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HomeMy WebLinkAboutLa Porte Comprehensive Plan Steering committee Project NotebookCommittee Information Steerina Committee COMMITTEE MEMBERS Roy Baldwin Chester Pool v' 3526 Gladwyne 1710 Alvy La Porte, TX 77571 La Porte, TX 77571 David Brady Imogene Pulliene 3210 Bayou 116 Sylvan La Porte, TX 77571 La Porte, TX 77571 Deotis Gay _ i, John Tomerlin 214 North 91h Street 3211 Lazy Pine LaPorte, TX 77571 La Porte, TX 77571 Peter Griffiths Steve Valerius 10034 Quiet Hill 140 Hazel LaPorte, TX 77571 LaPorte, TX 77571 Barbara Jenks \„ Betty Waters 1001 Highway 146 2202 26'" Street La Porte TX 77571 La Porte, TX 77571 Martha Love v Gary Wiggington 9 Bay Harbor 1250 Strang Road La Porte, TX 77571 La Porte, TX 77571 Brian Moore � John Paul Zemanek CO J 530 Broadway 3102 Valleybrook La Porte, TX 77571 La Porte, TX 77571 � Pat Muston 117 Garfield La Porte, TX 77571 Wilbur Smith Associates .Rust Environment &Infrastructure Goals and Obiectives Formulating Goals and Obmctives A clear and concise statement of basic goals and specific objectives for maintaining and improving La Porte's quality of life will be developed as the foundation of the comprehensive plan update. Focusing efforts on goals and objectives will increase the plan's effectiveness in minimizing adverse effects of growth and change, seizing opportunities, and anticipating and alleviating potential problems. The identification of goals and objectives will provide a basis for later decision -making during both development and implementation of the plan. They also help to promote consistency in plan implementation as future changes occur in the makeup of the City Council, Planning and Zoning Commission, and City staff. A "visioning" process is currently in progress to develop a community consensus on the goals and objectives that will form the framework for the La Porte 2020 Comprehensive Plan Update. In order to create a shared vision of the future, the process must involve city leaders and citizens in a dialogue to identify goals and objectives that will shape and define the future. Communit�Forum The purpose of the Community Forum was to involve citizens in the development of the vision, goals and objectives, through identification of issues, needs, and priorities for future city growth and development. The vision and ideas expressed by citizens will serve as the basis for developing the goals, objectives and vision statement. The existing conditions and needs identified in the baseline studies will provide technical information for use in developing the goals and objectives. The definitions of goals, objectives and actions to be used to prepare the community vision are as follows: 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 of intent. They emphasize the results of City actions at the end of a specific time period. 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. Vision and Goals Report A report describing the Community Vision and Goals will be prepared at the end of the visioning process. The vision and goals document will express the shared vision of what the citizens of La Porte want the city to be now and in the future. Opportunities and challenges facing the community will be described, along with the social and economic changes that are causing the City to redefine its goals and priorities. The vision statement should define the attributes and qualities needed to maintain a high standard of livability, economic vitality, and environmental quality, which together comprise the "quality of life" for La Porte's residents. The statement is intended to provide a clear and concise summary of citizens' expectations for future development, economic opportunity, mobility, public facilities and services, recreational enjoyment, natural beauty, and other aspects of community life. Wilbur Smith Associates •RUST Environment &Infrastructure CITY OF LA PORTE COMPREHENSIVE PLAN UPDATE STEERING COMMITTEE 1 COMMUNITY FORUM AT SYLVAN BEACH PAVILION OCTOBER 27, 1998 Neigborhood Policing Air National Guard Heavy Trash Pick-up Reasonable sewer service and rates Garbage Bags Senior Citizen tax rate Good Water Concent of Parks Fitness Center Utility reliability Swimming Pools Recycling - what improvements Reliable utilities Drive up water payment window Notification of mtgs H2O Sewer Plant has capacity on avg. day Central Location of City Hall Response to utility complaints its Department (Volunteer/EMS) Good Disaster Plan - Warning System Stopped subsidence with gw mitigation Economical Cemetery to bury someone in Addition of Golf Course - Senior Citizen Center Civic Pride Developable land available Best garbage p/u in US Timely garbage pick-up Library age in Lomax t0 Bayside rge for Cityof La Porte tg in Sylvan Beach Park yofdrinking water elk Program for old La Porte mtion/Multi-purpose Center Lighttiming started project (fishing pier @ Seabreeze Park) skilled police force of patrols ide recycling drainage r Library tg in Old La Porte tg facility lotion Plan existing sidewalks (ADA) ide Slgnage(churches/other facility) lunity Liason (Police, Fire 8 Citizens) tg Permit Process nal signage telling people where La Porte is Maintenance of alleys -keeping them open for utilities ' Building Permit Process Hide the dumpsters(screen) Temp signs removed after event Enforcement of Ord. (removal of stand bldg) Availability of Ord.(where can I find them) H2O quality - pollution Multiple utility billing by diff phone components (Deregulation) More computer equip in Library (space for hist.doc) Air quality Noise pollution Better use of existing facilities (Sr Citizen) (extended hours on youth facilities) Better education/notification of emergency response (Siren System) Notification prior to utility disruption Information on restoration of historical buildings 1 - 1 1 1 2 1 3 1 1 i 1 1 1 St, points of interest) rimming on streets 1 1 - Behar patroling of Sylvan Beach Develop H2O front _ Ma main trails on Cedar Bayou Park .- - Job opportunity for semi -skilled workers .. y r'`(t' ' ' New Police station New EOC center Convention Center/Mtg Place/Motels Facilities for poodneedy. Cut Farrington through t. Public Transportation,tA-L :101 - Youth Activities � Development of Park /R for youth 8 facilities Subsidized housing / low income housing Eco tourism Contingencies for 2000 Upgrade emergency warning system (incl. Air quality warning)Policing Policenotbased on armpits" system - Annexation of strip of land south of Fairmont Pkwy Batl Water Lack of FH Nside Shoreacres n s.. U/G utilities (Electric) ce Lighting an Northside of town Insure potable water supply Put pipe U/Gvs. open ditches - Sewer capacity Water pressure Flat water rate w/$24 minimum Library size and too Width of streets Street lighting dim -' Don't have curbside recycling More sidewalks - around Mun. facilities of known drug area Building permit process 1 I I t It AYear2000 Goad dishibution of pools Community Parks Golf Course Pretty well maintained Parks Wave Pool Senior Center Sylvan Beach Seafarers Center Little Cedar Bayou Park Library School athletic facilities Neighborhood Centers Fishing Pier Green Bell Ordinance If street parking Trees Along Fairmont Parkway is well maintained Good Sanitation Dept Bayfron[ Marina and boat ramps Preservation - respecting nature Covered rodeo arena Wave Pool Cedar Bayou Park Golf Course Park on Main Street Sr Center & Fitness Ctr Sylvan Beach Day, Bay Day Main Street Fair Big trees Water - promote better Nature hail Last 5 yrs of beautification Sand beaches Like that La Porte doesn't good as often as most plack Curb and gutter ISSUES Sub-CatenorIr SubCateqory Tall weeds Alleyways need to be maintained Dirty beach front Not allowing nonconforming uses Timely demo of old buildings Junk in yards Take down sgnage of OB business Landscaping poorly maintained Dumpiness Entrances - need better info. Signage Ditches - fill with trash Sanitation pick up does damage to Not enough Imes, flowers roadways/yards. BFI not City No ambiance Lack of soundwalls Shouldn't pay for pier and the woman voice Trails need Improvement- muddy Security issues @ Sylvan Beach Pier Sylvan Beach - Boardwalk, sand -beach All sheets and sidewalks in Old La Porte need Improvement Boat launch run down Unsiezed opportunities to promote existing features Complete hiking/biking trails in last Master Disorganized after school programs for me system Plan to link City Annexed areas need park, especially southern portion Lack of Marina Not enough street lighting Cooperation w/County re: mowing @ entryways Bike trail / walking path Youth Center @ vacant Kroger w - Bayhont youth have nowhere to go in PM Broadway Mosquitos and fire ants Connect parks @ Cedar Bayou IMPROVEMENTS Prlorl Prior 1 Landscaping - native species 1 Sound barriers . 3 Signage- including information 1 Landscaping - plant trees 1 "Help clean up La Porte" campaign 1 Green condor - separate industry from 1 -. Clean up Little Cedar Bayou major TF navigable 2 Sylvan Beach landscaping safety 1 Use of natives in landscaping 1 Boardwalk Concept 1 Rundown buildings need code enforcement orientation to water land use Mall, grocery store amessability 3 Cover ditches 1 City wide green belt system 2 Upgrade playgrounds; add'I equip 2 Protection of waterfront - 1 Put together list programs to encourage 1 Marina @ Sylvan Beach -with/without hotels Improvement of dilapidated buildings Sewer sludge - sell it (Dillo dirt; like Austin) 3 Break water off of Sylvan Beach More street cleaning 1 Maintain alleys More mosquito spraying 1/3 Refer to Bayfronl Master Plan 1 Walking bike/path system connecting City 1 Write plan for beautifying North side Botanical garden 1 Running track around Fairmont Park park 3 Outdoor theater 1 Better seating @ Little League 1 Hiking/canoeing like Buffalo Bayou i.e. Baytown 2 More community centers- Fairmont Park 1 Land Acquisition for new parks for meetings 1 Neighborhood Centers- buildings _ - 1 Neighborhood Center needs bigger bldg work more closely with City, like Kroger 3 Connect motels by hiking trails 3 PR 1 Bigger/better library Youth programs 1 Bike trails- all points of City to Downtown Old 146 extend it down to E. Main 3 Explore Eco-fourism opportunities Chumhes Location dose to jobs/everything Bayfronthvater Quality Irving Community spirit Schools & neighborhood centers Library Quietness of country living Potential tourism Bad & Breakfast Law crime Dead end street Police Force - quick response? Friendly neighbors Airport Close to Houston & Ellington Good race relations Good access to rds/fnvys Excellent schools Community college district Location dose to transportation via roads & railroads Main Street and downtown Small city atmosphere Indusbies support community Clove to national monument FFAJ4H for kids Jobs in petrochemical Ind. New & improved hwys. Parks & Rec. fac. Goff Course Bird sanctuary Little Cedar Bayou Access to downtown Lomax closest to country yet in city. Open space/low density New homes - Fairmont, W. Shoreacres State of the art multi -purpose Center Fire Dept., EMS, & Police (CAER) Relationship with neighbor cities Sylvan Beach/Waterfront Open door to City Hall Good relation with plantstindustry Safety Job opportunities (industry) Location close to larger cities Good parks well maintained Economical housing availability Strong tax base with industry ISSUES Sub -Cate o Sub -Cale ory Sidewalks/ADA access Shopping center (major) Local transit (not Metro) How do we pay for it all? Mom traffic control Beautify public land Tura lanes on Fairmont Remove delapicated buildings Signal on &th & Fairmont Concrete pavement Reduce UI la sewers — = D goat-Sens'Rif. Mom arteries connect to 225 "H" St. bridge conned to Underwood Reduce air pollution Address drug problem La Portemorthside Signal @T"St./Underwood _-_ Wlden.Little GadarBayoU In Lomax Sens Rd improvement (widen) Sidewalks on main roads Unregulatable Ind. Expansion - Bayport Channel Signal at Lomax School Rd. & "L" St. Increasing truck traffic to POH Esplanade on S. Broadway Overpass on Fairmont @ RR HR condos on waterfront view Tax truck traffic Signal at 7th/2nd/Main Reduce boat traffic at night (noise) Abandon proposed connection of Fairmont Better schools & Lomax School Rd. Hospital with critical heliportcare center Build new library Maintain existing street structure in Lomax Park & nice service Manna Maintain/leave existing FO & Baseball fields Bigger neighborhood center in Lomax Enforce speed limits Move FD & BB fields as planned. Match speed bump to speed limits Remove Farrington Contract from plan Youth activities/facillties (skating, theaters, bowling) Maintain existing infrastructure first Hotel Convention Center Bikeways Overpass at RR and Fairmont Pkwy. Build concrete streets for main thoroughfares Ped crosswalks & crossing guards (Main & Magic Mart) Improve access to Lomax area More beachfront development Cut Farrington all the way through A real beach! Encourage retail uses Flood control drainage Strengthen existing retail Public transportation - - More youth activity -bowling, skating & Park and ride service (metro?) facilities at Charles Walker Youth programs Library, Jennie Riley, & all Fix bodleneck "L" St., Sens Rd. comm curs, E. Kennedy Parks on north & south side Old Kroger-nei.ctr. need infrastructum improvements (Fairmont RR overpass) buffering amenities like comparable areas transit. parks and retail activity acquisition of avail. Waterfront property rde delapidated apartment complexes to livable standard than one grocery store Senior Citizen Center Good schools Bay Small city Rural Lomax area Safe Superior Police and Fire Nice people Employment opportunities Churches Not transg-people stay Recreation facilities Sylvan Beach - ne kgM1ting Redevelop beach Bigger Neighborhood Center More variety of grocery store Eliminate thm street More sidewalk/bike lanes? More activities Mare school zone signs streets (Old La Porte/East of 146) in Old La Porte -.6th StreeUenlranceslSlgne Creek/ Lomax curb work -Main Street verpass or improvements o beach rt@"F"&8th one grocery store west of 746? f tlisMcl in City spending - calks -new and maintain/rebuild Info in advance on issues from City Council 3 months -public Signege for Old Main Street on 146 to direct "Welcome to La Pone" Club signs Services Presentation sign Main Street - Gateway to Bay Govt. support Programs to improve Low Int. Bay area hotels and resort type restaurants Old Hwy. 146 beautificeticn Shady River Trash Buildings that need tearing down Entrances to neighborhoods improved to identify entrances recycling -curbside 'ant lots vowed on N. etc. Concerned citizens Bayfront- Sylvan Beach Natual land use balance - zoning Doesn't have "snob" mles-Individuality Taxe Gcod Neighborhood Center Gcod youth sports Schools beaufdul-well designed style Good churches work together Good police and emergency Good response Equal emphasis on all portionsold and new mainstay of community Fix up programs Lower utilities Completion of 146 to south Mare retail Mall Neighborhoods east of 146 Fanington Q Wintling Trail Community Center Bader plans Abentloned houses, etc. -Circle & Bayshore Need more pride City needs to help Keep port activities n. Improve Fairmont Parkway to handle 18 w Betler