the City to finance the local share of annual applications for state and federal park and recreation program assistance. The use of public funds to leverage private donations or partnership financing may also be a feasible strategy to acquire and develop sufficient property to suit the demands and needs of citizens and visitors of La Porte. Implementing some of the approaches identified above, donations, dedication, trust fund, tax deferral, tax reduction, may help to encourage private participation in the development of a comprehensive park and recreation system. Page 7-26 :..................................:.................................................... La Porte Comprehensive Plan Update Chapter 8 Community Facilities and Services Chapter 8 The purpose of the Community Facilities Element is to promote the adequate provision of primary public services such as police, fire, emergency medical services, libraries, and governmental buildings and facilities. Other elements of the plan are affected by the assessment of these inputs when decisions are made concerning current and future land use, location, and investment decisions. This element identifies the existing conditions and future needs for community facilities and services. Goals, objectives, policies, and actions are provided to meet the future needs of the community. As a part of the comprehensive planning process, the Comprehensive Plan Steering Committee identified issues, assets and challenges confronting the community. This exercise helped to determine the future needs of the community and improvements necessary to meet the needs. The following issues/needs, assets, and challenges pertaining to Community Facilities and Services were identified by citizens of La Porte: Issues/Needs: • Civic neighborhood center • Hospital with critical care center • New police station • Convention center/Community center • Parks and recreation youth facility Assets: • Fire and Police protection/EMS response • Municipal facilities Weaknesses: • Size of library • No central place for social services The following goals, objectives, policies, and actions will help the City promote the continuation of these strengths of La Porte and meet the future needs for community facilities and services of the growing community. Page 8-1................................... ........................................................................................Community Facilities & Services Chapter 8 GOALS AND OBJECTIVES GOAL 8.1: Maintain adequate provision of police services and continue to fulfill the mission of the Police Department, OBJ.B.la: Support the acquisition of state-of--the-art technologies and other resources that will assist the Department in providing adequate services. Policy 1: The City should continue to use its resources to meet the increasing needs of the police department as the population grows in the future. Action 1: Evaluate the need and flexibility of building a new Police/Court complex. Action 2: Evaluate the possibility of Police Storefront facilities in the areas of the City determined most appropriate and feasible. Action 3: Continue to purchase vehicles and other equipment to meet the needs of a growing police department. Action 4: Consider equipping all police vehicles with laptop computers and radios to utilize state-of-the-art technologies. Action 5: Periodically review officer and full-time law enforcement staffing needs of the Police Department and hire additional officers and staff, as needed, to achieve and sustain the level established by the most recent Uniform Crime Report, Crime in the United States, published by the U.S. Department of Justice, Federal Bureau of Investigation. For cities in the south geographic region, the rate was 2.2 officers and 2.9 employees per 1,000 inhabitants in 1998, OBJ.8.1.b: Continue to enhance the skill and knowledge of the police force with educational and training programs. Policy 1: The City should continue to provide the police department with adequate financial and human resources to offer educational classes and send officers to training seminars and conventions. Action 1: Continue periodic skill checks to ensure police officers are current in their knowledge and practice. Action 2: Evaluate the appropriateness and feasibility of offering continuing education opportunities to enhance the skill base of the force. OBJ.8.l.c: Address the concerns regarding drugs through implementation of community education and effective law enforcement strategies. Policy 1: The City should provide adequate personnel, equipment, and funding to address the drug concerns. Action 1: Create awareness of the negative effects of drug use with public information campaigns. Page 8-2 :.......................................................................................La Porte Comprehensive Plan Update CommunityFacilities & Services..................................................................................... Chapter 8 Action 2: Increase community involvement of the police force with civic organizations by providing speakers and education programs. Action 3: Increase the policing of known drug areas with additional officers and enforcement programs. Action 4: Explore the use of foot or bicycle patrol to increase the visibility and awareness of police to the community and its visitors. OBJ. 8.1d: Provide and maintain adequate police protection for all citizens of La Porte. Policy 1: The City should ensure the provision of police protection services is fair, expeditious, and professional. Action 1: Enforce traffic safety laws fairly and equally. Action 2: Minimize response times for police emergencies. Action 3: Continue to train all police personnel to meet all applicable state and national standards. Policy 2: The City should provide the Police Department with adequate resources to reduce and/or eliminate gangs and illicit drug problems in the City. Action 1: Continue the School Resource Officer Program within the La Porte School District. Action 2: Partner with local organizations, clubs, schools, and other governmental entities (i.e. the County) to promote educational programs that enhance awareness by all citizens of drug abuse and gang activities. Action 3: Action 4: Continue cooperative relationships with established taskforces. Actively pursue grants such as the Governor's Criminal Justice Policy grants available for crime and drug programs. GOAL 8.2 Maintain an excellent level of fire safety services provisions and continue to fulfill the mission of the Fire Department. OBJ 8.2.a: Continue to meet the expanding needs of the Fire Department by providing adequate resources and facilities. Policy 1: The City should continue to provide adequate resources to allow the Fire Department to maintain quick response. 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. Action 2: Regularly review and update fire and building codes, as necessary. Action 3: Adhere to fire and building codes to lower the number of fire incidents. Action 4: Regularly review service areas and build additional substations as necessary to maintain a 1.5 mile service area radius from each substation. Action 5: Continue to evaluate EMS calls to determine when additional personnel are needed on shift for a third ambulance. Page 8-3 LaPorte Comprehensive Plan Update...............................................................................: Community Facilities & Services Chapter 8 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. Action 7: Continue to evaluate equipment needs on an annual basis and provide an appropriate operating budget to fund the procurement. GOAL 8.3 Support the Edith Wilson Public Library to maintain its growth and utilization and continue to provide quality educational services. OBJ 8.3.a Strive for the provision of adequate library services to support the needs and desires of the community. Policy 1: Continue the City's partnership with the Harris County Library System to address the needs and concerns for the Edith Wilson Public Library. Action 1: Consider identifying the new proposed library facility with "La Porte" in its name. Action 2: Continue to provide strong community library support for the proposed new library. OBJ. 8.3b: Improve the accessibility, awareness, and use of the public library. Policy 1: The City should support community outreach efforts for the library to reach more citizens and visitors. Action 1: Coordinate efforts with the Friends of the Library to attract new library patrons and visitors. Action 2: Seek funding sources to purchase additional computers with educational programs and Internet access. Action 3: Encourage public awareness and participation in adult literacy program activities and other community education opportunities. GOAL 8.4 Provide adequate administrative building space for the delivery of quality services to the public. OBJ 8.4.a: Support the proposed expansion of City Hall. Policy 1: The City should complete the proposed expansion of City Hal] for the improved delivery of quality public services. Action 1: Provide funding for the proposed total project costs in accordance with project documentation. Action 2: Create a more prominent information center located in City Hall for ease of use by the public. Action 3: Consolidate the Finance Department and Planning Department for future efficiencies and proper serving of public needs. Page 8-4 .......................................................................................La Porte Comprehensive Plan Update CommunityFacilities & Services..................................................................................... Chapter 8 Action 4: Distinguish the payment counter in the Finance Department and permit counter in the Planning Department from the information center to allow for better customer service. Actions 5: Provide a minimum of an additional 8,472 square feet, according to the Executive Summary, at the current City Hall location to accommodate the City's current and projected needs. OBJ 8.4.b: Provide La Porte with ameeting/convention and hotel facility. Policy 1: The City should utilize its available resources to actively recruit a hotel and convention developer. Action 1: Research partnership arrangements with private companies to develop a hotel and convention center facility. Action 2: Establish a task force to build support for development of a hotel and convention center facility. Action 3: Evaluate financial incentives and funding mechanisms such as a tax increment financing reinvestment zone. Action 4: Identify potential sites for locating a hotel and convention center facility and appropriately zone the property for this use. GOAL 8.5 Assist in the provision of adequate health care facilities and services to the citizens of La Porte. OBJ 8.S.a: Explore incentives and alternatives to attract a medical care facility to La Porte. Policy 1: The City should use its available resources to attract a primary medical care facility to La Porte. Action 1: Consider cooperative arrangements with surrounding area hospitals to establish a satellite medical care facility. Action 2: Consider a healthcare consultant to evaluate opportunities and attract a primary health care provider and to assist in recruiting prospective providers. Action 3: Consider alternatives to a traditional hospital facility for primary medical care in La Porte. OBJ. 8.Sb: Continually strive to improve emergency response services. Policy 1: The City should continue to make the provision of adequate emergency response service a high priority. Action 1: Continue to evaluate future needs for fire/EMS substations. Action 2: Continue to maintain a comprehensive training facility for police/fire/EMS to train all personnel to be qualified for appropriate, immediate, humane, and sympathetic treatment of all citizens. Page 8-5 La Porte Comprehensive Plan Update...............................................................................� ........................................................................................Community Facilities & Services Chapter 8 Action 3: Continue to acquire and maintain modern equipment to adequately serve all citizens. Action 4: Maintain electronic links from ambulances to trauma centers. POLICE PROTECTION AND ENFORCEMENT SERVICES The La Porte Police Department provides protection and enforcement services throughout the corporate limits of La Porte. The mission of the Police Department is as follows: "We are committed to providing a high quality community -oriented police service to meet the needs of a diverse community population. To provide equitable, fair, and impartial application of laws and ordinances without regard to race, color, creed, sex, or station in compassion, and dignity. We will strive to provide open communication and alliance with citizens. We will endeavor to promote pride and trust through the continual performance ofour duty with responsibility, honesty, integrity, and discipline. We will work cooperatively with thepublic and within the framework of the Constitution of the United States and the State of Texas to enforce the laws, preserve the peace, reduce fear and provide for a safe environment. " In early 1999, the Department employed 65 officers, including the Chief and Assistant Chief, and 21 civilians for a total of 86 employees. With a successful Universal Hiring Program grant award (five positions) sponsored by the Department of Justice and a Law Enforcement Block Grant (one position) sponsored by the Bureau of Justice Assistance, the department added six additional officer positions to bring the department to a total of 71 officers. The Department also maintains a reserve force. The reserve force is used primarily as a supplement to the full-time manpower for special events and activities such as parades, prisoner transfers and other special needs. The Department is divided into the following five divisions: • Administration • Patrol • Support"'$ervices — Animal Control, DARE, Personnel, Training, Crime Prevention, Building Management • Criminal Investigations and Special Operations • Identification and Records The Department's Station is located at 915 S. 8`n Street. This facility houses all functions of the Department. Dispatching for fire, EMS/ambulance, police and public works (after Spm) is presently handled by police department staff, which includes nine dispatchers who operate the dispatch center on a 24-hour basis. Currently, the City operates the dispatch for the City of Morgan's Point, who also utilizes the City's jail facilities. The jail has five male holding cells and two female holding cells with an occupancy of two per cell. Persons detained by the City are held for no longer than 36 hours for a municipal charge. Persons charged with a felony are transported to a Harris County Jail either in Clear Lake or Downtown Houston. The Department currently utilizes and maintains 64 vehicles of which the Page 8-6 .......................................................................................La Porte Comprehensive Plarz Update CommunityFacilities & Services..................................................................................... Chapter 8 Patrol Division uses 39 of these vehicles. The Department utilizes a VHF frequency communication system with each officer carrying hand-held radios. Currently, the following special projects are in place: • SWAT Team and Bomb Squad • DARE Program • Crime Prevention • DOT Traffic Enforcement • Citizen Police Academy Underwater Search and Recovery • Community Service Mobile Office • Motorcycle Patrol The Department tracks calls for service and response times on an annual basis, as displayed in Table 8.1 — La Porte Police Department Crime Rate Statistics. In 1994, the Department had a total of 32,454 calls with an average response time of five minutes. In 1998, the Department responded to a total of 40,622 calls, maintaining an average response time of five minutes. Over the four-year period, the number of calls increased 25 percent. The Department witnessed more than a 50 percent decrease in the number of calls for weapons possession and 31 percent decrease in sexual assault. A significant increase of 518.8 percent in family offenses occurred between 1994 and 1998, attributed to greater emphasis on family violence. In 14 of the 17 crime rate statistic categories (as shown in bold typeface), the number of incidents decreased significantly in many cases, which speaks well for the effectiveness of the Police Department during this four-year duration. TABLE 8.1 LA PORTE POLICE DEPARTMENT CRIME RATE STATISTICS La Porte Comprehensive Plan Update La Porte, Texas Homicide 0 1 1 2 0 0.0% Sex Assault 13 8 18 18 9 -30.8% Robbery 11 14 14 11 9 -18.2% Aggravated Assault Burglary 72 194 72 230 66 322 96 253 63 163 -12.5% -16.0% Theft 519 500 643 532 349 -32.6% Motor Vehicle Theft 55 59 58 43 54 0% Weapons 28 12 9 11 13 -53.6% Narcotics 119 52 28 74 121 1.6% Family Offense 16 54 42 51 99 518.8% DWI 162 62 55 43 109 -32.7% Runaway 81 118 110 115 80 -1.2% Major Accident Minor Accident 38 280 25 158 20 152 26 173 29 220 -23.7% -21.4% Disturbances 15649 1,565 1,456 1,498 1,249 -24.3% Traffic 103718 8,228 18 75626 9,621 -10.2% Other 18,620 20,956 79 27,078 281579 53.5% Total Calls for Service 32,575 329114 f34�091 373650 409796 25.2% Source: La Porte Police Department, 1999 Data: January 1994 to December 1998 Page 8-7 LaPorte Comprehensive Plan Update...............................................................................� f nmmunity Facilities & Services Chapter 8 As displayed in Figure - 8.1 City Sector Map, the City of La Porte is currently divided into 18 sectors for which the Police Department collects crime statistics and data. It should be noted that sector 18 serves as a reference sector for all activities within the La Porte Independent School District (LPISD), and PD is the police department sector which is a reference for all walk in reports or activities that are initiated at the police department. Figure 8.2 - 1999 Police Activity by Sector, displays all activities and inquiries department staff responded to in 1999. As shown the majority of activities occurred at the police department (11.3%) followed by sector 18, La Porte Independent School District (10.23%) and sector 16 (9.54%). FIGURE 8.2 1999 POLICE ACTIVITY BY SECTOR La Porte Comprehensive Plan Update La Porte, Texas Source: La Porte Police Department Figure 8.3 shows the Uniform Crime Report (UCR) by sectors. The UCR is reported monthly to the Justice Department and tracks reports of criminal activity in two major categories, violent crime and property crime. Violent crime activities include murder, rape, robbery, and aggravated assault. Property crimes include burglary, theft, and auto theft. In 1999, there was 677 Uniform Crime Report offences in La Porte, the majority of which took place in sectors 16, 17, and 5. Table 8.2 Uniform Crime Report, 1999 shows a comparison of Uniform Crime Report offences in La Porte and other neighboring cities. In 1999, La Porte's UCR per 1,000 population of 20.6 was well below that of many surrounding cities such as Baytown, Pasadena, Webster, and South Houston, Page 8-8 :.......................................................................................La Porte Comprehensive Plaa Update �, N .nnnnnnn,««� «,. _ _ - -- � I '; �,"aver San Jacinto Bay ' '� _ --- � battle round - B r, / , _ - tn<iueo-ial n�s.uur _ «•'«wu,., ""� — i FIGURE 8.1 ;.,. .,., "'"��` - ' CITY SECTOR I �P � 1 Nonh ��P,� St. .,.; - �Pl i- i ��" � a, � "1," i� t _ � • '. �� '� ,. - North St. .� .�. "s i® ,� t � _ _. m �� .� �. _ _ n,rbn, ;cut qd, n „ I 7 �y�''" .. o— garbowe Cut «.y �"j.. �'�v��Aita�T �'��'��' i«n«. VPwte � ".'N. Y L � ' , �n. V �Si 3 Muvirpal � tirpor[ Wrest Main St. 4 { I � - g ea v Hi hwa c Q 4 '' «n« �«« -� tag � € t ��\ll� � 9 � .. - m / �,� I s 10 H a _ 14 � 13 12 � r 18� — �vkavay '. ,_ ,� • o I -i 1 —I fvrmont nni««.nm«« ,.Y � I, �� SYi««.,«n«««. nn««.,«««.,.nun ««n«rn.,««« _ '. �I _ 'r 115�' — n„n,.n,.n ,«.n 4 a �'Ir I r � ! I _ ' .� 7 __ i � V� � ' _ end, i u frl« =� � s, __, 3 - � � s` ----= °• dab 4� Of. �, � s � « M � � i� 1 i � � i F — �� r k.� � -- w:,.unu « s�i �I yh Acres - E cQreexs N .y inns« .,.n, « _ PGINNERS �� .N1�N N-�.N�r A. tlfr � � ECONOMiS S -_ _ ___ �=i Baypart'Cwminal Wilbur Smith Associates os o o.s t t.s wttle3 16 MAY 61 12:28 CommunitpFacilities & Services.......:............................................................................. Chapter 8 FIGURE 8.3 1999 UNIFORM CRIME REPORT BY SECTOR La Porte Comprehensive Plan Update La Porte, Texas Source: La Porte Police Department TABLE 8.2 UNIFORM CRIME REPORT, 1999 La Porte Comprehensive Plan Update La Porte. Texas 111 aytown 70,244 3,253 3 42 88 140 553 25188 23 46 eerPark 31,146 543 1 9 20 147 335 31 17 a Porte 32,92 67 9 4 39 161 404 5 21 asadena 135,653 8A71 7 46 135 340 13114 33851 703 63 Seabrook 8300 409 1 4 2 131 57 190 24 51 South ouston 15,526 918 0 35 235 136 396 116 59 ebster 8,20 717 0 11 1591 681 417 621 87 Source: La Porte Police Department The U.S. Department of Justice, Federal Bureau of Investigation, publishes an annual Uniform Crime Report, entitled Crime in the United States. As of the most recent report provided by the City (1998), cities in the "South" region of the United States with a population between 25,000 and 49,999 inhabitants (Group IV), the number of full-time law enforcement officers per 1,000 inhabitants was 2.2. Page 8-9 La Porte Comprehensive Plan Update............. ........................................................................................Comm unitVFacilities & Services Chapter 8 The number of full-time law enforcement employees per 1,000 inhabitants was 2.9. Based upon these rates, the La Porte Police Department currently meets the number of officers per 1,000 inhabitants and is deficient by one staff person on the number of full-time employees. The number of officers meets the national rate as a result of the recent staffing grants received by the City. Maintaining the ratio of law enforcement employees to citizens is a goal for the City to achieve and sustain as it continues to increase in population. As displayed in Table 8.3 —Projected Police Department StafSng, the %Y currently needs to add one additional employee to the Police Department to meet the standards established by U.S. Department of Justice, Federal Bureau of Investigation. Assuming the rates remain at 2.2 and 2.9 for officers and total employees, respectively, the table indicates that the City will need six additional officers and five additional staff in the Year 2005 increasing up to 23 additional officers and 9 additional staff in the Year 2020, based upon the population projections. The projected staffing needs are illustrated below. TABLE 8.3 PROJECTED POLICE DEPARTMENT STAFFING La Porte Comprehensive Plan Update La Porte, Texas Neededar Needed 0fricers Employees 0fricers Employees 1999 32,162' 71 93 2.2 2.9 0 1 2005 35,213' 77 102 2.2 2.9 6 5 2010 37,4642 82 109 2.2 2.9 11 6 2015 39,9902 88 116 2.2 2.9 17 7 2020 42,684z 94 124 2.2 2.9 23 9 Z Projected population Source: Wilbur Smith Associates, 1999 To continue to provide a level of service in the future that is equal to or exceeds that provided today, the Police Department identified the following needs: • New Police/Court complex; • Maintain the number of personnel to meet or exceed the standards established in Uniform Crime Report; • Increase in the number of department vehicles proportionate to personnel growth; • Modernized communication systems to incorporate mobile data terminals; and, • Enhance existing community policing programs. Page 8-10 :.......................................................................................La Porte Comprehensive Plan Update CommunityFacilities & Services..................................................................................... Chapter 8 PROTECTIONFIRE The La Porte Fire Department provides fire protection and ambulance services throughout the corporate limits and Extraterritorial Jurisdiction (ETJ) of the city, to the Bayport and Battleground Industrial Districts, the San Jacinto Monument, and the cities of Morgan's Point and Shoreacres. In addition, the Department maintains a contract with the Port of Houston to provide secondary fire protection and ambulance service to the Barbour's Cut Terminal. The mission statement of the La Porte Fire Department is; , "To provide the community with the most effective and progressive Fire Prevention, Protection, and Emergency Medical Services possible in an effective and responsible manner. " The Fire Department is organized into three divisions, including Fire Prevention, Fire Suppression, and Emergency Medical Services (EMS). A fire marshal, fire inspector, and a clerk staff the Fire Prevention Division, 13 career fire fighters and 80 volunteers serve the Fire Suppression Division, and EMS has 16 career paramedics. The Department maintains a shift schedule that operates 24 hours on a 48 hours off duty. There are three paid firefighters who man each of the three remote fire stations with the remaining fire support coming from volunteers. The National Fire Protection Association (NFPA) conducted a survey of fire departments for U.S. Fire Experience in 1997. The survey includes data pertaining to a ratio of career and volunteer fire fighters per 1,000 inhabitants, The rates are based on data reported to the NFPA, and do not reflect recommended rates or a defined fire protection standard, but they do provide criteria for measurable comparison with fire fighters in similarly sized communities. For cities with a population between 25,000 and 49,999, the median rate of career and volunteer fire fighters per 1,000 people by region (south) is 1.50 and 1.10, respectively. As displayed in Table 8.4 —Projected Fire Department Staffing, the City currently maintains a philosophy that• is different from the NFPA rates for the ratio of career versus volunteer fire fighters. Again, the NFPA survey is for informational purposes and is not intended as a recommendation or a national standard, but rather as a barometer to compare with similarly sized cities. La Porte maintains more volunteer and less career fire fighters than similar cities, the result of which generally balances out in terms of the overall personnel needs of the Department. In total, La Porte has more manpower available than similar sized cities. The City may consider adding more career fire personnel in the future as the city continues to develop and increase in total population. , Page 8-II La Porte Comprehensive Plan Update...............................................................................� Community Facilities &Services Chapter 8 TABLE 8A PROJECTED FIRE DEPARTMENT STAFFING La Porte Comprehensive Plan Update La Porte, Texas Career Kate / III U�� Fire Fire Year Population _ Volunteer NFighteeded Needed 1999 32,162' 48 35 1.50 1.10 35 (45) 2005 351213' 53 39 1.50 1.10 40 (41) 2010 37,4642 56 41 1.50 1.10 43 (39) 2015 39,990' 60 44 1.50 1.10 47 (36) 2020 42,6842 64 47 1.50 1.10 51 (33) Z Projected population Source: Wilbur Smith Associates, 1999 The Fire Department has four stations located at the following addresses: • Station One: 124 South god Street • Station Two: 10428 Spencer Highway • Station Three: 1516 Lomax School Road • Station Four: 617 Shoreacres Blvd The stations are located to provide rapid response times. There are some areas of the City that are outside of these optimal service areas. Response times for fires from each of the stations are normally less than four minutes, which is well within the accepted standards. The length of runs has a direct relationship to the amount of time it takes to respond. Therefore, a future consideration of the City as it continues to develop is proper placement and appropriate location for each fire station. Placement of a fire station in the far western portion of the City is a recommended future consideration to meet adequate response times. In addition, dependent upon the status of Farrington Road as to whether it is extended to bridge the current gap, stations 2 and 3 may need to be reconsidered with respect to the proximity to one another and the ultimate location of each station. Another key consideration for the Fire Department is the development and ultimate build -out of the Bayport Terminal and the arrangement with the Port of Houston to provide secondary fire protection services and ambulance service to this proposed new port development. Each station is equipped with a minimum of two engines and one paid fire fighter that is on duty at all times. Volunteers aze assigned to each station according to their residence location. In addition to the minimum requirements, Station One has an aerial tower (a ladder truck) and a small rescue unit; Station Two has a heavy rescue unit, and Station Three is assigned a foam unit. Housed at the EMS station in the center of the City are three ambulances, two of which are staffed and one as a reserve unit, and one Page 8-12 :....................................................................................... La Porte Comprehensive Plan Update Community Facilities & Services..................................................................................... Chapter 8 supervisor's vehicle. The City maintains a vehicle replacement program, which provides for new vehicles as part of the capital budget. Also, the Department has a fire equipment replacement program that is included in its annual operating budget. Equipment need is evaluated on an annual basis. For instance, all airpacks were replaced in 1999. A future consideration for new equipment is a fire rescue boat if a marina is built in the city. The La Porte Fire Department has received an Insurance Services Office (ISO) Class N fire insurance rating. To receive this rating the fire department is evaluated on the quality of fire equipment and personnel, water availability, and proper communications. The water supply is more than adequate for fire services with elevated towers, numerous well sites with ground storage, a satisfactory grid system of water mains that is continually being improved, and an adequate number of fire hydrants to serve most neighborhoods. The Fire Suppression Division responds to an average of 550 calls per year. EMS responds to approximately 2,500 calls per year with 1,400 of those calls requiring transport. The Department typically reports less than one fire -related death occurrence each year. These averages have been consistent over the past several years. The Fire Department's budget for fiscal year 1998-99 is $2,608,887.00. The Department has bond funding approved to replace Station Three and Station Four.. Land has been acquired for the replacement of Station Four and there is a study in progress to find an appropriate site for the new Station Three. SERVICES LIBRARY The Edith Wilson Public .Library, located at 526 San Jacinto Street, currently is owned and maintained by the City of La Porte. The Harris County Public Library System staffs and provides funding for the library's daily operations. This branch facility of the Harris County Library System is approximately 6,000 square feet in size and houses 40,000 volumes. The Edith Wilson Library has a weekly visitor count of 1,500 persons. Average monthly checkouts range from approximately 5,000 volumes in Febrtfary to between 7,000 and 8,000 volumes during the summer months. Anew library will be built in the near future. The new library will be approximately 20;000 square feet in size and will house 100,000 to 120,000 traditional library materials including books, compact discs, videocassettes, books on tape, magazine and newspapers, and computers for public use. The new library building will be owned and maintained by the City FT Porte. The Hams County Public Library System will supply staff, some equipment, collection materials, and supplies necessary to manage a branch library. The new library facility will also house a meeting room, several study rooms for public use, a children's area, and a reading area in the magazine section. Page 8-13 La Porte Comprehensive Plan Update...............................................................................� ...........................................:.............................................Community Facilities & Services Chapter 8 PUBLIC BUILDINGS The City of La Porte is in the process of addressing the present lack of adequate space in City Hall. The existing building was constructed in 1977 and contains approximately 17,500 square feet. It was built to house the needs of City government for a population of 17,000 to 18,000 persons. The City has grown steadily since that time, and the population has reached more than 32,000 persons, with growth continuing. Expansion of the City Hall faeility will occur to the north: According. to staff reviews and area analysis, the existing building requires approximately an additional 8,500 square feet to accommodate its current and projected needs. Several departments will be relocated within the building for future efficiencies and proper service delivery of public needs. A majority of the building will be renovated to accommodate the projected changes in the new sizes of the existing departments as well as their new locations. The total square footage of the City Hall upon renovation will be approximately 32,000 square feet. The City of La Porte is expected to have steady growth in the future. The population estimate for 1998 was 32,822 persons. The future projected population is expected to reach 42,684 by the Year 2020. Typical standards for municipal office space recommend 1,000 square feet of floor area for every 1,000 persons. Abiding by this standard would require additional City Hall space in the future to meet the projected need of the community. The current location of City Hall is proposed to be expanded to site capacity, therefore, alternate sites should be considered for the construction of a new City Hall in the future to continue to adequately serve the public. The City of La Porte does not have a primary medical care facility of its own at this time. La Porte citizens must use hospitals in the surrounding communities. Although the City does not qualify for a hospital at this time nor is it being considered for a hospital, according to the Harris County Hospital District, other alternatives for emergency medical service delivery should be explored. The City may be interested in the possibility of a satellite facility in conjunction with one of the surrounding hospitals. Emergency medical service could be delivered on a smaller scale to the citizens of La Porte, but with more immediate access than is currently available. The Health and Human Services section identifies major public and private providers of health care, determines how well the needs of the population are being met, and estimates the needs of the community for the Year 2020. Primary health care is provided to La Porte by four surrounding area hospitals. The closest :area hospitals to La Porte are the Bay Coast Medical Center and the San Jacinto Methodist Hospital located in Baytown. Both hospitals are approximately 10 to 15 minutes from La Porte. The San Jacinto Methodist Hospital has 318 beds, the Bay Coast Medical Center has a capacity of 191 beds, and both provide an emergency room. The Columbia Bayshore Medical Center, located in Pasadena, has 318 beds, an Page 8-14 :.......................................................................................Za Porte Comprehensive Plan Update CommunityFacilities & Services..................................................................................... Chapter 8 emergency room, and an express care center for minor emergencies. This facility is also about a 10 to 15- minute drive from La Porte. The Strawberry Health Center is a member of the Hams County Hospital District and provides regular adult and pediatric care, x-ray services, pharmacy, laboratory, and other services. The Strawberry Health Center directs patients with after-hours emergencies to the emergency room at Ben Taub General Hospital in the Texas Medical Center located in Houston. The Harris County Health Department and the University of Texas Medical Branch (UTMB) provide preventative health care to the citizens of La Porte. Both facilities are located in the Health Department building in La Porte. The Health Department provides services to all citizens including prenatal care, family planning, well -babies programs, immunizations, women's health, and others. The UTMB specializes in maternity care and related services. The Texas Medical Center of Houston is the world's largest medical center. The center encompasses 675 acres and is "a city within a city". Ten hospitals operate in the Medical Center, as well as educational institutions, various medical programs, and many supplementary services. The Texas Medical Center is not in close proximity to provide immediate care to La Porte citizens, but is a unique asset when specialized or long-term health care is needed. Page 8-15 La Porte Comprehensive Plan Update...............................................................................� Task 9 Residential Development ................................................ Chapter 9 The condition and availability of housing are important to the livability and quality of life for community residents. An adequate stock of available housing is needed to suit the requirements of low, moderate, middle, and upper income households. Housing providers at all levels should address this issue, leaving flexibility to adjust to market demands in the future. The following goals, objectives, policies and actions were prepared by the Comprehensive Plan Steering Committee as a result of the issues and needs identified by community residents at a community forum in October 1998. This statement of goals is intended to guide future decisions pertaining to the provision and preservation of housing opportunities in La Porte. 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. Policy 1: The City should strive for all housing being in compliance with established codes, standards and regulations. Action 1: Provide information to homeowners for correcting code violations and substandard conditions. Action 2: Identify target areas with poor housing conditions and high vacancy rates. Action 3: Consider providing useful information packets listing sources of help to homeowners who are in violation of City codes. Action 4: Continue the City's aggressive program of code enforcement. Action 5: Maintain public infrastructure such as streets, sidewalks and parks throughout the community. OBJ. 9.1b: Utilize grant and loan programs for housing rehabilitation. Policy 1: The City should actively coordinate with applicable agencies and private businesses to provide information regarding loans and grant assistance. Action 1: Distribute information regarding current housing rehabilitation grant programs. Action 2: Facilitate and coordinate grant applications for housing -related agencies. 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. Page9-1........................................... ........................................................................................ Residential Development Chapter 9 Policy 1: The City should establish an economic development program to entice the development community to provide for executive -level housing. Action 1: Create provisions in the City's development ordinances to enable the development of large -lot executive neighborhoods. Action 2: Establish a large -lot residential land use designation on the La Porte 2020 Land Use Plan. Action 3: Establish setback and buffering standards that are appropriate for executive neighborhoods. OBJ. 9.2b: Provide access to public information regarding housing programs and services. Policy 1: The City should strive to serve persons of all economic statuses regarding affordable housing. Action 1: Consider outreach to the public with information about housing assistance programs. Action 2: Consider incentives to encourage development of affordable housing on existing vacant parcels. Action 3: Review and analyze the zoning ordinance, subdivision regulations, and other policies and regulations to identify any potential constraints to development of affordable housing. OBJ. 9.2c: Policy 1: Action 1: Action 2: Action 3: Action 4: OBJ. 9.2d: Policy 1: Action 1: Continue to facilitate volunteer programs such as Habitat for Humanity to assist in the construction of affordable housing. The City should consider innovative and creative mechanisms to create an affordable living environment. Promote the organization of programs and services offered by civic groups, churches, and other agencies. Encourage applicable agencies to develop and distribute educational materials about the benefits of affordable housing and the availability of assistance programs. Continue to actively support programs such as Habitat for Humanity and other housing programs. Encourage applicable agencies to develop a public information program to notify citizens of housing programs utilizing radio, TV, media, utility billings, newsletters, etc. Facilitate loan programs to provide the opportunity of home ownership to as many citizens as possible. The City should encourage programs and services to facilitate home ownership. Consider establishing an incentive program to encourage home ownership. Page 9-2 ................................................................ La Porte 2020 Comprehensive Plan Update Residential Development Chapter 9 OBJ, 9.2e: Consider the growing needs of elderly and disabled persons. Policy 1: The City should strive to accommodate the needs of elderly and disabled persons through the provision of accessible facilities and programs. Action 1: Through appropriate land -use planning, locate housing for elderly and disabled persons near social service agencies and other public facilities. Action 2: Consider adding retirement communities and centers within the appropriate zoning district provisions. Action 3: Consider providing sidewalks, accessible curb cuts, and other pedestrian improvements in commercial areas, around public buildings and facilities, adjacent to social and health care facilities, and residential neighborhoods. GOAL 9.3: Encourage the rehabilitation or replacement of substandard housing. OBJ. 9.3a: Study alternative mechanisms and programs for rehabilitating and/or replacing substandard housing. Policy 1: The City should identify and analyze the appropriateness of rehabilitation and replacement programs to ensure there is a quality housing stock in La Porte. Action 1: Consider the use of tax abatement or other financial programs. Action 2: Consider reducing building permit fees and utility tap fees. Action 3: Identify pilot rehabilitation/replacement projects to be funded by governmental agencies or private industry. Action 4: Continue to actively pursue demolition of substandard and abandoned structures. GOAL 9.4: Promote a standard of home ownership encouraging aesthetically pleasing and well -maintained residential properties. OBJ. 9.4a: Create an acceptable level of housing habitability. Policy 1: The City should support activities that enhance the stability and quality of neighborhoods. Action 1: Continue to enforce housing codes and other ordinances for public health and safety to maintain an acceptable level of housing habitability. Action 2: Encourage neighborhood empowerment and participation by residents in the decision -making process. Page 9-3 La Porte 2020 Comprehensive Plan Update.........................................................................: ... Residential Development Chapter 9 OBJ.9.4b: Utilize codes and ordinances to enforce property maintenance standards. Policy 1: The City should ensure proper maintenance and upkeep of properties within the City through enactment and enforcement of codes and ordinances. Action 1: Enforce the City's code of ordinances with respect to property maintenance and environmental or health and sanitation violations. GOAL 9.5: Preserve the integrity of existing neighborhoods and create livable and safe neighborhood environments. OBJ. 9.Sa: Policy 1 acnon t: • Action 2: Action 3: Action 4: Action 5 ,Action 6 Action 7: Action 8: OBJ. 9.5b: Policy 1: Page 9-4 Protect existing and planned future residential developments from encroaching incompatible land use. The City should strive to create a livable environment through adoption of development standards, ordinances and regulations, and adequate provision and maintenance of public infrastructure. Consider incentives to encourage builders to adapt housing design consistent with neighborhood character. Encourage neighborhood definition such as entry features, perimeter fencing/landscaping and other identifying features. Consider amending the subdivision regulations to require open space easements around the perimeter of residential subdivisions that abut existing or planned future nonresidential land uses. Consider screening requirements providing for opaque screens between ncompatible land uses such as fences, landscaping and earthen berms. Consider amending the subdivision regulations to require increased residential lot depths when adjacent to incompatible nonresidential land use. Consider amending the subdivision regulations to require additional nonresidential building and parking lot setbacks when adjacent to or abutting residential land use. Encourage neighborhood watch programs to create safe neighborhoods. Consider abandoning a portion of the rights -of -way of selected streets at their point of terminus within the city's original town area to create more definable neighborhood boundaries and to manage the flow of traffic through the neighborhood. Utilize the reclaimed area as public open space or as a neighborhood maintained green space. Protect the aesthetic value of neighborhoods by establishing provisions to mitigate the environmental impacts of adjacent development. The City should encourage creative and imaginative site design. ResidentialDevelopment .............................................................................................. Chapter 9 Action 1: Continue to require that all exterior lighting of nonresidential uses be directed away from residential properties. Action 2: Utilize the planned unit development regulations to allow site design flexibility to address development characteristics such as building height and orientation, building materials on rear elevations, and other site design issues. Action 3: Consider amending the zoning regulations to require screening of all buildings, wall or ground mounted mechanical equipment and service and loading areas when adjacent or abutting residential development. Action 4: Consider the adoption of design guidelines for nonresidential development. OBJ. 9.Sc: Consider aneighborhood-based planning program. Policy 1: The City should encourage citizens to organize neighborhood associations. Action 1: Develop an organized program of qualified neighborhood associations. Action 2: Facilitate "Neighborhood Pride" days focusing on beautification and cleanup. Action 3: Consider a neighborhood grant program for neighborhood initiated enhancement projects such as beautification of vacant lots, landscaping, infrastructure improvement, and other enhancements. OBJ. 9.Sd: Encourage sustainable development of neighborhoods. Policy 1: The City should adopt appropriate policies and regulations to ensure permanent quality development. Action 1: Adopt and enforce appropriate citywide occupancy codes and building standards. Action 2: Review and amend, as necessary, City standards pertaining to public improvement projects such as streets, sidewalks, bridges, public buildings and facilities. GOAL 9:6: Protect the attractive appearance and environmental quality of existing density residential 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. Policy 1: The City should encourage the organization of neighborhood associations through technical assistance and oversight. Action l: Contact neighborhood leaders to inform them of the benefits of neighborhood organizations. Action 2: Consider providing technical assistance in the preparation of restrictive covenants for subdivisions. Page 9-S La Porte 2020 Comprehensive Plan Update........................................................................ assurance o care an maintenance Residential Development ........................................................................................ Chapter 9 Action 3: Encourage developers to establish neighborhood associations to provide long term f 1 d of common areas and neighborhood amenities and facilities. Action 4: Consider utilizing neighborhood associations to develop and sustain a neighborhood -policing program OBJ. 9.6b: Establish a public facilities maintenance and enhancement program for neighborhoods. Policy 1: The City should provide for well maintained public facilities to protect stable neighborhoods from deterioration and to preserve neighborhood integrity. Action 1: Maintain detailed inventories of all public facilities and improvements within the City's neighborhoods. Action 2: Encourage neighborhood organizations to identify improvement priorities within their neighborhoods. Action 3: Schedule applicable capital projects within the City's capital improvements program (CIP) and provide funding as necessary. OBJ.9.6c: Minimize adverse traffic impacts within and adjacent to neighborhoods. Policy 1: The City should minimize the impact of traffic on neighborhoods through buffers and discouraging the diversion of traffic through residential subdivisions. Action 1: Implement the La Porte Thoroughfare Plan to provide for an adequate network of streets and thoroughfares to meet the community's mobility needs. Action 2: Conduct traffic impact assessments on a periodic basis to identify needed improvements and traffic control within and adjacent to neighborhoods. Action 3: Consider a traffic calming program utilizing appropriate techniques such as road narrowing, flush medians, higher visibility crosswalks, one-way streets, rumble strips, gateway treatments, curb radius reduction, narrow street slow -points, speed humps/raised crosswalks, traffic circles, raised intersections, lane narrowing, mid -block roadway narrowing, medians and intersection redesign. OBJ. 9.6d: Protect neighborhoods from encroaching incompatible development. Policy 1: The City should prepare and utilize neighborhood protection strategies and ordinance provisions to minimize negative impacts of nonresidential development on neighborhoods. Page 9-6 ,,,,,,,,,,,,,,,,,,,,,,,,,,,,••..................................LaPorte2020ComprehensivePlan Update Residential Development Chapter 9 Action 1: Consider amending the zoning ordinance, as necessary, to incorporate provisions regarding lot sizes and depths, building setbacks and buffering between adjacent incompatible land uses. Action 2: Consider nonresidential design guidelines to address building orientation, building materials, screening of mechanical equipment and loading areas, and other standards of development. Action 3: Utilize the Land Use Plan to protect existing neighborhoods from adjacent incompatible land uses. Existing Conditions Displayed in Figure 9.1 —Low and Moderate Household Income Areas, is the delineation of low and moderate household income areas by census block group. The low and moderate household income areas were determined by using the 1990 U.S. Census Bureau median household income for Harris County of $30,970.00, and calculating the 50`h and 80th percentiles. Census block groups with a median household income between zero and 50 percent of the County's median household income are classified as low income according to Department of Housing and Urban Development standards. These low-income areas are denoted as having a median household income less than $15,485.00. Moderate -income block groups are those that have 50 to 80 percent of the County's median household income, which included median household incomes up to $24,776,00. As shown in Figure 9.1, there is one block group area (block group 0365.01.7) that is designated as low-income in La Porte, which is located on the east side of S.H. 146 at the intersection of West Main Street. This area has a median household income of $125308.00. In addition, there are two moderate -income areas (block groups 0365.03.7 and 0366.02.3) located east of South Broadway and south of Fairmont Parkway that have median household incomes of $21,346.00 and $23,687.00, respectively. Page 9-7 La Porte 2020 Comprehensive Plan Update • • • ••....................................................................t ............................................................................................... Residential Development Chapter 9 FIGURE 9.1 LOW AND MODERATE HOUSEHOLD INCOME AREAS La Porte 2020 Comprehensive Plan Update La Porte, Texas Page 9-8 ........................................................................... La Porte 2020 Comprehensive Plan Update ResidentialDevelopment.............................................................................................. Chapter 9 Information regarding ownership, rates of vacancy, age of housing stock, median rent and mortgage payments, and housing affordability is available from the 1990 U.S. Census, as displayed in Table 9.1 — Housing and Income Statistics. The information is provided for each of the 21 census block groups in the corporate limits of La Porte. For comparison purposes, data is also provided for the Houston-Galveston- Brazoria Metropolitan Statistical Area (MSA) and Hams County.. As shown in Figure 9.2 —Median Household Income, the range of median household income is from a low of $12,308 in block group 0365.01.7 located east of S.H. 146 at the intersection of W. Main Street to $625037 in block group 0366.41.2 located west of South Broadway and south of McCabe Road. The average of the median household incomes on a citywide basis in $37,641, which is 19.5 percent higher than the Houston-Galveston-Brazoria MSA and 21.5 percent higher than Harris County. Only seven of the block groups have a median household income lower than either the MSA or the county. The rate of vacancy is simply the percentage of dwelling units that are vacant in each block group. The vacancy rate ranges from 2.2 percent in block group 0366.11.1 located in the far western area of the city to a high of 45.6 percent in block group 0365.01.7 located on the east side of S.H. 146 at the intersection of West Main Street. The rates of vacancy are graphically represented by census block group in Figure 9.3 — Rate of Vacancy. The average vacancy throughout La Porte is 14.9 percent, which is generally consistent with the MSA and Harris County. Specific programs should be established by the City to address the exorbitant amount of vacancies in the block groups that exceed 15 percent. The median year of construction of residential structures range from 1950 in the original town area (0365.02.8) to 1984 in the area between Fairmont Parkway and Spencer Highway east of Driftwood, as displayed in Figure 9.4 — Median Year Built. Median rent ranges from a low of $230.00 per month in the area located on either side of E. Main Street near Morgan's Point to a high of $617.00 per month in the area between Fairmont Parkway and Spencer Highway east of Driftwood. The values of median rent are graphically portrayed by the census block group in Figure 9.5 — Median Rent. The average of all median rents throughout the city is $374.00. The lowest median mortgage payment per month of $539.00 is in block group 0365.03.8 located on the east side of S.H. 146 north of Fairmont Parkway. The highest median mortgage payment of $1,194.00 is located east of South Broadway between Little Cedar Bayou and Bayshore Drive. Both the median rent and median mortgage payments are comparable to those throughout the county and in the Houston-Galveston-Brazoria MSA. The median value of properties range from a low of $34,200.00 in block group 0365.01.7 located on the east side of S.H. 146 at W. Main Street to $99,400,00 in block group 0366.41.2 located west of South Broadway and south of McCabe Road. The range of median home values in La Porte is displayed in Figure 9.6 — Median Value. The median values in many of the block groups in La Porte are comparable to the county and MSA; however, the average is $9,310.00 less than the MSA and $8,910.00 less than Harris County, La Porte 2020 Comprehensive Plan Update.......................................................................... Residential Development Chapter 9 TABLE 9.1 HOUSING AND INCOME STATISTICS La Porte 2020 Comprehensive Plan Update La Porte, Texas eMedian 0363.1 $395125 6.5% .. 1977 $421 ' 22.6 Mortg $600 Mortgage/ 14.2 Median Value $49,900 0363.2 $45,348 4.2% 1978 $449 28.6 $759 17.3 $55,600 0363.3 $46,106 6.2% 1982 $416 21.2 $848 22.4 $605800 0365.01.6 $46,250 17.0% 1975 $370 20.4 $583 11.6 $435000 0365,01.7 $125308 45.6% 1963 $292 35.1 $670 25.6 $345200 0365.02.1 $27,024 7.9% 1975 $230 26.1 $600 14.9 $44,300 0365.02.2 $269103 16.3% 1960 $297 21.9 $590 21.4 $465900 0365.02.8 $257417 9.6% 1950 $274 30.0 $596 21.3 $36,100 0365.03.3 $26,875 14.1% 1972 $326 19A $656 163 $48,700 0365.03.7 $21,346 17.5% 1956 $246 35.1 $590 20.5 $37,100 0365.03.8 $359132 8.6% 1964 $305 26.2 $539 14.7 $44,200 0366,02.1 $50,149 4.7% 1965 $483 17.0 $747 173 $66,300 0366.02.2 $377250 20.2% 1966 $311 21.1 $745 18.1 $615300 0366.02.3 $2307 15.6% 1972 $328 21.9 $1,194 15.6 $603000 0366.11.1 $335371 2.2% 1973 $364 18.1 $629 20:9 $60,200 0366.11.2 $347085 6.3% 1977 $352 23.5 $654 20.3 WOO 0366.21.1 $50,727 3.1% 1977 $536 21.2 $750 16.7 $57,400 0366,21.2 $53,268 5.3% 1976 $533 123 $831 20.9 $66,500 0366.21.3 $56,610 6.2% 1984 $617 16.5 $910 16.5 $647500 0366.41.1 1138,250 9.1% 1979 $359 17A $695 23.6 $43,300 0366.41.2 $629037 3.7% 1970 $342 22.4 $1,012 16.9 $99,400 Average $37,641 10.9%0 1971 $374 22.8 $724 18.4 WOO Houston MSA $312488 14.9% 1973 $406 23.3 $779 20.3 $63,000 Harris County $30,970 14.4% 1973 $405 23.2 $773 20.1 $62,600 Source: U.S. Census Bureau Page 9-10 ................................................................ La Porte 2020 Comprehensive Plan Update /• ii MEDIANwwww' so wows s"119400644 Chapter 9 FIGURE 9.2 I 1 1 INCOME La Porte 2020 Comprehensive Plan Update Porte,La l District Rao 1^! i�imll�ll 3 oi Deer ParkIln Friit . — ■ _ �E� �. 11rs1Bayportql `®2.2 4C� Galveston 2.3 Bay 71 Map Legend hunt, 1 1 f/. _— �'__-� Page 9-Il LaPorte 2020 Comprehensive Plan Update...........................................................................' ............................................................................................... Residential Development Chapter 9 FIGURE 9.3 RATE OF VACANCY La Porte 2020 Comprehensive Plan Update La Porte, Texas Page 9-12 :........................................................................... La Porte 2020 Comprehensive Plan Update Residential Development................................................................................................. Chapter 9 FIGURE 9.4 MEDIAN YEAR BUILT La Porte 2020 Comprehensive Plan Update La Porte, Texas .�- - ■—'■III - FE ll IIq_L'7�L�_� II11 ! NGalwston IDOL ��022 _. Legend fNap� LBI� s>amJ 1970. 1974 1975 - 1979 Shorea 1980. 1989 Page 9-13 La Porte 2020 Comprehensive Plan Update...........................................................................: ............................................................................................... Residential Development Chapter 9 FIGURE 9.5 MEDIAN RENT La Porte 2020 Comprehensive Plan Update La Porte, Texas wompe :'��_` (�inliRwwl==�� a.y ® $901 • $400 0.5 0 0.5 1 Miles $401 - $500 O $601 - $600 $601 • $699 Shoreac Page 9-14 :........................................................................... La Porte 2020 Comprehensive Plan Update Residential Development................................................................................................t Chapter 9 FIGURE 9.6 MEDIAN VALUE La Porte 2020 Comprehensive Plan Update La Porte, Texas a eg oun Industrial District orga Deer Pa P c x N r m Bayport 2.2 Industrial Dist ict .3 Galveston Bay $30,000. $45,000 s459001-$60,000 0.5 0 0.5 1 Miles 0 5901007 - $75,000 $759001 - $90,000 $909001 , $105,000 S orea Page 9-15 La Porte 2020 Comprehensive Plan Update...........................................................................: Residential Develoument ........................................................................................ Chapter 9 Housing affordability is measured by the percentage of household income expended on housing. A threshold established by HUD is that households should not spend more than 30 percent of their household ncome on housing. When this occurs, the supply of affordable housing is typically low. As displayed in Table 9.3. there are only three block groups that have median rent that is 30 percent or greater than the median household income. These three areas are located on the east side of S.H. 146 at W. Main Street, at the northeast comer of Fairmont Parkway and N. Broadway, and the area south of W. Main Street between S.H. 146 and N. Broadway. The percentages range from 30 percent to as high as 35.1 percent. Regarding the percentage of income spent on mortgage payments, there are no block groups that spend more than 30 percent of the median household income on mortgage payments. The highest mortgage to income ratio is 25.6 percent located in block group 0365.01.7 located at the northeast corner of S.H. 146 and W. Main Street. The average ratios for rent/income and mortgage/income in La Porte are 22.8 percent and 18.4 percent, respectively. The affordability in Harris County and the Houston MSA is very similar to La Porte with percentages of income being expended on rent and mortgage payments in the range of 20 percent to 23 percent. Affordable housing, both owner and renter occupied, is not necessarily a concern in La Porte at this time, however it may become more of an issue as the population increases and ages over the 20-year horizon of this plan. The City cannot solely provide solutions to affordable housing, but can facilitate partnerships between the housing industry, private businesses, lending institutions, home builders, developers, community -based organizations, federal and state agencies, as well as citizens to create an affordable and livable community environment that offers housing opportunities for all segments of the population. Planning for Neighborhoods Strengthening neighborhoods through organization, communication, coordination, and education is a key to maintaining and improving a livable neighborhood environment: Established, stable neighborhoods rrpust be preserved and protected from encroaching incompatible development while new neighborhoods are developed in a sustainable manner. Neighborhoods that are declining need a focus of efforts between the City and residents to rehabilitate the public infrastructure as well as private property investments. The City's role includes provision and maintenance of adequate public facilities such as streets, drainage, sidewalks, parks and recreation areas, streetlights, and water and wastewater infrastructure. Public services such as police and fire protection and solid waste collection are also important ingredients, as are other community services and programs for youth and seniors. Condemnation and demolition of derelict property and strict enforcement of zoning and housing codes, as well as standards for new construction, are also necessary to preserve stable neighborhoods and redevelop deteriorating neighborhoods. The City currently has in place a number of ordinances to preserve and maintain the community infrastructure, including buildings and building regulations; fire prevention and protection; floods; health and sanitation; police; solid waste; streets, sidewalks and other public places; subdivision regulations, utilities; and, zoning. Page 9-16 :......................................................................... La Porte 2020 Comprehensive Plan Update ResidentialDevelopment...............................................................•..........••..••••Oro .......•, Chapter 9 The City can greatly enhance the quality of life for its citizens by enacting ordinances and incentives to protect and enhance the integrity of its neighborhoods. Mechanisms to improve the quality of neighborhoods may include additional zoning, subdivision or building regulations; provision of adequate public facilities and services such as streets, sidewalks, neighborhood parks, street lighting, drainage, pedestrian amenities, traffic control, neighborhood policing and fire protection; strict enforcement of codes and ordinances; providing support to qualified neighborhood organizations by assisting in their organization, providing technical assistance with private restrictions, and conducting special neighborhood studies; providing funds for neighborhood improvements; and, generally investing or reinvesting in the community's neighborhoods. Neighborhood Protection Neighborhoods are one of La Porte's greatest assets as they form a foundation for a sound quality of life. The City is made up of several distinct neighborhood areas, each with somewhat different physical characteristics such as the age of housing, street configuration, and the sizes of structures and lots. Much of the City's overall image and identity is due to the unique character of its neighborhoods, and these distinguishing features should therefore be preserved. Neighborhoods that are safe, well maintained and have character will maintain property values and thus maintain a sound neighborhood environment and a stable residential tax base. The attractive appearance and environmental quality of existing and future low -density residential neighborhoods should be protected and improvements made where necessary to maintain the value of properties and enhance the quality of life. As displayed in Figure 9.7 — Neighborhood Protection Zones, there are distinct areas in the community that are characterized as low -density residential neighborhoods. It is important as the city continues to develop that the integrity of these neighborhoods is preserved and the value and enjoyment of property is maintained and enhanced. Within the neighborhood protection zones there should be provisions incorporated into the City's development regulations to ensure neighborhood protection. Prov sons to be considered include those identified below, which are graphically portrayed in Figure 9.8 — Neighborhood Protection Standards. The standards of development shown in Figure 9.3 are exemplary of strategies to protect the integrity of the neighborhood environment and to minimize any adverse environmental impacts on the value and enjoyment of residential property. These standards may include: • Increased building and parking lot setbacks of adjacent nonresidential land uses;. • Increased lot sizes of adjacent nonresidential ]and uses; • Increased lot depths of residential neighborhoods when adjacent to land developed, zoned, or anticipated for nonresidential development; • Perimeter landscaping and fencing for all residential subdivisions, or nonresidential developments when adjacent to existing residential development; • Platted open space/buffer easements; Page 9-17 La Porte2020ComprehensivePlan Update•••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••� ............................................................................................ Residential Development Chapter 9 • Limitations on nonresidential building height when adjacent to residential land use, or increased setbacks equal to twice the height of the nonresidential building. • Decorative building materials on rear elevations of nonresidential buildings; • Screening of mechanical equipment and service areas; • Building orientation to lessen the visual impact on residential areas; • Restrict direct access between residential and nonresidential developments; and, • Utilize planned unit development provisions to encourage innovative and imaginative site design to minimize adverse impacts on adjacent properties. FIGURE 9.8 NEIGHBORHOOD PROTECTION STANDARDS La Porte 2020 Comprehensive Plan Update La Porte, Texas RESIDENCE RESIDENCE 1-N IS Ir DICK CRIS I Page 9-18 ................................................................ La Porte 2020 Comprehensive Plan Update 0.5 0 0.5 1 1.5 Miles .. .... �I.u�nnnnnnnmmnnnn.6q .1.1.I.I.I.I.I.I.I.I.I.I.1.1.1.1.1.1� _ _ _ _ Bayport Terminal LEGEND EXISTING RPSIDENTUL LAND USE NEIGHBORHOOD PROTECTION ZONES auw LA PORTE CORPORATE LIMITS dqlk FIGURE 9.7 NEIGHBORHOOD PROTECTION ZONES lwt� ECONOM76 S Wilbur Smith Associates ResidentialDevelopment...........................................................................................:.. Chapter 9 Neighborhood Planning Program A neighborhood -planning program may be started in two ways. If the City is concerned about preserving its neighborhoods it can initiate and organize a program. A neighborhood -planning program may also be initiated by a group of concerned residents within a neighborhood who organize to confront a particular issue or to protect their interests as a neighborhood. Regardless of how a program is organized, citizens and the City need to work together to accomplish common goals. Each group has its own role to play in successfully meeting the program's objectives. The City may be responsible for implementing neighborhood policies through the comprehensive plan, zoning ordinance, and subdivision and development ordinances. In addition, the City may provide funding to support neighborhood -planning initiatives. The residents may play a critical role since many of the improvements cannot be regulated and may only be accomplished through voluntary efforts of neighborhood residents or businesses. Therefore, organization and cooperation at the neighborhood level is equally important in achieving a successful planning program. The City may consider establishing a neighborhood planning program to shape the way the neighborhoods will grow and change over the next 20 years. The neighborhood planning process should be community -driven, with the City providing support to neighborhoods who come together to craft a desired future for their neighborhood and create a plan to achieve it. The plans generated by the neighborhood groups, through assistance by the City, will help to guide support and service delivery to the neighborhoods. The benefits of a neighborhood planning program may include: • Enhanced quality of life; • Recognition as a desirable place to live; • Creation of a livable and sustainable community; • Development of an enhanced physical environment; and, • Provision of a mechanism to inform and educate citizens on local development processes and other local issues. The neig�ii�orhood planning program should have a clear objective to be accomplished before it is formally initiated. The basic concerns need to be clearly articulated so the success of the program can be based on the achievement or resolution of the stated concerns. Following a statement of objective, the neighborhood should acquire a thorough understanding of the character of the neighborhood by preparing an inventory of pertinent information. Completion of an inventory will allow the community to pinpoint more specifically what they want to maintain or improve. The inventory should include: Physical conditions: • Existing land use. —The extent and variety of land uses are among the strongest determinants of neighborhood character. The. inventory should document the type, scale and density of development and also identify vacant or abandoned properties. Page 9-19 LaPorte 2020 Comprehensive Plan Update.........................................................................: ...:........ wow ........ mew .... awe . age ... Uwe ...... ago ............. age ....... mew ............... Residential Development Chapter 9 • Historic or architectural resources — Documentation of these resources identify the heritage of the neighborhood and the assets can enhance property values, increase neighborhood pride and enhance V economic development. • Natural features — These features will play a role in defining the potential growth constraints, patterns and limits of the neighborhood. Natural features are often as important to the character of the neighborhood as is the built environment. • Special features — Neighborhoods typically identify themselves by a special feature such as a landmark, park, or church, which contribute to its charm, uniqueness and neighborhood character. • Traffic characteristics — The extent, type and flow of traffic through the neighborhood needs to be examined to address the present traffic related problems. • Structural conditions — Dilapidated buildings, streets, sidewalks and other physical improvements can significantly detract from the neighborhood's overall image and should therefore be identified. hisual and aesthetic Considerations: • Viewshed —The viewshed should be mapped and delineated so that the best approach to visually preserving or improving the neighborhood may be determined. • Entry images — The images one sees upon arriving in the neighborhood are very important to the overall image of the neighborhood. • Special landscape features — Street trees, open space, greenways, gardens or other landscaped areas are assets that add aesthetic charm to a neighborhood and are worthy of protection. Growth Related Factors: • Current policies and regulations — The existing zoning around neighborhoods should be closely examined to determine the potential magnitude of future development. Also, the standards of development should be evaluated and compared to the objectives of the neighborhood. • Sewer and water availability — The availability of sewer and water infrastucture is a determinant of future growth regarding the capacity to support new development or redevelopment. • Appareni or potential growth pressures — The development pressure around the neighborhood will have a significant impact on the character of the neighborhood. The primary concern is how to minimize the impact of expected or potential growth. Residents Input • Public meetings —Information provided by residents and property owners is valuable in providing insights into the character of the neighborhood and a better understanding of the residents' opinions and priorities. Public participation should include those who have a direct involvement with the neighborhood. Page 9-20 t......................................................................... LaPorte 2020 Comprehensive Plan Update Residential Development.......................................................................................•....., Chapter 9 • Individual interviews — Personal interviews offer additional information that is often difficult to uncover through public meetings. Facts relating to neighborhood history, recent changes or trends and significant local issues are frequently identified through personal interviews. Following completion of the inventory, the City, and neighborhood should analyze the outcome of the inventory and existing condition assessment and begin to prepare a neighborhood plan. The plan should formulate specific actions to protect the neighborhood's essential features, respond to actual growth demands, and reflect the preferences of local residents. The plan may include identification of physical improvements, redevelopment alternatives and strategies, beautification projects, economic development strategies, fund-raising programs, neighborhood design standards, development/redevelopment guidelines; and other citizen -initiated programs and improvements. The plan may specifically address land use, zoning, lot area, lot width and yard requirements, building coverage and building height, buffer ,yard requirements, parking requirements and standards, sign regulations, open space preservation, landscaping, lighting, road pavement and details, vehicular circulation, speed limits, pedestrian circulation, design guidelines, building addition guidelines, architectural detail requirements, maintenance of structures and properties; and, other applicable issues. To enact the plan, a neighborhood organization should be organized as a citizen action committee. A neighborhood organization may accomplish the following: • Conduct detailed inventories of existing conditions; • Initiate beautification projects such as neighborhood entrances and vacant lots; • Establish standards of neighborhood development through restrictive covenants; • Provide local policing through neighborhood watch and other programs; • Raise funds for local improvements such as neighborhood parks or centers; • Establish a social network, • Sponsor neighborhood events such as block parties, home tours, etc.; • Provide self -enforcement of codes and restrictions; • Distribute newsletters on items of neighborhood interest; • Coordinate with the City on local improvement projects; • Establish a volunteer network for neighborhood cleanup and beautification; and, • Represent the neighborhood on local issues. Preferably the neighborhood organization would be formed through. organization of a neighborhood association, which adopts private deed restrictions for the defined neighborhood. A restrictive covenant is an agreement between private individuals limiting the way in which property may be used. It is defined as follows: The restrictive covenant is a device whereby certain uses of land can be outlawed for the benefit of the owners of land. Included in the deed whereby the land conveyed, such covenants bind the owner to refrain from the proscribed use. Where such covenants are a part of a general plan for the development of Page 9 21 LaPorte 2020 Comprehensive Plan Update•.•.•.•.••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••• Residential Development Chapter 9 an area, exacted by a grantor who retains neighboring property, or mutually agreed upon by neighboring landowners, they run with the land. Covenants are usually signed at the time of subdivision between a developer and the purchasers, although the residents of an established neighborhood may do the same. Under accepted legal doctrine, a scheme of covenants creates reciprocal negative easements between all the property owners within the affected area, giving each of these the right to enforce the covenant, and conversely the duty to conform to its restrictions. A covenant is a contractual agreement and may impose certain limitations that are unenforceable by zoning or other city ordinances. The provisions of the covenants usually state the permitted uses within the defined neighborhood, such as only single family dwellings and accessory structures. Architectural control is quite common and the covenant may refer to an architectural committee responsible for approving and disapproving house plans. Limitations on the size and cost of the dwelling may be stipulated. Minimum side yards and setbacks may also be outlined. Minimum lot size and reservations for utility easements are also normally contained within the covenant. Other provisions may be included and the number of limitations is at the discretion of the contracting parties, in this instance by the neighborhood. Crime Prevention Throueh Environmental Design (CPTED) The. physical design of neighborhoods., its layout and bulb environment, can affect the levels of crime and fear in neighborhoods. Researchers have identified basic design principles that reduce fear and prevent crime in neighborhood communities. The basic principles of CPTED include the following: Natural Surveillance —Humans feel safer in places where they can see what is going on around them. Law-abiding citizens also feel safer in settings where they are visible to other law-abiding people who they believe would help in situations of danger. Perpetrators of crime, in contrast, prefer settings that are not visible to law abiding people who might assist their victims. Therefore, the more the physical environment of a neighborhood enables people to survey their surroundings and to be visible to other people, the safer a neighborhood will feel and be. A few examples of design features that promote natural surveillance include: • Good lighting of streets, alleys, and. parking areas; • Landscaping that does not provide hiding places for perpetrators. Hedges and shrubs should be no higher than three feet and tree canopies should be no lower than eight feet. • See -through types of fences; • Windows that look out upon streets and alleys, particularly including bay windows; and, • Non -recessed doorways. Natural Access Control —Perpetrators desire settings that allow them to enter and exit without being noticed and do not prefer places with limited points of entry and exit. Multiple access points allow Page 9-22 Residential Development Chapter 9 more options for escape following a crime. Therefore, by limiting the number of entrances and exits to a community it reduces the attractiveness of the neighborhood as a place for crime. Many communities that are planned on the grid system are beginning to close streets to limit access to their community and create identifiable neighborhood boundaries and points, of entrance and exit. Contemporary neighborhoods that are planned with a curvilinear street system have generally applied this principle in the subdivision layout and design. Territoriality/Defensible Spaces —.A basic principle of CPTED is for citizens to show that they own their territory, which helps to deter crime from a neighborhood. A neighborhood that portrays a strong physical image is less likely to attract perpetrators than those that appear less defensible. Subdivision fencing as has been commonly used in contemporary -designed subdivisions and master planned communities is a method utilized to establish identifiable boundaries. Also, simple property enhancements such as flowers in planters on balconies and in business districts, vegetable and flower gardens, seasonal decorations, and outdoor holiday displays help to portray a strong community image, which symbolizes a sense of togetherness as a community. These design principles help to minimize the incidents of crime in neighborhoods. Many communities throughout the United States have incorporated the CPTED design principles into their zoning ordinances, subdivision regulations, design standards, and neighborhood planning programs. Generally, the incidence of crime in neighborhoods can be significantly reduced through development and implementation of environmental design principles. The City of La Porte may want to consider utilization of these techniques in a neighborhood -planning program or consider their incorporation n neighborhood development standards. Page 9-23 La Porte 2020 Comprehensive Plan Update.........................................................................: Task 10 Beautification and Conservation ...................................................: Chapter 10 Citizens have expressed great interest for enhancing the visual appearance of La Porte and the potential for redevelopment and reinvestment in Downtown, along major corridors, and in nonresidential areas. Through the Community Forum and a series of Comprehensive Plan Steering Committee meetings, it is apparent that citizens visualize attractive shopping centers, livable neighborhoods, landscaped roadways, pleasant places to walk, and an enhanced quality of life. They want successful shopping areas that appeal to shoppers. They see the opportunities in the downtown to create a destination that combines a lively entertainment district in a historically significant area, retail stores interspersed with restaurants and professional offices and a blend of residential units as well. The purpose of the Beautification and Conservation Element of the La Porte Comprehensive Plan Update is to establish a framework within which the City can operate to encourage quality sustainable development. This element outlines the issues identified by citizens through the plan development process and establishes guidelines for achieving the community's vision. Smart development is well managed to ensure it is compatible with the natural environment, is fiscally responsible pertaining to public investment in infrastructure, uses tax dollars and resources efficiently, and makes private development profitable. The following goals, objectives, policies and actions were prepared by the Comprehensive Plan Steering Committee as a result of the issues and needs identified by community residents at the community forum in October 1998. GOAL 10.1: Improve the community character of La Porte to make it a more desirable place to live, work, and visit. OBJ. l0.la: Enhance the visual aesthetic character of the community through the establishment of programs, standards, and guidelines. Policy 1: The City should develop and implement aesthetic guidelines and standards to enhance the aesthetic appeal of the community. Action 1: Consider a program to organize and promote the maintenance and upkeep of neighborhoods and business districts. Action 2: Continue to actively identify code violations and proactively pursue compliance with City ordinances and regulations. Action 3: Review and amend, as necessary, the existing codes and ordinances of the City to ensure that each achieves the desired results of an aesthetically pleasing environment. Action 4: Consider a program to publicly recognize residential and business property owners for their role toward enhancing the visual climate of La Porte. Page 10-1 ............................................. .................................................................................... Beautification and Conservation Chapter 10 Action 5: Visually enhance and maintain public infrastructure improvements such as streets, traffic signals, signage, sidewalks, and parks and specifically in highly visible areas of the community. OBJ.l0.lb: Develop gateways and scenic corridors into and through the community to establish a first impression and create a recognizable identity for La Porte. Policy 1: The City should enhance the entrances and corridors in the City to establish a regional identity. Action 1: Identify and develop specific locations for entrance gateways and enhanced corridors such as S.H. 146, S.H. 225, Broadway/Old Highway 146, Fairmont Parkway, Spencer Highway, Main Street, Underwood Road, Bay Area Boulevard, and San Jacinto Street. Action 2: Prepare specific gateway and corridor plans for public improvements such as bridges and traffic signals, landscaping, and entrance signage. Action 3: Consider visually appealing monument signs and install them at the identified gateways. Action 4: Utilize landscaping that is weather -resistant and resilient for the public rights -of -way environment. Action 5: Acquire excess rights -of -way to be used for open space and landscaped green areas. Action 6: Consider a corridor overlay district along specified enhancement corridors to enact unique design guidelines to include provisions for signage, landscaping, building fagade materials and design, and other visual elements. Action 7: Review and amend the City's sign ordinance, as necessary, to control the location, type, style, size, and scale of signs throughout the City with specific standards for the identified enhancement corridors. .Action 8: Incorporate associated enhancement costs into the Capital Improvement Program and Annual Budget. OBJ. l0.lc: Showcase the recognizable and unique identities of different areas of the community including Sylvan Beach, downtown, Five -Corners, residential neighborhoods, and other distinct areas of LaPorte. Policy 1: The City should build upon its local assets to create a unique identity. Action 1: Consider the design and installation of distinctive street signs, signals, and directional signage identifying areas of the city as unique and focal points of community activity. Select or design street signs, street signals, and directional signage that are unique and consistent with the historic or special character of the area. Request input from appropriate organizations and agencies. Page 10-2 e........................................................................ La Porte 2020 Comprehensive Plan Update Beautificationand Conservation....................................................................................: Chapter 10 Action 2: Continue to actively enforce the sign ordinance to ensure compliance. Action 3: Continue partnering with the Chamber of Commerce, businesses, schools, and organizations to develop an on -going banner program that promotes local businesses, festivals, and community activities. Action 4: Incorporate associated enhancement costs into the Capital Improvement Program and Annual Budget. Action 5: Consider development of a historic trail/corridor on Main Street to exhibit the local historic markers. OBJ. 10.1d: Consider a property maintenance code and enforcement program for vacant and undeveloped properties, which provide opportunities for renovation and redevelopment. Policy 1: The City should continue to promptly enforce ordinances regarding property maintenance and appearance. Action 1: Encourage and support private initiatives to landscape and beautify vacant lots. Action 2: Conduct a visual property and building maintenance survey and identify priority improvements. Work with property owners towards conformance. Action 3: Consider the implementation of a property maintenance code to provide standards for upkeep and improvements. Action 4: Consider a program to encourage property owners to maintain and enhance their property so as to be an asset to the City. OBJ. 10.1e: Improve the visual environment in the established areas of the City by relocating or burying overhead utility lines where practical and feasible. Policy 1: The City should seek to enhance the visual quality of the community by identifying alternatives and solutions for overhead power lines. Action 1: Establish a partnership with local utility providers to determine the cost, timing, and feasibility of relocating overhead lines underground throughout the City, but specifically along the defined enhancement corridors and focal points, to support the enhancement of the visual environment. Action 2: Amend the City's applicable ordinances, as necessary, to require utility lines to be buried, located at the rear of lots, or on the perimeter of subdivisions. Action 3: Incorporate the costs to bury overhead power lines along the identified enhancement corridors, such as Bay Area Boulevard, into the Capital Improvement Program and Annual Budget. Page 10-3 La Porte 2020 Comprehensive Plan Update ••••••••••••••••••••••••••'••"°""""'°""""""""""""'•"'•� ---------- --------- - - - - -- Beautification and Conservation Chapter 10 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 Policy 1: Action 1: Action 2: Action 3: Action 4: Action 5: Action 6: Action 7: OBJ"10.2b: Policy 1 Action 1 Action 2 Enhance the appearance of major thoroughfares and residential streets throughout La Porte. The City should establish standards and guidelines to address the appearance of corridors in La Porte. Consider the development of corridor enhancement plans for S.H. 225, S.H. 146, Fairmont Parkway, Underwood Road, Spencer Highway, Bay Area Boulevard, Broadway, Main Street, San Jacinto Street and others as determined appropriate and necessary. Consider development of enhanced standards of development for public mprovements such as bridges, sidewalks, streetlights, traffic signals, and signage. Consider amending, for new development, the City's typical cross sections to increase the width of right-of-way on priority corridors to allow ncreased setbacks and provision of additional open space. Utilize marginal access roads to create additional open space adjacent to major thoroughfares. Consider landscaping standards and specifications for all classifications of roadways. Consider a street tree program along defined enhancement corridors, with sensitivity to utility placement and maintenance concerns. Consider a corridor improvement plan and include if in the Capital Improvement Program and Annual Budget, including costs for design, nstallation, and long-term maintenance. Create gateways to the City along major thoroughfares entering the community as well as entering neighborhoods and other defined districts such as shopping areas, parks, and Downtown La Porte. The City should enhance its community character by creating visual nterest and defining boundaries of unique areas of the city. Consider amending the City's development regulations, as necessary, to require provisions for increased building and parking lot setbacks, open space easements, raised street medians, and traffic calming improvements at entrances to neighborhoods, distinct areas, and special districts. Consider amending the City's design criteria, as necessary, to incorporate provisions for use of traffic calming techniques at the entrances of neighborhoods, distinct areas, and special districts. Page 10-4 's........................................................................ La Porte 2020 Comprehensive Plan Update Beauti>teation and Conservation Chapter 10 Action 3: Consider a plan review process to coordinate the design and appearance of subdivisions and nonresidential developments, including special features such as distinct paving patterns, unique lighting, landscaping, entrance monuments, increased open space, raised street medians, and other special features such as earthen berms, retention ponds, swimming pools, and fountains or statues. Action 4: Consider amending the City's development regulations, as necessary, to require entry monuments at all major entrances of residential subdivisions and commercial centers, industrial parks, and other distinct areas to create an identity for the area. OBJ. 10.2c: Create public open space throughout the community to provide visual relief of development density and public infrastructure. Policy 1: The City should conserve and preserve open space throughout the community, including areas along thoroughfares, within neighborhoods, and specifically natural resource areas. Action 1: With the exception of Historic Downtown Main Street and other constrained environments, consider amending the City's development regulations, as necessary, to require provisions for increased building and parking lot setbacks and open space easements adjacent to thoroughfare and collector roadways. Action 2: Consider preservation of unique natural resource areas within and adjacent to development. Action 3: Preserve adequate rights -of -way to accommodate increased setbacks and open space easements. Action 4: Amend the City's development regulations, as necessary, to require provision for site distance easements at intersections of thoroughfares and collectors. Action 5: Consider increased setbacks to buffer neighboring residential land uses from the potential adverse impacts associated with major thoroughfares. Action 6: Consider the acquisition and maintenance of excess rights -of -way, vacant lots, vacated alleys and easements, areas beneath power lines, irregularly shaped parcels (the triangular tract, for example, at Five Corners), and other undesirable parcels as public open space. OBJ.10.2d: Enhance the appearance of properties adjacent to major thoroughfares and other highly visible areas. Policy 1: The City should establish codes and standards for the appearance of properties throughout the city and particularly adjacent to high visibility corridors. Page 10-5 La Porte 2020 Comprehensive Plan Update........................................................................: Beautification and Conservation Chapter 10 Action 1: Consider amending the City's development regulations, as necessary, to require consistent, compatible, and cohesive perimeter fencing adjacent to subdivisions as well as nonresidential developments. Action 2: Consider amending the City's development regulations, as necessary, to require perimeter landscape and open space easements around subdivisions and nonresidential developments, when adjacent to major thoroughfares, collector roadways, and public facilities and properties. Action 3: Consider assurances for long-term care and maintenance of perimeter fencing and landscaping. OBJ.10.2e: Utilize standards and policies to guide the visual appearance of buildings and other facilities and improvements. Policy 1: The City should establish standards and guidelines to achieve a high quality sustainable built and natural environment that is consistent with the community vision and compatible with natural environment. Action 1: Consider design standards and/or architectural guidelines for multiple family dwellings, commercial and industrial buildings, and public facilities. Action 2: Maintain a site plan review process to ensure conformance with standards and policies pertaining to architectural and site design. Action 3: Utilize the planned unit development provisions to encourage special development features such as retention ponds, lakes, open space, and other visual attractions. Action 4: Consider compatibility standards for the design and appearance of commercial office and retail buildings when adjacent or in near proximity to single or two family residential development. OBJ.10.2f: Consider enhanced sign controls in areas adjacent to major thoroughfares, collector roadways, residential neighborhoods, and other highly visible areas. Policy 1: The City should manage the appearance and location of signs, particularly adjacent to major thoroughfares, collector roadways and entrances to the City. Action 1: Consider a corridor overlay district with enhanced regulations pertaining to the location, type, style, color, lighting, size, and scale of signage. Action 2: Amend the City's sign ordinance to include provisions for submission of master signage plans for commercial centers. Action 3: Require signage that visually blends with the development and is not out of character with the surrounding area. Page 10-6 i........................................................................ La Porte 2020 Comprehensive Plan Update Beauti tand Conservation cation Chapter 10 Enhance the appearance of nonresidential parking areas. OBJ.10.2g: owners to develop and Policy 1: The City should coordinate with property implement parking lot landscaping standards. Action 1: Consider amending the City's development regulations, as necessary, to ndscaping standards within parking and require enhanced interior la vehicular use areas. s aces, such as one island Action 2: Consider a ratio of landscape islands per parking p island should be protected by vertical per twenty parking spaces. Each curbs'. ds to require them to be designed an Action 3: Consider landscape island standar grouped to create defined aisles and entrances. Action 4: Consider installation and maintenance standards for trees, shrubs, and other landscape materials. Action 5: Consider perimeter parking lot screening to fully screen the parking area from adjacent roadways and properties. torage areas. OBJ. 10.2h: Screen accessory and incidental uses, equipment, and s Policy 1: The City should establish standards to screen unsightly views from the public. regulations to require Action 1: Consider amending the City 's development screening refuse enclosures; exterior ground -mounted or building mounted equipment, utilities' meter anks and equipment including mechanical O acts and coolers; rooftop equipment; and storage of materials, p equipment, conduct a site plan review process to ensure conformance with Action 2: Continue to the screening requirements. GOAL 10.3: Invest in Downtown La Porte to establish a vibrant mix of places to ps, restaurants, places of entertainment, work, live, and visit, with sho and a variety of dwelling units. OBJ. 10.3a: Encourage the renovation, reuseand redevelopment of structures in , to that is compatible Downtown La Porte in a with the area's aracter and that will bring businesses, architectural and historic ch visitors, and residents to the area* devote necessary resources to revitalize Policy 1: The City should continue to Downtown and to create a vibrant area of regional and local interest, use and application of the existing building Action 1: Comprehensive, consistent code exam le, health and risk factors redevelopment aspelectrialde shall be applied when reviewing , plumbing,fi e (for p codes, etc.) to older structures. Page 10-7 La Porte2020ComprehensivePlan Update••••••••••••••"""•""'•�•��••��•�•��•��•�•.••••.•••• Beautification and Conservation Chapter 10 Action 2: Continue with enhancements of design features that maintain the historic character/appearance for sidewalks and parking. Lighting should be utilized to promote a more attractive appearance of Downtown. Action 3: Utilize incentives to encourage redevelopment and adaptive re -usage of historical and architecturally significant buildings and structures. Action 4: Encourage lease/purchase arrangements of properties owned by trusts that currently own Downtown buildings. Action 5: Require newly developed and redeveloped buildings to blend with the character, design, and scale of the existing structures in Downtown. Action 6: Promote a safe environment through design and community -based law enforcement. Action 7: The City should attempt to work in cooperation with the school district to create tax breaks. OBJ. 10.3b: Create an aesthetic and physically appealing character in Downtown La Porte that creates a unique destination for visitors. Policy 1: The City should adopt an urban design theme for Downtown and create standards and guidelines to manage the aesthetic appearance of the area. Action 1: Utilize urban design guidelines consistent with the existing mixture of architectural styles to create a strong and cohesive "sense of place." Action 2:' Consider design guidelines or standards in cooperation with property owners and other organizations, agencies, and stakeholders in the Downtown area. Action 3: Incorporate distinctive improvements such as street and sidewalk paving patterns, unique street signage, and pedestrian amenities. Action 4: Consider entrance markers as "mini -gateways" to Downtown with identification signs and landscaping. OBJ„ 10.3c: Attract entertainment and dining establishments to Downtown La Porte including theaters, restaurants, and sidewalk cafes. Policy 1: The City should actively market Downtown La Porte to create a destination for retail and entertainment activities. Action 1: Partner with the Chamber of Commerce and other stakeholder organizations and agencies to establish an aggressive commercial and retail development program to attract and retain desirable uses within Downtown La Porte. Action 2: Consider incentives to property owners who lease or develop their buildings with restaurant and other desirable uses. Action 3: Offer a clear and expedited permit process for entertainment, restaurant, and other desirable uses. Action 4: Encourage the location of museums as well as art and artisan galleries. Page 10-8 :........................................................................ La Porte 2020 Comprehensive Plan Update ............. Beautication and Conservation.......................................................... • fiChapter 10 OBJ. 10.3d: Provide direct and adequate access to Downtown La Porte thereby encouraging shopping trips by local residents and visitors. Policy 1: The City should develop and implement corridor enhancement plans for all major roadways leading to Downtown. Action 1: Designate and label routes to Downtown La Porte and Sylvan Beach so that it is easy to find from Fairmont Parkway, S.H. 146, S.H. 225, and Broadway. Action 2: Create^a unique gateway to the downtown to create a sense of arrival. OBJ. 10.3e: Consider business development incentive programs that offer financial assistance and technical expertise to commercial property owners within Downtown La Porte for upgrading and renovating building facades, in accordance with established design guidelines. Policy 1: The City should establish programs and incentives to encourage investment in and enhancement of Downtown. Action 1: Consider a Business Development Loan Fund, Building Loan Improvement Program, Paint Program, and Historic Tax Credit Program to mprovement of properties, facades, and assist property owners with the i other physical enhancements in Downtown. Action 2: Consider the creation of a municipal improvement district or public own, which have the authority to levy improvement district within Downt an assessment apportioned for the improvements. Action 3: Encourage private businesses to supplement a program grant fund. Action 4: Solicit the involvement of local financial institutions to establish a low interest loan program for property and facade improvements. Action 5: Consider a special Downtown La Porte fund in the City's Annual Budget. OBJ. 10.3f: The City should seek to create an attractive pedestrian environment in Downtown to attract residents and visitors to the area. Policy 1: Promote the use of sidewalk canopies on storefronts to create a comfortable and attractive pedestrian environment. Action 1: Encourage property and business owners to install canopies to provide shade and shelter as well as an attractive cohesive appearance in Downtown. OBJ. 10.3g: Encourage festivals and other community activities to focus attention on Downtown La Porte. Policy 1: The City should continue to promote and advertise Downtown La Porte as a tourist destination. Action 1: Continue to publicize and encourage participation in local festivals, celebrations, concerts, and other community activities. Page 10-9 La Porte 2020 Comprehensive Plan Update •-• • • • • • • • • • • """""""" .................................... .................................................................................... Beau ittteatlon and Conservation Chapter 10 Action 2: Create positive partnerships with businesses and property owners to sponsor festivals and community activities. Action 3: Further promote a regional festival that showcases Downtown and its history. Citizens and members of the Comprehensive Plan Steering Committee identified a series of issues during a community forum as well as the Comprehensive Plan Steering Committee. The issues identified at the forum included signage, improvement of entrances to neighborhoods and the City, beautification of specific corridors such as Broadway, screening of refuse containers, and the overall visual enhancement. The issues are further described as follows: Identity of the City The City's residents perceive that others see their city as less appealing than other communities in the region, while La Porte has a lot of assets that are not recognized, albeit hidden in some instances. The City tends to be recognized only as an industrial City and not for its neighborhoods, Sylvan Beach, or any of its other assets. Entrances to the City The residents believe there should be more attention on creating "gateways" at the entrances to the City to promote the attractiveness and identity of the City. The aesthetic appearance of the City also includes enhancement of roadways in terms of their visual appearance, functional use, and condition. The overall aesthetic potential of Downtown La Porte is unrealized without a gateway to denote entrance to a special area. It is also believed that there need to be directional signs to guide visitors to community facilities and attractions. City Beautification The provision of landscaping in medians, rights -of --way, and parking areas would greatly enhance the visual appeal of the City, particularly in key locations such as S.H. 225, S.H. 146, Fairmont Parkway, and Broadway. In addition, by establishing standards of development, the City would generate quality sustainable development that adds to the identity and image of the community. Improvements to the Appearance of Older Established Neighborhoods A continued program needs to be developed to improve the overall safety, appearance, and function of the City's residential areas. Neighborhoods are the foundation of the quality of life in the community, and are essential to support and sustain. Page 10-10 :........................................................................ La Parte 2020 Comprehensive Plan Update Beautification and Conservation .............. -------------... MOO ............. am* ..................... ago ass ....t Chapter 10 Improvements to Dilapidated Commercial Corridors and Areas Major corridors such as Fairmont Parkway, Broadway, Spencer Highway, S.H. 225, and S.H. 146 need attention to increase landscaping, reduce signage clutter, remove or rehabilitate unsightly properties, and improve building facades of older structures. Downtown Revitalization and Utilization There is great interest in making downtown a viable commercial area that would attract not only visitors, but residents as well. The downtown area offers a special environment that could be a strong asset of the community if there is a focus of resources committed to the area. Barriers to Revitalization Some of the potential properties for redevelopment are owned by a relatively few owners or tmsts. Trusts have fiduciary responsibilities that sometimes limit their ability to sell or donate property. Costs of building renovations and requirements are barriers to someone wanting to locate a business and/or residence. Urban design is a combination of appearance and function; how the City looks and feels to residents and visitors and how neighborhoods and other areas are linked together. Urban design is a mechanism to create a sense of community, an identity that is unique to la Porte and which defines its image. It requires collaboration on behalf of residents, elected and appointed officials, businesses, development community, home associations, Chamber of Commerce, economic development agency, civic organizations, and other key stakeholders in the community. When done well, an urban design program is an asset to the community, which enhances its identity, improves its competitive position for development and redevelopment, and genuinely enhances the sense of community, quality of life, and livability of the community. Reasons for the community to invest in beautification through urban design are as follows: • Desirable place to live; • Enhanced quality of life; • Improved attractiveness as a place to do business; • Increased economic development benefits; • Sustainability of development; • Enhanced visual quality and aesthetic environment; • Family -oriented value system; • Pleasant living environment; and, • Environmental friendliness. Page 10-11 Za Porte 2020 Comprehensive Plan Update.......................................................................... .,....................................................................................... Beautification and Conservation Chapter 10 Guidelines for Beautification Improvement To be fully effective in achieving the community's vision for the future, a beautification program needs to be implemented citywide. However, needs often outweigh the financial resources available to achieve the desired outcome. Therefore, it is recognized that there are areas of La Porte that are more visible and, thus may serve as a starting point to initiate a beautification program. These priority areas are concentrated at the entrances to the City and along its major thoroughfares, as displayed in Figure 10.1 — Gateways and Corridors. There is also a hierarchy of importance of the identified entrances and corridors dependent upon their relative visibility. The primary and secondary gateways and corridors are illustrated in Figure 10.1. There are a large variety of components that contribute to the visual appearance and "feel" of a community. Some components are more apparent than others, although they all contribute to the overall character of the community. The beautification elements identified below, if implemented, will each have a considerable impact on the visual environment and the perceived level of quality and sustainability in the community. The primary elements of a beautification program include: Overall Visual Appearance The overall visual appearance includes building facades, screening of storage areas, land use compatibility, design cohesiveness, street aesthetics, overhead utilities, landscaping, and signs - what meets the eye — and what forms the overall impression of the city. Improvements to the appearance may include the removal of "slipcover" facades to reveal the original structure, relocation of overhead utility lines, coordination of signage, enhanced streetscape environs through landscaping and open space, increased setbacks, creation of an architectural theme, design cohesiveness, screening of storage and service areas, creation of gateways, and many other enhancements. Area Identification Area identification includes distinctive signage, lighting, landscaping, sidewalk design, and items that distinguish the area from the surrounding city. Areas may have a distinctive logo on their street signs to denote a special area such as Downtown or historic districts. Generally, area identification can be achieved through establishing something unique about the area, something that sets it apart from other areas and creates a sense of arrival upon entering the neighborhood of district. Gateways may be clearly delineated by distinct signage or by designfeatures such as decorative light fixtures, unique pavement patterns, fencing, and enhanced 1 landscaping. Gateways -' establish identity. Page 10-12 i.......................................................................... La Porte 2020 Comprehensive Plan Update Wooer San Jacinto Say all Hsttleground 1 IndustTialD strict - _ 0At . - ,.,.#_ ,..l,�"� m1 l BYp1 industrial District N 1 0.5 0 0.5 1 1.5 Miles r+� �� IIA West rain Sit: § � .>A J" as rrr — 7 r d l _ _71 •n ■mil' Q a, ®® • rA� �.nm eI J ■.i unnnm� Bayport Terminal . .,. xouston Ship ChQ,y� �;nmm ..� LEGEND PRIMARY ENHANCEMENT CORRIDOR opi i SECONDARY if ENHANCEMENT CORRIDOR • PRIMARY GATEWAY SECONDARY GATEWAY ,u;a CORPORATE LIMITS FIGURE 10.1 GATEWAYS AND CORRIDORS I��►`® cwEeRs // \O PL1[llVERS 41wow ECONOMIST Wilbur Smith Associates ............. BeautWcation and Conservation .................. Chapter 10 Infrastructure and parks are visible infrastructure Streets, overhead utilities, sidewalks, that are functional elements of a beautification scheme in the community. Sidewalks have potential to be much more than a et. More If than a necessity for pedestrians, sidewalks can strip of concrete that runs parallel to the stre provide an amenity to neighborhoods and other areas, to create a walkable community and a pleasant environment for walking, exercising, or sightseeing. Use of brick or stonetypical avers on sidewalks and or neighborhood. crosswalks can significantly improve, the appearance of an otherwise est to Sidewalks also link one activity center to another and relieve traffic congestion by encouraging people walk rather than drive. Overhead utilities often add to the visual clutter of an area, along with traffic signals, streetlights, street signs, business signs, buildings, and an array of other physical improvements. Placing overhead utilities underground can have a significant impact on the visual environment of an area. Many overhead utilities to be placed underground as a condition communities throughout the country require all of development. Parks are often not considered infrastructure, although they are as important to a community as are streets and utilities. Consideration of parks equitably with the provision of fire and police services, streets ironment that offers open space and utilities will create a pleasant living envand visual relief from development. Overhead power lines, as shown to the left, detract from an otherwise pleasant physical environment. Increased setbacks and landscaping cannot overcome the visual obstruction of overhead utilities. Parkin As in any downtown or shopping center, parking is a necessity. On -street parking is convenient for shoppers and merchants, but often unattractive and impedes the flow of traffic. Off-street parking lots provide a -better place to park, but are not perceived as convenient. Parking lots provide an opportunity for additional trees and landscaping and may be designed as "car parks", or as places to leave the car, but also ve setting. The City of La Porte would benefit from off-street to rest and enjoy the outdoors in an attracti parking in the Downtown area located behind the streets. Page 10-13 ............ La Porte 2020 Comprehensive Plan Update••-•••••••• .................................................................................... Beautification and Conservation Chapter 10 t� The use of landscaped �. parking islands provides an `. opportunity to foster aesthetically pleasing developments, which enhance WU the appearance and character of the community. T.nnciccnned Corridom Streets and.greenbelt linkages are included as a beautificafion element so that their appearance and function can be addressed for improvements. Major corridors, such as S.H. 225, S.H. 146, Fairmont Parkway; Spencer Highway, Broadway, and Main Street, can benefit from the addition of sidewalks, increased setbacks, cohesive fencing, more open space, landscaping, gateway entrances, public art and features, decorative street lights and traffic control, streetscape improvements for pedestrians, and a coordinated signage system, all in addition to managing the flow of traffic. Street rights -of -way can be designated corridors with specific requirements for landscaping, signage, building, setbacks, and parking areas. Landscaped corridors create an impression of a livable community, while producing an aesthetic street environment. These "boulevard -type" corridors include raised medians and increased setbacks. Increased Setbacks and Onen Space The provision of additional green space within and adjacent to roadways creates a more pleasant visual environment. Additional rights -of -way are required to accomplish this boulevard -type setting, which may not be feasible in all circumstances. These corridors should be reserved for principal arterials and other high profile roadways. In constrained environs, many of the same principals may be achieved through increased landscaping, cohesive fencing, curvilinear sidewalks, unique and visible crosswalks, decorative traffic control and lighting, and underground utilities. Creating pockets of open space, such as at intersections, is also an effective technique to enhance the visual environment. Page 10-14 ''s........................................................................ La Porte 2020 Comprehensive Plan Update . ............. Chapter ZO Bea utit ication and Conservation .................. Increased setbacks adjacent to roadways offer an opportunity to reduce environmental impacts on adjacent property owners and td create additional open space for sidewalks, trails, and landscaping. Architectural Design A major component contributing to the perception of an area as beautiful or unattractive is the built environment. Development of architectural guidelines or design standards will promote quality development that achieves the desired aesthetic environment of the community. perhaps the two more important aspects of guidelines or standards are the use of decorative building materials and the regardless of their relationship. Use of an architectural cohesiveness of design among adjacent buildings theme or style that ties an area or district together creates visual unity. For example, architectural standards specific to the Downtown area would help to maintain and restore the historic character of the area. However, there must also be imagination and innovation permitted to avoid development of a sterile and building architecture is its context with uninviting environment. Another facet of the surrounding environment. For instance, among other site development issues such as access, circulation, "use, and g to be residential in appearance the visual impact on adjacent traffic, by designing a commercial buildin properties may be greatly reduced or eliminated. Cohesive development plays an integral role in the appearance of an area. The use of guidelines or standards can establish site design parameters to coordinate the appearance and visual context of an area. Si a e Businesses require identification and directional signs; however, these signs can be designed and out detracting from their purpose. The City,s sign ordinance located to form a better visual impression with imum amount of signage allowed for wall, ground, window should include provisions to regulate the max Signs, spacing and even recommend styles in keeping with the desired overall visual appearance formulated by a consensus of citizens and elected officials. These requirements should be imposed along high profile corridors, and may be used throughout the community. Page 10-IS La Porte2020ComprehensevePlan Update •••••••••••••••••••""""'°" .................................................... Beautification and Conservation Chapter 10 A well -designed system of signage creates a sense of order, which greatly enhances the visual environment and improves the ability ofpassers-by to collect and process information about the area. Gateways and District Identity Direction, location, and idennty signage, which inform and establish a sense of place, need to be appropriately designed and located to direct and inform without creating a cluttered visual environment. The use of street signs with area logos helps identify special districts or neighborhoods. Colored banners may also be mounted on light poles or buildings. However, these signs need to be coordinated and placed in locations where they are easy to read from the street. In areas of the city that are distinctive in appearance or use, entrance and internal signage should be used for identification. Gateways establish a sense of arrival to an area, and create a first impression and lastingidentity. Gateways capitalize on the uniqueness of an area and establish defensible community boundaries. General Considerations for Beautification Imnrovement Landscaping enhances the visual appearance of individual developments as well as the community as a whole. Landscaping also contributes to minimizing the harmful impacts of noise, dust, debris, motor vehicle headlight glare, or other artificial light intrusions, and other objectionable activities or impacts conducted or created by an adjoining or nearby use. Trees and other plantings along streets make living and visiting the City a more pleasant experience. The City should assure that a landscaping and tree protection ordinance establishes the necessary provisions to achieve its vision of the future regarding specifics about the type of landscaping desired. For example, trees placed within parking areas greatly improve the appearance, but also provide much needed shade in the Texas climate. Preserving trees during development and requiring the replacement of trees that are removed will have a significant impact on the community's appearance. It is important to note, however, that all plantings require ongoing maintenance either by the City, property owners, community organizations, or neighborhood groups. Page 10-16 :........................................................................ La Porte 2020 Comprehensive Plan Update Beautification and Conservation ............................................. Chapter 10 Perimeter screening of parking facilities will reduce the negative appearance of such areas. Low shrubbery that shields vehicle lights and bumpers will add to the visual appearance while reducing the impact of the lights on the surrounding areas and uses. Consideration should be given to both the design and maintenance so that there is adequate visibility from the street. Traffic calming devices can be utilized to reduce traffic flow and speeding problems on local streets. These include speed humps, street closures, bulb -outs and traffic circles, high visibility crosswalks, narrower lanes, and landscaped medians. Considerations for Enhancement To create an attractive, interesting place where citizens and visitors will want to shop and be entertained, there are four issues to be addressed including creating a mixed use environment, accessibility, parking, aesthetics, and pedestrian orientation. Mixed Use In order for Downtown La Porte to play important economic and social roles, a variety of uses need to be present. Elements that will help to generate interest and patronage include a destination restaurant, family spots such as an ice cream parlor, entertainment venues such as a community theater, a variety of unique retail shops, residential units, and defined open space for parks and recreational activities and downtown festivals and special events. Access It is essential that residents, visitors and particularly potential customers have good access to Downtown La Porte. As such, a top priority should be improvement of street conditions throughout Downtown and the surrounding area. Streets should be in good condition and where curbs and gutters are partial or non-existent, they should be installed to adequately drain the streets and prevent flooding. Another significant asset to vehicles entering Downtown La Porte is clear and distinct signage. Distinctive street signs that convey the character of the district will assist shoppers to easily find their destination while helping to alleviate confusion for visitors. Aesthetics A business district is largely characterized by its physical appearance. Factors influencing the appearance include architecture, facade maintenance, gateways, signage, landscaping, open space, street furniture, and lighting. Additions or improvements to the appearance will encourage residents and visitors Page 10-17 LaPorte2020CamprehensivePlan Update•••••••••••••••••••• """""""""""""" .................................................................................... Beautification and Conservation Chapter 10 to come to Downtown La Porte for single and, multi -purpose trips. If an area is perceived as depressed, underutilized, or unsafe, it will typically not enjoy the activity necessary to revitalize it. If Downtown La Porte is highly active; aesthetically attractive, and safe, people will enjoy spending time in the area. Downtown is in direct competition with commefcial uses in other parts of the city and with those in surrounding communities. Therefore, by enhancing its appeal, it can become a preferred destination for consumers. Another initiative that would aesthetically enhance Downtown is the improvement of alleyways as shown on Figure 10.2 - Alleyway Improvements. A cafe next to an alleyway could utilize the space for outdoor dining. Improvements as simple as tables, chairs and umbrellas along with planters and festive lights create a usable pleasant space. With proper surfacing and lighting, alleyways could also provide pedestrian linkages to parking areas, such as those located behind storefronts of rear half blocks. Parking Adequate parking is essential to the long-term success of La Porte's downtown. Parking is necessary for downtown business owners, area residents, and both short- and long-term parkers. To determine the supply necessary to meet the average and peak parking demand, an area wide parking studyis recommended to identify the existing conditions, inventory the availability of both on- and off-street parking spaces, identify existing and future parking needs and options for meeting the needs, and preparing a downtown parking plan and program. An effective parking plan considers the parking needs of businesses and patrons as well as issues related to parking such as pedestrian linkages, lighting, signage, and overall access and circulation throughout the downtown. Pedestrian Friendliness The purpose of a pedestrian friendly Downtown is to encourage people to get out of their cars and interact with other people. Downtown may be considered pedestrian friendly when a person desires to visit the district and complete their business on foot. It is important that all sidewalks are in good physical condition. An interesting and appealing sidewalk design can encourage this activity. A design theme should be implemented throughout Downtown to create a unifying identity. Comers can be enhanced for pedestrians to facilitate crossing streets by creating extensions which effectively shorten the Page 10-18 s........................................................................ LaPorte 2020 Comprehensive Plan Update Beautification and Conservation.... wwwwo wave Chapter 10 FIGURE 10.2 ALLEYWAY IMPROVEMENTS La Porte Comprehensive Plan Update La Porte. Texas Page 10-19 La Porte 2020 Comprehensive Plan Update.......................................................................... S ......................................................................................... Beautih tion and Conservation ft Chapter 10 FIGURE 10.3 PEDESTRIAN FRIENDLY ELEMENTS La Porte Comprehensive Plan Update La Porte, Texas Page 10-20 s•••••••••••••••••••••••••••••••••••••••••.••••••••••••••••................ La Porte 2020 Comprehensive Plan Update fit i dis v � �� Beautification and Conservation Chapter 10 distance from one corner to another making it easier and safer to cross the street, as shown in Figures 10.3 and 10.4 — Pedestrian Friendly Elements. Pedestrian refuges can be created at the half point of crossing a street to create a protective zone for pedestrians to wait for passing traffic. This is particularly important for wider arterial streets such as Main Street. Shade, which can be accomplished with sidewalk canopies on store fronts and/or planting street trees, is an important factor in creating a pleasant walking environment for pedestrians,. IMPLEMENTATION Main Street Program This is a program that is available to reinvest in and revitalize Downtown La Porte. The program was designed by the National Trust for Historic Preservation in 1980, and is administered through the Texas Main Street program of the Texas Historical Commission in 65 Texas cities. The Main Street Program focuses on a four -point approach of organization, design, promotion, and economic redevelopment targeted to downtowns. The intent is to support and encourage historic preservation within the context of economic revitalization. Participation in the Main Street program requires a participating city to commit to and adopt the Main Street strategy consisting of ten criteria, which are summarized as follows: • Broad -base public support for the commercial district revitalization process, with strong support from both public and private sectors; • Vision and mission statements relevant to community conditions and to the local Main Street's organizational stage; • Comprehensive Main Street work plan; • Historic preservation ethic; • Active board of directors and committees; • Adequate operating budget; • Paid professional manager; • Program of ongoing training for staff and volunteers; • Reporting of key statistics; and, • Current member of the National Main Street Network, The Texas Historical Commission provides consulting services and a staff of experts on a number of preservation issues to support Main Street programs at no charge to enrolled cities. Training programs are provided at a nominal cost. Page 10-22 s•••••••••••••••••••••••••••••••••.......................................LaPorte2020Con:prehensivePlan Update Beautification and Conservation ................................................ ........................ •........... 9 Chapter 10 Public Improvement District In accordance with the Texas Local Government Code, Chapter 372, Improvement Districts in Municipalities, a municipality may initiate or receive a petition requesting the establishment of a public improvement district in the municipality or its extraterritorial jurisdiction. An improvement project may be undertaken if the governing body finds that an improvement district would promote the interests of the municipality. A public improvement project may include a variety of improvements that influence the quality of development and aesthetic appearance of an area, including landscaping, signage, sidewalks, art, on, and special services for improvement and promotion of the parking, utility infrastructure, parks, acquisiti district, which may include the aesthetic appearance and architectural significance of the district. Establishment of a Public Improvement District requires a petition, findings as to the advisability of the proposed improvement, its estimated cost, method of assessment and apportionment of cost; a feasibility report to determine whether an improvement should be proposed; appointment of an advisory body; a public hearing on the advisability of the improvement; authorization to create an improvement district; al indebtedness and projected costs of improvement; preparation of a service plan to define the annu preparation of an assessment plan and apportionment plan; and preparation of an assessment roll. Urban Renewal In accordance with the Texas Local Government Code, Chapter 374, Urban Renewal in Municipalities, a municipality may exercise its urban renewal powers upon adoption of a resolution that a slum area or blighted area exists and that rehabilitation, conservation or slum clearance of the area is necessary for the public health, safety, morals, or welfare of the residents of the municipality. A majority of the voters voting in an election must favor adoption of the resolution in order to enact urban renewal. An urban renewal project includes any of the following activities: (1) activities in the urban renewal area that are designed to eliminate or prevent the development or spread of slums and blighted areas; (2) slum clearance and redevelopment; (3) rehabilitation or conservation; and/or (4) development of open land that, because of location or situation, is necessary for sound community growth and that is to be developed, by replatting and planning, for predominantly residential uses. Tax Increment Financing (TIF) may be used as a method to fund the improvements within a defined urban renewal area. TIF requires majority approval by the voters of the municipality. TIF is a municipal financing tool that enables a municipality to encourage redevelopment of a designated area or areas in partnership with private development. Public improvements within the designated urban renewal area are financed using tax revenue generated by new investment. The .advantage of this financing technique is the ability to capture all or a portion of the increased tax revenue generated by private investment. The increment is placed in a tax increment fund to be used only for public purposes within the We urban renewal area. With tax increment financing, the existing tax base would be noted as the base year. The increase in tax revenues resulting from private investment would create a positive increment that would be held in the tax increment fund rather than distributed to the various taxing jurisdictions. The special fund is used to finance public purpose expenditures or to repay bonds issued to finance the expenditures. Page 10-23 ......................................... ................1 La Porte 2020Comprehensive Plan Update •••••••••• too ••• Beautification and Conservation Chapter 10 Through creation of a TTF district, a municipality may enter into agreements regarding the architectural design and aesthetic appearance of the property and buildings within the district. Municipal Management District In accordance with the Texas Local Government Code, Chapter 375, Municipal Management Districts in General, a municipality may create a management district to, among other reasons, further promote the health, safety, welfare, morals, convenience, and enjoyment of the public by landscaping and developing certain areas within the district that are necessary for the restoration, preservation, and enhancement of scenic and aesthetic beauty. The general purpose of a management district is to promote and benefit commercial development and commercial areas. A Municipal Management District may be created only in an area devoted primarily to commercial development and business activity. In order to create a district, a petition requesting creation of a district must be received by the owners of a majority of the assessed value of therealproperty in the proposed district or 50 persons who own real property in the proposed district. Upon creation, the district has all the rights, powers and privileges of a taxing authority.. Planned Development District A planned development district (also referred to as a planned unit development) is defined as a development of land that is under unified control and is planned and developed as a whole in a single development operation or programmed in stages of development. Planned development districts are designated for the purpose of encouraging and requiring orderly development at a quality level that exceeds that commonly found in projects developed in conventional zoning districts. A planned development district allows flexibility of normal and established development techniques in exchange for innovative designs to increase compatibility, enhance imaginative site planning, create amenities, provide greater open space, and improve the architectural appearance and overall quality of development. An advantage of planned developments is that continuing maintenance and compliance with the final development plan is binding upon all successors and assigns unless the plan is amended. When property is rezoned to a planned development district designation, a preliminary development plan is considered and approved as part of the rezoning application. The content and submission requirements include all necessary information needed to approve site development including preliminary engineering. Upon approval of the zoning classification and preliminary development plan, a final development plan may be submitted and approved administratively if there are no modifications from the approved preliminary development plan. Article IV, Planned Unit Developments, of Chapter 106 of the City of La Porte Code of Ordinances addresses the procedures and requirements for planned developments in the City. The procedures establish the submittal requirements for a major or minor development site plan or preliminary plat. In addition, Page 10-24 i........................................................................ La Porte 2020 Comprehensive Plan Update Beautification and Conservation..................................................................................... Chapter 10 there are specific criteria to be used by the Planning and Zoning Commission in reviewing and making a recommendation to the City Council. The article also addresses requirements such as property controls, public services, building height, and roadways. The specific development requirements address density, yards, required frontage, and minimum project size for commercial and industrial developments. The supplementary district regulations address specific uses such as domestic livestock, breeding kennels, bed and breakfasts, and accessory uses. Conditional or Special Use Permit Generally, a conditional or special use is defined as a use other than a use permitted by (or as of) right. A conditional or special use permit is a process by which a particular use is reviewed in relation to a specific site to determine whether the proposed use, with or without the imposition of conditions; is appropriate for the premises. Certain uses of land, buildings or structures may not be appropriate under all circumstances in any given zoning district, but may be appropriate and suitable whereadequate precautions can be taken to assure compatibility with surrounding uses, public need, and the city as a whole. Approval of a conditional or special use typically requires an additional level of review by the Planning Commission, City Council, Architectural Review Board and/or other special-purpose review board. A conditional or special use permit applies to the property that is legally described in the application and is not transferable to another property without similar proceedings to determine the appropriateness and compatibility of the use on a new property. A conditional or special use is typically subject to expiration if the use permitted by the ordinance is not fully established and operational within a specific time period, such as one year from the date of the ordinance granting the permit. In addition, the use permit may be revoked by the City Council if any of the terms are violated. Uses that require a conditional or special use permit are identified within the standard zoning districts depending on the nature and intensity of the use. To insure that there is adequate review of the application, including public notice and comment, an application for a conditional or special use is required and processed in the same manner as a change in zoning classification. In addition to a required application, a site plan is required to show the details of the proposed use and its relationship to surrounding properties. Overlay District Overlay districts allow establishment of special regulations within parts or all of a zoning district or several zoning districts. The provisions of overlay distr cts supplement the base zoning district regulat ors and typically do not preempt the regulations of the underlying base zoning district, although they may allow exceptions under certain circumstances. Overlay districts indicated on the official Zoning District Map, may include a boundary description in the text, or contain a list of specific parcels or buildings subject to the overlay regulations. Page 10-25 La Porte 2020 Comprehensive Plan Update......................................................................... .................................. .........Beautification and Conservation Chapter 10 A City may adopt a single overlay district that is broadly applied to all defined areas, or may establish more than one overlay district with specific regulations tailored to the area's architectural character, scale of development or other unique characteristics. Examples of regulations that may apply within an overlay district include sign control, height and area requirements, setbacks, landscaping and screening, open space, and design standards and architectural guidelines. Site review would be required with the adoption of overlay districts. Site Review The zoning ordinance may include provisions for consideration of site plans in standard zoning districts. Generally, within nonresidential zoning districts, preliminary site plans are required for submittal to be approved by City staff and the Planning Commission (or City Council). Approved preliminary site plans are typically valid for a specified time period such as one year, with time extensions available up to one additional year if authorized by the Planning Commission or City Council. Disapproval of a preliminary site plan by the Planning Commission may typically be appealed to the City Council. Content and submittal requirements for preliminary site plans are specified in the ordinance. The site review process often allows considerable discretion to be exercised by the governing body since it may deal with hard to define aesthetic and design considerations. The purpose of a site review process is for an applicant to demonstrate a satisfactory quality of design in the individual buildings and its site, the appropriateness of the building to the intended use, and the aesthetic appropriateness of the development to its surroundings. Satisfactory design quality and harmony involves among other things: • Appropriate use of quality building materials and harmony and proportion of the overall design; • Architectural style that is compatible with the overall character of the neighborhood; • Height and color of the proposed structure as compared to adjacent and abutting structures; and, • Plan is consistent with sound land planning, good site engineering design principles and good architectural principals. Adoption of architectural guidelines andlor design standards is necessary to complement the site review and approval process pertaining to the definition of quality development, specification of architectural style and harmony of design. Design guidelines should consider subdivision regulations, the existing built and natural environments, local culture and history, public streetscape improvements, and local public policy. Their legal basis should be firmly established in the comprehensive plan, particularly associated with specifically defined areas of significance. Design regulations are most suitable in a separate section of the Code of Ordinances, but integrated with the zoning regulations. Page 10-26 :........................................................................ La Porte 2020 Comprehensive Plan Update Beautificationand Conservation..................................................................................... Chapter 10 Downtown Implementation Successful implementation of a Downtown Enhancement Plan will rely on four critical factors: • Public/private cooperation; • Regulatory consistency; • Marketing of opportunities; and, • Financial resources. The business development climate in Downtown La Porte must continue to be strengthened through a joint public -private initiative to promote establishment and growth of desirable retail, service, restaurant, and entertainment businesses. A strong spirit of cooperation between Downtown business owners and the City of La Porte can be fostered in adopting and implementing needed regulations regarding landscaping, signage, and property maintenance to improve its appearance. The City should provide the organizational capacity and resources needed to implement a Plan. Organization and administration of a Main Street Program, in coordination with the Chamber of Commerce and the City, could create a partnership to conduct active promotional campaigns to attract new businesses to Downtown LaPorte. A Downtown Enhancement Plan must be considered as an economic development plan as well as a building renovation and appearance plan. Economic Development is the cooperative action between the public and private sectors, which results in widespread and sustained private investment. Some key concepts include cooperative action, partnering, and sustained private investment via the marketplace. The community's economic development program relates to community actions designed to attract and encourage business growth and promote job creation. Potential financial resources include a variety of funding sources, such as: • Creationeof a self -assessment benefit district which levies a special assessment tax on businesses and property owners in the district for the purpose of carrying out specific public physical improvements. • Creation of a special service area in which property owners are taxed with a mill levy or a special assessment and the funds generated are used for infrastructure improvements, maintenance programs, public parking, etc. • Sales tax funds dedicated for revitalization and redevelopment of commercial areas. The City may utilize non-profit development corporations to promote the creation of new and expanded industry and manufacturing activity within the city and surrounding vicinity. A Section 4A-development corporation is funded by the imposition of a local sales and use tax dedicated to economic development. The Section 4B one-half cent sales tax can be used to promote a wide range of civic and commercial projects. These are possible if the city has room in the local sales tax structure. • Bar and Restaurant tax. Page 10-27 La Porte2020ComprehensivePlan Update•••••••••••••••••••••••••°°••••••••••••"•••••"'•"'°"""""""""" .................................................................................... Beautification and Conservation Chapter 10 • Work to obtain State approval of Transportation Enhancement funds for improving sidewalks and streetscapes within Downtown La Porte. • Utilize Community Development Block Grant (CDBG) funds for public infrastructure and community services programs. • City of La Porte Capital Improvement Program and Annual Budget. • Transportation Equity Act of the 2 1 " Century (TEA-21) and State Highway Funds can be used for a variety of transportation enhancements and improvements. For example, the Surface Transportation Program may be used for improvements on roads that are not functionally classified as local or rural minor collectors. • Texas Recreation and Parks Account Program allows local units of government to apply for park grant funds for outdoor recreation from the Texas Parks and Wildlife Department. This program provides 50 percent matching grant assistance to eligible local governments for the acquisition and development of public recreation areas and facilities. • Venue taxes —Cities may adopt a venue project tax whereby they can collect taxes to fund a specific voter -approved economic development project. Projects may include sports stadiums, convention centers and related improvements, or tourist development along an inland waterway. Venues that may be taxed include admissions, motor vehicle rental, event parking, hotel occupancy, and facility uses. • Local Property Tax Incentives that may be utilized by cities to attract commercial enterprise are: Property Tax Abatement in which a city may enter into an agreement to abate (waive and/or postpone) property taxes in a "reinvestment zone" Tax Increment Financing is a tool to publicly finance needed structural improvements and enhanced infrastructure within a defined area. The costs of the improvements are repaid by the contribution of all of a portion of future tax revenues that are attributed to the increases in the property values due to the improvements in the reinvestment zone. • Economic Development Through Tourism - A city may adopt the following programs to augment tourism programs that bring visitors to the area: Local hotel occupancy tax provides an important source of funding for maintaining a city's tourism program. Designation under the Texas Program for Historic Landmarks with the owners' approval provides eligibility for ad valorem tax exemptions and state grant preservation funds, technical preservation assistance, and inclusion in travel guides. Designation under the National Register for Historic Places makes certain tax credits available for certified rehabilitation of income producing buildings and allows for federal historic preservation grants-in-aid. • Grants and Loans for Economic Development - A city may provide a grant or loan of city funds or services to promote economic development, but must insure that the public purpose of economic. development will be pursued by the business through the creation of jobs, or expansion of the tax base by construction of or enhancement of physical facilities. Safeguards and demonstrable benefits should be stipulated in a contract agreement in which there are tangible means for measuring the business' meeting of its obligations. In addition, a city may provide land to promote Page 10-28 :........................................................................ La Porte 2020 Comprehensive Plan Update Beautification and Conservation ...................................... . Chapter ZO economic development by obtaining and even partially developing a site to show to businesses that may relocate to the area. Examples may include the purchase of land for municipal facilities including water and sewer treatment plants, industrial parks, municipal airports, and city streets. Issuing Debt for Financing Economic Development _ If permitted by the city charter, a city may issue bonds to finance infrastructure improvements and certain manufacturing and commercial facilities. These bonds may be issued through the development corporation, a tax increment financing district. Commercial buildings must be subsequently leased to a private entity. Bonds may also be issued by an industrial development corporation and are payable solely from the sales tax proceeds. Economic Development through Infrastructure Improvements -Public Improvement Districts (PIDs) are a means for undertaking public improvements by allowing a city to levy and collect special assessments for property with the city or its ETJ. Improvements include water, wastewater, sewer drainage, sidewalks, streets, mass transit, parking, libraries, parks and recreation, landscaping, art installation, pedestrian malls and other similar projects. Also included are safety services and business -related services such as advertising, recruitment and development. The city or affected property owners must petition for the creation of a PID. The revenue from the special assessment must be used for the specified improvements or developments in the PID. Municipal management (downtown) districts are a relatively new way that commercial property owners may enhance a defined business area to finance facilities and improvements above and beyond what is already provided by the city or property owners. The improvements may be paid for by a combination of self-imposed property taxes, special assessments impact fees and other charges against the property owner. Such a district is meant to enhance, not replace city services in the area. Page 10-29 La Porte 2020 Comprehensive Plan Update••••••••••••••••••.• Task 11 Public Safety Public Safety Chapter 11 Public safety is one of the primary responsibilities of a municipality, particularly with regard to police and fire services and emergency medical response.'° Given La Porte's coastal location and proximity to the major industrial areas of east Harris County, hurricane preparedness and disaster planning are also key concerns of city officials and residents. The purpose of the Public Safety Element of La Porte's Comprehensive Plan Update is to provide for a safe and secure living environment for the community's residents as well as a safe destination for visitors to the city. Because public safety is such an essential duty of local government, safety themes and priorities may be found throughout many other elements of the Comprehensive Plan in addition to this section. The Public Safety Element serves to highlight the highest -priority safety concerns of the community while focusing on emergency planning and response needs in La Porte. This section includes a review of previous related plans and studies, an assessment of data and information on existing conditions, and discussion of issues and findings. Goals, objectives, policies, and actions are provided to address the current and projected future public safety needs of the community. As a part of the. comprehensive planning. process, the Comprehensive Plan Steering Committee identified issues and needs facing La Porte as well as the community's strengths and weaknesses. This exercise helped to determine the future needs of the community and improvements necessary to meet these needs. The following issues identified by citizens of La Porte illustrate the variety of planning elements that can contribute to actual and perceived public safety in the community: • Circulation: Enforce speed limits, consider construction of raih-oad overpasses or improvements • Drainage: Flood control, consider underground infrastructure rather than open ditches • Emergency preparedness: Emergency warning system, evacuation plan, spill and chemical release notification + Fire and Emergency Medical Services: Level of service and response times • Health and Safety: Drug problem, graffiti • Infrastructure: Width of streets and sidewalks, pedestrian crosswalks, bike lanes, traffic controls (signals and turn lanes), fire hydrants, electric pole maintenance • Land Use and Transportation: Increasing truck traffic to Port of Houston • Lighting: Adequacy and intensity of street lighting, lack of lighting at Sylvan Beach, inadequate lighting on northside • Neighborhoods and Redevelopment: Remove dangerous buildings and houses, avoid urban blight, target transitioning areas of decline • Pedestrians: More sidewalks and bike lanes, crosswalks and crossing guards, more school zone signs, more sidewalks around municipal facilities, ADA accessibility, sidewalks on main roads • Police: Sylvan Beach patrols, foot and bike patrols in higher -crime areas, security issues at Sylvan Beach Pier, overall protection • Public Buildings: New police station, northside fire station, new EOC center, hospital with critical care center • Recreation Activities and Programs: Youth activities/facilities (after -school parks/recreation activities, Charles Walker Library, community centers, skating/theater/bowling, youth center at vacant Kroger) .............................................................................................................. Public Safety Chapter 11 . • Water: Provide sufficient amount of water pressure • Miscellaneous: Animal control, lighting of public buildings and facilities The Comprehensive Plan Steering Committee prepared the following goals, objectives, policies, and actions based on citizen input received in public meetings held during the planning process and at a community forum in October 1998. The goals and objectives are numbered for reference purposes only and do not indicate priority ranking. Each goal and objective is intended to provide direction for future community decisions regarding public safety concerns in a growing community like La Porte. GOALS AND OBJECTIVES GOAL ILL Maximize public safety and protection of citizens during and after emergencies. OBJ. ll.la: Maintain appropriate emergency plans and procedures, especially for hurricanes and industrial accident situations. Policy 1: The City should continue to update and enhance its local emergency plan in coordination with county and statewide emergency plans and ensure that it has adequate resources in place for effective emergency response under various scenarios. Action 1: Update the La Porte Emergency Plan to reflect changed conditions such as completion of the Fred Hartman Bridge and associated improvements to the S.H. 225/146 interchange. This plan should emphasize westbound evacuation routes such as S.H. 225 and Fairmont Parkway versus northbound evacuation over the Fred Hartman Bridge. Action 2: Continue to promote better regional coordination of evacuation planning in coordination with Hams County and other local jurisdictions. Action 3: Review existing resources of City as it pertains to emergency response duties. Action 4: Conduct and regularly update an inventory of unanchored mobile,homes and other structural concerns to identify potential trouble areas during severe weather. Action 5: Communicate regularly with Harris County Office of Emergency Management personnel to maintain good working relationships and contacts. Action 6: Continue to include plans for clean-up and debris clearance in overall emergency planning. Page 11-2 i..................................................................................La Porte 2020 Comprehensive Plan Update PublicSafety.......................................................................................................... Chapter 11 OBJ. ll.lb: Increase participation in the Local Emergency Planning Committee (LEPC). Policy 1: The City should ensure adequate representation of La Porte's priorities on the area LEPC and active participation of appropriate City officials and staff in LEPC projects and activities. Action 1: Communicate regularly with other LEPC members as well as other neighboring LEPCs to evaluate local LEPC progress and effectiveness. Action 2: Continue to conduct regular and challenging emergency drills in coordination with the LEPC and other appropriate entities to maintain a high level of readiness. i Action 3: Continue to coordinate closely with the LEPC to maintain up-to-date lists of hazardous waste handlers and other facilities that could experience toxic material releases or other dangerous situations during severe weather. OBJ. 1l.lc: Maintain proper emergency warning systems. Policy 1: The City should continuously monitor the effectiveness of its existing emergency warning systems Action 1: Continue to provide air quality alerts as part of the existing warning systems. Action 2: Include a margin of safety in the timing of local evacuation declarations to account for changed conditions since evacuation time estimates were last prepared by state emergency planners. Action 3: Make state evacuation planners aware of changed conditions that could affect evacuation time estimates (e.g., updated population estimates, reduced/increased capacity of evacuation routes). Action 4: Explore the feasibility of issuing tornado alerts locally given advances in weather radar and storm tracking technology. OBJ. ll.ld: Continue to educate citizens about the emergency warning system and evacuation plans and routes. Policy 1: The City should use all available means including existing community forums, local publications, and the City's Web site to make citizens aware of potential hazards and emergency situations in and around La Porte, emergency plans and procedures that are already in place, and the wealth of information available to the public for personal emergency planning and damage prevention. Action 1: Prepare a summary version of the City's Hurricane Evacuation Plan for public distribution. Action 2: Post the City's Hurricane Evacuation Plan and other pertinent emergency planning references and information on the City's Web site. Page 11-3 La Porte 2020 Comprehensive Plan Update •••••••••••••••••••••••••••••• ' _............................................................................................................. Public Safety Chapter 11 Action 3: Plan public information materials and activities particularly in conjunction with Hurricane Awareness Week in early May each year and ongoing during the months leading up to hurricane season. Action 4: Encourage citizens to think about their likely destination, transportation arrangements, and shelter options in the event of a full evacuation of La Porte. Action 5: Coordinate with other agencies to mark evacuation routes. Action 6: Maintain plans for security in response to disaster situations. Action 7: Provide education and outreach to ensure that citizens understand the various types of alerts that are possible through the emergency warning system. OBJ. 1l.le: Provide adequate emergency shelters. Policy 1: The City should ensure that secure accommodations are available for inevitable shelter needs while focusing on evacuation of most residents to shelters farther inland. Action 1: Continue to maintain up-to-date lists for the Hurricane Evacuation Plan of public facilities and special facilities that will require special attention during emergencies. Action 2: Communicate with inland jurisdictions to determine that space is available in nearby shelters for public transportation evacuees as suggested in the Hurricane Evacuation Plan. GOAL 11.2: Provide for key public services daring emergencies. OBJ.11.2a: Continue to provide adequate levels of public services that are essential to public safety. Policy 1: The City should maintain basic public safety services that are adequately funded and staffed. Action 1: Construct a new Emergency Operations Center (EOC) in the City. Action 2: Implement recommendations made in Chapter 8 — Community Facilities and Services Element related to police and fire facilities, vehicles and staff training and enhanced emergency medical services. Action 3: Implement Goal 6.2 in the Utility Infrastructure Systems Element and all associated objectives, policies and actions related to improved drainage and flood protection. Action 4: Implement Goal 6.6 in the Utility Infrastructure Systems Element and all associated objectives, policies and actions related to maintaining adequate water pressure in the City's water system. Action 5: Maintain contingency plans and conduct periodic training for catastrophic incidents, including hostage situations and multiple -victim injury Page 11-4 +•••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••LaPorte2020ComprehensivePlan Update PublicSafety.......................................................................................................... Chapter11 scenarios, in which EMS and/or police resources and capabilities would be challenged and good coordination would be essential. OBJ.I1.2b: Incorporate emergency planning considerations into overall community planning. Policy 1: The City should consider hurricane hazard reduction a high priority in future development, redevelopment, and infrastructure provision. Action 1: Continue to provide La Porte's development codes including provisions related to hurricane protection and damage reduction. Action 2: Monitor potential local applications of county, state and federal initiatives that are focusing on disaster prevention. Action 3: Place utility lines underground whenever possible to reduce the dangers of above -ground wires, poles and pipes; to minimize service disruptions during severe weather and fires; and to improve community aesthetics in the process. OBJ. 11.2c: Provide for adequate training and education to effectively plan for and manage mass medical emergency situations. Policy 1: The City should continue to provide adequate resources to the appropriate agencies and City departments to sustain an ongoing education and training program for mass medical emergencies. Action 1: Continue to utilize the City's emergency preparedness and response plans to guide planning and training activities to manage mass emergencies. Action 2: Annually review and evaluate the City's plans for emergency preparedness and response particularly pertaining to mass medical emergencies and make refinements and amendments as necessary to meet acceptable standards and to keep current with mass medical emergency practices. Action 3: Continue to utilize the Local Emergency Planning Committee (LEPQ to provide the necessary links and communication between government, industry and citizens to train and educate for mass emergency situations. Emergency Planning Priorities Hurricanes and Tropical Storms The potential impact of hurricanes and lesser tropical storms poses a major risk to La Porte and other coastal areas in the Houston -Galveston region. These storms pack dramatic destructive power in the form of storm surge, high winds, potentially record -breaking rainfall and resulting inland flooding, ncreased tides and wave action, and the risk of hurricane -spawned tornadoes. The Houston -based Weather Page 11-5 LaPorte 2020 Comprehensive Plan Update••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••' .............................................................................................................. Public Safety Chapter 11 Research Center wams that any person who resides along the Texas Gulf Coast should be aware of the real threat from hurricanes and tropical storms to their lives and property. Hurricanes are rated on the Saffir-Simpson scale, which ranges from Category One (minimal hurricanes with wind speeds of 74-95 mph) to Category Five (strongest hurricanes with wind speeds of 155 mph or more). On 16 occasions since 1900 a hurricane has made landfall within 100 miles of Galveston — not to mention the many tropical storms which have affected the area over the years. The Weather Research Center also has documented hurricanes in this area in 1854, 1867, 1871, 1875, 1886 and 1888, with the 1875 and 1886 storms considered Category Four hurricanes. The infamous 1900 hurricane which devastated Galveston Island also was rated a Category Four storm with winds speeds up to 132 mph and a 14.5-foot storm surge height. As reported by the Associated Press in the Houston Chronicle, the hurricanes which have most directly impacted the Galveston Bay area in recent decades have been Debra in July 1959, a minimal storm that nonetheless caused $6 million damage; Alicia in August 1983; Chantal in August 1989, another minimal hurricane that still caused three deaths and $1.7 million damage; and Jerry in October 1989 (three deaths and $8.25 million damage, with winds reaching 100 mph). Hurricane Alicia caused the most destruction by far, with 21 people killed and $1.2 billion in damage, because it tracked across the heavily - populated and highly -urbanized Houston metropolitan area and brought maximum winds of 115 mph. Probably the most devastating storm coastwide this century was Hurricane Carla in September 1961, which had wind gusts estimated at 175 mph and a storm tide of 18.5 feet at Port Lavaca. Carla left 34 dead and i caused $300 million damage. More recently, Hurricane Allen made landfall on the lower Texas coast in 1980 and fortunately took only two lives and caused $55 million damage despite its 185 mph winds. Three, other Texas hurricanes this century achieved wind speeds above 100 mph — Celia in 1970, Audrey in 1957, and an unnamed storm in 1932. Audrey caused 10 deaths in the Sabine Pass vicinity, and Celia took 11 lives in the Corpus Christi area with wind gusts up to 160 mph. The storm surge generated by a hurricane is often its most devastating aspect, accounting for 90 percent of the deaths and much of the property loss according to the Weather Research Center. Water levels at the coast can rise suddenly and rapidly, threatening lives and property in an extensive area. A hurricane or tropical storm can also bring torrential rains, with 20 or even 30 inches of rain falling on an area within a matter of hours or days, resulting in widespread flooding. Hurricane Cindy in September 1963 dumped 24 inches of rain on the coastal counties of East Texas. Inland flooding is especially a concern when the hurricane storm surge prevents typical drainage downstream and causes coastal bayous and drainage channels to retain storm runoff and cause inundation of surrounding areas. The sustained high winds and wind gusts of a hurricane can quickly destroy vulnerable buildings and structures, move unanchored mobile homes; overturn or pick up and deposit vehicles, knock down power lines, uproot large trees, and send an array of very dangerous debris whipping across the landscape. La Porte would be expected to receive nearly the full wind intensity of a storm moving across the area because of the city's bayside location with little land between it and the Gulf barrier islands to create Page 11-6 :................................................................................