constr. standards for major streets A enhancement Boned houses urage retail age back-up' north side ss @ railroad ont area unity work service @ entrances antl responsive City Govt. valuation beer joints op as SOBS h Improvement -lighting etc. h clean-up - dev marina new streets -new neighbrhd. street -width f urban blight r builtling restaurant Iola history of Sylvan Beach neighborhood center CATEGORY: URBAN PATTERN ISSUE: GROWTH GOAL: Participate in, and coordinate with, regional organizations and agencies for the greater Lockhart area. OBJECTIVE: Maintain active membership in, and communication with, organizations such as 1-35 Corridor Council, IH-10 Council, Capital Area Planning Council (CAPCO), Austin Regional Partnerships, and Texas Municipal League (TML). OBJECTIVE: Encourage regional cooperation with other municipalities in the immediate area to enhance tourism and planned growth. GOAL: Identify preferred growth areas for annexation. OBJECTIVE: Determine areas where the City already has, or can easily obtain, utility service jurisdiction. OBJECTIVE: Identify existing utilities, streets, structures, businesses, and residential population density in the city's extraterritorial jurisdiction to determine service requirements and potential tax and utility revenue. OBJECTIVE: Identify potential growth areas based upon current trends or anticipated construction of highways or roads that may create an opportunity or demand for new urban development. OBJECTIVE: Identify floodplains, boundaries of potential gravity wastewater service, and other environmental constraints limiting development or provision of infrastructure. OBJECTIVE: Conduct a fiscal impact analysis to weigh the projected casts of providing municipal services against the anticipated future revenues to be generated by land uses in potential annexation areas. GOAL: Annex additional lands into the corporate limits of Lockhart to accommodate future projected population growth. OBJECTIVE: Develop and regularly update an annexation plan to implement the most feasible and desirable alternatives based upon an evaluation of the various applicable factors. OBJECTIVE: Encourage annexation along the future Hwy. 130 corridor and other major arterials to control development. OBJECTIVE: Support State legislation providing for City control of utility service in annexed areas. OBJECTIVE: Oppose State legislation that would further limit cities' authority to annex. GOAL: Discourage leapfrog development, and encourage in -fill development. OBJECTIVE: Establish disincentives for leap -frog development. OBJECTIVE: Offer incentives for in -fill of all types of private development. OBJECTIVE: Consider city acquisition of vacant in -fill areas for pocket -parks. ISSUE: ZONING AND LAND USE GOAL: Control development along State -designated major thoroughfares and the proposed Hwy. 130 through enhanced regulation. OBJECTIVE: Adopt corridor overlay zoning provisions to enhance the appearance and function of major entrances to the community. GOAL: Recognize the need for additional areas for manufactured homes. OBJECTIVE: Consider zoning for manufactured homes in newly annexed areas. OBJECTIVE: Maintain high standards for manufactured housing. GOAL: Recognize the need for industrial park areas. OBJECTIVE: Establish zoning for industrial parks in locations that maximize availability of access and support services. OBJECTIVE: Establish zoning for industrial parks in locations that minimize negative impacts on residential areas. OBJECTIVE: Maintain appropriate zoning classifications as a buffer in the transition of land use intensities. GOAL: Provide for appropriate uses around the airport. OBJECTIVE: Facilitate the use of zoning and other regulations to protect public safety. OBJECTIVE: Facilitate the use of zoning and other regulations to reduce noise impacts on populated areas. OBJECTIVE: Develop and adopt an airport land use compatibility plan. GOAL: Support legislation to broaden county authority to control land use. OBJECTIVE: Lobby for State legislation to give counties zoning authority. OBJECTIVE: Support State legislation to clarify and enhance county subdivision authority. ISSUE: THOROUGHFARE NETWORK GOAL: Establish hierarchy of thoroughfare classifications that will provide for safe and convenient flow of traffic throughout the community. OBJECTIVE: Develop a thoroughfare plan to ensure efficient and desirable connections between major arteries and other thoroughfares. OBJECTIVE: Maintain uninterrupted traffic flow between the proposed Hwy. 130 and Highway 183 where they intersect. GOAL: Provide continuity of traffic flow within and between neighborhoods. OBJECTIVE: Minimize dead-end streets. OBJECTIVE: Minimize traffic -control devices in locations where they inappropriately inhibit efficient traffic flow. OBJECTIVE: Preserve existing rights -of -way, and facilitate continuation between adjacent subdivisions. OBJECTIVE: Realign FM 20 West to connect to FM 20 East. GOAL: Provide for relief of traffic congestion. OBJECTIVE: Simplify/realign existing five -way intersections. OBJECTIVE: Expand FM 20 East and FM 20 West to four -lanes. OBJECTIVE: Expedite development of a loop as an alternate route. OBJECTIVE: Improve traffic control along Hwy. 183. OBJECTIVE: Pursue alternate modes of transportation. GOAL: Eliminate major barriers to traffic movement. OBJECTIVE: Support construction of a railroad overpass on Hwy. 183. OBJECTIVE: Upgrade low-water crossings with bridges. CATEGORY: INFRASTRUCTURE ISSUE: TRANSPORTATION GOAL: Upgrade existing substandard streets to meet or exceed minimum standards by 2020. OBJECTIVE Identify/define quality standards to be met by 2020. OBJECTIVE: Evaluate current conditions for improvement. OBJECTIVE: Set priorities for correction of problems in all quadrants of the city. OBJECTIVE: Identify funding alternatives and resources available for implementation. GOAL: Improve vehicular access to and within the north and east quadrants of the city. OBJECTIVE: Maintain and improve the paving and drainage of existing streets, as needed. OBJECTIVE: Construct or extend additional thoroughfare links to provide more direct connections to existing thoroughfares at the perimeter of the neighborhoods. OBJECTIVE: Eliminate dead -ends and misalignments of local streets. GOAL: Establish and maintain a network of new and existing sidewalks as a component of improved standards for City streets. OBJECTIVE: Provide a safe and affective means to accommodate pedestrian traffic in priority areas by 2005. OBJECTIVE: Prioritize areas where sidewalks are needed based upon type of street and major land uses served. OBJECTIVE: Provide a means of safe pedestrian crossing of major thoroughfares, including a possible crossover of Hwy. 183. GOAL: Develop a system of hike -bike trails within the city by 2020. OBJECTIVE: Identify areas that would be adaptable for trails in all areas of the city by 2000. OBJECTIVE: Prioritize and construct trails in 3-5 year phases. OBJECTIVE: Begin interconnecting trail segments to link major destinations by 2010, including City Park and Plum Creek School area, Lions Park, State Park, Town Branch greenbelt, Nueces St. Park and Jr. High School area, Lockhart High School, and the downtown/HEB area. GOAL: Cooperate with neighboring communities to establish interurban transportation options. OBJECTIVE: Develop one or more multi -modal transportation centers by 2005, including park and ride facilities, rail depot if passenger rail service becomes available, bike storage facilities, and covered pedestrian waiting areas. OBJECTIVE: Encourage community participation in shuttle bus services provided by Capital Area Rural Transportation System (CARTS). ®[3 9C��OVE: Support park and ride programs with facilities and incentives, including a van service connecting to regularly scheduled buses in Austin (Capital Metro) and San Antonio (VIA). OBJECTIVE: Establish anon -emergency medical transportation service. GOAL: Expand the Municipal Airport and make it a self-supporting operation. OBJECTIVE: Facilitate business and aviation -related industrial use of the airport by providing additional vehicle access, aircraft taxiways, and utilities, including the area on the west side of the runway. OBJECTIVE: Construct additional hangars. OBJECTIVE: Construct a new terminal by 2005. OBJECTIVE: Extend runway and upgrade lighting and approach systems by 2005 to meet FAA standards for commercial and freight traffic. ISSUE: DRAINAGE GOAL: Correct existing drainage problems.. OBJECTIVE: Identify and evaluate problem drainage areas, including those on private property which impact citizen's homes, by 2000. OBJECTIVE: Prioritize needed corrections and improvements in all areas by 2001. OBJECTIVE: Address the special drainage needs of the north and east parts of the city, including the need for curbing and guttering. OBJECTIVE: Implement needed construction to correct existing drainage problems by 2010. GOAL: Prevent additional drainage problems in the future. OBJECTIVE: Adopt and enforce appropriate drainage standards and codes for all new development in the city. ISSUE: WATER SUPPLY GOAL: Provide an adequate amount of water to serve the city's needs. OBJECTIVE: Develop surface water (Lake Lockhart). OBJECTIVE: Develop additional ground water wells. OBJECTIVE: Explore treated water reclamation alternatives. OBJECTIVE: Encourage and facilitate water conservation. GOAL: Improve water quality. OBJECTIVE: Replace old water mains. OBJECTIVE: Maintain adequate treatment capacity. OBJECTIVE: Upgrade water treatment facilities as new advances in treatment technology are available. ISSUE: UTILITIES GOAL: Upgrade existing water and wastewater utilities, with special emphasis on the north and east parts of the city. OBJECTIVE: Identify/define quality standards to be met by 2000. OBJECTIVE: Evaluate current conditions for improvement. OBJECTIVE: Set priorities for correction of problems in all quadrants of the city. OBJECTIVE: Identify funding alternatives and resources available for implementation. GOAL: Prepare for electric utility deregulation by reducing proportional dependency on electric utility revenues. OBJECTIVE: Identify alternative revenue sources. OBJECTIVE: Ensure continuing communication between city and utility companies. OBJECTIVE: Investigate alternate sources of low cost wholesale power for distribution. OBJECTIVE: Develop program to encourage use of City of Lockhart electric service. GOAL: Investigate, evaluate, and facilitate acquisition of rural cooperative utility service areas. OBJECTIVE: Support State legislation to streamline the regulatory process for acquiring portions of competing service areas. OBJECTIVE: Evaluate feasibility of acquisition of rural utility service areas. OBJECTIVE: Allocate funds to acquire service areas. OBJECTIVE: Develop a contingency plan for using deregulation as a means of expanding service areas. ISSUE: COMMUNICATION GOAL: Facilitate the expansion of local and regional (county) media. OBJECTIVE: Identify incentives that encourage media businesses to provide service to Lockhart. OBJECTIVE: Establish low -power AM radio station for City and County information. OBJECTIVE: Establish a community Internet site for general information, announcements of events, e-mail feedback, etc., for all to access. OBJECTIVE: Centralize a dial -up telephone bulletin board for community announcements and fax -on -demand information. GOAL: Facilitate and coordinate the upgrade of local telecommunications infrastructure provide efficient technology for residential, business, and emergency service activities. OBJECTIVE: Encourage development of cost effective technology services for home and business use. OBJECTIVE: Establish an emergency services network that maximizes cost efficiency and new technology. OBJECTIVE: Become a "connected" city to attract residents and high-tech businesses. OBJECTIVE: Investigate use of the City cable franchise to establish astate-of-the- art telecommunications network available to all citizens. CATEGORY: MUNICIPAL FACILITIES AND SERVICES ISSUE: ACTIVITY PLACES GOAL: Enhance and expand existing parks, and provide for new parks and greenbelts. OBJECTIVE: Maintain an updated parks master plan. OBJECTIVE: Acquire land to ensure that park and recreation facilities meet accepted standards based upon population as the city grows. OBJECTIVE: Investigate the use or acquisition of parkland in conjunction with other entities such as public school campuses and the Lockhart State Park. GOAL: Provide indoor recreation facilities for youth and adults. OBJECTIVE: Explore cooperative arrangements with L.I.S.D. for use of school facilities. OBJECTIVE: Construct an indoor multi -use recreation facility for all city and county residents. OBJECTIVE: Consider combining a recreation center and civic center in the same building. GOAL: Provide indoor multi -use facilities for community events. OBJECTIVE: Determine the size based upon activities to be accommodated. OBJECTIVE: Consider combining a civic center and recreation center in the same buildingI GOAL: Develop facilities and programs for a senior citizens activity center. OBJECTIVE: Accommodate Meals -on -Wheels. OBJECTIVE: Provide kitchen facilities. OBJECTIVE: Provide convenient transportation to and from the facility. OBJECTIVE: Encourage the senior citizens' facility to become self-supporting. ISSUE: GOVERNMENT FUNCTIONS GOAL: Provide adequate facilities for the City administration. OBJECTIVE: Consider expanding the existing City Hall building, or acquiring additional office and parking areas. OBJECTIVE: If a new bung is constructed, use the existing building for a civic center. OBJECTIVE: Improve the efficiency of City staff and support services through new and enhanced technology to minimize the need for additional space. OBJECTIVE: Privatize and outsource City facilities and support services. GOAL: Provide attractive, safe, and humane means of controlling stray animals. OBJECTIVE: Construct a new animal shelter at the water treatment plant, and consider naming it the Mary Elizabeth Crouch Animal Shelter, OBJECTIVE: Improve and enforce ordinances for animal control to protect the health and safety of Lockhart citizens. GOAL: Enhance and expand the Municipal Cemetery. OBJECTIVE: Acquire additional land. OBJECTIVE: Construct a new fence and entry. OBJECTIVE: Investigate the construction of a facility for cremation. GOAL: Establish and support an expanded Citywide recycling program. OBJECTIVE: Provide residential curbside pick OBJECTIVE: Consider a recycling program for business and institutional establishments. OBJECTIVE: Consider cooperation with the county government for a countywide recycling program for those outside the city limits. OBJECTIVE: Create an incentive program to promote recycling. ISSUE: HEALTH AND SAFETY GOAL: Improve emergency response services. OBJECTIVE: Construct and staff fire/EMS substations in appropriate locations as needed to adequately serve growth areas. OBJECTIVE: Establish a comprehensive training facy for police/fire/EMS. OBJECTIVE: Establish a centralized City/County dispatch operation. GOAL: Facilitate the establishment of a privately owned 24-hour emergency medical center to serve the entire county. OBJECTIVE: Create incentives to recruit doctors and medical support staff. OBJECTIVE: Adequately equip the facility to perform basic services. OBJECTIVE: Promote investment in a corporation for private ownership. OBJECTIVE: Consider cooperative arrangements for shared use of Luling emergency facilities. GOAL: Establish a citywide disaster preparedness program. OBJECTIVE: Ensure public safety education and awareness of citizens and staff. OBJECTIVE: Identify designated shelter locations. OBJECTIVE: Improve the public alarm and communication capabilities. CATEGORY: QUALITY OF LIFE ISSUE: EDUCATION GOAL: Develop and encourage a community -based vocational/technical and higher educational programs for the citizens of Lockhart. OBJECTIVE: Develop a partnering relationship with area institutions such as Southwest Texas State University (SWT), Austin Community College (ACC), Texas State Technical College (TSTC), San Antonio College (SAC), and ITT Technical Institute. OBJECTIVE: Encourage a partnership between Lockhart, Luling, and Prairie Lea school districts to develop an area -wide vocational/technical training program with TSTC. OBJECTIVE: Develop partnership with industries for vocational training. OBJECTIVE: Provide facilities for courses in partnership with L.I.S.D. OBJECTIVE: Encourage public awareness and participation in adult literacy program activities and other community education opportunities. GOAL: Assist and promote area schools for the purpose of enhancing educational excellence. OBJECTIVE: OBJECTIVE: OBJECTIVE: OBJECTIVE: ISSUE: HOUSING Establish and encourage a mentor program. Develop an apprenticeship program for training of public school students. Establish aCity-sponsored tutoring program. Encourage participation by student organizations in City government activities. GOAL: Ensure that the future housing needs in Lockhart are met by encouraging a variety of housing options. OBJECTIVE: Use the Lockhart Housing Commission for outreach to the public with information about housing assistance programs. OBJECTIVE: Facilitate volunteer programs such as Habitat for Humanity to assist in the construction of housing. OBJECTIVE: Continue to facilitate loan programs to provide the opportunity of home ownership to as many citizens as possible. OBJECTIVE: Establish incentives to encourage builders to adapt housing design consistent with neighborhood character. OBJECTIVE: Adopt and enforce high citywide construction standards. OBJECTIVE: Housing for elderly and disabled persons should be encouraged to locate near social services and other public facilities. GOAL: Promote the revitalization and rehabilitation of existing housing where needed in the community. OBJECTIVE: Provide information and assistance to homeowners for correcting code violations and sub -standard conditions. OBJECTIVE: Expand the housing rehabilitation grant program. OBJECTIVE: Promote active city-wide code enforcement in a fair and uniform manner, and provide useful information packets listing sources of help to homeowners who are in violation of City codes. GOAL: Establish incentives for rehabilitation or replacement of substandard housing. OBJECTIVE: Consider the use of tax abatements. OBJECTIVE: Waive or reduce building permit fees and utility tap fees. OBJECTIVE: Identify and pursue potential demonstration projects to be funded by governmental agencies or private industry. ISSUE: ECONOMIC DEVELOPMENT GOAL: Provide a favorable business climate for retaining existing and attracting new business and industry through friendly public policy. OBJECTIVE: Protect high community standards and quality of life for the purpose making the city attractive for new residents and businesses. OBJECTIVE: Provide tax abatement incentives to attract a broad range of new businesses and private development. OBJECTIVE: Encourage a balance of office, retail, restaurant, and entertainment business in the central business district. OBJECTIVE: Provide adequate parking for customers and visitors in the central business district. GOAL: Encourage the location of new business and industry in Lockhart. OBJECTIVE: Recruit, expand, and retain businesses that pay above -average wages. OBJECTIVE: Recruit, expand, and retain clean industry businesses. OBJECTIVE: Recruit, expand, and retain businesses that utilize the existing and potential future local work force. GOAL: Expand tourism as a major component of the local economy. OBJECTIVE: Create more of a consistent community identity for Lockhart. OBJECTIVE: Maintain and enhance the historic image and heritage of Lockhart, including the renovation of historic buildings and the appearance of the downtown business district. OBJECTIVE: Erect informational signage to promote the downtown square and other tourist destinations in the city. OBJECTIVE: Organize and coordinate monthly entertainment and multi -cultural activities at the downtown square. OBJECTIVE: Participate in packaged tours that could include Lockhart sites of interest. OBJECTIVE: Establish a tourist center with public restrooms at the intersection of Hwy. 183 and San Antonio Street. OBJECTIVE: Expand the golf course at Lockhart State Park. ISSUE: HEALTH AND SAFETY GOAL: Maintain a high standard of emergency medical service. OBJECTIVE: Locate the EMS facility where it minimizes response times for all parts of the city. OBJECTIVE: Acquire and maintain modern equipment to adequately serve all citizens. OBJECTIVE: Train all EMS personnel to be qualified for immediate humane and sympathetic medical treatment of all citizens. OBJECTIVE: Establish electronic links from ambulances to trauma centers. GOAL: Provide and maintain adequate police and fire protection for all citizens of Lockhart. OBJECTIVE: Enforce traffic safety laws fairly and equally. OBJECTIVE: Minimize response times for police and fire emergencies. OBJECTIVE: Train all police and fire personnel to meet all applicable state and national standards. GOAL: Reduce and/or eliminate gang and elicit drug problems in the city. OBJECTIVE: Support the police department in their efforts to establish "PINE", "DARE", and other projects in the most vulnerable neighborhoods. OBJECTIVE: Promote educational programs to enhance awareness by all citizens of drug abuse and gang activities. OBJECTIVE: Establish a cooperative relationship with the Texas Drug Taskforce. OBJECTIVE: Actively pursue grants such as the Governor's Criminal Justice Policy grants available for crime and drug programs. OBJECTIVE: Cooperate with the County and L.I.S.D. in coordinating related programs. CATEGORY: COMMUNITY IDENTITY ISSUE: APPEARANCE GOAL: Establish aesthetically appealing, well -designed entrances to the city. OBJECTIVE: Protect greenbelt and scenic areas at the city limits where each of the major arteries enter the community. OBJECTIVE: Provide illuminated informational signs at all major entrances to the city and at major intersections in the city. OBJECTIVE: Maintain attractive entrance areas to the community through consistent land use planning and design. OBJECTIVE: Limit commercial signage in scenic areas leading into the city. OBJECTIVE: Discourage high intensity commercial and industrial land use at major entrances to the city. GOAL: Provide and coordinate appearance and design of private and public informational and identification signs throughout the city without increasing the total signage in the city. OBJECTIVE: Establish uniform size, color, and style of signage. OBJECTIVE: Ensure that the number of informational signs is adequate and that they are placed for maximum visibility. OBJECTIVE: Coordinate informational signage with low -power radio station information programming. OBJECTIVE: Coordinate an informational and identification sign program with private business to minimize total signage in the city. GOAL: Establish street and building design themes city-wide that are consistent with the leisurely Lockhart lifestyle, to support heritage tourism, ensure a pedestrian and auto friendly environment, and maximize human interaction. OBJECTIVE: Identify areas of town where greenbelt, parks, and plazas can be incorporated into current and future design themes. OBJECTIVE: Establish guidelines for greater setbacks and beautification at street intersections in redeveloping or newly developed areas. OBJECTIVE: Encourage and develop open spaces for the public in existing and new commercial and residential land use areas. OBJECTIVE: Encourage rehabilitation and renovation of existing structures consistent with the established architectural design theme. GOAL: Ensure enforcement of existing and new City codes governing property maintenance for the safety, enjoyment, and appearance of the city. OBJECTIVE: Evaluate existing codes for strengths and weaknesses. OBJECTIVE: Coordinate code provisions with architectural themes established for enhanced citywide appearance. OBJECTIVE: Adopt new City codes to encourage adequate property maintenance in all parts of the city. OBJECTIVE: Enforce all City codes fairly and equitably, including the ongoing effort to control overgrown lots, open storage of junk, abandoned or inoperable vehicles, etc. OBJECTIVE: The City should trim trees as needed along all City street way. ISSUE: CIVIC REPUTATION recognition OBJECTIVE: Continue to plan for the city's future development while preserving its heritage and quality of life. OBJECTIVE: Maintain an open -government policy that encourages input, critique, and participation by all citizens. OBJECTIVE: Put Lockhart "on the map" regionally. OBJECTIVE: Develop and distribute a positive "Welcome to Lockhart" package, and share new resident information at no charge. GOAL: Preserve and enhance the historical assets and heritage of Lockhart. OBJECTIVE: Support the historical preservation and enhancement of the Central Business District high design standards and positive incentives. OBJECTIVE: Support the activities and programs of the Lockhart Historic Preservation Commission. OBJECTIVE: Recognize historic residential structures and sites throughout the city, and support their preservation. OBJECTIVE: Promote heritage tourism as one of the keys to future economic growth. OBJECTIVE: Feature historic structures and sites in all informational publications, community interned sites, and promotional literature and events. GOAL: Promote barbecue as one of the keys to tourism growth for "The barbecue capital of the world". OBJECTIVE: Encourage cooperation and mutual promotion of barbecue as one of the City's programs to establish a regional identity. OBJECTIVE: Develop additional cook -off events and activities, and promote widely in information publications, literature, community internet sites, and at other promotional events. OBJECTIVE: Encourage and support expanded marketing and export of Lockhart barbecue products. GOAL: Preserve, enhance, and promote the Central Business District as the business, cultural, and entertainment hub of the city. OBJECTIVE: Maintain and enhance the shared public facilities around the courthouse square. OBJECTIVE: Revitalize the area with new sidewalks, pedestrian crossings at street intersections, landscaping, benches, and trash receptacles. OBJECTIVE: Encourage a diversity of mixed uses consisting of residential, office, retail, restaurant, and entertainment establishments throughout the courthouse square and downtown area. OBJECTIVE: Encourage the renovation and use of second and third floor space in multi -story buildings. OBJECTIVE: Establish a cultural district located downtown to support live theatre, musicI literary events, festivals, fairs, and other community activities. GOAL: Maintain a courthouse square environment that attracts tourists, retains historical and cultural identity, and defines the image of the city. OBJECTIVE: Encourage and support historical restoration and preservation of building facades following uniform guidelines in the historic district. OBJECTIVE: Encourage the replacement of outdated and deteriorated historic site signage. OBJECTIVE: Establish rest areas for pedestrians around the square. OBJECTIVE: Amend City ordinances to allow more private business use of public sidewalks for sales, cafe seating, etc., while maintaining adequate pedestrian passage and Americans With Disabilities Act (ADA) compliance. GOAL: Encourage and support filmmaking in Lockhart. OBJECTIVE: Develop architectural and sign standards to maintain the classic hometown look and feel of Lockhart. OBJECTIVE: Establish and support a Lockhart Film Commission. OBJECTIVE: Adopt ordinances and policies to attract film -company business to Lockhart. OBJECTIVE: Offer economic incentives to promote Lockhart sites as movie/film set locations. ISSUE: VALUES GOAL: Recognize and support the diverse multicultural heritage of the city and surrounding area. OBJECTIVE: Identify and inventory multi -cultural assets (citizens and sites) of the community. OBJECTIVE: Coordination and promotion by the City of multi -cultural and ethnic festivals and activities. OBJECTIVE: Utilize diverse talent in the community to achieve common goals. GOAL: Promote a standard of home ownership encouraging attractive and well -maintained residential properties. OBJECTIVE: Encourage the establishment of a Habitat for Humanity or similar organizational effort. OBJECTIVE: Enforce housing code and other ordinances for public health and safety to maintain an acceptable level of housing habitability. OBJECTIVE: Aggressively enforce the clean up of yards to comply with City codes for property maintenance. GOAL: Support efforts by churches to conduct activities beneficial to the community and to grow and influence the lives of community residents. OBJECTIVE: Invite churches to participate in neighborhood clean-ups and assist in other similar efforts. OBJECTIVE: Support church participation in tutoring programs. OBJECTIVE: Encourage all churches to contribute to and/or assist with various social services. �OJECTOVE: Establish a city-wide advisory council with representation from churches to encourage an environment that is supportive of family values, activities, and social exchange. CATEGORY: IMPLEMENTATION ISSUE: COMMUNITY SUPPORT GOAL: The City shall be accountable to the citizens of Lockhart for meeting the goals and objectives set forth in this and future comprehensive plans. OBJECTIVE: The City Council and/or the Lockhart 2020 Comprehensive Plan steering committee shall establish comprehensive performance monitoring procedures and standards to measure and evaluate the status of implementation during the term of the plan. OBJECTIVE: The City shall be evaluated annually on achievement of the plan recommendations. OBJECTIVE: A performance audit will be completed and made public once a year. GOAL: Establish and maintain strong citizen and organizational support of the Lockhart 2020 Comprehensive Plan to ensure continued updating and implementation. OBJECTIVE: Establish a "blue ribbon" citizen advisory committee to focus on evaluating and updating the plan, and to promote on -going public support for it. ISSUE: ORDINANCES GOAL: Revise current ordinances to be consistent with and to implement the Lockhart 2020 Comprehensive Plan. OBJECTIVE: Update and revise city ordinances including, but not limited to, the zoning