•La Porte 2020 Comprehensive Plan Update Public Safe............................................................._..........................................., Chapter 11 "friction" and cause the wind speeds to begin deteriorating. The greater the forward movement of a hurricane, the higher will be the maximum speed of its winds. As a hurricane pushes inward from the coast, tornadoes can also be spawned and cause additional, localized damage. In addition, shorelines take a sustained battering from pounding waves for several days`leading up to landfall, causing severe erosion and loss of real property. While every hurricane season is different and severe storms may avoid the area for several years before coming in waves the next, the Texas Coast will always be a prime target of tropical disturbances which enter and then gain strength in the Gulf of Mexico. With steady increases in population and land development along the coast each year, the damage potential of hurricanes will only grow worse over time. Not just La Porte but the entire Houston metropolitan region could experience devastating impacts when a major hurricane next tracks directly into this area from the Gulf. , Hazardous Materials Incidents Given the nature and extent of industrial development in and around La Porte, the potential for a plant fire or explosion, an accidental chemical release, or a transportation -related incident is a real risk to the community and its residents on any day, although regulatory safeguards and industry initiatives help to reduce this risk. Some scenarios involve the possibility of instant fatalities or serious injuries depending on the type of materials and extent of human exposure. Other situations may develop more slowly and allow valuable time for emergency response and public notification and potential evacuation or protective measures. With trucks, trains, ships and barges constantly moving goods to and from and across the area, transportation accidents are another potential source of harm to La Porte residents and visitors. More like tornadoes than hurricanes, these emergencies occur with little or no warning and place special demands on local officials and personnel to be prepared and effective in their response. . Tornadoes Each year about 1,000 tornado touch -downs are recorded nationwide. Southeast Texas is certainly a higher -risk area'for tornadoes than some regions. Tornadoes can cause death and injuries within seconds, but occupied buildings are struck by twisters only rarely. A person is more likely to be hurt outdoors by wind-blown debris, fallen power lines, or lightning than by the tomado itself. Most tornado victims are killed in their cars or mobile homes. Mobile homes are especially dangerous because their frames may begin to disintegrate in winds approaching 100 mph. Multiple deaths and injuries also occur in buildings with wide -span roofs or walls that are subject to collapse such as in auditoriums, theaters, warehouses and large single -story retail stores. Some people try to outrun a tornado by driving away from it, which is sometimes possible, but funnel clouds are unpredictable and can blow a vehicle off the road, pick it up and deposit it a considerable distance away, or cause a car to tumble repeatedly. While tornadoes can move in most any direction, most track from southwest to northeast. Some drivers seek shelter below a highway underpass, which may work in the face of a weak tomado but could prove fatal at other times, especially with debris blowing in all directions. People caught outdoors during a tornado are usually advised to head for a ditch or low spot unless heavy rain and the possibility of flash flooding poses a greater risk. Page 11-7 La Porte 2020ComprehensivePlan Update ••••••••••••••••••••••••^ .............................................................................................................. Public Safety Chapter 11 Fortunately deaths and injuries from tornadoes have been greatly reduced in recent decades thanks Q to greater scientific understanding of severe thunderstorms and improved detection technologies. Weather agencies are in a better position to predict potential tornado conditions and issue prompt warnings, and broadcast media outlets take great pride in being the first to alert the public of dangerous weather situations. However, deaths and injuries during tornadoes usually result from ignorance of threatening weather or of the significance of tornado "watches" (tornadoes are possible, so remain alert) and "warnings" (a tornado has been sighted or is strongly indicated on radar, so seek shelter immediately). Some persons, such as young children or the mentally impaired, may not appreciate the danger. Others, such as the ill, elderly or invalid, may not be able to shelter themselves quickly or at all. A growing corps of volunteers across the country, many with radio transmitting capabilities at their homes or businesses, have undergone training as storm and tornado "spotters" and can provide early warnings to local officials and residents. Roles and Responsibilities Disaster planning and preparedness is awell-established function in the public and private sectors after years of emergency experience and because of strict regulatory mandates at all levels of government. The prospects for a rapid and sound recovery in the wake of a natural or human -induced calamity depends on how well the community planned for such scenarios and is prepared and organized to respond effectively. Texas Department of Public Safety —Division of Emergencv Manaeement The Division of Emergency Management (DEM) was established in the Office of the Governor by the Texas Disaster Act of 1975 (Local Government Code, Chapter 418). Operationally, DEM is under the control and direction of the Texas Department of Public Safety (DPS). The DPS Director appoints the State Coordinator who manages DEM on a daily basis, and the Coordinator reports both to the DPS Director and to the Governor, who is ultimately responsible for effective emergency planning and services. According to its Web site (al. www.txdps,state,tx.us/dem/), DEM "is tasked with administering a program of Comprehensive Emergency Management, designed to reduce the vulnerability of the citizens and communities of Texas to damage, to injury and to loss of life and property by providing a system for the mitigation of, preparedness for, response to, and recovery from natural or man-made disasters." DEM maintains the State Emergency Management Plan and focuses especially on hurricanes, floods, droughts, fire dangers, and hazardous road conditions. DEM is divided into two bureaus: (1) Operations, Plans, and Training; and (2) Recovery and Support Services. An Assistant State Coordinator heads each of these bureaus. DEM also has an Office of Public Information to communicate with the public. The Governor, by Executive Order, directed the DPS Director to chair a statewide Emergency Management Council which includes representatives of all major state agencies, boards and commissions plus organized volunteer groups like the American Red Cross and the Salvation Army. The duties and responsibilities of each Council member are outlined in the State Page 11-8 i••••••••••••••••••••••••••••••••••••••••••••••••••••••••^•^••••••••••••••••••••LaPorte2020ComprehensivePlan Update Public Safe .....................................................................,.................................... Chapter 11 Emergency Management Plan. The state's emergency management offices and facilities are located in the 22,o00-square-foot Emergency Operations Center (EOC) complex, which is located three stories beneath the-DPS headquarters building in Austin. One of the most valuable services which DEM provides to Texas coastal communities is its hurricane -related planning and research programs and related publications. In particular, DEM maintains Storm Atlases for specific segments of the Texas coast and also generates hurricane risk area and evacuation route maps for each coastal county. The resource materials related to evacuation planning and decision -making are discussed further later in this plan element. Through its Web site, DEM also provides many useful links related to emergency planning and response both for communities and businesses as well as for individuals. DEM's Storm Atlas for Brazoria County Galveston County and Harris County includes maps which show the maximum predicted inland penetration of storm surge associated with various strengths of hurricanes making landfall in the Galveston vicinity. The maps indicate that storm surge is not a significant concern for most of La Porte until a hurricane of Category Three or higher threatens (maximum sustained winds of 110 mph or higher), although it should be emphasized that many variables can affect the intensity and potential impacts of a hurricane. Beginning with a Category Three storm (maximum sustained winds between 110 and 130 mph), the maps indicate that all shoreline areas in La Porte along Galveston Bay would be affected by storm surge as would all of the area roughly south of Fairmont Parkway toward Shoreacres. Some areas west of State Highway 146 between Fairmont Parkway and Spencer Highway would also be affected in a Category Three storm. At Category Four (maximum sustained winds between 131 and 155 mph), nearly the entire corporate limits of La Porte would be affected save for the extreme northwest area near Underwood Road and State Highway 225. Then at Category Five (maximum sustained winds of 156 mph or higher), all of La Porte would be impacted by the hurricane storm surge. The Storm Atlas indicates that the hurricane -generated storm surge can range as high as 30 feet above mean sea level in a worst -case scenario for La Porte. The actual surge elevation at a given location on land is calculated by subtracting the elevation at that point (e.g., 24 feet above mean sea level at La Porte City Hall) from Ke estimated storm surge elevation. The atlas authors point out that the difference between the maximum and minimum estimated surge could be quite extreme even within the same hurricane category. This shows the significance of certain key variables, including where landfall occurs relative to the entrance to Galveston Bay, whether the storm arrives during high tide, how much rainfall is associated with the hurricane, and wave conditions and wave heights at the time. Hurricanes heading northwest usually produce the worst -case tidal conditions. The authors advise that for planning purposes it is always best to plan on the worst -case situation. The DEM Storm Atlas also includes a list by community of facilities which would be vulnerable during tropical storm conditions or would be critical to emergency response efforts. The atlas provides the precise location and elevation of each facility. Among the La Porte facilities listed in the April 1994 edition of the Storm Atlas are: radio towers; an electric power plant and area substations; industries (Air Products, Aristech, B. F. Goodrich, Diamond Shamrock, Dow Chemical, Du Pont, Goodyear, Himont, PPG); Page 11-9 LaPorte2020ComprehensivePlan Update••••••••••••••••••••••••••••••••••••••••••••°•°••°••••°°••••••••••••••••� _............................................................................................................. Public Safety Chapter 11 National Guard and U.S. Coast Guard sites; nursing homes; the La Porte Municipal Airport; and municipal facilities (city hall, police headquarters, fire stations, wastewater treatment plants). Other important facilities outside La Porte include nearby hospitals, water purification plants, the Emergency Operating Centers (EOCs) of other area cities, and numerous schools .located farther inland that are designated as public shelters. ' Harris County State statutes make County judges in Texas responsible for emergency management planning and operations at the county level. This requires coordination with area cities, other levels of government, and numerous other entities and private contacts in the county to prepare for and respond to natural disasters, toxic material releases, refinery fires or explosions, or other such scenarios which are likely to occur in Hams County, The Office of Emergency Management (OEM) leads this activity in Harris County, The Offrce's Mission Statement states that OEM "will be responsible for an emergency management plan that prepares for public recovery and relieves and reduces human suffering following events of natural or manmade disasters, catastrophes, or threat thereof" Most other county departments have emergency functions in addition to their normal duties and play key roles in Hams County's emergency operations strategy by working together to coordinate various services and prepare for emergencies or disasters. OEM maintains an adopted Hams County Emergency Management Plan, often referred to as the Basic Plan, which is an official instrument approved by Commissioners Courtin August 1987, The Basic Plan guides all county disaster operations and makes particular Harris County Departments and/or support agencies responsible for various "Annexes" of the plan as outlined in Table 11.1 - Elements of the Harris County Emergency Management Plan. In particular, OEM makes evacuation recommendations to local officials based on the latest and best available information during an emergency situation. OEM also develops emergency planning and response procedures and distributes this information to local jurisdictions. OEM uses the media, its Web site (at www.hcoem.co.harris.tx.us/oeni/), and other outlets to provide basic information to citizens on how to prepare for and respond in various emergency situations, including lightning and thunderstorms and tornadoes. Page 11-10 ................................................................................ •La Porte 2020 Comprehensive Pdan Update PublicSafety.......................................................................................................... Chapter 11 TABLE 11.1 ELEMENTS OF THE HARRIS COUNTY EMERGENCY MANAGEMENT PLAN La Porte Comprehensive Plan Update La Porte, Texas A Warning Assigned To Office of Emergency Management (OEM) B Communications Sheriffs Department C Shelter & Mass Care - Red Cross D Radiological Protection OEM E Evacuation Sheriff s Department F Fire Suppression & Rescue Fire Marshall G Law Enforcement Sheriff s Department H Health & Medical Health Department, Hospital District I Emergency Public Information OEM J Damage Assessment & Financial Support Risk Management K Engineering County Engineer L Utilities County Engineer M Resource Management Facilities Property Management, Human Resources, Risk Management N Emergency Operations Center OEM O Human Services Social Services Department P Hazard Mitigation Risk Management Q Hazardous Materials Fire Marshall S Transportation Fleet Services T Training OEM U Legal County Attorney Source: Harris County Office of Emergency Management OEM activates an Emergency Operations Center (EOC) during any major disaster to ensure coordination of all support activities and services to the public. The Hams County EOC is now housed at the state-of-the-art Houston Transtar facility along the Interstate 10 corridor west of downtown Houston where OEM personnel can coordinate closely with each county precinct, the Harris County Sheriff, the Harris County Flood Control District and other county offices, the City of Houston, METRO, the Texas Department of Transportation, and contacts at area cities and in unincorporated areas. OEM focuses especially on communication and coordination with "first response" agencies, including area police and fire departments and emergency medical personnel. Of particular interest to La Porte, the county since July 1984 has maintained a remote automated stream sensor on Little Cedar Bayou at 8`" Street as part of OEM's Early Warning ALERT System of 100 Page 11-I1 La Porte2020ComprehensivePlan Update••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••� _....:........................................................................................................ Public Safety Chapter 11 such gauges countywide. Through OEM's Web site, one can quickly obtain near real-time data on the stream level at this location (gauge number 620) as well as rainfall data for the last "x" number of minutes, hours or days. This information could easily be trackedfon the Web site during a severe storm situation where flooding is possible. During an OEM activation, one can also monitor the OEM Web site for "Situation Reports" and other information such as school closings and local evacuations. The Web site also includes telephone numbers for each county precinct to report street flooding (Precinct Two at 713-991- 6881 for the La Porte area), to locate nearby shelters during emergencies (713-455-0062 for Precinct Two), and to locate businesses in Harris County which sell sandbags. A property owner may also call the Harris County Permits line (713-956-3000) to determine a home's elevation and whether it is within a floodplain. City of La Porte In 1984, after years of experience with periodic natural and man-made disasters, including Hurricane Alicia in 1983, La Porte officials and residents requested that the City's next Comprehensive Plan Update include a Safety Plan Element. Through this element, the 1984 plan update established community safety as a public priority in La Porte and aimed to reduce risk to human life, property and natural resources from future disasters. The Safety Plan included the goal that La Porte; "should have the services and alternatives necessary to confront emergency situations with a minimum of human and economic loss." As in 1999, La Porte residents in 1984 considered the City's police and fire protection services to be "more than adequate," with future facility expansions to be programmed in line with the Community Facilities Plan to accommodate expected growth, increase service capabilities, and maintain the response times to which residents were accustomed. With these basic public safety services in good shape, the City wanted to concentrate on hurricane evacuation planning so that area residents would be prepared to evacuate in an orderly fashion when necessary. The remainder of the 1984 Safety Plan Element focuses on the logistics of evacuation planning and implementation, and this topic is discussed further later in this plan element. As a result of this work in the 1980s, the City currently maintains a Hurricane Evacuation Plan under the. umbrella` of Annex E (Evacuation) of the Hams County Emergency Management Plan. The La Porte evacuation plan was prepared in December 1994 and is also discussed later in this section. In general, the City of La Porte, like other Harris County communities, coordinates its emergency planning and programs with the county's Office of Emergency Management, which maintains the countywide Basic Plan for emergency preparedness and response. Over the years, the City has also commissioned more specific studies for drainage and flood control, transportation system improvements, and similar needs linked to public safety. Emergency planning helps a community to are for the immediate actions that will be needed when disaster strikes. Yet the extent of damage that La Porte and its residents and businesses will suffer in an extreme situation like a hurricane or a 100-year flood will depend on how well the City manages its ongoing development and implements wise building standards for new construction. Page 11-12 :••••••••••••••••••.•-•••••••••••••••••••••••••••••••••••••••••_••••••••••••••••••LaPorte2020ComprehensiveP[an Update PublicSafety..........wee ..............................................................°............................., Chapter 11 Local Emergency Planning Committee (LEPC) A single Local Emergency Planning Committee, or LEPC, serves the "M-city" area of La Porte, Morgan's Point and Shoreacres. The federal govermut;nt initiated the creation of LEPCs nationwide following the Bhopal disaster in India. To prevent similar incidents in U.S. communities and better protect public health and the environment, Congress passed the Emergency Planning and Community Right -to - Know Act (EPCRA) in 1986 as part of the Superfund Amendments and Reauthorization Act (SARA, Title III). EPCRA requires that certain facilities which store hazardous chemicals on site in excess of specified quantities or which release into the environment specific extremely hazardous substances must report certain information on those chemicals and their facilities. This enables citizens to obtain information on the identity, quantity, location, and properties of hazardous and toxic substances in their community_ In addition to the "right -to -know" provisions, EPCRA also mandated emergency planning functions for business and for federal, state, and local governments. The. cornerstone of EPCRA is the LEPCs, which were created to provide the necessary links and communication between government and industry as well as citizens. The motto for LEPCs is, "Safety in Knowledge." The duties assigned to LEPCs as a result of EPCRA include: • Assisting with the development of a hazardous substances emergency response plan (or plans) for the area; • Assisting with any training to ensure effective emergency response; • Assisting with testing of the hazardous substances emergency response plan(s); • Developing procedures for regulated facilities to provide notification to the LEPC in accordance with EPCRA; s Developing procedures for receiving and processing information requests from the public under the community right -to -know provisions of EPCRA; and • Providing public notification of community right -to -know activities. LEPCs were seen as the best way to ensure that emergency plans were tailored to local needs and priorities because the committees would bring together those most familiar with potential local hazards and those who must provide the first response to potential emergencies, both from local jurisdictions as well as trained and knowledgeable industry personnel. EPCRA also required each Governor to designate a State Emergency Response Commission (SERC). In Texas, the Governor already had an established Emergency Management Council chaired by the Director of the Department of Public Safety (DPS). By designating the Council as the SERC for Texas, the Governor enabled the DPS Director to call on each and every state agency as needed to assist in meeting the federal requirements in coordination with EPA and other federal agencies, the state's chemical industry, and local communities and LEPCs. Representatives of local government, other public agencies, and area industries serve on the local LEPC. The current membership includes: Air Liquide-Specialty Gases AKZO-Nobel (Deer Park) Air Products AKZO-Nobel (Pasadena) Page 11-13 LaPorte 2020 Coniprehensive Plan Update •••••••••••••••••••.• °.• wee* °.•••••°.°.•.••°••••°°°°•wee Chapter 11 Aristech Chemical Corp. Laurel Industries hrc. Baker Petrolite Lubrizol (Bayport) BASF (Clear Lake) Lyondell Chemical Chemical Linte Matheson Gas Products City of La Porte Mellon America Inc. City of Morgan's Point Millenium Petrochemicals City of Shoreacres Montell USA Dow USA Nottex LLC E. 1. DuPont Oxycem Enron Corp. - EGP Fuels Port of Houston Authority Equistar Eurocat US Inc. Eval Company of America. Excel Logistics Fina Oil & Chemical FMC Corp. Geon Goodyear Tire & Rubber Public Safety PPG (La Porte) Quest Separation Technologies Rohm & Haas (Bayport) Solvay Polymers Southern Ionics Inc. Storage Warehouse Systems Witco The LEPC has four subcommittees: (lj Right -to -Know; (2) Public Education and Information; (3) Emergency Response and Resources; and, (4) Hazardous Materials Facilities Liaison. The main activity of the Right -to -Know Subcommittee is to develop, maintain, and publicize the local Risk Management Plan. The Public Education and Information Subcommittee is responsible for promoting the "Wally Wise" program and educating area residents about the "shelter -in -place" response option in emergency situations. Annual emergency drills and participation in Harris County's hurricane drill are coordinated by the Emergency Response and Resources Subcommittee, which also works to place radio alert pagers in schools and improve the area's emergency siren system. The Hazardous Materials Facilities Liaison conducts a survey of commodity flows through the area and focuses on emergency response related to transportation mishaps. The local LEPC meets the second Thursday of each month at 1100 the Lou Lawler Seafarer's Building on Bwbour's Cut Boulevard: The public is always invited and welcome at LEPC meetings. Additional information about the LEPC is available by calling (281)471-3810. The LEPC also maintains a World Wide Web site which is accessible via the City of La Porte Home Page: www.ci.la- porte.tx.us/Lepc/lepo,htm. The Web site provides details on the LEPC purpose, membership, subcommittees, contact persons and phone numbers, details on emergency notification mechanisms and procedures, and shelter -in -place instructions. Page 11-14 i................................................................................•La Porte 2020 Comprehensive Plaa Update PublicSafety .......................................................................................................... Chapter 11 Key Elements of Emergency Planning Public Notification Through the Local Emergency Planning Committed (LEPC) and other initiatives, the cities of LaPorte, Morgan's Point, and Shoreacres have several means of public notification in the event of a chemical emergency: Emergency Sirens - These sirens are distributed throughout the cities in such a way that they can be heard in all residential and business areas. In the event of a chemical emergency the sirens will sound (a whooping tone) and residents should shelter in place (stay indoors), turn off air conditioning or heating systems, stay off the telephone, and tune radios to AM 830 for more information. The sirens were purchased by the LEPC and are maintained by the cities. CAER Line - This is a telephone system which enables area residents to obtain information on plant activities. The number is (281) 476-CAER (2237). While callers can hear the latest advisories during emergencies, the CAER line also provides non -emergency messages such as notice of alarm testing at a local facility. The LEPC Web site points out that smoke from a local plant could actually be related to a fire training exercise and not an emergency, so the CAER line is a convenient way to check on non - emergency events. First Alert System -This is a telephone alerting system. During a chemical emergency the affected area(s) of the cities can be contacted by a recorded message over the telephone. This is one of the reasons why residents are advised not to use their telephones during shelter -in -place emergencies. Radio Station AM 830 -This is a local emergency radio station maintained by the LEPC. Residents are advised to tune to AM 830 during emergencies for further information and instructions. During non - emergency situations the station broadcasts weather information and public service announcements. Alert Ratfos -These radios are stationed at all local .schools: In the event of a shelter -in -place situation the schools are not feed immediately regarding the situat on and given any special instructions. While many of these. notification options were developed to prepare for potential industrial or transportation -related disasters involving fires or accidental chemical spills or releases, they also can be enlisted to communicate w th the public when tropical storms threaten the area. One concern related to public notification is that much of the local population, especially the young and recent migrants to the area,have not experienced a hurricane or its aftermath firsthand. This can lead to a false sense of security or underestimation of the life -threatening nature of these dangerous storms. As a result, public officials and community organizations should ensure that the community understands well the destructive potential of any tropical storm approaching the area. Page 11-IS La Porte Comprehensive Plan Update............. .... DOWOU90*0 ........................................................................................................ Publlc Safety Chapter 11 Evacuation Planning and Implementation As a general rule, any home or other structure along the coast at an elevation of 25 feet or less above mean sea level is vulnerable to storm surge inundation and should be evacuated whenever a hurricane approaches Texas. In particular, the Houston -based Weather Research Center advises evacuation from any area near a stream that is known to leave its banks during heavy rainfall, from any property that has ever experienced flooding, and from all mobile homes. Anyone located within the 100-year flood plain or in other low-lying, flood -prone areas should evacuate as soon as possible in hurricane situations. In La Porte, this especially includes areas immediately adjacent to Galveston Bay, the Houston Ship Channel (north of State Highway 225), along Little Cedar Bayou, and south and southwest toward Shoreacres in the Taylor Bayou watershed. 1984 La Porte Safety Plan The Safety Plan Element in the City of La Porte's 1984 Comprehensive Plan Update focuses on the logistics of evacuation planning and implementation, whether moving residents to inland locations or keeping them at secure shelters within the city. The Safety Plan included the following key components: • Identified State Highways 225 and 146 as La Porte's primary evacuation routes since SH 225 is the fastest and most efficient route and SH 146 is the principal connection to SH 225. • Designated Spencer Highway as an interim evacuation route pending resolution of existing "bottleneck" problems on State Highways 225 and 146. • Established L Street and Fairmont Parkway as La Porte's secondary evacuation routes. • Identified all of the City's proposed thoroughfares under the updated Thoroughfare Plan, with the exception of Broadway; as collectors for the main evacuation routes. + Divided the City into three evacuation service areas, each of which was served by either a primary or secondary evacuation route and various collector routes. • Based on La Porte's population and number of households in 1984, estimated that 9,655 vehicles would leave the City in a complete evacuation and projected that 50,161 vehicles would need to depart when LaPorte was fully developed (assuming 1.2 vehicles per household). • Determined that, under ideal conditions and with existing route capacities, it would take roughly a half day to complete a full evacuation of La Porte based on the vehicle estimate above. • Identified certain structures - six existing and 11 proposed — that would be suitable as local emergency shelters (schools, hospitals, community centers, government buildings) but would require coordination with the appropriate entities. • Noted the location of the City's two existing fire stations and proposed possible locations for as many as five additional stations that would be needed upon La Porte's full development. • CalIed for La Porte to promote the concept of a regional evacuation plan since the City's own evacuation routes and timeframes are so dependent on the areawide traffic and evacuation situation during an emergency (other communities have joined in this idea including the City of Seabrook in its 1991 Comprehensive Plan Update). Page 11-16 :....................................................................................... La Porte Comprehensive Plan Update PublicSafety.9.00...9.0..6...0............009...090...6400...009.0....0.9.009.0000.0....00:.9.0..........900.00..0.000 Chapter Il The Safety Plan concluded that while La Porte officials must always be prepared for an organized 4 evacuation of those residents wishing to leave, they must also be ready to establish local public shelters and provide care and assistance programs during emergency situations. One concern was that even if the entire local population was ready and willing to depart the area, the regional transportation system might not have adequate evacuation capacity due to ongoing population growth across the Houston area and a continuing lag in thoroughfare construction and improvements to accommodate this growth. In particular, it would be difficult to predict how many Baytown residents would choose State Highway 225 as their evacuation route. Longer term, local officials also would be facing the prospect of a steadily growing population in La Porte to serve and/or evacuate from harm's way in future emergencies. The 1984 Safety Plan highlighted flooding problems at two "bottleneck" locations on La Porte's primary evacuation routes that would clearly present less than ideal conditions in an evacuation situation. The first involved the critical interchange between State Highways 146 and 225, where the roadway was depressed and prone to flooding during heavy rainfall. The other problem location was the intersection between State Highway 146 and the Southern Pacific railroad track which parallels SH 225. This intersection was also flood prone, and La Porte officials determined that storm water pumps in place there were inadequate to keep the intersection clear during heavy rains. The Safety Plan called for immediate coordination with state transportation officials to find an interim solution to the traffic obstructions and provide viable evacuation route alternatives to SH 146 and SH 225 in the meantime. The longer -term strategy was to improve or rebuild the 146/225 interchange as recommended in the Thoroughfare Plan and provide a permanent solution as soon as feasible to the "bottleneck" situation at the SH 146 railroad intersection. 1994 La -Porte Hurricane Evacuation Flan. The City of La Porte currently maintains a Hurricane Evacuation Plan under the umbrella of Annex E (Evacuation) of the Harris County Emergency Management Plan. The La Porte evacuation element was prepared in December 1994. In discussing La Porte's hurricane evacuation situation at the end of the 1990s, especially following the replacement of the Baytown Tunnel with the Fied Hartman Bridge, the Comprehensive an Steering Committee felt strongly that the community's primary evacuation route in future years should be to the west on Highway 225, Fairmont Parkway, and other westbound routes since the bridge could be a crowded and unreliable route as a hurricane nears the area. State of Texas Hurricane Evacuation Planning The Division of Emergency Management (DEM) within the Texas Department of Public Safety establishes hurricane risk areas coastwide, prepares evacuation route maps for each coastal county, and estimates the time that will be required to evacuate coastal risk areas. Evacuation routes are designated based on their traffic capacity, direction toward higher and safer ground, and continuity. Transportation engineers also rely on accurate population estimates in predicting evacuation times. Page11-17 La Porte Comprehensive Plan Update...... ... W*9*06 MODS@ Public Safetv Chapter 11 DEM has established five hurricane risk areas for Texas which correspond to the five categories of hurricanes discussed earlier in this plan element. These areas are vulnerable to varying degrees of storm surge inundation and dangerous winds in excess of 130 mph depending on their proximity to the coast and strength of the hurricane. The risk area map for Harris County indicates that La Porte falls within Risk Areas One through Four. This means that in either a Category Four or Five hurricane situation all of La Porte would be at serious risk while lesser storms would only affect successively smaller portions of the City closer to Galveston Bay. While the risk area maps are purposely generalized, it appears that the first block or two of development along the bay front falls within Risk Area One (i.e., the only area at serious risk from a Category 1 hurricane). Most of the remaining area east of Broadway appears to fall within Risk Area Two except for the northernmost blocks near Barbour's Cut Boulevard and in the vicinity of East Main Street, which are in Risk Area Three. The incorporated area immediately east and southeast of the 225/146 interchange also is within Risk Area Two. Much of central La Porte, from generally west of Broadway to Underwood Road, falls within Risk Area Three. The extreme western portion of the City, generally west of Underwood Road and between Fairmont Parkway and Spencer Highway is in Risk Area Four as is the northwestern corner of the City roughly west of Lomax School Road and north of North H Street. The boundary for Risk Area Five appears to run right along La Porte's westernmost corporate limit at Luella Boulevard. While county and local officials focus on primary and secondary evacuation routes from each city and populated area, DEM provides a regional map of major inland evacuation routes away from the entire coastal area. This map shows that La Porte evacuees could continue north away from the urbanized area and into Liberty County toward Livingston in Polk County. La Porte residents also could travel west on State Highway 225 and then turn north either at Beltway 8 or Loop 610 to access U.S. 59, Interstate 45, State Highway 249 toward Tomball, or State Highway 290. Some La Porte residents might choose to continue westward on Interstate 10 depending on their intended destination and the hurricane direction. DEM's hurricane risk area map for Harris County also includes a chart that shows the estimated evacuation times iw each risk area. The evacuation time represents the estimated number of hours it would take for all evacuating vehicles in all affected risk areas (e.g., areas 1-4 in a Categoiy Four storm) to reach safe areas using all available evacuation routes. Table 11.2 - Estimated Evacuation Time by Risk Area and Hurricane Strength, presents the time estimates for the risk areas relevant to La Porte. The estimated evacuation times for La Porte range from two hours to seven hours depending on the intensity of the hurricane and how much of the City is subject to evacuation. Page 11-18 :....................................................Bosomy . eases ....................... La Porte Comprehensive Plan Update PublicSarety.......................................................................................................... Chapter 11 TABLE 11.2 ESTIMATED EVACUATION TIME BY RISK AREA AND HURRICANE STRENGTH La Porte Comprehensive Plan Update La Porte, Texas 1 2 hrs. 2 hrs. 4 hrs. 5 hrs. 7 hrs. 2 2 hrs. 4 hrs. 5 his. 7 hrs. 3 4 hrs. 5 hrs. 7 hrs. 4 5 hrs. 7 hrs. Source: State of Texas Division of!✓mergency Management The areawide evacuation route map for Brazoria, Galveston and Hams counties may be viewed on the DEM Web site as well as the Web pages of Harris County OEM and the National Weather Service. All three agencies also provide the hurricane risk area maps for each county on their Web sites. Chemicallncident Response The Hams County Office of Emergency Management (OEM) and the Local Emergency Planning Committee (LEPC) both provide guidance and advance public information to area residents on how to respond if a chemical emergency affects their community. In a chemical situation, when the type and toxicity of the involved hazardous materials may not immediately be known, citizens are advised to evacuate only if instructed to do so by local officials. If an evacuation notice does come, then citizens are instructed to use only those routes designated by local authorities and keep all of the vehicle's windows and air vents closed while driving. Parents with schoolchildren are urged not to go to the school to pick up their children unless school officials request it. In many situations, the school building will provide a safe shelter as long as its doors and windows remain closed. Parents also must avoid calling schools during emergencies because phone lines will be needed for official communications. Each school has a plan in place to shelter students within the building or evacuate by bus to a safe location when instructed to do so. During a chemical release or accident, local officials also may advise residents to "shelter in place" nstead of trying to evacuate the area. Staying indoors until the emergency is over may be much safer than going outside where the air could be unsafe to breathe. Both OEM and the LEPC recommend the following steps for sheltering in place: 1. Go inside and stay calm. If your eyes, nose or throat become irritated, protect by covering your mouth and nose with several layers of damp cloth and take frequent shallow breaths. 2. Tom off the air conditioner or heater. Close all windows and doors. Do not use the fireplace and close the fireplace damper. Use tape to seal cracks or openings around doors and windows. 3. Tune in to your local emergency radio or television station (AM 830 in La Porte). Emergency information will be given by local officials over radio and television. In the Harris County area AM 740 (KTRH) is another good source of emergency information. 