ordinance, subdivision ordinance, sign ordinance, manufactured home park ordinance, drainage ordinance, and property maintenance codes. OBJECTIVE: Educate the public about the amendment of existing ordinances. GOAL: Adopt new ordinances to be consistent with and to implement the Lockhart 2020 Comprehensive Plan. OBJECTIVE: Adopt City ordinances including, but not limited to, landscaping and buffering, vehicular access (curb -cuts), private business use of public sidewalks, lighting, and impact fees. OBJECTIVE: Educate the public about the adoption of new planning and development ordinances. ISSUE: FUNDING GOAL: Develop alternatives to finance the construction of infrastructure extensions supporting new development as the city grows. OBJECTIVE: Establish impact fees for new development whereby the fees are collected from the owner or builder when building permits are issued and the fees are deposited in a city-wide account established for each type of infrastructure (streets, water, wastewater, parks, etc.) that the City has chosen to fund using this method. OBJECTIVE: Consider the use of assessment districts whereby each property deriving immediate or potential future benefit from a specific project (e.g., street, utility line, etc.) is assessed a proportional contribution to the cost of the project and the fee is paid incrementally over a period of years as an addition to property tax payments, regardless of when or whether the property is actually developed. OBJECTIVE: Consider a project account system whereby each property deriving immediate or potential future benefit from a specific project (e.g., street, utility line, etc.) is assessed a proportional contribution to the cost of the project and the fee is paid only when the property is developed. GOAL: Implement and annually update afive-year capital improvements program. OBJECTIVE: Establish desired levels of service in all functional areas of municipal facilities and services by target years, target population levels, and/or target growth and annexation areas. OBJECTIVE: Identify and project the future need for municipal infrastructure facilities and major equipment required to meet the recommended levels of service. OBJECTIVE: Evaluate possible funding sources and timing of expected revenue to support the needed capital projects and purchases. OBJECTIVE: Annually prepare a written plan and maps for the next five years specifying the location, cost, anticipated funding sources, and anticipated purchase or construction date for each capital project. OBJECTIVE: Consider public input and advisory board/commission recommendations, and annually approve the updated capital improvements plan with the first year of the five-year period being adopted as part of the annual budget. Introduction The purpose of a an Use Plan is to minimize conflicts between adjacent uses, maximize the efficiency of the transportation network, achieve fiscally responsible decisions pertaining to private development and public infrastructure improvements, and generally to aspire to create a liveable environment for the citizens of the community. Introduction to Land use Planning Comprehensive Plan Steering Committee A Future Land Use Plan bridges the gap between existing and future development, utilizing land use principles to guide new projects so that they may better blend into the fabric of the community. The plan should not be considered etched in stone or viewed as law as this is a function of zoning. Likewise, the plan does not attempt to predetermine the use of each individual tract for the next twenty years, rather it seeks to establish a logical framework for future development as a general decision -making guide. This Land Use Planning Exercise is designed to enhance the value of the planning process by helping you to better understand the relationship between land uses and physical features as well as other major influences on development, such as existing developments, transportation thoroughfares, railroad rights -of -way, hazardous materials transportation corridors, airports, seaports, and other important and relevant factors. The exercise is conceptual in nature yet applicable in addressing the difficult issues often confronting a Planning and Zoning Commission regarding decisions about designating the land use and zoning of properties. A key to operating as an effective Commission or Committee is the ability to rationally discuss a range of alternatives, the benefits and disbenefits of potential solutions, and collectively agree on the best and highest use for individual parcels, with careful consideration of the City's stated objectives and land use policies. As a result of this exercise it will be quite .apparent that there is more than one land use designation considered appropriate for specific locations. An important reason for conducting this exercise is to enhance to awareness of the Comprehensive Plan Steering Committee as to the broad interests of the citizenry and to encourage communication and collaboration in seeking reasonable solutions. The inherent strength of this process is the opportunity to discuss potential alternatives and as a Comprehensive Plan Steering Committee to collectively agree on the most appropriate land use designations, given specific conditions and characteristics of individual properties. It is important to carefully consider a number of issues prior to making land use decisions, including but not limited to the following: • Character of the surrounding and adjacent areas; Existing use of nearby properties, and the extent to which a land use classification would be in harmony with such existing uses or the anticipated use of the properties; City of LaPorte,. Texas Introduction to Land Use Planning • 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 to designated use of the property would harm the value of adjacent land use classifications; • 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 pollution, water pollution, 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. It is important as the process unfolds, to be cognizant of the many solutions available and to concentrate on seeking group consensus to find acceptable and reasonable solutions. Realize that there are a multitude of individual agendas which influence the process of designating land use. This is why it is important and advisable for the Committee to address these issues prior to confronting them in a public forum to assess the different opinions on the Committee and seek, to the maximum extent possible, resolution of differing opinions or conflicts. It is incumbent upon the Committee to educate each of its members and to establish a set of land use policies, which will guide future land use decisions and ultimately manage the City's future growth and development. The land use policies provided in the following section are designed to guide your decisions about the appropriate land use designations throughout the City. It may be necessary to revisit the policies at the conclusion of the exercise to reconsider the priorities or to include additional policy considerations or provisions. The section entitled, Questions and Answers About Land Use Planning, is a collection of commonly asked questions about the purpose, usefulness, preparation, and implementation of Future Land Use Plans. The responses reflect the experiences and opinions of the author, and do not necessarily represent definitive answers or encompass the many approaches utilized by communities. City of LaPorte, Texas Land Use Policies Comprehensive Plan Steering Committee Directions The following are sample policies which are to guide the development of your city's Land Use Plan. The policy guidelines are divided into six categories, including general, residential, commercial, industrial, parks and open space, and major community facilities land uses. By consensus of the Steering Committee, please modifv add or delete any of the policies that are appropriate or inappropriate. General Land Use Priority Guidelines (Optional) Neighboring land uses should not detract from the enjoyment or value of properties. G . Potential land use impacts should be considered (noise, odor, pollution, excessive light, traffic, etc.). Floodplain areas should not be encroached upon by future development unless there is compliance with stringent floodplain management practices. D Airport land use compatibility requires that noise sensitive uses and height obstructions be avoided in the airport environs. Compatibility with existing uses should be maintained. LI Transportation access and circulation should be provided for uses that generate large numbers of trips. Environmentally sensitive areas should be protected, including wildlife habitat areas and topographically constrained areas within the floodplain. Residential Land �' Should have good access to streets. J� Use - single family Close to schools, parks and community facilities. residences, duplexes and apartments. I Houses should have direct access to residential streets but not to primary streets. L Houses should not be adjacent to the expressway. _ Z■ Residential areas should not be next to industrial areas. 3 . Residential and commercial areas may be adjacent if separated by a buffer. low Neighborhoods should be buffered from primary streets. City of LaPorte, Land Use Policies Commercial Land Priority Use = Office, retail and (Optional) service activities. S . Should be clustered throughout the city and convenient to residential areas. �J_ , Should be concentrated in nodes along major �- I thoroughfares and intersections. J . 1 Large commercial centers should be located along major thoroughfares which are designed and constructed to accommodate heavy traffic. Include a mixture of shopping malls, commercial strip centers, free-standing commercial sites (restaurants and gasoline stations), and neighborhood stores. Parcels should be large enough to accommodate commercial use. Buffers should separate commercial and residential areas. Appropriately designed commercial uses may be /^ developed in the floodplain. �J v Downtown should be the major focus of office, retail �l and service activities. Industrial Land Should have good access to primary streets Use = Manufacturing, and the expressway. assembly and ; Should not be directly adjacent to residential areas. warehousing. Should be separated from other uses by buffers. 5. Good access to truck routes, hazardous material routes and railroads. ■ Should be targeted in selected industrial development areas. Appropriately designed industrial uses may be developed in the floodplain. City of LaPorte, Texas Land Use Policies Parks and Open Priority (Optional) Space = Parks, open spaces and recreational I Parks should be evenly dispersed throughout the city areas. and include larger community parks and smaller , neighborhood parks. L�.. Parks are a desirable use for floodplain areas.") Parks and open space may be used to buffer incompatible land uses. There should be linkages between parks, schools; employment centers and residential areas. Use natural features as buffers or open space. Major Community Should be centrally located in easily accessible areas within the community. Facilities = Civic and governmental buildings. 2 ■ Downtown should be enhanced as a civic and cultural entertainment/tourism center. Should be well buffered from nearby residential areas. Should be located adjacent to major streets to 2 accommodate traffic. City of LaPorte, Questions and Answers About Land Use Planning Comprehensive Plan Steering Committee What is a Land Use A Land Use Plan is a graphic representation of the future urban form and physical development of the city. The Plan Plan? illustrates the generalized pattern of future land use, including various types and densities of development, such as low, medium and high density residential areas; retail, office, and general commercial uses; light and heavy industrial areas; public land uses such as schools, parks, and community facilities; transportation uses; and, agricultural areas. Floodplain areas and other open space or preservation areas are also typically delineated. A Land Use Plan is apolicy-oriented document which serves as the city's vision for the appropriate use of land within the city limits as well as its extraterritorial jurisdiction (ETJ). The Plan is meant to be general in nature yet relatively specific concerning the proximity of land uses to existing natural features, compatibility between adjoining land uses, and the density of development. The delineations of the selected land use categories are specific to use and density requirements, but their boundaries are typically not definitive with regard to ownership or parcel boundaries. How is a Land Use A Land Use Plan is typically developed concurrently with Plan implemented? the preparation or update of the City comprehensive plan and, thus, is adopted or approved as part of the comprehensive plan. The Land Use Plan should graphically portray the goals, objectives, and policies of the comprehensive plan, therefore serving as a decision -making guide for future land use considerations. In considering zoning and development applications, the Planning (and Zoning) Commission and City Council should consider, as criteria for approval or denial, the conformance of the proposed use to the Land Use Plan. Is a Land Use Plan As expressed in Chapter 3, Introduction to the required? Comprehensive Pian, provided in the Guide To Urban Planning In Texas Communities, there are many varieties of comprehensive plans, including a physical plan, policy plan, and combination physical plan with goals and objectives. The type of plan that is appropriate for a community is a local decision which must be based upon the conditions and unique characteristics of each community. The physical plan is the traditional style of comprehensive plan, which is characterized by the use of a Land Use Plan to depict the future urban form and physical development of the city. City of LaPorte, Texas Questions and Answers About Land Use Planning Although a Land Use Plan is a useful guide for future land use and infrastructure planning decisions, and is generally advisable as a long range general plan and decision -making tool, it is not required to be included in a comprehensive plan. Can a Land Use For cities that do not have zoning, a Land Use Plan will be Plan be useful in used differently since it will not directly guide decisions relating to unzoned cities? the type and density of development. A Land Use Plan or Growth Scenario Diagram is useful for unzoned cities in identifying alternative scenarios and options for future development and the impact each scenario may have on the urban form of the city and particularly on the availability and adequacy of public facilities and services. Existing opportunities and constraints that are major determinants of land use may also be identified and analyzed in relation to future development. Environmental constraints will include factors such as soils, slopes, drainage, floodplain areas, wetlands, prime or unique agricultural lands, and wildlife habitat areas for threatened or endangered species. These are areas where existing topographic conditions, severe soil limitations, or other natural features may impact land development decisions and, thus, the provision of public infrastructure. Transportation influences will include factors such as railroads and existing and planned alignments and rights -of -way for major streets, highways, and freeways. Infrastructure improvements include planned water supply, wastewater, and drainage improvements that will influence the availability and carrying capacity of currently undeveloped areas as potential locations for future development. Who is responsible Typically, the Planning (and Zoning) Commission is for preparing the assigned the responsibility of preparing a Land Use Plan, with Land Use Plan? technical expertise and professional guidance provided by the planning staff or a planning consultant. The planning staff or consultant may be directed by the Commission to develop a draft proposed plan for review and discussion by the commission. Other persons involved in the plan preparation process may include the City Council; focus or advisory group(s) organized of representatives of civic groups, neighborhood associations, business organizations, school districts, utility providers, and other groups; and, members of the general public. F City of LaPorte, Texas Questions and Answers About Land Use Planning How is a Land Use Preparation of a Land Use Plan is typically one in a Plan prepared? deliberate step -wise process, including: Inventorying the existing land uses and densities of development; Preparing an existing land use map which delineates on a parcel -by -parcel basis the type and density of land use existing throughout the city and its ETJ; Projecting future land use requirements based upon population projections and economic growth forecasts; Analyzing the growth capacity and availability of adequate public facilities and services; Evaluating alternative future land use scenarios and options for future development patterns through a public participation process; and, Preparing a Land Use Plan with a 20-year horizon. What is the There are essential differences between a Land Use Plan difference between and a zoning map. First and foremost they serve different a Land Use Plan purposes. The purpose of a Land Use Plan is to guide decision - and a zonin ma ? making related to the future growth and physical development of a city. The Plan is to serve as a guideline for managing growth and future development and, thus, it is meant to be general rather than specific. A Land Use Plan does not serve a regulatory function, but it is an important component of a comprehensive plan to visually depict the city's intentions related to the pattern and sequence of future growth. A zoning map is used as a regulatory tool to implement the comprehensive plan and specifically the Land Use Plan. It is adopted by ordinance and is legally enforceable. A zoning map must be specific in order to perform this regulatory function. General boundaries as used on a Land Use Plan do not serve this function. A Land Use Plan is typically very general and, thus, its application to individual parcels is less specific. Keeping parcel - specific information out of the Land Use Plan will help to maintain its long-term integrity and reduce the need to amend the Plan each time there is a rezoning. In accordance with Senate Bill 1227, adopted by the Texas Legislature in 1997, "A map of a comprehensive plan illustrating future land use shall contain the following clearly visible statement: 4 comprehensive plan shall not constitute zoning regulations or establish zoning district boundaries." City of LaPorte, Texas Questions and Answers About Land Use Planning How can a Land As part of a comprehensive plan, the Land Use Plan should Use Plan be legally incorporate and exemplify the established goals, objectives, and defensible? policies of the comprehensive plan, which are created by public consensus through the plan development process. It is important and advisable to solicit public participation throughout the plan development process and to document their comments and suggestions pertaining to the goals, objectives, and policies of the comprehensive plan and specifically in the development of the Land Use Plan. A public participation series focusing on preparation of the Land Use Plan is an effective approach to educate the public on the relationship between land uses and existing physical features and natural resources as well as to gather their insight and input toward adoption or approval of the comprehensive plan and Land Use Plan. Can property be zoned/rezoned to a designation that is not consistent with the Plan. City of LaPorte, It is also necessary to have written policies and procedures for amending the Land Use Plan to allow individuals an opportunity to be heard regarding a proposed change in a future land use designation. The allowance of due process is an important consideration in defending the integrity of the Land Use Plan, Yes. The Land Use Plan is meant to serve as a general guideline in making decisions about the appropriateness and suitability of land for future development. The Land Use Plan is a graphic representation of the city's plan for managing future growth and making fiscally responsible decisions regarding the provision and timing of public facilities and services. Conformance of a zoning request with the Land Use Plan is one consideration among several criteria to be considered in approving or denying an application. Other criteria may include: Zoning and uses of nearby properties; Suitability of the property for the uses permissible within the zoning designation; Extent to which approval of the application would detrimentally affect of substantially harm the value of nearby properties; Extent to which the proposed use would adversely affect the carrying capacity of existing public infrastructure; and, The gain, if any, to the public health, safety, and welfare of the city. Questions and Answers About Land Use Planning Does a Land Use Yes. There is a direct relationship between land use and Plan impact infrastructure planning since the type and density of development transportation and will determine the carrying demand of the infrastructure system, i.e. infrastructure water, sewer, streets, etc. A Land Use Plan, coupled with population projections and economic growth forecasts, can help to lannin ? guide future decision -making regarding the sequence and timing of infrastructure extension and development. How is a Land Use Circumstances will continue to change in the future and the Plan amended? Land Use Plan will require modification and refinement to be kept up-to-date and current. Some of the Plan's proposals will be found to be unworkable and other solutions will emerge. Needed refinements should be carefully noted and thoroughly considered as part of the amendment process. Depending on whether the comprehensive plan and Land Use Plan were approved by City Council action or adopted by resolution or ordinance, amendment of the Plan will need to be conducted by the same instrument. The process of amending the Land Use Plan should incorporate public hearings whereby citizens are provided an opportunity to be heard regarding a proposed change in a future land use designation. The proposed amendment should also be published in a newspaper of general circulation in the city to provide proper notification. The Planning (and Zoning) Commission and City Council will make the determination as to the appropriateness of the amendment and ultimately approve or deny the request. Procedures for the amendment process should be formally established including criteria for considering amendments. of LaPorte, Texas Work Program Exhibit "A" = Scope of Work Introduction The La Porte Comprehensive Plan will be a multi -faceted document designed to serve as the City's guide for future growth and development, as well as making other decisions that relate to the quality -of -life in La Porte. The plan should be a highly readable and user-friendly document designed to acquaint the reader with La Porte while identifying the City's goals and expectations for the 21st Century. Planning 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. Planning bridges the gap between where we are and where we want to go. Planning enables the community to choose to act -- rather than waiting to be acted upon. In its simplest terms, planning is deciding, in advance, what to do, how and where to do it, and who is to do it. ✓ 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. The basic purpose of city planning is to further the public good. The comprehensive plan does this by: ✓ Stating the community's values, goals, and objectives; ✓ Becoming a policy guide for physical development; ✓ Providing a strong legal basis for land use decision -making; ✓ Using public resources more efficiently and effectively; ✓ Avoiding decisions that serve only special interests; and, ✓ Preventing isolated or unconscious decision -making. Another purpose for planning is to further community investment and economic development. When it is done well, planning is a financial asset to a community. A good plan helps the community make the best use of scarce resources, avoid wasteful or inefficient expenditures, and promote desirable growth and economic development. Plans can enhance economic development and investment by: ✓ Projecting future land requirements; ✓ Ensuring that adequate public facilities and services are available to accommodate future growth; and, ✓ Protecting existing and future investments. Wilbur Smith Associates •Rust Environment &Infrastructure Exhibit 'A" - Scope of Work Another reason for planning is to protect the environment. The comprehensive plan does this by: ✓ Restricting high risk areas from negative development pressures; and, ✓ Identifying areas of special environmental consideration. It is also important to recognize that there are things a comprehensive plan cannot do. For example, a plan cannot: ✓ Make long-standing problems go away overnight; ✓ Automatically solve all problems; ✓ Regulate land use; ✓ Be written and used only once to be effective; ✓ Be successful without the support of citizens and local officials in using the recommended policies and taking actions; or, ✓ Be effective without the necessary financial commitment. 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, environmental characteristics, education, land use, transportation, infrastructure (water, wastewater, storm drainage, etc.), housing, public facilities, parks and open space, redevelopment, and economic development. 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 La Porte Comprehensive Plan will guide future decision - making in two major ways: 1) Most importantly, the stated goals, objectives, policies, and action strategies will be the framework for managing the future land use and development of the City. The City's zoning and subdivision control processes are closely interwoven with the plan's focus on future community growth and physical development. 2) The plan's goals, objectives and policies deal with all of the public facilities and services that contribute to the quality -of -life and socioeconomic characteristics of the City. The plan format should clearly articulate the City's goals and provide an Wilbur Smith Associates •Rust Environment & Infrasfructure Exhibit ''A" - Scope of Work effective framework for formulating strategies and taking actions to achieve the desired goals. Development of A collaborative planning process is envisioned in which Wilbur La Porte's Smith Associates will serve as an extension of City staff. Elected Comprehensive city officials and planning and zoning commissioners will provide Plan direction for preparing the plan. The City staff will manage the planning process, conduct in-house tasks, and direct the consultant in performing the project services. The involvement of citizens in the comprehensive planning process is emphasized as a necessary and important element of plan development. Through a systematic and carefully designed process of formulating goals and objectives; conducting surveys and inventories of existing facilities and conditions; identifying needs; developing and evaluating alternatives; and preparing individual plan elements, tempered by extensive citizen input, a practical Comprehensive Plan will be organized and prepared. A project time schedule for preparing a comprehensive plan update for the City of La Porte is delineated in Figure 1, Project Time Schedule. The organization of individual tasks, meetings, citizen involvement opportunities, staff and public reviews, and product deliverables are included in the schedule. To coincide with the required time schedule of the City, we have shown an interim report at the end of October 1998, which would include initial recommendations for infrastructure improvements and preliminary cost estimates. The topics of the initial report would be identified by interviews with City Administration and the Steering Committee. A total of 100 copies of the approved final documents will be provided to the City plus an original in physically reproducible and/or digitized format. The Consultant will coordinate with the City to decide on the final layout and design of the brochure plan. An original of the brochure plan will be provided to the City in a physically reproducible or digitized format. Project Coordination An initial Project Kickoff Meeting will be conducted with the City of La Porte officials and key staff to discuss available data sources, existing maps and air photos, previous plans and studies, key contact persons and entities, and other important background information and potential data sources for the study. The project kickoff meeting will include significant items relating to project coordination and reporting. It is essential that the City and its planning consultant have a common understanding of the plan development process, including responsibilities, reporting requirements, important issues and objectives, key milestones, and deliverables. Wilbur Smith Associates • Rust Environment & Infrastructure 3 Exhibit "A" - Scope of Work Project Operations A Project Operations Plan (POP) will be prepared and Plan presented at the kickoff meeting, which will include the project work program, time schedule, program organization, data requirements, and citizen participation program. This detailed schedule will be useful for managing and monitoring the overall plan development process by both the City and Consultant. One (1) original copy of the POP (suitable for reproduction) will be submitted for use by key City officials and staff. Project Meetings and WSA's Project Manager will maintain frequent communication Progress Reporting and coordination with the City's Project Director. Scheduled project meetings between the City's Project Director and the Consultant Team Project Manager are included in the project time schedule. Monthly meetings will be held between WSA and the City Manager, and WSA's Project Manager will conduct monthly briefings with the City Manager's Office. WSA will submit monthly progress updates to the City of La Porte Project Director. The reports will be prepared in the form of brief