4. Use the telephone for emergencies only (dial 911). Local industry has also established a.phone line specifically for citizens to obtain information on chemical emergencies and other activities at area chemical facilities: (281) 476-CAER (2237). Page 11-19 LaPorte Comprehensive Plan Update...............................................................................: Task 12 Redevelopment Strategy Redevelopment Strategy Chapter 12 Urban redevelopment efforts require cooperative action to encourage new and sustained private investment and to provide supporting rehabilitation of public infrastructure. A key part of the process is determining what strategic actions the community should lake to achieve its redevelopment goals and objectives. Successful redevelopment will often require cooperation and coordination between agencies at different levels of government as well as non-profit community organizations. This should include coordination of physical improvements with social service programs which aim to enhance the health and economic capacity of residents in targeted neighborhoods. The purpose of this element of the Comprehensive Plan Update is to assess existing development conditions in La Porte, document redevelopment issues and priorities, determine what barriers may impede redevelopment efforts, and identify the primary opportunities for redeveloping areas in the City that are at risk of continued decline without appropriate, coordinated action. The conclusions form the basis of recommendations for La Porte's future redevelopment strategies. This plan element is also closely linked to other elements addressing future land use, transportation, utility infrastructure, community facilities, residential development, parks and recreational facilities, and beautification. During the comprehensive planning process, La Porte residents expressed great interest in redevelopment opportunities in the historic downtown area. Certain neighborhoods also are in need of revitalization efforts to address substandard housing conditions, remove abandoned structures, enhance public safety, improve community aesthetics, stabilize and increase property values, and bolster the City's tax base in the process. One such area is "Old La Porte," which is generally the City's oldest neighborhoods to the east of State Highway 146. These older areas of town have inevitably become less competitive for ongoing investment as the City has expanded and newer, more contemporary housing developments with reasonable home prices and the latest amenities have been constructed in other areas. The Fairmont Park area, in particular, has experienced significant residential development as growth has continued eastward from Deer Park. As noted in the City's 1984 Comprehensive Plan, older residential neighborhoods and commercial areas tend to be the most resistant to change because of their existing land use and propertyownership patterns. Security concerns due to criminal activity also hold certain areas back from their full potential. As a part of the planning process, the Comprehensive Plan Steering Comrnittee identified issues and needs facing. La Porte as well as the community's strengths and weaknesses. This exercise helped to determine the future needs of the community and improvements necessary to meet these needs. The following issues/needs, assets, and challenges related to redevelopment efforts were identified by citizens of La Porte: Issues/Needs: • Diminished quality of older neighborhoods (e.g., east of State Highway 146) • Dilapidated structures and demolition of abandoned buildings • Declining property values Page 12-I Redevelopment Strateev Chapter 12 • Enhancement of Old Main Street area (e.g., unique identity, aesthetic improvements, mix of stores, adequate parking and access, entertainment and events) • Waterfront development (e.g., Sylvan Beach improvement, high-rise condos, restaurants, hotel and conference center, marina development, Bayfront Master Plan) • Neighborhood enhancement (e.g., police protection, street lighting, parks, street improvements and curb repairs, property maintenance and aesthetics) • Drug -related criminal activity and graffiti • Youth facilities and activities - • Subsidized housing • Public facilities for poor and needy persons • Community pride and organization of civic associations • Promotion of existing attractions and destinations (e.g., Old Main Street) • New retail development (e.g., major shopping centers, grocery stores, downtown area) • Eco-tourism • Prevention of urban blight in areas at risk - • Maintenance of existing infrastructure • Equal provision of infrastructure improvements Assets: • Heritage • Galveston Bay • Move toward tourism • Neighborhoods- • Small town atmosphere • Plans implemented and goals achieved Challenees: • Lack of development between bay and older areas • Appearange of older neighborhoods • Retail loss and lack of support • Inadequate enforcement of existing ordinances Resistance to change • Absentee landowners, particularly along the bayfront The Comprehensive Plan Steering Committee prepared the following goals, objectives, policies, and actions based on citizen input received in public meetings held during the planning process and at a community forum in October 1998. The goals and objectives are numbered for reference purposes only and do not indicate any priority ranking. Each goal and objective is intended to provide direction for future community decisions regarding redevelopment in La Porte, Page 12-2 RedevelopmentStratepy.............................................................................................. Chapter 12 GOALS 1 OBJECTIVES 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. Policy 1: The City should lead reinvestment activity by upgrading community infrastructure in a coordinated approach. Action 1: Conduct condition inventories of existing streets, curbs and gutters, drainage facilities, water and wastewater systems, and street lighting to assess immediate and short-term improvement needs. Action 2: Continue to set improvement priorities and schedule projects for implementation through the City's multi -year Capital Improvement Program (CIP). Action 3: Work with the La Porte Independent School District to identify needed improvements to neighborhood school facilities and explore potential partnerships for expediting such improvements. Action 4: Provide critical infrastructure improvements. OBJ. 12.1b: Upgrade existing residential properties and structures where needed. Policy 1: The City should study alternative mechanisms and programs for rehabilitating substandard housing. Action 1: Utilize Federal and State grant and loan programs for housing rehabilitation. Also continue to coordinate with and help to promote housing assistance programs of the Southeast Texas Housing Finance Corporation and the Harris County Community Development Agency. Action 2: Establish local rehabilitation incentives and homeowner assistance programs. Action 3: Provide public information regarding City and State codes, standards and regulations. Action 4: Implement recommendations in the Residential Development Element related to housing rehabilitation (e.g., housing condition surveys, homeowner assistance, code enforcement, loan and grant programs). Policy 2: The City should continue its efforts to track abandoned and substandard structures and pursue speedy demolition and removal where other potential solutions have not been forthcoming. Action 1: Aggressively enforce codes addressing urban blight problems. Action 2: Maintain a detailed housing/structural inventory through routine field observation to identify properties requiring action. Action 3: Implement recommendations in the Residential Development Element related to removal of abandoned structures. Page 12-3 La Porte 2020 Comprehensive Plan Update • • • • • • • • • • • ••"""""""""""""""""""""""""""""'" ................................................................... Redevelopment Stratew Chapter 12 Action 4: Ensure close coordination with the City Attorneys Office and advocate appropriate action against properties with repeat code violations. Action 5: Maintain adequate code enforcement staffing to keep pace with municipal growth and annexation. Action 6: Continue to keep code enforcement staff up-to-date on the latest changes in municipal authority and tools through required certifications and training and continuing education. Action 7: Continue to keep City Council informed of changing annual budget needs for code enforcement and demolition. Action 8: Provide a reserve/contingency fund so that abandoned structures that will not be reconstructed (such as after a fire) may be removed promptly even when the ordinary yearly budget allocation for demolition and cleanup activities has already been exhausted. OBJ. 12.1c: Promote in -fill development in existing developed areas. Policy 1: The City should encourage new construction or redevelopment of vacant and underutilized properties. Action 1: Implement recommendations in the Land Use Element related to encouragement of in -fill development within existing infrastructure service areas (e.g., modify development fees, tax and financial incentives, regulatory flexibility for redevelopment proposals). Action 2: Use the inventory of existing land use to identify concentrations of vacant lots in the City. Action 3: Implement recommendations in the Land Use Element related to potential acquisition and use of vacant parcels as pocket parks, public recreation areas, or community open space. Action 4: Provide municipal services to unserved vacant properties to allow development. OBJ. 12.1d: Increase the supply of quality affordable housing in targeted areas. Policy 1: The City should encourage area builders and developers to provide affordable housing in needed locations. Action 1: Promote appropriate zoning and City code provisions to accommodate affordable housing. Action 2: Work with community organizations, the Southeast Texas Housing Finance Corporation, and other appropriate entities to engage in affordable housing redevelopment efforts in older neighborhoods. Action 3: Heighten awareness among area builders and developers that a demand exists for affordable housing and policies are in place to support their efforts. Page 12-4 RedevelopmentStrateeV........................°.......°............................................................, Chapter 12 Action 4: Consider density bonuses or other incentives to promote construction of affordable housing. Action 5: Implement recommendations in the Residential Development Element related to encouragement`of creative housing initiatives (e.g., Habitat for Humanity volunteer projects) and homeownership assistance. Action 6: Increase advertising and promotion of available housing assistance programs to prospective homeowners. OBJ. 12.1e: Promote desired types of new development in targeted areas. Policy 1: The City should consider actions to attract the types of new developments desired by City leaders and residents. Action 1: Adjust the zoning ordinance and map as needed to ensure an adequate supply of land in appropriate locations for new commercial development. Action 2: Implement recommendations in the Land Use Element related to encouragement of new commercial developments at major intersections consistent with appropriate zoning and adequate infrastructure and in the form of unified and concentrated planned developments. Action 3: Continue to pursue an array of potential waterfront development projects (e.g., Sylvan Beach improvement, high-rise condos, restaurants, hotel and conference center, marina, implementation of Bayfront Master Plan, outdoor theater center and other tourism attractions), including implementation of recommended water -related recreational activities outlined in the Parks and Recreation Element (e.g., Sylvan Beach boardwalk, fishing piers). Action 4: Implement recommendations in the Parks and Recreation Element related to encouragement of private development of recreation uses such as a bowling alley, skating rink, movie theater, and an indoor sports facility. Action 5: Encourage development of quality eating and drinking establishments in appropriately zoned locations to serve both residents and visitors. Action 6: Provide incentives to encourage high -profile businesses (franchises, major shopping center, grocery stores, cafeterias) to build new locations in older areas of town. Action 7: Continue to coordinate business recruitment activities with the La Porte- Bayshore Chamber of Commerce, the Harris County South East Economic Development Council (SEED), and other appropriate entities. Action 8: Consider adding an Economic Development Coordinator to the City staff. OBJ. 12.1f: Provide adequate levels of key municipal services in targeted areas. Policy 1: The City should ensure. that it is providing a level of service in targeted areas that is especially conducive to redevelopment activity. Page 12-5 La Porte 2020 Comprehensive Plan Update ' • •' ° •"""' °""" °' °"' °""""' °' °""°"' ° °"""""""""""'"" Redevelopment Strate Chapter 12 Action 1: Action 2 Action 3: Action a: Action 5: Action 6: Action 7: OWe 12.1g: Policy 1: Action 1: Action 2: Policy 2: Action 1: Page ]2-6 Explore the feasibility of providing "store -front" community locations to make police personnel more visible and accessible and improve perceived security in neighborhoods, Continue to encourage and increase local crime prevention activities such as neighborhood watches in coordination with the La Porte Police Department. Implement recommendations in the Parks and Recreation Element related to provision of adequate parks, recreation and open space facilities to equitably serve all geographic areas of the community, including a renovation program to redevelop existing neighborhood sites and improve long-term maintenance and safety. Implement recommendations in the Community Facilities and Services Element related to upgrading of community centers, the local library, and other community facilities. Assist non-profit organizations in developing activities and expanding programs that meet the needs of youth, such as neighborhood centers. The City can help to coordinate programs among the YMCA, churches, and other non profits. The City could also provide organizational advice and guidance through workshops or other means. Implement recommendations in the Parks and Recreation Element related to enhancing the City's youth recreation programs and coordinating with the La Porte Independent School District to expand after -school programs. Encourage church sponsorship of after school and summer programs while offering advice and guidance to local churches regarding the needs of the City's youth. Implement sustained neighborhood protection strategies to demonstrate the City long-term commitment to existing developed areas. The City should maintain adequate resources and support for key public services that are necessary for sustainable development and redevelopment. Continue a systematic process for identifying and addressing infrastructure maintenance and rehabilitation needs. Continue aggressive enforcement of City codes governing building activity and property maintenance. The City should prevent encroachment upon residential areas from incompatible commercial and industrial uses. Review thoroughly all proposed commercial and industrial developments that could impact existing or future residential areas to reduce or mitigate such impacts and to provide appropriate buffering and other protective measures. Redevelopment Stratepr Chapter 12 Action 2: Implement recommendations in the Land Use Element related to neighborhood protection requirements as part of the City's development review and approval process, including physical screening, increased setbacks, and use of open space buffers. Action 3: Work with owners of existing commercial and industrial operations near residential areas to identify ways to reduce adverse impacts on adjacent neighborhoods. Action 4: Implement the numerous recommendations in the Residential Development Element related to long-term protection of neighborhood integrity. Action 5: Avoid zoning amendments that amount to inappropriate "spot zoning." Policy 3: The City should encourage and support community and neighborhood - based action programs. Action 1: Promote organization of qualified neighborhood associations.. Action 2: Provide technical assistance to neighborhoods in drafting new or reviving lapsed deed restrictions and restrictive covenants. Action 3: Communicate regularly with local organizations and churches about identified needs and planned projects and opportunities for public -private coordination. Action 4: Implement recommendations in the Residential Development Element related to support of neighborhood initiatives. • GOAL 12.2: Revitalize the City's historic downtown area. OBJ. 12.2a: Prepare and implement a downtown development plan. Policy 1: The City should promote a unified vision for downtown through a cooperative and unified effort with the Main Street Association. Action 1: Through the downtown plan, take the necessary steps to prepare the City to participate in Main Street and other revitalization programs. Action 2: Review the City's zoning ordinance to ensure that downtown is zoned appropriately to promote its long-term viability and encourage redevelopment activities. Action 3: Evaluate the pedestrian "friendliness" of the downtown area and identify needed improvements to pedestrian ways. Action 4: Implement recommendations in the Beautification Element related to adoption of an urban design theme for downtown and establishment of standards and guidelines for managing downtown aesthetics and creating a "sense of place" through distinctive improvements in cooperation with property owners and other downtown stakeholders. Action 5: Conduct an inventory of existing building conditions to identify substandard or dilapidated structure and to set priorities for rehabilitation efforts. Page 12-7 La Porte 2010 Comprehensdve Pdan Update • • • • • • • • • • • • • • • • • """ ° """"' °' ° ""' °' ° ° """""" •"""""""' Redevelopment Strate�V ................................................................................................. Chapter 12 Policy 2: The City should implement a comprehensive set of physical and aesthetic improvements in the downtown area. Action 1: Implement recommendations in the Beautification Element related to techniques for encouraging renovation and re -use of existing buildings (e.g., flexible construction standards, tax and financial incentives). Action 2: Initiate a street -tree planting program based on a planting plan that is coordinated with other recommended improvements, such as sidewalk and curb and gutter repairs. Action 3: Develop a comprehensive street lighting program for the downtown area, including installation of antique -style lamp posts and establishment of a street lamp replacement schedule. Action 4: Enhance the appearance of off-street parking areas through perimeter and interior landscaping improvements in coordination with downtown property owners 12-8 Page RedevelopmentStrateQy.............................................................................................. Chapter 12 Action 1: Survey downtown businesses to determine what incentives and improvements are considered important and necessary to attract and retain business. Action 2: In partnership with other area public and private entities, host periodic downtown development seminars involving business owners to focus on opportunities and improvement needs and develop specific action plans. Action 3: Annually evaluate and revise downtown development incentives and policies as needed. Action 4: Create a City -sponsored awards program to recognize successful downtown businesses and downtown improvement projects. OBJ. 12.2b: Establish downtown La Porte as a community focal point and a more attractive destination for residents and visitors. Policy 1: The City should work to attract desired types of businesses to the downtown area. Action 1: Support development of a marketing plan and materials to attract regional retailers and national franchise businesses to the downtown area. Action 2: Recruit more restaurants and entertainment uses to downtown. Action 3: Attract businesses that cater specifically to the teen market. Action 4: Support the use of financial incentives to attract targeted businesses. Action 5: Host a joint City/Chamber seminar periodically for existing and prospective downtown merchants and property owners. Policy 2: The City should work with other entities to organize festivals and other community activities that could be hosted in the downtown area. Action 1: Implement recommendations in the Beautification Element related to promotion and use of downtown as a place for special events. Action 2: Develop and publicize an annual program of downtown activities. Action 3: Work with downtown property owners and tenants to explore opportunities for festivals and other community activities. `Action 4: Explore potential "spin-off' activities related to established, major annual events in La Porte such as Sylvan Beach Day and the Bay Day festival. Action 5: Implement recommendations in the Parks and Recreation Element related to establishment of a community theatre and annual community activities such as sports tournaments, festivals, outdoor concerts, fairs and other special events, some of which could be hosted in the downtown area. Policy 3: The City should support measures to establish more of an "identity" and recognizable and unique image for downtown La Porte. Action 1: Continue to work with the Main Street Association and other community organizations to develop an ongoing banner program that promotes local businesses, festivals and community. Page 12-9 La Porte 2020 Comprehensive Plan Update ... Redevelopment Strate2y Chapter 12 Action 2: Action 3: Action 4: Action 5: Action 6: Policy 4: Action 1: Action 2: Action 3: Implement recommendations in the Beautification Element related to distinctive design features for downtown such as street and sidewalk paving patterns and store -front awnings and canopies. Develop street signs and directional signs that are unique and compatible with the historic character of the downtown area. Implement recommendations in the Beautification Element related to corridor enhancement to improve vehicular access to downtown and to add appropriate directional signage to guide visitors from major area roadways into the downtown area. Step up marketing efforts for downtown and the entire city through coordinated advertising in community newspapers, an upgraded City Web site, and other new and expanded efforts. Increase the City's role in marketing and promotion by establishing a Convention and Visitors Bureau and by dedicating a larger share of hotel/motel tax revenues to local tourism and business promotion activities. The City should work with community groups to preserve, enhance and promote La Porte's historical assets. Implement design standards and incentives for the preservation and enhancement of historic structures in the downtown area. Explore avenues of financial support and assistance to local historic preservation activities. Promote heritage tourism opportunities. Action 4: Feature historic structures and sites in all informational publications, community Internet sites, and promotional literature and events. Action 5: Implement recommendations in the Parks and Recreation Element related to support of activities which promote La Porte's historic landmarks and features for local enjoyment and for tourism potential. EXISTING CONDITIONS Previous Plans and Studies Several related plans and studies have previously addressed redevelopment needs within La Porte. City of La Porte Comurehensive Plan (1984) The City's 1984 Plan noted that La Porte, like other cities, had areas that were already in a deteriorated condition or experiencing such decline. While limited, these areas were seen as adversely affecting the City's overall image and detracting from nearby neighborhoods. The Comprehensive Plan established a goal of upgrading the quality of these areas. Those involved in preparing the 1984 Plan also believed that the City could best bolster these areas by implementing the new Comprehensive Plan, Page 12-10 Redevelopment Strategy........:..................................................................................... Chapter 12 including various actions aimed at improving future land use, thoroughfares, utilities, community facilities, residential development and community aesthetics. By following through on these plan proposals and targeting local resources through a citywide Capital Improvement Program, it was thought that the entire City would thrive as traditional development patterns took'hold in La Porte amid the strong regional growth situation. A later update to the City's Comprehensive Plan in'1994 focused on a few key elements and did not address redevelopment issues. City of La Porte Bayfront Master Plan (1993) The City in 1993 retained a consultant team to develop a Marina Waterfront District Master Plan. This study was intended to stimulate new economic development, diversify the City's economic base through stimulation of tourism, and encourage improvement in the physical environment by taking better advantage of La Porte's waterfront assets. The report pointed out that while La Porte's bayfront was once the site of grand celebrations and intense summer holiday activity, the area had experienced considerable decline as a regional recreation destination. The consultant recommendations ranged from "safe, immediately -achievable" physical improvements to more ambitious project proposals that would vastly transform La Porte. The City continues to desire the types of major waterfront developments depicted in this plan, including a hotel and conference center and a marina on Galveston Bay. Historic Downtown Area A Central Business District (CBD) is traditionally the commercial center of a city. This is characterized in most cities as an area of higher land values; a concentration of retail businesses, offices, governmental functions, financial institutions, and service businesses; and, cultural and entertainment activities. A vital component to the CBD is its retail patrons. However, patrons and visitors will not come to the CBD without adequate parking, pedestrian amenities, a variety and balance of retail and service stores, pleasant aesthetics, sufficient street lighting to create a secure and safe environment, and ease of access. The photograph shown in Figure 12.1 — Historic Downtown La Porte, illustrates the existing conditions in downtown. As in many cities,. La Porte's historic downtown area along Main Street is no longer the City's primary commercial center. However, it is an area that clearly is still valued by La Porte residents, as indicated during the current comprehensive planning process. Improvements can be made to the physical appearance and functionality of the downtown area that will have a significant impact. Currently, there may be a perception of architectural discontinuity, a lack of identity, and aging or deteriorating buildings and infrastructure that define the image of the old downtown. .Nonetheless, existing building and vacant parcels may present opportunities for fulfilling special needs or uses in the downtown area such as parks and open space, parking and other locally identified retail, entertainment and service needs. The City's 1984 Comprehensive Plan pointed out the need for more retail development in La Porte, and this need continues. In the City's current marketing brochure, "La Porte, Texas: Ready for Business," La Porte's City Manager notes the City's desire to attract new retail businesses, including supermarkets, shopping centers and new full service franchise restaurants. Some of these uses could be attracted to downtown or the vicinity to bolster this area. Page 12-11 La Porte 2020 Comprehensive Plan Update • • • • • • •"""""""""" ° °"""""°""""""""""""""""" Redevelopment Stratepy Chapter 12 FIGURE 12.1 HISTORIC DOWNTOWN LA PORTE La Porte Comprehensive Plan Update La Porte, Texas An initial step that the City can take in the downtown area is to conduct an inventory of existing building conditions. Each building would be classified as standard, substandard, or dilapidated. A standard condition is defined as a building with few or no visual defects, and any defects that do exist are considered minor. A building with a substandard condition requires repair that is typically not within the regular course of maintenance and upkeep, such as rotted awnings, cracked foundations and deteriorating mortar. These repairs are of an intermediate nature. The final condition category is.dilapidated, which is defined as a building with major structural defects. Once this information is assembled, City staff can then determine which blocks have a disproportionate share of deteriorated buildings and where rehabilitation needs are greatest. It is also important to document those buildings that have been renovated, are well maintained, have unusual architecture, or otherwise add to the appearance of the downtown area. Some structures might fall into this category if renovations were made. Page 12-12 ,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,*owes Dow ,,,,,,,, La Porte 2020 Comprehensive Plan Update RedevelopmentStrateFv .....................°......°....°.°...°......or* . Wes ...°...............°..°............°.9a#a Chapter 12 Older Neigbborhoods The City's 1984 Comprehensive Plan identified the neighborhoods and commercial areas south of Barbours Cut Boulevard as concerns for future planning because of deterioration that was resulting from an influx of industrial and storage -type facilities. These northside neighborhoods are still targets for redevelopment as are areas farther south along the La Porte bayfront east of Broadway. One way to confirm areas that are likely candidates for redevelopment is by reviewing information from the most recent U.S. Census on La Porte's housing stock, as displayed in Table 12.1 — Housing Characteristics. Information from the 1990 U.S. Census is provided for each of the 21 Census block groups in the City's corporate limits. Some of these indicators are also presented in map form on the following pages. When data from the 2000 U.S. Census becomes available in several years, it will be possible to determine how significantly these patterns have changed since 1990. The 1990 statistics shows that the area with the lowest median housing value at that time ($34,200) also had nearly 90 percent of its residential structures built before 1980. This was block group 0365.01.7, which encompasses the area between State Highway 146 and Broadway, south of Barbour's Cut Boulevard and north of C Street, This area also had the City's highest vacancy rate, by far (45.6%), as well as one of the highest rates of renter versus owner occupancy (45.1%). It turns out that this same block group was the only low-income area in La Porte in 1990 as determined by U.S. Department of Housing and Urban Development standards (median household income in the area less than half of that in the county). The area's median household income in 1990 was $12,308 compared to $41,733 citywide, and the per capita income was $6,346 versus $14,349 for all of La Porte. This area also had a much higher unemployment rate (23°/u) than anywhere else in the City at the time. Similar pattems are evident in the statistics for block group 0366.02.3, which is the area east of Broadway along Galveston Bay, from Little Cedar Bayou south to Pine Bluff Drive. Among the housing units in this block group, just over 90 percent were built before 1980, and approximately 70% of these units were renter occupied, with a 15 percent vacancy rate in 1990. This was also considered one of La Porte's few moderate -income areas in 1990 according to federal classifications (median household income in the area between 50 and 80 percent of that in the county). Page 12-13 La Porte 2020 Comprehensive Plan UpdaPe • • • • •' • • °""""""""""' °"""°"°"""""""""""""""'" ................................... pope .................................................. Pope ...0 Redevelopment Strate Chapter 12 TABLE 12.1 HOUSING CHARACTERISTICS La Porte Comprehensive Plan Update La Porte, Tetras 0363.1 6.5% 24.4% _ 13.4% 44.0% 20.4%u 22.2% 1977 $49,900 0363.2 4.2% 16.2% 8.6% 47.2% 37.96% 6.3% 1978 $551600 0363.3 6.2% 25.4% 2,6% 25.3% 66.5% 5.6% 1982 $601800 0365.OL6 17.0% 31.8% 14.9% 48.7% 11.4% 25.0% 1975 $431000 0365.01.7 45.6% 45.1% 60.2% 27.7% 9.1% 2.9% 1963 $349200 0365.02.1 7.9% 34.8% 25.1% 32.7% 40.0% 2.2% 1975 $44,300 0365.02.2 16.3% 45.2% 1 58.6% 21.4% 18.2% 1.8% 1960 $46,900 0365.02.8 9.6% 32.1% 62,9% 24.80% 6.7% 5.7% 1950 $36,100 0365.03.3 14.1% 44.9% 11.9% 62.1% 19.2% 6:8% 1972 $485700 0365.03.7 17.5% 42.8% 80.2% 10.7% 0.0% 9.1% 1956 $371100 0365,03.8 8.6°% 31.5% 56.9% 36.4% 5.3% 1.4% 1964 $449200 0366.02.1 4.7°% 7.0% 60.1% 25.9% 7.0% 7.0% 1965 $66,300 0366.02.2 20.2% 41.3% 63.2% 27.5% 2.7% 6.6% 1966 $611300 0366.02.3 15.6% 70.8% 24.7% 66.7% 8.6% 0.0% 1972 $60,000 0366.11.1 2.2% 58.3% 24.4%0 68.7% 3.9% 3.0% 1973 $60,200 0366.11.2 6.3% 38.1% 14.8% 44.3% 34.5% 6.5% 1977 $47,800 0366,2161 3.1% 14.4% 6.7% 62.0% 29.9% 1.3% 1977 $57400 0366.21.2 5.3% 8.7% 29.9% 22.0% 18.0% 30.1% 1976 $661500 0366.21.3 6.2% 7.3% 0.0% 2.2% 66.5% 31.3% 1984 $64,500 0366.41.1 9.1% 47.4% 7.7% 45.50% 35.70% 11.0% 1979 $439300 0366.41.2 1 3.7% 25.3% 50.2% 31.4% 12.4% 6.0% 1970 $991400 Source: U.S. Census�Bureaa, 1990. Page12-14 Redevelopment Stratery................................................................................................. Chapter 12 FIGURE 12.2 MEDIAN YEAR BUILT La Porte Comprehensive Plan Update La Porte, Texas :III NOTE ALL r —► Pr gn wr:%� Si �!/f • Map Legend o•, - 1950 - 1959 1880 - 1868 0.5 0 0.5 1 Miles 1870 - 1974 1975. 1979 S ea O 7980 - 1989 Page 12-15 La Porte 2020 Comprehensive Plan Update Redevelopment Strategy Chapter 12 FIGURE 12.3 MEDIAN VALUE La Porte Comprehensive Plan Update La Porte, Texas a eg oun sorzzg Industrial District orga Deer Pa 036P 3 P a 36621.9 3.3 Bayport - 02.2 Industrial Dist ict Galveston Map Legend Bay 3 S�o,000 . sas,000 ® yu,0010-s90,000 0.5 0 0.5 1 Miles $90,001 - 5751000 - 575�001-$909000 3909001-$1059000 T $ Ofea Page 12-16 :................................................................................... La Porte 2020 Comprehensive Plan Update Redevelopment Strategy................................................................................................. Chapter 12 FIGURE 12.4 VACANCY RATE La Porte Comprehensive Plan Update La Porte, Texas mh Battl ground Industr I Disiric a Pi Deer Pa Bayport Industrial Distr t ,1 Galveston any O 0 - 5 % 3054 777��777 �5•10% 0.5 0 0.5 1 Miles +� ,5-20% 20 % + hore Page 12-17 La Porte 2020 Comprehensive Plan Update Redevelopment Strategy Chapter 12 FIGURE 12.5 RATE OWNER -OCCUPIED La Porte Comprehensive Plan Update La Porte, Texas e roun Industr District n Po eer Park ....,a Bayport s Industrial Distri Galveston Bay 0.5 0 0.5 1 Miles Ty 70-85% 85-700% Sho acres Bayfront Area The 1984 Comprehensive Plan referred to the La Porte bayfront as the City's "forgotten" area even though it had the potential to become a principal attraction. "Old La Porte" thrived early in this century due to the popularity of Sylvan Beach Park, with visitors flocking here from across the region. However, as was noted in the 1984 Plan, La Porte no longer had a "city by the sea" atmosphere and visitors might not even be aware of the bay's proximity since the bayfront had virtually no commercial or retail activity. The Pavilion at Sylvan Beach was the only use approaching a commercial -type operation along the bay, and the only recent residential development was in southern La Porte. As part of the economic development strategy contained in the 1984 Comprehensive Plan, La Porte intended to actively encourage bayfront development that would take advantage of anticipated growth in recreational pursuits and associated expenditures in Texas and nationwide. It had also been concluded that the City was vastly under -utilizing its greatest economic asset, Galveston Bay. The City was encouraged to Page 12-18 La Porte 2020 Comprehensive Plan Update Redevelopment Strate2y.............................................................................................. Chapter12 consider tax incentives, land acquisition, or direct public firtrding of a marina development along the bayfront, which was widely supported in surveys and discussions during the comprehensive planning process. The Plan also pointed out that much of the land near Galveston Bay was distributed among many individual property owners, mostly in small parcels thaf prevented any substantial development activity, private or public. Many existing structures were very old and'in disrepair, and the waterfront had numerous old piers and pilings. Enhancement and promotion of Sylvan Beach Park was seen as the key to any substantial redevelopment of the bayfront area, especially if La Porte hoped to compete with the Clear Lake area in attracting development related to the boating recreation industry. Other commercial and recreational uses could be encouraged to increase the amount of activity along La Porte's waterfront. Aside from Sylvan Beach, any other development approach in this area would require aggressive land assembly efforts by the City. Great interest in the bayfront area and enthusiasm for potential waterfront development continues in La Porte. The City in 1993 retained a consultant team to develop a Bayfront Master Plan, and the City continues to desire implementation of this scale of public improvements and new private investment along Galveston Bay. The philosophy behind La Porte's 1984 Comprehensive Plan was that redevelopment objectives could be achieved by improving the overall city and thereby creating favorable conditions for ordinary investment and development processes to proceed in declining neighborhoods. The Plan departed from redevelopment strategies pursued elsewhere in which local government takes more direct action in blighted areas by targeting public programs, resources and energies in hopes of reversing the trend of deterioration. To achieve its 21s`-Century vision, La Porte should implement and sustain a coordinated redevelopment strategy which promises Citywide improvements through implementation of the Comprehensive Plan and more targeted initiatives that will benefit depressed areas as well as the entire City. Infrastructure Rehabilitation The provision of sound infrastructure is a service the City can directly provide that will prove a worthy investment in terms of revived community redevelopment. Successfully attracting new residential and commercial investment will be difficult without adequate public facilities and services. The City should therefore continue to support redevelopment efforts and the future tax base of the community by providing significant resources to new and upgraded infrastructure: In 1992, the City prepared a Capital Improvement Program Manual.. This manual included a process and guidelines for rating and prioritizing proposed projects. According to the manual, "a successful rating process will produce a group of diverse projects that promote a balance between new construction and rehabilitation of old infrastructure." This approach would support neighborhood needs while Page 12-19 La Porte 2020 Comprehensive Plan Update••°••••••••••°•••••••add °•••••'•°••°•°°••°°•••••••°•••°•••••'•••'•••••••� .................................................................................... Redevelopment Strateev Chapter12 supporting the City's ongoing economic development. The manual included a new rating form for evaluating proposed capital improvement projects. Among the rating criteria, City staff were to determine whether a potential project would increase property values in a neighborhood, residential or business district; reduce urgent health or safety problems; and, improve the quality of life of citizens. Significantly, a project would also score higher if it was aimed at implementing a stated City goal or an action recommendation from an adopted City plan. The City should follow through on this approach to programming capital improvements as its pursues its redevelopment objectives. Downtown Rehabilitation The Beautification Element of the Comprehensive Plan identifies four primary issues which must be addressed for the downtown area to hold its own against other, more modern and convenient commercial areas. These four issues are: (1) creation of a mixed -use environment; (2) accessibility and parking; (3) aesthetics; and (4) pedestrian orientation. In addition, the Beautification Element already outlines various options for pursuing redevelopment opportunities and implementing improvements in the downtown area. These include: • the Main Street Program; • public improvement districts; • urban renewal programs, including Tax Increment Financing (TIF) tools; • municipal management districts; and, • use of zoning and development review tools, including planned development districts, conditional or special use permits, and overlay districts. Successful implementation of a downtown development plan will require public/private cooperation, regulatory consistency, organizational capacity, and financial resources. Funding Mechanisms La Porte should explore all potential methods for funding needed redevelopment programs in addition to traditional financing through the City's annual budget, capital projects budget, and revenue from the issuance of long-term debt. Grants from federal and state sources will often require local matching funds and commitments. The following is a brief overview of possible tax, funding and incentive methods. Local Property Tax Incentives Property Tax Abatement in which a city may enter into an agreement to abate (waive and/or postpone) property taxes in a "reinvestment zone." Tax Increment Financing is a tool to publicly finance needed structural improvements and enhanced infrastructure within a defined area. The costs of the improvements are repaid by the contribution of all or a Page 12-20 RedevelopmentStraPepy.............................................................................................. Chapter12 portion of future tax revenues that are attributed to the increase in property values due to the improvements in the reinvestment zone. Economic Development and Tourism Local hotel occupancy tax provides an important source of funding for maintenance of a city's tounsm program. Designation under the. Texas Program for Historic Landmarks with the owners' approval provides eligity for ad valorem tax exemptions and state grant preservation funds, technical preservation assistance and inclusion in travel guides. Designation under the National Register for Historic Places makes certain tax credits .available for certified rehabilitation of income -producing buildings and allows for federal historic preservation grants-in- aid. Grants and Loans for Economic Development A city may provide a grant or loan of city funds or services to promote economic development or redevelopment but must insure that the public purpose of economic development will be pursued by the business through the creation of jobs, and expansion of the tax base by construction of or enhancement of physical facilities. Safeguards and identifiable benefits should be stipulated in the contract agreement in which there are tangible means for measuring the business' meeting of its obligations. A city may also provide land to promote economic development and redevelopment by obtaining and even partially developing a site to show businesses that may relocate to the area. Advance Infrastructure Improvements Public improvement districts (PIDs) are a means for undertaking public improvements by allowing a city to levy ancollect special assessments for property within the City or its Extraterritorial Jur sdiction (ETJ). Improvements include water, wastewater, drainage, sidewalks, streets, mass transit, parking, library, parks and recreation, landscaping, art installation, pedestrian malls and other similar projects. Also included are safety services and business -related services such as advertising, recruitment and development. The City or affected property owners must petition for the creation of a PID. The revenue from the special assessment must be used for the specified improvements or developments in the PID. Municipal management (downtown) districts are a relatively new way that commercial property owners may enhance a defined business area to finance facilities and improvements above and beyond what is already provided by the City or property owners. The improvements may be paid for by a combination of self-imposed property taxes, special assessment impact fees and other charges against the property owner. Such a district is meant to enhance, not replace City services in the area. Fage 12-21 La Porte2020ComprehensivePlan Update•••••••••••••'•••••'•'•""'•"••""•""••'••'•'••'••'••'••'••••"••••' ago ..... wee .................................................._........................ago ......... Redevelopment StrateQv Chapter 12 F Other potential funding sources for redevelopment initiatives include: • Local sales tax revenues dedicated for revitalization of commercial areas. • Bar and restaurant tax. • State Transportation Enhancement funds for improving sidewalks and streetscapes in the CBD. • State Surface Transportation Program funds, via the new federal Transportation Equity Act for the 21" Century (TEA-21), which- may be used for a variety of transportation projects, including improvements to roads that are not functionally classified as local or rural minor collectors. • Community Development Block Grant funds for public infrastructure and community services programs. • The Texas Recreation and Parks Account Program, which allows Iocal units of government to apply for park grant funds for outdoor recreation from the Texas Parks and Wildlife Department. This program provides 50 percent matching grant assistance to eligible local governments for the acquisition and development of public recreation areas and facilities. • Establishment of a grant fund in the City's budget to assist in financing improvements within the CBD or other targeted redevelopment areas. Page 12-22 ,,,,,,,,,,see ,,,,,,,,,,,, La Porte 2020 Comprehensive Plan Update Task 13 Impementation Chapter 13 Planning is a continuous process. As such, it is important to realize that the La Porte Comprehensive Plan Update is by no means an end in its6lf. In fact, standing alone it is merely a source of information on existing conditions and future desires, 'capable of accomplishing very little. A Comprehensive Plan must be constantly scrutinized to ensure that its goals, objectives, policies, and recommended actions continue to reflect changing community needs and attitudes. Likewise, great care should be taken to ensure that its policies are continually reflected in the La Porte 2020 Land Use Plan, which is the general plan for land use and development for the City of La Porte. Recommendations for the continuing planning process are provided in this chapter. The Comprehensive Plan is the City's guide for government officials and citizens in making public policy decisions regarding future land use and development. Perhaps most importantly, the Comprehensive Plan must be brought to life through a dynamic implementation framework, which recommends specific proposals for programs and actions that should be implemented by the City. The essence of the Comprehensive Plan is an implementation program that includes specific program recommendations and actions addressing each of the plan elements. The products of the mplememation program include a series of specific implementation actions for each element of the plan, a schedule of capital improvement projects, and implementation tools such as the zoning ordinance, subdivision regulations, and other development -related ordinances. CONTINUING TO PLAN FOR THE FUTURE The Continuing Planning Process Circumstances will continue to change in the future, and the La Porte Comprehensive an Update will require modifications and refinements to be kept up-to- date and current Some of its proposals will be found unworkable and other solutions will continue to emerge. Needed refinements and changes should be carefully noted and thoroughly considered as part of the Periodic Plan Updates and Major Plan Revisions. As changes occur, however, La Porte's Vision should remain the central theme and provide a unifying element. The plan's importance lies in the commitment of citizens to agree on La Porte's purposes for the future, and to apply that consensus in continuing efforts that focus on the betterment of their community. Page 13-1 ........................................... Implementation Plan .................................................... .... 