letter reports describing project status and including significant work accomplished during the report period, actions taken to resolve any problems or delays encountered, and activities scheduled for the next month. The reports will indicate the percent of completion for the overall work program. The accompanying invoice will include the fee amount earned based upon the reported status of completion. When approximately sixty (60) percent of the An An authorization has been spent, the CONSULTANT shall provide, with the monthly progress report, an assessment of the project to date, including recommend modifications to the scope of work, and/or the expected need for additional authorizations, if any. The CONSULTANT will not exceed the maximum fee of $120,000.00 uNess authorized in writing by the CITY. Citizen Participation Citizens of La Porte have a special pride and sense of identity and Community with their community, and a concern for its future. Effective Involvement mechanisms for citizen involvement and debate are an essential part of the planning process. The Comprehensive Plan must incorporate the community's values in terms of quality -of -life, historic character, scale of development, urban form, aesthetic appeal, and how new development should be integrated with the existing and future city fabric. The plan should include specific goals and objectives, assess the opportunities and challenges facing the City, identify important policies, recommend strategies and actions to be taken, and establish priorities for an aggressive, proactive implementation program that emphasizes practical and realistic results. Wilbur Smith Associates •Rust Environment &Infrastructure 4 Exhibit Al'" - Scope of Work Citizen participation in development of the comprehensive plan should include a wide range of activities for community involvement and public information. The process is a significant and rare event in the City's governance and it warrants the attention and interest of alI citizens. A variety of effective techniques will be used to encourage significant participation by the citizenry, disseminate information, and provide notice of opportunities for involvement. Planning and Zoning These work sessions will be devoted to review and Commission Study consideration of recommendations and decisions forwarded to the Sessions Commission by the Steering Committee. The sessions could be part of the Commission's regularly scheduled meetings or may entail separate special workshop meetings. All study sessions should be open public meetings with advance public notice of the agenda. City Council These presentations will include the initial discussion of the Presentations Comprehensive Plan study during the first month and additional presentations at key milestone points during the planning process. Each of these Council sessions could also include a public hearing to provide opportunity for citizen comment. One of the presentations near the end of the planning process should be a joint study session for both the City Council and Planning and Zoning Commission, when the recommended draft Comprehensive Plan would be presented for review and discussion during a "retreat" type working session held on a weekday afternoon or a Saturday morning, for an intensive half -day workshop on the planning recommendations. Steering Committee WSA recommends creating a Steering Committee, appointed by City Council, to serve as a focus group for public participation and community involvement throughout the plan development process. Recommendations of individuals to serve on the Steering Committee include representatives from the following: • Planning and Zoning Commission; • City Council; • Plant Managers Network; • Chamber of Commerce; • Board of Realtors; • Main Street Association; • Homebuilders Association; • Neighborhood Association; • La Porte Independent School District Committee person; and, • Other civic organizations and local interest groups. Leadership Interviews Interview meetings will be conducted with members of the City Council and other community leaders such as the President of the Wilbur Smith Associates •Rust Environment &Infrastructure Exhibit °A" - Scope of Work Chamber of Commerce, leaders of business and civic organizations, and other community leaders to be identified in further discussions with the City. These meetings will provide valuable insight into the community issues, opportunities, needs and strategies as viewed by these knowledgeable persons. A listing of important community contacts and information sources to be interviewed will be developed through discussions with the City's Project Director and other City officials and staff. Community Meetings, To provide a broad basis of citizen involvement in the planning Workshops, and process, it is proposed that the public participation process include Public Information the following activities: Activities Public Information and News Releases - Publicity for the Comprehensive Plan study will be planned and coordinated in cooperation with the City's Project Director. Mechanisms for disseminating public information may include the following techniques and activities: Press releases prepared and issued to local print and broadcast media; - Public Service Announcements prepared and submitted to newspapers, radio and TV; - Notices submitted for inclusion in Community Calendars and Daily Events Listings by radio, TV and newspapers; - Contacting local media reporters covering city news to encouraIde news stories and feature articles about the planning program; - Notices printed on City water bills with the phone number for information about the Comprehensive Plan; - Feature articles and calendar of upcoming meetings and events for publication in a City of La Porte's newsletter or in a separate Comprehensive Planning project newsletter; - Notices and articles submitted to civic groups and homeowners associations for publication in their newsletters; - Requesting and arranging appearances by city officials and staff on radio and television talk shows to discuss the planning process; Wilbur Smith Associates •Rust Environment &Infrastructure Exhibit "A" - Scope of Work Contacting outdoor sign companies to request a public service announcement on display signs in the study area; Submit articles and announcements for publication in local news media; and, Compile address listing of all participants who attend meetings and workshops, for use in direct mail distribution of notices for future meetings and hearings. Community An initial community visioning workshop would be held early Workshops/Public in the project as part of Task 1. The purpose of the first meeting will Meetings be to involve a large number of citizens in the identification of issues and needs, development of goals and objectives, and the "visioning" process. The meeting will be widely publicized in advance of the scheduled date. Community organizations might be invited to co- sponsor the meetings with the City. The second community workshops/public meetings is proposed to be conducted near the midpoint of the planning process, when the alternative future scenarios have been developed and analyzed, and the preliminary decisions are being made on the preferred Year 2020 Land Use Plan for the community. The purpose of these meetings will be to present the draft plan elements for review and discussion by citizens. Public Hearings The final stage of the proposed citizen participation process will include Public Hearings, prior to consideration of the recommended Comprehensive Plan by the Planning and Zoning Commission and City Council. These hearings will be part of the regular Commission and Council meetings and include the final plan presentation by the Consultant Team, The Consultant will be responsible for presentations and preparation of handouts or graphic aids for atl meetings. Administrative support for preparation and distribution of committee meeting notices and agendas will be provided by City staff. The Consultant will request approval from the City for any proposed dissemination of public information and proposed responses to public information requests. The Consultant will also be available to assist the City and participate in additional meetings and presentations to community groups, civic associations, homeowners associations, and similar groups during the planning process. Wilbur Smith Associates •Rust Environment &Infrastructure Exhibit "A"- Scope of Work Effective and successful citizen involvement in the planning process requires a collaborative approach to decision -making. All stakeholders should have the opportunity to participate. The Planning Commission and City Council will perform the role of ultimately making decisions and choices that shape the form and content of the plan. The Steering Committee will review and recommend plan elements for consideration by the Planning Commission and City Council. Identified issues and concerns will require analysis and development of policies and programs. Recommendations identified by the various committees will be integrated into the plan's development. The Consultant's role will be to work as an extension of the City staff to orchestrate and facilitate the citizen involvement activities, and to perform the primary technical role for analysis and incorporation of citizen input into the comprehensive plan. The outcome of the proposed participatory planning program will be a common sense of purpose and definition of the problems to be solved. The participants will educate each other and coalesce into a constituency of supporters who take ownership for the plan and feel responsible for its success. Decisions will be based upon consensus and the participants will share in the implementation of solutions. 14 Project Tasks The primary tasks to be undertaken as part of the process of developing the Comprehensive Plan Update for the City of La Porte are outlined in the following paragraphs. TASK 1: An initial task will be to compile and analyze all pertinent Develop Data Base information from available sources. This task will produce a of Available and comprehensive planning data base including existing conditions and Existing Data trends, previous plans and studies, and available information from existing sources. Compile and Analyze The planning data base will include demographics, Existing Information socio-economic characteristics, county and regional information, land use, transportation, environment, water, wastewater, drainage, other infrastructure and public facilities/services, parks and recreation, housing, community attitudes, ordinances and regulations, and public finance. Existing information pertaining to the following conditions and factors will be compiled, analyzed, and incorporated into the planning data base: • Previous plans and studies; • Bayfront issues, including Bayfront Master Plan and Harris County Relationships at Sylvan Beach; Wilbur Smith Associates • Rust Environment & Infrastructure 8 Exhibit A0-Scope of Work • Existing inventories and information; • Mapping and aerial photos; • Census data; • Population and demographic characteristics (historic, current, and projected); • Employment and labor force; • Income and wages; • Retail sales and sales tax revenue; • Economic base and major employer information; • Building permit data; • Real estate sales and market information; • School enrollment data and projections; • Land use and zoning; • Annexation history; • Housing stock and condition; • Utility connection data; • Appraisal District property maps and records; • Educational facilities and enrollment (including higher education, public schools, and private/parochial schools); • Historic and cultural resources; • Tourism and travel information; • Community facilities and services (police, fire, EMS, museums, libraries, city buildings, and other community facilities); • Public health and medical care facilities; • Environmental resources (geology, topography, soils, vegetation, wildlife, water resources, air quality, mineral resources, sensitive ecological areas, etc.); Traffic volume counts; • Streets and highways (right-of-way, number of lanes, general condition, traffic operations, traffic control devices, accident records, Federal -Aid system, planned improvements, etc.); • Airport Operations and Master Plan; • Rail transportation; • Public transportation service providers and service characteristics; • Intercity bus and motor freight service; • Drainage, storm sewer, and flood plain information; • Water system facilities and service areas; • Wastewater system facilities and service areas; • Other public utility services (solid waste, gas, electric, telephone, and cable TV); • Parks and recreation; • Governmental and institutional organizations, facilities, and programs; • Municipal Code of Ordinances including zoning, subdivision, and other development regulations; Wilbur Smith Associates •Rust Environment &Infrastructure Exhibit `A - Scope of Work Public finance (annual budgets and financial statements, revenues, expenditures, bonded indebtedness, bond ratings, tax rates, fees, funding sources, etc.); and, Other pertinent information. Local and State organizations such as the Chamber of Commerce, Board of Realtors, School District, State agencies, and Houston -Galveston Area Council will be contacted and interviewed to obtain additional information. In addition, WSA will interview the following agencies to gather information and insight into their operations and future plans: • Port of Houston; • Harris County, Precinct 2; • TxDOT; • Union Pacific Railroad; • Port Terminal Railroad; and, • Harris County Flood Control District, TASK 2: The first step will be the formulation of the community's vision Goals and and statement of goals and objectives. Visioning is the process by Objectives which the community envisions its future. In order to know where we want the community to go, there needs to be a vision of La Porte as citizens want their community to be now and in the future. Also, a clear and concise statement of basic goals and specific objectives is imperative for use as a framework in developing the plan. Focusing efforts on goals and objectives will increase the plan's effectiveness in minimizing adverse effects of growth and change, seizing opportunities, and anticipating and alleviating potential problems. The identification of goals and objectives will provide a framework for decision -making during the development and implementation of the plan. A clear statement of goals and objectives also promotes consistency in plan implementation when changes occur later in the membership of the City Council, Planning Commission, and City staff. The visioning and goals setting process is useful to develop a community consensus on the goals and objectives that form the framework for the comprehensive plan. In order to create a shared and cohesive vision of the City's future, the visioning process must involve city leaders and citizens in a public dialogue to identify common goals and objectives that will shape and define the future of La Porte. The visioning process will focus on a wide range of issues, geared toward identifying community values, and using alternative scenarios to explore the future. It helps get citizens involved and excited about planning. The consultant's role in the process will be to arrange and conduct the process; stimulate discussion among all participants; provide creative insight and Wilbur Smith Associates •Rust Environment &Infrastructure 10 Exhibit "A" - Scope of Work guidance, facilitate the process; and, draft the vision and goals statement as expressed by participants. Community Forum A Community Forum is proposed to be conducted during this task. The purpose of the forum will be to involve citizens in the development of the vision, goals and objectives, through identification of issues, needs, and priorities for future city growth and development. The public workshop will utilize a "nominal group" process, in which participants are divided into small discussion groups, with a trained facilitators assisting each group. The participants will identify and prioritize their ideas, needs, and desires for La Porte's future. The vision and ideas expressed by citizens will serve as the basis for developing the goals, objectives and vision statement. The existing conditions and needs identified in the baseline studies will provide technical information for use in developing the goals and objectives. Goals will be general statements of desired end -state conditions, such as "To promote and maintain the economic vitality of Downtown as the focal point for La Porte." Objectives should be specific actions or policies which are designed to achieve a particular goal and are measurable in terms of implementation results, such as "Establish incentives for locating new or expanded commercial retail, office, and service uses in La Porte." The goals and objectives will provide the framework for developing more specific action plans and policy recommendations. Deliverable: t/ISIOn A report describing the CommunityVision and Goals will be and Goals Rep prepared at the end of as 2. The vision and goals document will express the shared vision of what the citizens of La Porte want the city to be now and in the future. Opportunities and challenges facing the community will be described, along with the social and economic changes which are causing the City to redefine its goals and priorities. The vision statement should define the attributes and qualities needed to maintain a high standard of livability, economic vitality, and environmental quality, which together comprise the "quality of life" for La Porte's residents. The statement is intended to provide a clear and concise summary of citizens' expectations for future development, economic opportunity, mobility, public facilities and services, recreational enjoyment, natural beauty, and other aspects of community life. Ten (10) copies and a physically reproducible original will be submitted to the City. TASK 3: The purpose of the Demographic and Economic Element is to Prepare establish the existing and projected future population and economic Demographic and conditions for the La Porte planning area. Understanding the growth dynamics of La Porte is important to development a comprehensive Wilbur Smith Associates •Rust Environment &Infrastructure 11 Exhibit "A"- Scope of Work Economic Analyses plan which is both visionary and capable of implementation and and Report realization. Forecasts of future growth will determine the requirements for land use, infrastructure, and services that must be accommodated by the plan. Existing Conditions Existing population, housing, employment, and land use characteristics for 1990 and estimates for 1997-98 will be compiled in a community profile for the planning area, and geographically distributed by census tracts Significant characteristics and trends identified from analysis of the historical and current population data will be identified. Update Growth Forecasts for projected future population, housing, and Forecasts employment for the La Porte planning area will be assembled and updated. Understanding of the growth dynamics of La Porte is important to development of a Comprehensive Plan which is both visionary and capable of implementation and realization. Forecasts of future growth will determine the requirements for land use, infrastructure, and services that must be accommodated by the plan. Forecasts are notjust projections based upon continuation of current trends, but include consideration of the impacts of public policies, programs, and infrastructure improvements on the amount, timing, and pattern (location, density, etc.) of future growth and development. Projections previously prepared by the City, Houston -Galveston Area Council, Texas State Data Center, Texas Department of Water Resources, and other agencies will be compiled and reviewed for relevance to the Comprehensive Plan study. Projections previously utilized in past plans and studies for the City of La Porte will also be reviewed and considered in establishing the growth forecasts for the Comprehensive Plan. Projections for Years Projections and forecasts will be prepared for use in identifying 2000, 2010, and 2020 future needs and alternative growth strategies for the City. After reviewing previous projections, a set of growth projections will be developed for the City of La Porte. Projections for the years 2000, 2010, and 2020 will be prepared using several methodologies. The projections will be prepared using a range of assumptions concerning future conditions, including existing trends, in -migration at varying rates, and comparison with growth rates experienced in other communities that have comparable growth to the City of La Porte. Development of the growth forecasts for use in the Comprehensive Plan study will recognize that the community is seeking to influence future conditions. Projections based upon current trends will provide a baseline prediction of the future without Wilbur Smith Associates •Rust Environment &Infrastructure 12 Exhibit A - Scope of Work any changes in existing growth policies, but alternative forecasts based on modified growth assumptions are important for selecting the desired future scenario for the City. The proposed methodology may be characterized as envisioning where the community wants to be in the future, and then looking backward to determine the steps needed to get there. The purpose of forecasting future conditions is not just to quantify anticipated growth, but to also determine how the City can influence its future through current choices, policies, and actions. The Demographic and Economic Element will: Collect existing data on population, housing, employment, income and land use characteristics for 1990 and estimates for 1998; Forecast projected future population, housing and employment for the La Porte planning area to determine the requirements for land use, infrastructure and public services; Prepare alternative forecasts based upon modified growth assumptions; Incorporate reasonableness tests to validate the future projections, based upon parameters such as the average number of persons per household, number of employees per 1,000 population and other comparable factors; Review projections previously prepared by other agencies, such as the Houston -Galveston Area Council (H-GAC) and other local offices; Identify opportunities for employment growth and recommend types of economic activity which should be targeted for future growth; and, Produce a Community Profile Report, which will document the existing conditions and characteristics of the community and include data relating to historical, current and forecasted population and employment; local socio-economic and demographic characteristics; and building and development trends. Ten (10) copies and a physically reproducible original will be submitted to the City. TASK 4: This task will include preparation of an existing land use Prepare a Future inventory, analysis of physical growth and development factors and Land Use Plan for opportunities, and development of a Year 2020 Land Use Plan for La Porte the City of La Porte, Inventory Existing Existing land uses within the planning area will be inventoried to Land Use identify existing types of uses, their location, pattern, and intensity. The land use inventory will be performed on a generalized land use basis using available block maps and air photos, with field Wilbur Smith Associates •Rust Environment &Infrastructure 13 Exhibit 'A" - Scope of Work verification as needed. Existing land use data maintained by the City will be utilized to initiate the land use inventory. Available aerial photographs, planimetric maps and parcel -based block maps will be needed in paper copy format. Harris County Appraisal District maps and available AutoCAD maps will be used. Air photos will be either paper prints or film positives. The existing land use inventory will be performed using "windshield survey" methodology, supplemented by aerial photo analysis. After preparing working maps, field verification will be performed focusing primarily on mixed use and higher density areas that cannot be readily interpreted from the air photos. Prepare Existing The generalized existing land use map will be prepared using the Land Use Map CAD-GIS capabilities of both WSA and RUST. Digitizing the existing land use inventory will produce a color and symbol coded land use map showing existing uses within the planning area. The land use categories used to identify different types and densities of uses will be determined in coordination with City staff. Project Future Land Spatial requirements for future land use will be analyzed in Use Requirements relation to available developable areas within the city limits and the anticipated extent of future development. The spatial requirements for future land use and development will be determined using a Land Use Allocation Model (LUAM), which estimates the area required for each type of land use according to its relationship to the population and economic growth forecasts and other land uses. WSA developed the LUAM and has utilized the computer spreadsheet model in several previous comprehensive planning studies. The model is based upon statistical analysis of the relationship between the type and amount of land use required to accommodate the projected future population, employment, and housing growth for the study area. Spatial requirements are determined in terms of total additional acreage of developed area for each category of land use. The location and general pattern of future development areas will be determined based upon the goals and objectives; development principles and guidelines; and analysis of existing opportunities and constraints, accessibility, market factors, and testing of alternative development scenarios for future growth of the city. Analyze Growth Existing opportunities and constraints that are major Capacity and determinants of land use will identified and analyzed in relation to Sustainable future development. Environmental constraints will include factors Development such as soils, slopes, drainage, flood plain areas, wetlands, prime or Conditions unique agricultural lands, wildlife habitat areas for threatened or endangered species. These are areas where existing topographic conditions, severe soil limitations, or other natural features may impact land development decisions. Transportation influences will Wilbur Smith Associates •Rust Environment &Infrastructure 14 Exhibit "A Scope of Work nclude factors such as railroads and existing and planned alignments and rights -of -way for major streets, highways, and freeways, such as the alignment of SH 146. Infrastructure improvements include planned water supply, wastewater, and drainage improvements that will influence the availability and carrying capacity of currently undeveloped areas as potential locations for future development. Analyze Alternative Alternate scenarios and options for future development patterns Future Land Use will be identified and evaluated in this task. Several growth concepts Scenarios will be identified and analyzed for the future urban form and land use -transportation character. Advantages and disadvantages of each scenario will be identified and compared. Prepare Future Land The Future Land Use Plan will be prepared for Year 2020, Use Plan for 20-Year which will provide a graphic representation of the future urban form Planning Period and physical development of the city. The future land use plan will illustrate the generalized pattern of future land use, including various types and densities of development, such as low, medium and high density residential areas; commercial retail and office uses; light and heavy industrial areas; transportation uses; agricultural areas; and public land uses such as parks, schools, and community facilities. Flood plains and other open spaces will also be delineated. Deliverable: Future The Future Land Use Plan map will be produced in presentation Land Use Plan (30" X 36") and tabloid format (11" X I 1 1, using black and white and/or full color plotting and reproduction. The tabloid format will facilitate reproduction using readily available copying services, for future ease of reproduction by the City. Ten (10) copies and a physically reproducible original will be submitted to the City. The Land Use Element will: Identify and evaluate existing land use patterns including review of historic growth patterns and current development trends; Provide demographic and economic base analyses including growth projections to the Year 2020; Analyze alternative growth scenarios and analyze the prerequisites necessary to attain the preferred scenario; Develop the Future Land Use Plan; Recommend the various techniques that can be used to influence and guide future land use; and, Recommend implementation policies and programs, such as amendments to the Zoning Ordinance and Subdivision Regulations which may be necessary to implement the land use plan. Wilbur Smith Associates •Rust Environment &Infrastructure 15 Exhibit "A" - Scope of Work TASK 5: The focus of the Thoroughfare Element will be on mobility and traffic Prepare La Porte circulation, although consideration must be given to the relationship Thoroughfare Plan with other modes of transportation important to the economic development of the La Porte area, including public transit, bicycles, and pedestrians, which are important for maintaining a highly accessible and livable community. The La Porte Thoroughfare Plan will address short and long-range thoroughfare improvement needs for the next 20 years. The Comprehensive Plan should include a transportation plan, commonly referred to as the thoroughfare plan or major street plan, which addresses not only the foreseeable transportation improvement needs over the 20-year planning period, but also includes consideration of requirements for preservation of rights -of -way over a longer term (more than the 20-year period). This right-of-way preservation function of the City of La Porte's Thoroughfare Plan is an important consideration in subdivision platting, in order to avoid short-sighted development decisions which overlook the opportunity to preserve future rights -of -way needed to accommodate the longer term development of the City's arterial and collector