0 . Chapter 13 Periodic Plan Amendment Process Periodic plan amendments will provide opportunity for relatively minor plan updates and revisions such as changes in future land use designations, implementation actions, and review of plan consistency with ordinances and regulations. Periodic plan amendments should be prepared and distributed in the form of addenda to the adopted Comprehensive Plan. Identification of potential plan amendments should be an ongoing process by the Planning Commission and City staff throughout the year. Citizens, property owners, community organizations, and other governmental entities can also submit requests for plan amendments. Proposed plan amendments should be reviewed and approved by the Planning Commission. The Planning Commission and City Council should adopt plan amendments in a manner similar to the plan itself, including public hearings and consideration of action. Annual Report of the Planning Commission The Planning Commission should prepare an Annua] Report for submittal and presentation to the City Council. Status of implementation for the Comprehensive Plan should be included in the Annual Report. Significant actions and accomplishments during the past year should be included, as well as recommendations for needed actions and programs to be developed and implemented in the coming new year. The time schedule for preparation and submittal of the Annual Report should be coordinated with the City's annual budget development process so that the recommendations will be available early in the budgeting process. Major Plan Updates Major updating of the Comprehensive Plan should be considered every five years. These updates will ensure renewal and continued utility of the Comprehensive Plan for use by City officials and staff. Plan amendments from the previous four years should be incorporated into the next major plan update. Plan updates will be a significant undertaking involving City officials, City departments, and citizens. Consultant services may be utilized if necessary. The result of the major plan updates will be a new Comprehensive Plan for the City, including new identification of up-to-date goals, objectives, policies and implementation actions. Citizen Participation in Continuing Planning La Porte's citizens shared in developing the plan's goals, objectives and proposals by participating in a community foram, public meetings and hearings, and steering committee workshops. The many ideas and comments contributed by citizens during the plan's development were incorporated and shaped the resulting proposals and recommendations. Similarly, the citizens should continue to be involved in implementation and maintenance of the Comprehensive Plan. Advisory committees, public meetings and community workshops, town meetings, public forums, newsletters, media releases, and public notices Page 13-2 .................................................................................La Porte Comprehensive Plan Update Implementation Plan ................................................................................. Chapter13 should be utilized to inform and involve citizens in continued planning. Methods and activities for public participation should be carefully chosen and designed to achieve meaningful and effective involvement. GOALS, OBJECTIVES, POLICIES AND STATEMENTS OF ACTION As stated in previous sections, the Comprehensive Plan is comprehensive. It identifies the factors related to future community growth, analyzes the relationships between these factors, proposes what needs to be done about them, and recommends goals, objectives, policies, and statements of action for using the City's resources in the most fiscally responsible and effective manner. An aggressive yet realistic framework for implementing the Comprehensive Plan should be established, maintained, and utilized by the entire community. Implementation tools that are common include the zoning ordinance, subdivision regulations, annexation management plan, and the capital improvement program (CIP) and capital budget. These tools should be reviewed and updated periodically so that the goals, objectives, and policies of the Comprehensive Plan can be put into action. The primary focal points for implementation of La Porte's Comprehensive Plan will center upon the plan elements, including Land Use and Annexation; Transportation; Utility Infrastructure Systems; Parks and Recreation; Community Facilities and Services; Residential Development; Beautification and Conservation; Public Safety; and, Redevelopment,, which are described in the previous chapters. Implementation will include use of the La Porte 2020 Land Use Plan in decision -making relating to zoning and subdivision approvals, to ensure that development and redevelopment are consistent with the City's Comprehensive Plan. Future expansion of the City will occur as newly annexed areas are incorporated under the recommended annexation policy and in accordance with the La Porte 2020 Annexation Plan. Street and highway improvements in accord with the City's new Transportation Thoroughfare Plan will be another principal activity. Acquisition and improvements for parks and open space will occur as the Park and Recreation Master Plan is implemented. Improvements identified by the Utilities Infrastructure Systems Element included in the Comprehensive Plan will be undertaken as well. The identification of goals provides a basis for decision -making. during bath development and implementation of the plan. Goals also help to promote consistency in plan implementation as future changes occur in development trends and the physical form of the community as well as the government leadership. The following goals were developed by the Comprehensive Plan Steering Committee pertaining to overall implementation of the La Porte Comprehensive Plan Update. Page 13-3 LaPorte Comprehensive Plan Update.................................................................................: Implementation Plan Chapter 13 Vision Statement: To be a progressive City with a government that actively and aggressively pursues its vision for the future through implementation of the La Porte Comprehensive Plan Update_ GOAL 13.1: The City shall be accountable to the citizens of La Porte for meeting the goals, objectives, and policies set forth in this and future comprehensive plans. OBJ.13.1a: Establish policies and procedures to periodically review the Comprehensive Plan to ensure conformance with the goals, objectives, policies and specifically the implementation priorities. Policy 1: The City should utilize the goals; objectives and policies of the Comprehensive Plan to guide future development decisions, infrastructure improvements, and to adequately manage growth in a fiscally responsible manner. Action 1: Establish annual review procedures for individual City departments to prepare a report to City Council, concurrent with the annual budget process, on completed or initiated programs and improvements that are in conformance with the Comprehensive Plan. Action 2: The Planning and Zoning Commission should consider preparing an annual report and recommended updates to the Comprehensive Plan and amendments to the La Porte 2020 Land Use Plan and Transportation Thoroughfare Plan. GOAL 13.2i Establish and maintain strong citizen and organizational support of the La Porte Comprehensive Plan Update to ensure continued updating and implementation. OBJ. 13.2a: Continue providing a forum to maintain citizen involvement in the affairs of municipal government. Policy 1: The City should continue to actively involve the citizens of La Porte in the long range planning of the community to establish a partnership with the public, maintain consistency with community values, and to create a constituency of citizens as advocates of well managed and fiscally responsible development. Action 1: Consider an ongoing Citizen Action Committee (CAC) to undertake special projects and coordinate citizen activities toward implementation of the Comprehensive Plan. Action 2: Consider an annual report to the citizens of La Porte via the local newspaper or a newsletter regarding Comprehensive Plan accomplishments achieved in the previous year, goals for the upcoming year, and recommended refinements or amendments to the plan. Page 13-4 ........................................................................La Porte Comprehensive Plan Update ImplementationPlan................................................................................................... Chapter 13 Action 3: Provide a copy of the Comprehensive Plan to local civic groups and other organizations. Action 4: Cite references to the _goals, objectives, policies and actions of the Comprehensive Plan in other reports and studies, capital improvement projects, city programs, and development and redevelopment projects. GOAL 13.3: Implement and annually update a multi -year Capital Improvements Program (CIP). OBJ. 13.3a: To ensure well managed and fiscally responsible growth, proactively plan for the future capital improvement needs of the community by planning for capital expenditures to be incurred each year of a fixed period of years. Policy 1: The City should establish a formalized capital improvement program process to schedule future capital expenditures. Action 1: Require all City departments to develop project requests, including a detailed description of the improvement, its relative priority among other departmental improvements, and preliminary order of magnitude cost estimates. Action 2: Appoint a CIP coordinator to compile all project requests and to coordinate the review of projects. Action 3: Establish a fiscal policy or a series of policy statements to create parameters regarding distinct limits on the amount of annual funding available and methods of financing. Action 4: Establish CIP goals with the City Council, which are statements of Council intent. Action 5: Establish an engineering review of cost estimates initially developed by individual City departments as well as technical feasibility of projects. Action 6: Establish a financial review process to assess the financial feasibility of projects, develop alternatives to financing improvements, and identify proposed sources of funding for all requested projects. Action 7: Consider a planning review by the Planning Department as well as the Planning and Zoning Commission to ensure conformance with the goals and objectives of the Comprehensive Plan. Action 8: Perform a chief administrative review to determine the conformance of each project to the fiscal policies and CIP goals established by the City Council and the relative priority of each project. Action 9: Develop a formalized City Council review process to review individual projects, projects that require special financing, and those that require multiple year financing. Page 13-5 LaPorte Comprehensive Plan Update.................................................................................: ..............................................................:.................................... Implementation Plan Chapter 13 GOAL 13.4: Develop alternatives to finance the construction of infrastructure extensions sunnortinQ new development as the city ¢rows. OBJ. 13.4a: Track external funding sources and identify other revenge methods that would be a good fit for La Porte. Policy 1: The City should routinely monitor and aggressively pursue grant and low - interest loan opportunities that would address infrastructure priorities without imposing an excessive debt or administrative burden on the City. Action 1: Assign to a representative of each City department the responsibility of tracking external funding opportunities in their program area, and appoint an overall coordinator for the City. Action 2: Maintain good contacts with federal, state and regional agencies which oversee infrastructure funding programs, particularly the Texas Department of Transportation, the Texas Department of Housing and Community Affairs, the Texas Department of Economic Development, Harris County, the Harris County Flood Control District, and the Houston - Galveston Area Council, Action 3: Provide periodic "grantsmanship" training for City staff involved in tracking funding opportunities through the World Wide Web and other resources. Policy 2: The City should maximize funding participation of private developers in capital improvements and utility extensions that are directly attributable to new development. Action 1: As discussed in the Transportation and Utility Infrastructure Elements of the Comprehensive Plan, consider adoption of impact fees to generate revenue for funding or recouping the costs of capital improvements or facility expansions necessitated by and attributable to new development. GOAL 13.5: Revise existing ordinances and adopt new ordinances as necessary to implement the La Porte Comprehensive Plan Update, OBJ. 13.Sa: Establish a formalized process for the review and amendment of the City's Code of Ordinances. Policy 1: The City should utilize existing ordinances and develop new codes, policies and guidelines as necessary to implement the recommended actions of the Comprehensive Plan. Action 1: Conduct periodic reviews of the zoning ordinance and subdivision regulations and make amendments as necessary to conform with recent changes in law, common planning practice, and to accommodate local development trends. Action 2: Assign City departments to identify and draft potential new ordinances that may be used to implement the Comprehensive Plan. Page 13-6 :.........................................................:.......................La Porte Comprehensive Plan Update Implementation Plan ,. Chapter 13 REA COMMENDED 1ACTIONS The lifeblood of the La Porte Comprehensive Plan Update is in the City's ability to implement its goals, objectives and policies through tools like the zoning Aordinance and subdivision regulations. In a continually changing environment, enforcement is a necessary action not only to preserve the character and integrity of established neighborhoods and nonresidential areas, but also to ensure sustainable quality development in the future. Change is certain to occur, therefore, both the Comprehensive Plan and the City's implementation tools must be adaptable to new and innovative practices and emerging development trends. Legally, the zoning ordinance must reflect the land use plan. Revision of the zoning ordinance is thus, advisable to protect the public interest and ensure consistent and compatible future development. Ongoing review and periodic revision of the zoning ordinance and all other applicable development ordinances and regulations is necessary to meet changing needs and rectify problems as they occur. Perhaps the most important method of implementing La Porte's Comprehensive Plan comes from a day-to-day commitment by elected and appointed officials, City staff members, and citizens of La Porte. The Comprehensive Plan Update must be perceived as a useful and capable tool in directing the City's future. The La Porte 2020 Land Use Plan; La Porte Thoroughfare Plan; General Parks and Recreation System Plan; and previous Water, Wastewater, and Storm Drainage Plans should be displayed and available for ready reference by public officials, City staff, and citizens. The Comprehensive Plan should continually be referenced in planning studies and zoning case reports as well as informal discussion situations. It is this high visibility that will make the plan successful, dynamic, and a powerful tool for guiding La Porte's future growth and development. A series of proposed actions were developed to implement the goals, objectives, and policies described in the plan elements. The plan's action statements are contained within each respective element of the plan. The actions build upon the stated desires of the community, which are expressed through the statements of goals and objectives and the policies established to guide implementation of the plan. The action statements are the specific steps that are recommended to implement the Comprehensive Plan, which were synthesized through detailed technical analyses of the goals and objectives. Some proposals may call for the formation of a new committee, or identify the need for a specific study. In addition to such "new" initiatives, the continuation of ongoing City policies and programs is recommended in many instances. An initial consideration following adoption of the comprehensive plan is to mobilize. an implementation advisory committee. The membership of the committee may include key members of City staff; liaisons of the Planning and Zoning Commission and City Council; select members of the development and business communities; individuals from other public agencies and institutions such as Harris County and the La Porte Independent School District; leaders from organized neighborhoods and civic groups; and members of the general citizenry. The charge of this advisory group is to provide input into the implementation process to ensure the actions taken reflect the desires and priorities of the Page 13-7 LaPorte Comprehensive Plan Update.................................................................................i Implementation Plan Chapter 13 community and provide a balanced consideration of interests. The actual implementation of the plan lies with the City management and City Council with recommendations provided by the Planning and Zoning Commission. The responsibility of the City management,and its boards and commissions is to the form the implementation strategy with respect to the action priorities; time frames for implementation; the agencies and/or departments responsible for implementation; and identification of the expected measurable results. The following recommended actions are those considered most significant toward achieving the vision and goals of the community. These are the initiatives that are recommended for implementation within the first five years of the implementation process. Some of the actions have already been initiated by the City while others will be prioritized and implemented at an appropriate time over the course of the next five years and beyond. While the proposed implementation actions are not legally binding like the zoning ordinance and subdivision regulations, the proposals are critically important to the plan's successful implementation, and are a vital supplement to its goals, objectives, policies, and statements of action. The action statements are numbered for reference purposes only and are in no particular priority order. Major Actions: Land Use and Annexation • Consider a tax reduction program whereby there -are financial incentives for in -fill development. • Evaluate existing incompatible land uses and determine what types of buffering techniques would be effective. Areas to be evaluated include those adjacent to major roadways such as S.H. 146, S.H. 225, Broadway, Main Street, Fairmont Parkway and industrial development areas. • Evaluate the appropriateness of design standards that include landscaping, screening, increased lot sizes and setbacks, and other methods to minimize negative effects among different land uses. • Review the subdivision regulations and identify innovative site planning and development techniques, such as street layout; perimeter easements; and, lot size, shape, and orientation to help future residential development co -exist compatibly with existing non-residential uses. Whenever possible, consider vacating, abandoning and closing, certain public rights -of -way deemed unessential to the City. • Consideryirport-zoning regulations that protect a controlled compatible land use area to include electrical interference, visibility, development density and height restrictions. Utilize the runway approach, transitional, horizontal and conical airport zones established by an airport -zoning district in considering applications for new development. • Determine appropriate residential densities for various areas within the City on the basis of accessibility, utility availability, topography, proximity to shopping areas, and other relevant factors. • Partner with commercial property owners that are adjacent to residential neighborhoods to determine ways to effectively buffer their property. Page 13-8 :.................................................................................La Porte Comprehensive Plan Update ImplementationPlan................................................................................................... Chapter 13 Major Actions: Transportation • Periodically consider and adopt proposed amenduients to the Thoroughfare Plan. • Ensure functional integration of streets within new, development with the existing arterial and collector street system. • Utilize the Thoroughfare Plan during the subdivision and site development review process to ensure provision of continuous streets between adjacent developments. • Acquire future rights -of -way, through dedication or other means, for the extension of collector and arterial roadways that are proposed for improvement on the Thoroughfare Plan. • Acquire additional public street rights -of -way on existing facilities as needed to facilitate turn lanes and acceleration/deceleration lanes to provide additional traffic capacity at intersections. • Consider amending the City's Development Ordinance to adopt access management regulations pertaining to the spacing and design of driveways, street connections, medians and median openings, auxiliary lanes, on -street parking, traffic signals, turn lanes and pedestrian and bicycle facilities. • Seek to obtain Federal and State financial assistance grants for pedestrian and bicycle transportation projects, such as transportation enhancement funds under the Transportation Efficiency Act for the 21" Century (TEA-21). • Partner with other local government entities such as the Metropolitan Transit Authority (METRO) or the Bay Area Transportation Partnership (BATP) to expand public transportation services into the La Porte area. • Cooperate with the Union Pacific Railroad to identify needed improvements that will reduce traffic delays, improve safety and alleviate other troublesome impacts of train traffic on transportation mobility in LaPorte. • Consider adoption of impact fees to generate revenue for funding or recouping the costs of capital improvements of facility expansions necessitated by and attributable to new development. Impact fees include amortized charges, lump -sum charges, capital recovery fees, contributions in aid of construction, and any other fee that functions as described above. • Consider, the visual impact and utilize design features and materials that enhance the aesthetic appearance of bridges, overpasses, retaining walls and other public improvements. • Fund and construct pedestrian walkways, sidewalks, crosswalks, handicap accessible ramps and curb cuts along City streets in areas with significant pedestrian traffic, such as around schools, parks, retail districts, and other activity areas. • Update the airport master plan to re-evaluate the projected and desired use of the airport and to guide future development of street infrastructure to adequately accommodate airport operations. Major Actions: Utility Infrastructure • Continue to utilize the water quality -monitoring plan. • Continue a logging system to record reports of leaks/breaks, the response time to repair, and the effectiveness of each repair. Page 13-9 La Porte Comprehensive Plan Update.................................................................................: ................................ •.... Implementation Plan Chapter 13 • Continue to evaluate the existing sanitary sewer system to determine infiltration problem areas. • Continue to evaluate the existing wastewater collection system to determine which portions require rehabilitation utilizing both in-house monitonTig and inspection and contracts with private consultants for analysis of unusual problems. • Regularly check manholes for structural problems and locations of lids relative to inundation during periods of rainfall. Inflow preventers for lids and grouting of cracks should continue to minimize inflow to the sanitary sewer system. • Continue the sewer line rehabilitation program to minimize infiltration and inflow so the existing treatment plant capacity rating can be maintained. • Compile utility information such as pipe sizes, fire hydrant type, leak records, and manhole depths for input into a geographic information system (GIS). • Consider adoption of impact fees for utility improvements. • Consider updating the Wastewater Collection and Treatment Master Plan. • Consider updating the Water Distribution Master Plan. • Continue to negotiate long-term contracts for refuse disposal, with options to extend. • Consider implementation of a curbside recycling program. Major Actions: Parks and Recreation • Study the feasibility of a density bonus schedule that. rewards increased density for greater open space, increased setbacks, preservation of natural areas, provision of natural amenities and set - asides for wetlands and other sensitive habitats. • Pursue the acquisition of a sufficient amount of land to develop mini -parks, neighborhood and community parks, and linear linkages to serve the active and passive recreation needs of all citizens. • Work toward acquisition of excess rights -of -way, vacated alleys and easements, areas beneath overhead power lines, irregularly shaped parcels and other non -developable parcels for utilization as mini -parks and/or public open space. • Encouragpthe private development of recreational activities such as a bowling alley, skating rink, movie -theater, and an indoor sports facility. • Work with the Chamber of Commerce, Main Street Association, and other civic groups to assist and promote the organization of annual community activities such as sports tournaments, festivals, outdoor concerts, fairs and other special events. • Advertise and promote youth and recreation programs to inform the public of available programs and activities. • Work with Harris County Precinct. 2 and other governmental and civic entities to enhance the attraction of Sylvan Beach by creating a boardwalk along the shore, developing a marina with boat slips, and enhancing the park and open space areas, if economically feasible. • Work toward identification of rights -of -way, easements, natural drainage ways, streams and bayous that are suitable for development of hike and bike trails. Page 13-10 ••••••••••••••••••••••••••••••••••••••••••••••••••••.•...........................La Porte Comprehensive Plan Update Implementation Plan ........................................ Chapter 13 • Work to increase public awareness of local heritage through the incorporation of historic and cultural value into park and recreation activities and programs. Major Actions: Community Facilities • Periodically review the staffing needs of the Police Department and hire additional officers and staff, as needed, to achieve and sustain the level established by the most recent Uniform Crime Report, Crime in the United States, published by the U.S. Department of Justice, Federal Bureau of Investigation. • Continue periodic skill checks to ensure police officers are current in their knowledge and practice. • Minimize response times for police emergencies. • Partner with local organizations, clubs, schools, and other governmental entities (i.e. the County) to promote educational programs that enhance awareness by all citizens of drug abuse and gang activities. • Actively pursue grants such as the Governor's Criminal Justice Policy grants available for crime and drug programs. • Require fire department personnel to attend educational activities, training seminars, and conferences to maintain an awareness of new ideas, equipment, and trends in the profession. • Regularly review service areas and build additional substations as necessary to maintain a 1.5-mile service area radius from each substation. 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. • Continue the City's partnership with the Harris County Library System to address the needs and concerns for La Porte's Community Library. • Create a more prominent information center located in City Hall for ease of use by the public. • Provide a minimum of an additional 8,472 square feet at the current City Hall to accommodate the City's current and projected needs. • Research partnership arrangements with private companies to develop a hotel and convention center facility. • Considersooperative arrangements with surrounding area hospitals to establish a satellite medical care facility. • Continue to maintain a comprehensive training facility for police/fire/EMS to train all personnel to be qualified for immediate, humane, and sympathetic treatment of all citizens. Major Actions: Residential Development • Provide information to homeowners for correcting code violations and substandard conditions. • Create provisions in the City's development ordinances to enable the development of large -lot executive neighborhoods. • Consider incentives to encourage development of affordable housing on existing vacant parcels. • Identify pilot housing rehabilitation/replacement projects to be funded by governmental agencies or private industry. Page 13-11 La Porte Comprehensive Plan Update.. 0 a 0 9 0 6 0 9 0 0 0 0 9 0 0 9 a 0 0 0 a 0 9 0 0 0 9 0 9 W a* 9 0 V 0 0 * V 0 * &a 0 a*** 0 0 * 0 a******* 0 0 0 9 a* 0 0 0 * 9 0 9 0 0 Implementation Plan Chapter 13 • Continue to actively pursue demolition of substandard and abandoned structures. • Consider amending the subdivision regulations to require open space easements around the perimeter of residential subdivisions that abut _nonresidential land uses; screening requirements providing for opaque screens between incompatible land uses; increased residential lot depths when adjacent to nonresidential land use; and additional building and parking lot setbacks when adjacent to or abutting residential land use. • Consider abandoning a portion of the rights -of -way of selected streets at their point of terminus within the city's original town area to create more definable neighborhood boundaries and to manage the flow of traffic through neighborhoods. Utilize the reclaimed area as public open space or as a neighborhood maintained green space. • Consider a neighborhood grant program for neighborhood initiated enhancement projects such as beautification of vacant lots, landscaping, infrastructure improvement, and other enhancements. • Encourage developers to establish neighborhood associations to provide assurance of long term care and maintenance of common areas and neighborhood amenities and facilities. • Consider a traffic calming program utilizing appropriate techniques such as road narrowing, flush medians, one-way streets, gateway treatments, curb radius reduction, narrow street slow -points, speed humps/raised crosswalks, traffic circles, raised intersections, lane narrowing, mid -block roadway narrowing, medians and intersection redesign. Major Actions: Beautification and Conservation • Identify and develop specific locations for entrance gateways and enhanced corridors such as S.H. 146, S.H. 225, Broadway/Old Highway 146, Fairmont Parkway, Spencer Highway, Main Street, Underwood Road, Bay Area Boulevard, and San Jacinto Street. • Consider a corridor overlay district along specified enhancement corridors to enact unique design guidelines to include provisions for signage, landscaping, building fagade materials and design, and other visual elements. • Encourage and support private initiatives to landscape and beautify vacant lots. • Establish a partnership with local utility providers to determine the cost, timing, and feasibility of relocating overhead utility lines underground throughout the City, but specifically along the defined enhancement corridors and focal points, to support the enhancement of the visual environment. • Consider amending the typical street cross sections to increase the width of right-of-way on priority corridors to allow increased setbacks and provision of additional open space. • Consider amending the City's development regulations to require provisions for increased building and parking lot setbacks, open space easements, raised street medians, and traffic calming improvements at entrances to neighborhoods, distinct areas, and special districts. • Consider amending the City's development regulations to require consistent, compatible, and cohesive perimeter fencing and landscaping adjacent to subdivisions as well as nonresidential developments. • Consider design standards and/or architectural guidelines for multiple family dwellings, commercial and industrial buildings, and public facilities, Page 13-12 .................................................................................La Porte Comprehensive Plan Update ImplementationPlan...................................Poo ..................................... now ....................o Chapter 13 • Consider amending the City's development regulations to require enhanced interior landscaping standards within parking and vehicular use areas. • Consider amending the City's development regulations to require screening refuse enclosures; exterior ground -mounted or building -mounted equipment, including mechanical equipment, utilities' meter banks and coolers; rooftop equipment; and storage of materials, products and equipment. • Partner with the Chamber of Commerce and other stakeholder organizations and agencies to establish an aggressive commercial and retail development program to attract and retain desirable uses within Downtown LaPorte. • Consider a Business Development Loan Fund, Building Loan Improvement Program, Paint Program, and Historic Tax Credit Program to assist property owners with the improvement of properties, facades, and other physical enhancements in Downtown. , Major Actions: Public Safety • Update the La Porte Emergency Plan to reflect changed conditions such as completion of the Fred Hartman Bridge and associated improvements to the S.H. 225/146 interchange. • Consider creating an inventory of unanchored mobile homes and other structural concerns to identify potential trouble areas during severe weather. • Continue to coordinate closely with the Local Emergency Planning Committee (LEPC) to maintain up-to-date lists of hazardous waste handlers and other facilities that could experience toxic material releases or other dangerous situations during severe weather. • Continue to provideairquality alerts as part of the existing warning systems. • Explore the feasibility of issuing tornado alerts locally, given advances in weather radar and storm tracking technology. • Provide education and outreach to ensure that citizens understand the various types of alerts that are possible through the emergency warning system. • Maintain contingency plans and conduct periodic training for catastrophic incidents, including hostage situations and multiple -victim injury scenarios, in which EMS and/or police resources and capabilities would be challenged and good coordination would be essential. • Annually review and evaluate the City's plans for emergency preparedness and response particularly pertaining to mass medical emergencies and make refinements and amendments as necessary to meet acceptable standards and to keep current with mass medical emergency practices. Major Actions: Redevelopment • Utilize a geographic information system ((IS) to conduct condition inventories of existing streets, curbs and gutters, drainage facilities, water and wastewater systems., and street lighting to assess immediate and short-term improvement needs. Continue a systematic process for identifying and addressing infrastructure maintenance and rehabilitation needs. Page 73-13 LaPorte Coneprel:ensive Plan Update.................................................................................� ................ Implementation Plan Chapter 13 • Provide a reserve/contingency fund so that abandoned structures that will not be reconstructed (such as after a fire) may be removed promptly even when the ordinary yearly budget allocation for demolition and cleanup activities has already been exhausted. • Work with community organizations, the Southeast Texas Housing Finance Corporation, and other appropriate entities to engage in affordable housing redevelopment efforts in older neighborhoods. • Continue to pursue an array of potential waterfront development projects (e.g., Sylvan Beach improvement, high-rise condos, restaurants, hotel and conference center, marina, implementation of Bayfront Master Plan, outdoor theater center and other tourism attractions), including implementation of water -related recreational activities. • Provide incentives to encourage high -profile businesses (franchises, major shopping center, grocery stores, cafeterias) to build new locations in older areas of town. • Assist non-profit organizations in developing activities and expanding programs that meet the needs of youth, such as neighborhood centers. • Provide technical assistance to neighborhoods in drafting new or reviving lapsed deed restrictions and restrictive covenants. • Determine the feasibility of providing a pocket park or improved public open space in the downtown area for pedestrian congregation, with benches, a gazebo or bandstand, appropriate plantings, historical information, public art, etc. • Consider the creation of a municipal improvement district or public improvement district, which would have the authority to levy an assessment apportioned for downtown improvements. • Increase the City's role in marketing and promotion by considering a Convention and Visitors Bureau and consider dedicating a larger share of hotel/motel tax revenues to local tourism and business promotion activities. + Implement and periodically update a multi -year Capital Improvements Program (CIP). Major Actions: Implementation • Consider annual review procedures for individual City departments to prepare a report to City Council, cPncurrent with the annual budget process, on completed or initiated programs and improvements that are in conformance with the Comprehensive Plan. • Consider an ongoing Citizen Action Committee (CAC) to undertake special projects and coordinate citizen activities toward implementation of the Comprehensive Plan. • Consider preparing an annual report to the citizens of La Porte via the local newspaper or a newsletter regarding Comprehensive Plan accomplishments achieved in the previous year, goals for the upcoming year, and recommended refinements or amendments to the plan. • Assign to a representative of each City department the responsibility of tracking external funding opportunities in their program area, and consider an overall coordinator for the City. • Conduct periodic reviews of the zoning ordinance and subdivision regulations and make amendments as necessary to conform to recent changes in law, common planning practice, and to accommodate local development trends. Page 13-14 :.................................................................................La Porte Comprehensive Plan Update Implementation Plan..............................................e............mew ..................... we* . *as ......... Chapter 13 CAPITAL IMPROVEMENT PROGRAM (CIP) A Capital Improvement Program (CIP) is a multi. -year planning process that has a direct link to the City's annual budget and appropriation cycles. The City's annual Capital Budget puts the CIP into action. The first year of the Capital Improvements Program becomes the basis for the Capital Budget for that fiscal year, and the subsequent years are the long-term capital programming document. The CIP is updated annually. The current year is eliminated and another year is added at the end so that it will always be a multi -year program. The. CIP process is a mechanism for analyzing the city financial condition and projecting what it is likely to be in the near future. By undertaking a financial analysis as part of the CIP, the City is able to predict, with reasonable accuracy, its capacity to finance capital improvements after it has paid its basic operating expenses. Once this capacity has been identified, a fiscal program is developed. The financial analysis also estimates the impact that capital expenditures will have on the operating budget. The La Porte Comprehensive Plan is concerned with physical facilities and services as well as land use and population growth. The Plan provides guidelines for capital project selection and assignment of priorities. The Capital Improvements Program, along with the Zoning and Subdivision Ordinances and official maps, is a device for implementing the long-range comprehensive plan. Capital improvements include facilities such as utility systems, landfills, public buildings, land acquisition, parks, streets and sidewalks, drainage, libraries and major equipment. These are items that may have a significant impact on the community and are often too expensive to be financed in the annual operating budget. Preparation of a Capital Improvements Program involves difficult decisions. There are nearly always more worthwhile projects to consider than there are dollars to fund them. The program of capital projects is displayed in Table 1, Program of Capital Projects. The capital program was derived through the comprehensive planning process by identifying the City's goals, objectives, policies and actions toward achieving its vision of the 20 Century. The projects include those identified by previous planning and engineering studies as well as those identified by public officials, City staff and citizens of La Porte during the plan development process. This list of capital projects forms a rational framework for development of a formalized capital improvements program. As part of the City's annual budgetary process, this capital program should be utilized to prepare a multi -year CIP that becomes the basis for the City's Capital Budget. The abbreviations for the agencies or departments responsible for implementing the capital projects and studies are provided below. Responsible Agency Abbreviations: AB LaPorte Airport Board HC Harris County CC City Council P&Z Planning Commission CM City Management PD Police Department (Public Safety) EC - Emergency Coordinator PR Parks and Recreation ENG Engineering PL Planning Department Rc` - F'D Fire Department PW Public Works Page 13-15 Comprehensive Plan Update.................................................................................: Implementation Plan Chapter 13 TABLE 13.1 PROGRAM OF CAPITAL PROJECTS La Porte Comprehensive Plan Update La Porte, Texas orME IT I MUMri t Provide police substations Public Facilities X X X PD, CM, CC in the areas of the City - determined most appropriate and feasible. Purchase an adequate Public Facilities X X X PD, CM, CC number of vehicles and - other equipment to support a larger police force as the community grows. Equip all police vehicles Public Facilities X X PD, CM, CC with laptop computers. and - digital radios to utilize state-of-the-art technologies Construct addition to City Public Facilities X CM, CC Hall. Construct a community- Public Facilities X. X CM, CC wide meeting/convention center. Construct fire/EMS Public Facilities X X X FD, CM, CC substations in appropriate locations as needed to serve growth areas. Fire/Police Training Public Facilities X PD, FD, CM, CC Facility Classroom (104) E.O.C./Classroom @ Fire Public Facilities X FD, CM, CC Training Facility (106) Fire Station 3 land purchase Public Facilities, X FD, CM, CC (109) Renovation of Police Public Facilities X PD, CM, CC _ Headquarters/Court Complex (112) La Porte Municipal Landfill Public Facilities X ENG, PW, 144) CM, CC Golf Course bunker Public Facilities X PR, CM, CC reconstruction (156) Golf Course fencing (158) Public Facilities X PR, CM, CC La Porte Municipal Court Public Facilities X CM, CC (261) Improvements on the Infrastructure X X ENG, PW, CC Northeast Area Water System as recommended in the March 1998 Claunch and Miller report. Complete installation of the Infrastructure X ENG, PW, CC 12" water line outer loop along Fairmont Parkway Complete water line loops Infrastructure X ENG, PW, CC on Bay Area Boulevard. Install water line along Infrastructure X ENG, PW, CC State highway 225 Page 13-16 :.................................................................................La Porte Comprehensive Plan Update ImplementationPlan................................................................................................... Chanter 73 r I � 1 t Complete construction of IN Infrastructure X - X ENG, PW, CC water mains along the thoroughfares to enhance pressure, to complete looped systems, and to - maintain at least two feeds to all areas in the City. Sanitary sewer service to Infrastructure X ENG, PW, CC Mobile Home. Park near Plantation and Canada Sanitary Sewer Trunk Main Infrastructure X ENG, PW, CC to North La Porte Trunk sanitary sewer west Infrastructure X X ENG,PW, CC of the Golf Course as presented in 1997 TC&B report Bayside Sanitary Sewer Infrastructure X X ENG, PW, CC Reconstruction Sewer line rehabilitation to Infrastructure. X X X ENG, PW, CC minimize infiltration and inflow so the existing treatment plant capacity rating can be maintained. Bridge and Culvert Infrastructure X X X ENG, PW,. CC Replacement to increase Flow Capacity. Bayside sanitary sewer Infrastructure X X ENG, PW, CC reconstruction — Old Hwy. 146(153) Fairmont Park 12" water Infrastructure X ENG, PW, CC line extension 256) ROW acquisition for F216 Infrastructure ENG, PW, CC (126) ROW acquisition and Infrastructure X X ENG, PW, CC improvements for F101 (127) Construct a railroad/street Streets and Sidewalks X ENG, PW, CC grade separation at THE Railroad and Fairt`nont Parkway. Construct a railroad/strect Streets and Sidewalks X X ENG, PW, CC grade separation at S.H. 146 and McCabe Road. Construct sidewalks, Streets and Sidewalks X X X ENG, PW, CC handicap accessible ramps,. curb cuts, pedestrian crossing signs and warning _ lights, and pedestrian - activated signal changers in the vicinity adjacent to the _ Fitness Center as well as all schools,community centers and Soverrime ntbuildin Is Page 13-17 LaPorte Comprehensive Plan Update................................................................................. c Implementation Plan Chapter 13 �M Plan, fund and coordinate Streets and Sidewalks X X ENG, PW, CC transit -oriented street improvements such as bus stops and bays on potential future transit routes. Enhance public Streets and Sidewalks X X X ENG, PW, CC infrastructure ' improvements such as streets, traffic signals, signage, and sidewalks specifically in highly visible areas of the community. - Construct a bridge over the Streets and Sidewalks - X X ENG, PW, CC pipeline easement and ditch on "H" Street in west La Porte. Construct geometric street. Streets and Sidewalks X ENG, PW, CC improvement at Five Comers to facilitate safe traffic movement. Install traffic calming Streets and Sidewalks X X X ENG, PW, CC improvements in neighborhoods as appropriate, including road narrowing, flush medians, higher visibility crosswalks, one-way streets, ramble strips, gateway treatments, curb radius reduction, narrow street slow -points, speed humps/raised crosswalks, traffic circles,. raised intersections, lane narrowing, mid -block roadway narrowing, medians and intersection redesign. Refuge/Tum laneson Streets and Sidewalks X ENG, PW, CC Fairmont Parkway (116) Construction of Bay Area Streets and Sidewalks X ENG, PW, CC Boulevard from Fairmont Parkway to Spencer Highway and S.H. 225 (117) Pedestrian walkway (130) Streets and Sidewalks X X X ENG, PW, CC Development of additional Streets and Sidewalks X X X ENG, PW, CC pedestrian walkways (131) Contract overly (146) Streets and Sidewalks X X X ENG, PW, CC Concrete street Streets and Sidewalks X X X ENG, PW, CC repairs/replace (147) Sidewalks replacement Streets and Sidewalks X X X. ENG, PW, CC program (149) Page 13-18 i.................................................................................La Porte Comprehensive Plan Update Implementation Plan .... ...................................... *goo ...................ova wee we 0*8 Chapter 13 com r trim is QUI Project Program Area I South 8 Street Streets and Sidewalks ENG, PW, CC reconstruction Fairmont Parkway to L.C.B. Park . 152) Develop entrance gateways Beautification X X X PR, ENG, PW, CC at entrances to the City such as S.H. 146, S.H. 225, Broadway/Old Highway ' 146,. Fairmont Parkway, Spencer Highway, Main Street, Underwood Road, Bay Area Boulevard, and San Jacinto Street. Design and install Beautification X X PW, CC distinctive street signs, signals, and directional signage identifying areas of the city. Bury overhead power lines Beautification X X X ENG, PW, CC along the identified enhancement corridors. Install street trees along Beautification X X X ENG, PR, CC designated enhancement corridors. - Acquire and maintain Beautification X X X ENG, PR, CM, CC excess rights -of -way, vacant lots, vacated alleys and easements, areas beneath power lines, irregularly shaped parcels (the triangular tract, for example, at Five Comers),. and other undesirable parcels as public open space. Upgrade the electric Beautification X X ENG, PW, CC systems in Downtown La Porte to support spgcial _ events and festivals. Construct entrance markers Beautification X X PR, PW, CC as "mini -gateways" to _ Downtown with identification signs and landscaping - Acquire vacant parcels to Parks and Recreation X X X PR, CC create in -fill pocket -parks f ark need. iorityParks and Recreation X X X PR, CC on areas feeprotectthemnservation F easements. Page 13-19 LaPorte Comprehensive Plan Update.................................................................................: Implementation Plan Chapter 13 1LZU 1 1 1 Acquire and develop four Parks and Recreation X X X PR, CC (4) additional community parks to provide full service area coverage of the City, as displayed in Chapter 7, Parks and Recreation. Acquire and develop seven Parks and Recreation X X X PR, CC (7) additional neighborhood parks to provide an even distribution of neighborhood parks and recreation facilities throughout the City, as displayed in Chapter 7, Parks and Recreation. Develop linear linkages: to Parks and Recreation X X X PR, CC connect each of the mini - parks, neighborhood and community parks, and - public open spaces. Provide adequate funding Parks and Recreation X X X PR, CC to acquire, develop, and renovate parks and recreation areas, facilities and improvements. Provide adequate funding Parks and Recreation X X X PR, CC to enhance, improve and maintain the existing public parks, recreation and open space, Enhance Sylvan Beach by Parks and Recreation X X HC, PR, CC creating a boardwalk along the shore, developing a. marina with boat slips, and enhancing the park and open space ace areas. Improve public access to Parks and Recreation X X X HC, PR, CC Galveston Bay with recreation easements; fishing piers, public beach activity areas. - Provide recreation centers Parks and Recreation X X X PR, CC and meeting rooms in parks for neighborhood meetings, civic clubs and community organizations. - Develop a "tourist trail' Parks and Recreation X X PR, CC connecting monuments, museums, and landmarks that are of local significance to the cultural, architectural., and historic value of La Porte. Lighting for soccer field Parks and Recreation X PR, CC (172) Page 13-20 c....................._........................................................... La Porte Comprehensive Plan Update Implementation Plan................................................................................................... Chapter 13 .; ProjectProgram I yeHlI t Asphaltjogging path (174) Parks and Recreation X - PR, CC Footbridge (177) Parks and Recreation X PR, CC Tennis court lighting. Parks and Recreation X X PR, CC L.C.B.(181) Bike path from S.H. 146 to Parks and Recreation X X PR, CC Luella (184) - San Jacinto pool renovation Parks and Recreation X PR, CC (188 Waterpark slide (189) Parks and Recreation X PR, CC -Fairmont Pool deck irmo Parks Recreation and X PR, CC resurfacing (192) Fairmont Pool — Bath house Parks and Recreation X PR, CC renovation 196 Northwest pavilion/picnic Parks and Recreation X PR, CC area (198) Fairmont Pavilion 199) Parks and Recreation X PR, CC Fairmont chemical room Parks and Recreation X PR, CC (200) Northwest attraction pool Parks and Recreation X PR, CC 203 Paint inside/outside of Parks and Recreation X PR, CC building (216) Expand stage (217) Parks and Recreation X PR, CC Outside lighting (221) Parks and Recreation X x PR, CC Basketball court at EK Park Parks and Recreation X PR, CC (224) Renovation of air condition Parks and Recreation X PR, CC 228) Cover over walkway (230) Parks and Recreation X PR, CC Outside walking trail — Parks and Recreation X X PR, CC recreation (235) Park/playground at Fitness Parks and Recreation X PR, CC Center & S.P.O.R.T. Center 236 Central heating/cooling Parks and Recreation X PR, CC system (244) Construction of outside Parks and Recreation X x PR, CC stage 248 Replace poles (250) Parks and Recreation X PR, CC Big Island Slough fitness Parks and Recreation X PR, CC plan (255) Microfiche system (142) Administration X - CM, CC Purchase of vehicles and Administration X X X CM, CC trailers (162) Geographic Information Administration X X X PL, CM, CC System (GIS) 263) Update the airport master Studies and Plans X AB, CM, CC plan to re-evaluate the - projected and desired use of the airport and to guide future development of street infrastructure to adequately accommodate airport operations. Page 13-21 LaPorte Comprehensive Plan Update..........................................woo ....................................: ................................................................................................... Implementation Plan Citapter13 MUZZiM Project 11111MILWA Prepare and adopt an Studies and Plans X AB, CM, CC airport compatibility plan that addresses land use and development adjacent to the airport. Update date water master plan. Studies and Plans X X PW, CM, CC Request that the La Porte Studies and Plans X X X CM, CC Area Water Authority - develop or update a water master plan every 5 years. Update wastewater master Studies and Plans X: X ENG, PW,. pplan. CM, CC Develop and implement a Studies and Plans X X X ENG, PW, storm water mgmt. plan. MCC Develop a proactive Studies and Plans X - CM, CC marketing plan to attract developers to LaPorte. Develop a Master Plan to Studies and Plans - X CM, CC encourage retail/residential development and consider expending public funds to incite the development by providing utilities. Update the La Porte Studies and Plans X EC, CM, CC Hurricane Evacuation Plan to reflect changed conditions such as completion of the Fred Hartman Bridge and - - associated improvements to the SH 225/146 interchange. Conduct a feasibility study Studies and Plans. X CM, CC on the use of tax abatement or other financial programs and adopt recommendations as appropriate. Update the waste Water Studies and Plans X X PW,. CM, CC treatment plant operations plan. Prepare a comprehensive Studies and Plans X PR, CM, CC parks master plan to assess specific areas of need, including parks, recreation and open space areas as well as future needs for park improvements and recreation facilities. Commission a study to Studies and Plans X PR, CM, CC evaluate the desire for and feasibility of breakwater and beach improvements. - Grid street system study Studies and Plans X PL, ENG, CC (123 Page 13-22 :................................................................................. La Porte Comprehensive Plan Update ImplementationPlan................................................................................................... Chapter 13 ME I.Mori TM IMM Source: City of La Porte and Wilbur Smith Associates Consultant Team, 1999 Page 13-23 LaPorte Comprehensive Plan Update.................................................................................: Implementation Plan Chapter 13 A Twelve Step Approach to Developing a Capital Improvement Program (CIP) The preparation of a capital improvements program involves some difficult decisions. There are nearly always more worthwhile projects to consider than there are dollars to fund them. At times, the decisions will involve politically sensitive matters. The CIP process must be well conceived and administered. This section discusses the steps included in the annual CIP process. The steps and participants in the CIP process are shown in Table 13.2, CIP Process. Step 1 —Initiate Program The City Council acts as the lead agency for drafting the capita] improvements program under the direction of the City Manager. The City Manager, or an appointee, should serve as the program coordinator and set general guidelines for program preparation. It is up to the program coordinator to keep the process moving. The program coordinator does not have to prepare the CIP but must be involved enough to see that the program guidelines are followed; that information and forms are disseminated and collected; that meetings are held as needed; that deadlines are met; and that the City Council gets periodic progress reports. Coordination and cooperation are critical to the success of the CIP. The CIP should be prepared within guidelines approved by the City Council. Guidelines may address such concerns as setting schedules; defining a capital project (setting dollar limits): setting a budget for program preparation, including use of private consultants; appointing a citizen advisory committee; determining the extent of public participation; and establishing any other desired parameters. These guidelines should be clear enough to prevent confusion and delay, yet not so structured that they inhibit flexibility and innovation. Page 13-24 :.........................................................................:.......La Porte Comprehensive Plaa Update ImplementationPlan................wee* ...... goo ..... goo . goo ..................... sop .. goo .... goo ................a.... Chapter 13 TABLE 13.2 STEPS AND PARTICIPANTS IN THE CIP PROCESS La Porte Comprehensive Plan Update La Porte, Texas PARTICIPANTS STEPS o a J .U. _ O E E U Q ' - _ m' 3 ¢ a - - � 1. Initiate Program 0 0 2. Set Procedures X 0 X 0 3. Establish Criteria for Capital Expenditures vs. Operating Expenditures 0 X X X 4. Inventory Existing Capital Facilities X 0 X X X 5. Determine Status of Previously Approved Capital Projects X 0 X X X 6. Prepare Project Requests X 0 0 X X 7. Perform Financial Analysis and Prepare Financial Program _ X X X 8. Review Project Requests X O X X X X X 9. Prepare and Review CIP Proposal 0 0 X X X X X X X 10. Adopt CIP 0 X X I I. Adopt and Monitor Capital Budget 0 X X X 12. Review and Revise CIP and Capital Budget O O X O X O X X X X O Major Role X Su ortin Role Page 13-25 LaPorte Comprehensive Plan Update.................................................................................: Implementation Plan Chapter 13 Step 2 — Set Procedures The program coordinator should promulgate and explain procedures within the framework established by the Mayor and City Council. A meeting should be held with the Planning and Zoning Commission, department heads, citizen advisory committee members (if any), and any other program participants to discuss the following issues: • Policy framework —The program coordinator should explain the general rules for the CIP process and what the City Council wishes to accomplish; • Background information — Participants, especially in an initial CIP, may need additional information to help them understand the process; • Schedules —The steps in the CIP process must be adapted to the schedule set by the City Council so that all participants know when they are expected to start and finish their portion of the program; and, • Forms — While forms are essential, they should be as few in number as possible to do the job. They must be thoroughly explained to those who will complete them. Step 3 —Inventory Existing Capital Facilities A capital facilities inventory is a list of all fixed (Capital) assets owned or leased by the City. The inventory should also include facilities or equipment that are no longer in use due to obsolescence or other reasons. Many capital project proposals will request replacement, expansion or major repair of existing facilities and equipment. Because of this, the inventory should include the age, general condition, and original acquisition cost of each capital item. A sample form is shown in Table 13.3, Existing Capital Facilities Inventory. When compiling or updating a master inventory of capital equipment or .facilities, operating departments should report their existing equipment or facilities on the standardized forms. Sources of nventory information include the comprehensive plan, insurance policies, fixed asset schedules of audit reports, and various public works, housing or engineering studies. The program coordinator should see that the inventory of existing capital facilities is compiled and UP dated annually by department heads and the Planning Department. Page 13-26 :.................................................................................La Porte Comprehensive Plan Update ImplementationPlan..................................................................................................: Chapter 13 TABLE 13.3 EXISTING CAPITAL FACILITIES INVENTORY La Porte Comprehensive Plan Update La Porte, Texas Department Date 1. Facility, Item 2. Year Built or Acquired 3. Latest Major Improvement 4. Acquisition Cost 5. Condition 6. Notes INSTRUCTIONS FOR COMPLETING EXISTING CAPITAL FACILITIES INVENTORY FORM Item 1. Facility/Item� List all parcels of land, buildings, vehicles, equipment and other capital facilities m use by your department. Include a br of descript on of each facility (e.g., Memor al Building — a recreation facility). Item 2. Year Built or Acquired: Indicate the year that the facility or item was built or acquired. Item 3. Latest Major Improvement: List the year and describe the latest major improvement to the facility or item. Item 4. Acquisition Cost: Indicate the acquisition cost for the original facility or item. Identify separately the cost of any subsequent major improvements. Item 5. Condition: Rate the condition of the facility or item as poor, fair, or good. • Poor: The facility or item needs to be replaced or repaired due to its condition and/or obsolescence. • Fair: The facility or item is serviceable but may need to be replaced or repaired within the next five years. • Good: The facility or item will need only routine maintenance during the next five years. Item 6. Notes: Indicate any unusual factors relating to the facility or item (e.g., high level of use, currently being improved or replaced, target date for rebuilding or expansion, etc.) Page 13-27 La Porte Comprehensive Plan Update.................................................................................: Implementation Plan ...................................................... ......... Chapter 13 Step 4 — Establish Criteria for Capital Expenditures Versus Operating Expenditures Establishing the definition of a capital versus an .operating expenditure is fundamental to the CIP process. There are two primary criteria for making this determination; cost and frequency. Both of these criteria should be applied simultaneously to determine if an item is a capital project. Cost —The dollar limit for capital projects depends largely on the size of the local budget and on what is considered a "major" expenditure. A commonly used threshold for larger communities is $10,000. This limit is to some extent arbitrary and can be changed if inflation or other factors dictate. Freguency —Capital projects should be non -recurring. An interval of three years or longer between expenditures indicates an item or project is to be classified as non -recurring, and therefore satisfies the frequency criterion for a capital project. At the least, a capital item or project should not be one that occurs each fiscal year. The following are examples of projects or purchases that would almost always be regarded as capital items based upon the cost/frequency criteria: • Major streets; • Drainage improvements; • Heavy equipment; • Fire engines; • Fire houses; • Landfills; • Flood control projects; • Libraries; • Community centers; • Public buildings; • Treatment plants; and, • Sewer system expansions. The purchase of police cars illustrates the need for cost/frequency criteria. A fully equipped police cruiser costing over $10,000 would by cost definition be considered a capita] project. However, because of hard use and high mileage, the useful life expectancy of a police vehicle may be less than threshold for capital projects. The car could still be considered an annual operating expenditure, and as such could be included in the operating budget. Based upon the City Council's desires the program coordinator should make decisions about those items that could be classified as either operating or capital expenditures. Guidelines should be issued to avoid confusion and to provide consistency. These "gray area" items often include vehicle and equipment purchases, repair and remodeling projects, and replacement versus new items. Page13-28 ........................................................................La Porte Comprehensive Plan Update ImplementationPlan ................................................................................................... Chapter 13 Step 5 — Determine Status of Previously Approved Capital Projects Information must be gathered on three types of previously approved capital projects: • Projects completed during the fiscal year; • Project for which appropriations should continue; and, • Projects to be cancelled. The status report serves two purposes. First, it aids in monitoring the CIP and the capital budget by reporting on the progress of previously approved projects. Next, it aids in updating the CIP and preparing the new capital budget. The year-end report should be prepared on the status of capital projects that were approved in prior fiscal years. The program coordinator should see that department heads and the Planning Department prepare this report. It should be prepared during the early stages of the CIP process and updated at the end of the fiscal year to show year-end balances. A sample form is shown in Table 13.4, Status of Previously Approved Capital Projects. Page13-29 LaPorte Comprehensive Plan Update.................................................................................i Implementation Plan Chapter 13 TABLE 13.4 STATUS OF PREVIOUSLY APPROVED CAPITAL PROJECTS La Porte Comprehensive Plan Update La Porte, Texas Date Prepared Date of Last Status Report Department/Activity Page of I. Project Reference number and title 2. FY Project First Authorized 3. Project Status 4. Completion Date 5. Total Funds Budgeted 6. Funds Budgeted But Unspent Z Comments INSTRUCTIONS FOR COMPLETING STATUS OF PREVIOUSLY APPROVED CAPITAL PROJECTS FORM Item 1. Item 2. Item 3, Item 4, Item 5. Proiect Reference Number and Title: Enter number and title of project. Fiscal Year (FYI Proiect First Authorized: Indicate the fiscal year that the project was initially aLgo uthorized. Project Status: Indicate the status of the project as completed (COM), to be continued (TBC), or to be cancelled (CAN). Completion Date: Indicate the completion date for completed project (COM) or the expected completion date for those projects to be continued (TBC). Total Funds Budgeted: Indicate the total amount of funds authorized from the capital budget(s) for the project. Item 6. Funds Budgeted But Unspent: Indicate the amount of budgeted funds that have not been Item 7. Comments: Indicate any unusual factors relating to the project such as significant changes in the design, scheduling, or funding requirements. Page 13-30 :...........:....................................................... ............. La Porte Comprehensive Plan Update ImplementationPlan................................................................................................... Chapter 13 Step 6 — Prepare Project Requests Project requests can be prepared when the criteria for eligible capital projects are established. Requests can originate from many sources, but most frequently are proposed by heads of operating departments and the City Manager. A sample form for capital project requests is shown in Table 13.5, Capital Project Request. Step 7 —Perform Financial Analysis and Prepare Financial Program The purpose of the financial analysis is to estimate the amount of money needed for operations and to determine if funds will be available from current sources to fund a proposed CIP during the ensuing five years. This analysis should be performed by the Finance Director and the City Manager, in coordination with a Budget Officer (if applicable), and should be done relatively early in the CIP preparation schedule. Revenues and expenditures for the preceding five years are analyzed and then projected for the ensuing five-year CIP period. "Net cash flow", the amount left over after operating expenditures are subtracted from operating revenues, may be applied to finance the proposed capital projects. Other Financing sources for the proposed capital projects include existing capital reserves, long- term bonds, and potential revenue sources such as new taxes or grants. Preparing a financial program involves matching the proposed capital projects with the available financing sources. The financial program determines the best methods of paying for proposed projects and of spreading out payments to maintain stable rates for taxes, fees, and charges. In addition to "net cash flow", a financial program should consider existing capital reserves, the current level of bonded indebtedness, and potential revenue sources such as new taxes or grants. Step 8 —Review Project Requests Project requests should be examined by the program coordinator for completeness and accuracy and to determine if they fall within general guidelines and priorities set by the City Council. Next, the requests should be organized to facilitate review and evaluation. One system that has proved effective is to classify them by fund, by department within the fund, and finally by function or type of project within the department. The review should assess project feasibility and whether cost estimates seem realistic. Future operating and maintenance costs of capital items should be considered when reviewing requests. Projects should also be assessed to assure that they are consistent with the comprehensive plan. If there are reasonable alternatives to the proposed projects, they should be considered. Page 13-31 La Porte Comprehensive Plan Update.................................................................................: Implementation Plan ........................................................................................ Chapter13 TABLE 13.5 CAPITAL PROJECT REQUEST La Porte Comprehensive Plan Update La Porte, Texas Department /Activity 1. Project Title: Ref. No.: 2. Purpose of Request 3. Department Priority Add a Project Urgent Delete a Project Necessary Modify a Project Desirable Required by Fiscal Year 4. Description / Location: 5. Justification: 6. Cost Summary S Amount 7. Impact on Operating Costs / Personnel Requirements Planning / Engineering / Legal Acquisition Construction Equipment / Furniture TOTAL Source of Estimates: 8. Recommended Method (s) of Financing: Current Revenue Capital Reserve Fund Special Assessment Revenue Bond Grant (Type) General Obligation Bond Loan (Type) Other 9. Submitting Authority: Date: 10. Reserved: Submitted by Signature Position Page 13-32 ..................................................:.....................La Porte Comprehensive Plan Update Implementation Plan..................................................................................................: Chapter 13 INSTRUCTIONS FOR COMPLETING CAPITAL PROJECT REQUEST FORM Item 1. Project Title: Enter name of project. This should be a short title by which the project will be known. The capital program coordinating unit will assign a reference number. Item 2. Purpose of Request: Indicate whether the project is an addition, deletion or modification to the Capital Improvement Program. Item 3. Department Priority: Indicate the project's priority. The following is a suggested list of criteria that may be helpful in setting priorities. For a project that is urgent or necessary, also enter the fiscal year by which the project is required. • Urgent: Project cannot be postponed or are required to complete a partially finished project, to maintain as established program, or to meet emergency situations. • Necessary' Projects should be carried out within a few years to meet anticipated needs or for replacement of unsatisfactory facilities. • Desirable: Projects are needed for the proper expansion of a departmental program or to create an ideal operation, but may be postponed until funds are available. Item 4. Description/Location: Give a brief narrative explanation of the project. Indicate whether the project is to replace existing facilities, equipment and land or is an addition involving an increase in service delivery. Describe expected relationships of this project to existing or planned facilities and services, both public and private; summarize the probable impact of the project on general environment conditions of the locality and area. Designate the location of boundary limits of the proposed project. If a site is required but has not been selected, this should be indicated; if a site is tentative, provide as much information as possible. A description of land acquisition projects should include dimensions, overall characteristics, unusual conditions, and any other pertinent information. Include references to any relevant studies. Attach additional sheets or maps to the form as necessary. Item 5. Justification: Indicate the need for the project and what it is expected to accomplish. This could include reasons such as obsolescence of present facility, benefits of the service to be rendered, character of the area served, and number of people to be served. Describe the nature and extent of the department's total program and the position of the specific project within that program. Indicate how the project is related to any long-range plans such as the comprehensive plan. Attach additional sheets as necessary. Item 6. Cost Summary: This item is extremely important because the programming depends greatly on the accuracy and completeness of the cost data provided. Indicate the estimated cost of each appropriate project activity; include additional activities as necessary. Amounts should be rounded to the nearest hundred dollars. If only preliminary data or unit costs are available, they should be the basis for the cost estimates. Indicate the source(s) of the estimates. Sources could include actual bid, negotiated price, rule of thumb, appraisal, or other professionally derived estimate such as cost based on catalog price or recent experience. Item 7. Impact on Operating Costs/Personnel Requirements: Give a narrative explanation of the effect of the project on operating costs such as personnel, purchases of services, materials and supplies, equipment purchases, maintenance and utilities. For personnel, indicate the estimated number of increase or decrease in employees and in salary or hourly wage expenses. Indirect operating costs could include fringe benefits and general administrative costs. If the project is expected to generate revenue, estimate the amount. Attach additional sheets as necessary. Item 8. Recommended Method(s) of Financing: Indicate any suggestions for sources of financing. Item 9. Submitting Authority: The department head or other official representative should review; sign and date each form. Item 10. Reserved: This space is reserved for any notes or comments made by the coordinating unit. Page 13-33 La Porte Compreleensive Plan Update.................................................................................� Implementation Plan Chapter 13 Step 9 — Prepare and Review CIP Proposal In this step, individual project requests, the financial analysis and planning data are compiled by the program coordinator or his designee into a proposal that can be reviewed by the City Council. A sample form for preparing the capital project summary is shown in Table 13.6, Capital Project Summary. The program coordinator may want to add an introduction or background material to the CIP proposal. Supporting information may be included in the form of exhibits, graphs and charts. The CIP proposal should be reviewed at a City Council meeting attended by the department heads to provide an opportunity to ask questions about proposed projects. The City Council is responsible for deciding which projects to eliminate from further consideration and for ranking the remainder in order of priority. The City Council should hold a public hearing on the CIP proposal. It may be helpful to have the City Manager and department heads present to answer technical questions. The City Council may want to give special attention to selected elements of the CIP proposal such as the financial considerations of implementing the proposed capital improvements and the proposed means of financing. Step 10 —Adopt CIP Before adopting the CIP, the City Council should hold at least one public hearing. Adoption procedures for the CIP should be provided by local ordinance. The CIP and capital budget have these distinctions. The CIP is a five-year plan to guide the construction or acquisition of capital improvements, whereas the capital budget is a one-year authorization to spend money for specified capital improvements and perhaps to enter into contracts that may obligate funds beyond the current fiscal year. A capital budget puts the CIP into action. Step 11 —Adapt and Monitor Capital Budget The capital budget is a funding plan for the first year of a five-year CIP. The text of the capital budget can be brief. Project titles, reference numbers, priorities, descriptions, justifications, and proposed financing methods can be taken directly from the CIP. Adoption procedures for both the capital and operating budgets should be provided by local ordinance. Because the capital budget is the means to implement the first year of the CIP, monitoring the capital budget's progress is in effect monitoring the first year of the CIP. The City Manager should keep the City Council informed of the status of the capital budget and let it know when legislative action is required. If the capital budget is revised, the CIP should also be reviewed and modified as appropriate. Page 13-34 ................................................................................La Porte Comprehensive Plan Update 7molementationPlan................................................................................................... Chapter 13 TABLE 13.6 CAPITAL PROJECT SUMMARY La Porte Comprehensive Plan Update La Porte, Texas Page of Date Prepared Dept./ Activity 1. Project Reference Number and Title 2. Priority 3.Estimated Total Cost 4. Current Capital Budget FY One 5. Future Fiscal Years 6. Line Totals 7. Comments Two Three Four Five Total INSTRUCTIONS FOR COMPLETING CAPTIAL PROJECT SUMMARY FORM Item 1. Project Reference Number and Title: Enter number and title of project. Item 2. Priori': Indicate the projects priority. Item 3. Estimate Total Cost: Provide the estimated total cost of each project. Item 4. Current Capital Budget, FY One: Indicate the amount requested to be funded from the current capital budget, fiscal year one of the five-year capital improvement program (CIP). Item 5. Future Fiscal Years: Indicate for CIP fiscal years two through five, the amount requested to be funded each year. Item 6. Line Totals: Sum the amounts from Items 4 and 5. If the line total is less than the estimated total cost (Item 3), then additional funds outside the five-year CIP period may be required. Item 7. Comments: Provide any notes or comments relating to the project. Page 13-35 LaPorte Comprehensive Plan Update.................................................................................� Implementation Plan Chapter 13 Step 12 — Review and Revise CIP and Capital Budget The CIP is updated annually following the same steps used in preparing the original version. However, an update may be less time-consuming than the original. The City Council and other program participants play the same roles. Department heads should be directed to prepare status reports on previously approved projects. This can serve both as a monitoring device and as an aid in updating the CIP. Other steps in the update process are similar to those followed in preparing the initial CIP. 'The financial analysis should be revised. When the new project proposals have been submitted and reviewed, the evaluation and ranking process should be applied both to the new projects and those that are in the CIP from previous years. If circumstances dictate, a new project proposal may receive a higher priority ranking than one that is already in the CIP. However, project priorities should remain relatively consistent if previous ranking were adequately done. A new capital budget should be prepared after the CIP has been revised. By annually updating the CIP and capital budget, the City maintains a current and comprehensive assessment of its capital needs. Page13-36 :.................................................................................La Porte Comprehensive Plan Update