thoroughfare system. Deliverable: La Porte The La Porte Thoroughfare Plan will be prepared including Thoroughfare Plan delineation of functional classes of existing and proposed major thoroughfares, and thoroughfare system improvement needs. Ten (10) copies and a physically reproducible original will be submitted to the City. Functional classes of roadways will include Freeways/Tollways, Arterials, Collectors, and Local Streets. Geometric design criteria and typical cross sections will be identified for each class. The plan will indicate the existing right-of-way (ROW) conditions including thoroughfares which have sufficient existing ROW width, where additional ROW needs to be acquired, and planned thoroughfares on new alignments. The rationale for development of the thoroughfare plan will include the following considerations: • Traffic service; • System relationship; • Network continuity; • Land access; • Growth potential; • Intermodal transportation needs; • Development constraints; • Maximizing use of existing street network; and, • Community values. Wilbur Smith Associates •Rust Environment &Infrastructure 16 Exhibit A" - Scope of Work The Thoroughfare Element will: Describe the existing thoroughfare network; Identify major problem areas and deficiencies; Discuss available techniques to improve and preserve the capacity of the community's thoroughfares; Provide a detailed map showing the proposed future thoroughfare alignments; Recommend policies for implementing the thoroughfare plan including amendments to adopted and approved plans, policies, and ordinances; and, Develop proposals for bicycle and pedestrian movement. TASK 6: The purpose of the Utility Element is to program adequate, Prepare Utilities affordable, and environmentally sound utility services. This element Systems Analyses will include sections addressing water supply; wastewater collection, treatment and disposal; stormwater drainage and flood protection; and, solid waste collection, recycling, and disposal. This task will compile available information on the City's existing and planned water and wastewater utility systems as well as current and future facility requirements, service demands and mprovement needs. The utility infrastructure systems will be evaluated to determine whether there will be sufficient capacity to serve existing and projected future development. Community facilities and services include water supply; wastewater collection, treatment and disposal; and storm water drainage and flood protection. The purpose of the water and wastewater studies is to assure the adequate provision of these primary public utility services and facilities. Compile Existing Existing facilities and services ;ilk inventoried and analyzed Water and using available data from existing sources. Facility locations, Wastewater Plans capacities, service areas, and existing service characteristics will be and Data included. Available information will be compiled from existing studies and reports. Identify Level of Accepted industry standards for water and wastewater service Service Standards required for municipal utility systems will be applied to determine the existing and future requirements for the City of La Porte. Service requirements will be compared to existing facilities and services to identify needed future improvements. Evaluate Water and Existing plans for meeting the identified needs for facilities and Wastewater Facility services will be analyzed and reviewed. Generalized locations, Improvement Needs service areas, capacities, and characteristics will be identified for recommended improvements. The need, size, location, and Wilbur Smith Associates • Rust Environment & Infrastructure 17 Exhibit 'A" - Scope of Work characteristics of existing and planned facilities and services will be incorporated into the Future Land Use Plan, The Wastewater section of the Element will: Describe ongoing efforts to provide adequate central wastewater service; Identify and map areas which have or are planned for wastewater service and have densities sufficient to support central wastewater service; Examine the wastewater service area in Northwest La Porte (formerly Lomax) for potential of eliminating lift stations, re- routing flows, and expansion of service area north of SH 225; Compare plans for extension with population projections to identify areas of deficiency; Analyze alternative strategies for serving the deficiencies; and, Define policies and programs for the extension of wastewater service. The Solid Waste section of the Element will: Describe existing solid waste management and disposal systems; Identify capacity of existing disposal sites and/or methods; Project future requirements for solid waste disposal and identify deficiencies; Describe alternative methods for solid waste disposal, including landfills, waste -to -energy plants, and recycling; and, Define policies and programs for accommodating solid waste disposal. Storm Drainage This task will utilize available information and previous plans System Study and studies to formulate a stormwater management plan for the La Porte area. A detailed work plan for the storm drainage study will be developed by WSA and RUST, working in close coordination with the City. The Drainage section of the Element will: Identify and map drainage basins, major drainage facilities, and flood prone areas; Identify existing stormwater management problems and techniques for managing stormwater runoff; Discuss alternatives for managing stormwater, including regional detention facilities and on -site detention ponds; and, Wilbur Smith Associates •Rust Environment &Infrastructure 18 Exhibit `A" - Scope of Work Recommend environmentally sensitive policies and programs for solving existing drainage problems and minimizing the potential for future problems. TASK 7: The purpose of the Parks and Recreation Element is to ensure Prepare Open Space the provision of parks, recreational facilities and open spaces for the and Pedestrian citizens of La Porte. Ten (10) copies and a physically reproducible System Plan original will be submitted to the City. The Parks and Recreation Element will: Inventory and map existing parks, recreational facilities and open space areas (including the size, available amenities, physical condition, level of use, and service radius); Identify appropriate facility standards for parks and recreational areas and open space. The standards should include acreage and service radius requirements for neighborhood, community and regional facilities; Compare the inventory with the facility standards to determine areas in deficiency; Identify the quantity and type of recreation and open space facilities needed to eliminate existing deficiencies and to provide for future needs; Identify potential linear linkages and pedestrian -ways connecting parks and open space facilities with major generators such as neighborhoods, public facilities, commercial centers, and employers; Analyze acquisition strategies such as development dedications, impact fees, user fees, and joint use agreements; and, Recommend policies, standards, facilities, and programs to eliminate existing recreational and open space deficiencies and provide for future needs. Future development patterns, growth areas, and population projections for the study area will be analyzed through the year 2020 to determine the future recreation facility and open space needs. Potential future open space areas will be analyzed in terms of conservation, wilderness, and scenic areas. Options such as public or private acquisition, development restrictions, land banking, joint use of floodplains, and other means for preserving large areas of open space will be considered. The plan will reflect the goals, objectives, and standards adopted by the City. TASK 8: The purpose of the Community Facilities Element is to assure Prepare Community the adequate provision of primary public services such as police, Facilities Plan fire, emergency medical services, libraries, governmental buildings and facilities, and general health care facilities. Ten (10) copies and a physically reproducible original will be submitted to the City. Wilbur Smith Associates • Rust Environment & Infrastructure 19 Exhibit `A"- Scope of Work The Public Services and Public Buildings Section will: Inventory and assess the conon of existing public services and buildings; Determine levels of service standards provided by each of the services and facilities; Identify any deficiencies in the levels of service, i.e., response times and service radius; Using the population projections and future land use plan, identify future public facility requirements and recommend general locations for new public facilities; and, Recommend policies and programs necessary to meet service standards. The objective of the Health and Human Services Section is to ensure a comprehensive health and human services delivery system for all community residents regardless of social or economic status. The Health and Human Services Section will: Identify the major public and private providers of health care and basic materials; Identify the target population in need of assistance; Compare the target population to service delivery and determine any deficiencies; and, Estimate the health and human services needs for the year 2020, TASK 9: The purpose of the Residential Development Element is to Prepare Residential provide a comprehensive neighborhood development and protection Development Plan strategy that promotes the availability of housing for all segments of the community. It should identify short, intermediate, and long range goals and programs for revitalizing the existing housing stock and promoting construction of new, affordable housing, especially for low and moderate income households. In addition, strategies will be identified to ensure neighborhood integrity through ordinance provisions and development/redevelopment standards. Ten (10) copies and a physically reproducible original will be submitted to the City. The Residential Development Element will: Inventory housing conditions using available data and Census records; Identify the housing needs of community residents; Identify target areas suitable for rehabilitation, infill development, and redevelopment; Wilbur Smith Associates •Rust Environment &Infrastructure 20 Exhibit `A" -Scope of Work Project the housing requirements, by type of unit, through the Year 2020; Analyze identified deficiencies of the housing stock in terms of the availability and affordability of land, and the provision of infrastructure; Identify ordinance provisions to protect residential neighborhoods from encroaching incompatible development; Assess the viability of techniques such as land banking, code enforcement, subdivision standards, and rental assistance; Identify and recommend funding alternatives for rehabilitation and redevelopment; and, Recommend policies and programs to ensure neighborhood conservation. TASK 10: The purpose of the Beautification and Conservation Element Prepare is to ensure long term conservation and protection of the Beautification and community's environmental resources and enhancement of the Conservation Plan community's aesthetic appearance. Emphasis will be placed on the development of strategies and guidelines for evaluating future development. Ten (10) copies and a physically reproducible original will be submitted to the City. The Beautification and Conservation Element will: Identify and document the public's perception of the community's aesthetic appeal; Identify strategies and actions to improve and enhance the aesthetic appearance of new development and redevelopment through the adoption of development standards, guidelines and policies; Identify locations and strategies for beautification of boulevards, intersections and entrances to the City; Review current zoning regulations and identify options for improving development and physical/aesthetic conditions; Identify and map major environmental features, i.e., agricultural land; streams, lakes and wetlands; wildlife habitants; and, woodlands; Identify and analyze mitigation strategies for each of the environmental features; Analyze alternatives for dealing with environmental problems, i.e., managing hazardous waste and materials; and, Recommend policies, standards, and programs to enhance and conserve the community's environmental resources. TASK 11: The purpose of the Safety Element is to provide for a safe and Prepare Public secure living environment for citizens and visitors of La Porte. A Safety Plan safety plan includes elements of Task 8, Community Facilities Plan, which include the provision of adequate public facilities and services, Wilbur Smith Associates •Rust Environment &Infrastructure 21 Exhibit `A"- Scope of Work ncluding the essential public safety services such as police and fire protection and adequate public facilities and infrastructure. In addition, the Safety Element will address emergency preparedness. Ten (10) copies and a physically reproducible original will be submitted to the City. The Safety Element will: Review current standards and regulations pertaining to the provision of adequate public facilities and services; Compile data and statistics and prepare a map to indicate locations regarding incidents of crime, accident reports and the existence of unhabitable or condemned structures and environmentally hazardous properties; Identify the essential requirements for preparation of a storm hazards, disaster management and evacuation plan; Utilize the Thoroughfare Element to identify potentially hazardous intersections and an adequate transportation network, which includes evacuation routes consistent with those adopted by the Texas Department of Public Safety; Identify potential ordinance provisions and policy requirements to mitigate nonconforming situations and hazardous conditions; and, Identify strategies and actions for the mitigation of hazardous conditions, sites and intersections. TASK 12: The purpose of the Redevelopment Element is to identify the Prepare primary opportunities for redeveloping transitioning areas of decline Redevelopment as a means to increase property values, stabilize the tax base and Strategy Plan regain the aesthetic integrity of specific community sectors. Ten (10) copies and a physically reproducible original will be submitted to the City. The Redevelopment Strategy Plan will: Utilize the existing land use inventory and census data to identify the age and general condition of structures; Obtain available building permit data from the City for new construction, renovation, and demolition projects; Identify potential redevelopment areas and target sectors; Identify existing constraints to redevelopment/reinvestment and other influences of declining property values and property appearance; Based upon the identified opportunities and constraints, identify potential new types of uses and activities that could be encouraged in the potential redevelopment areas; Review and evaluate existing development and performance standards for new development and redevelopment; Wilbur Smith Associates •Rust Environment &Infrastructure 22 Exhibit 'A"- Scope of Work Review current zoning and subdivision regulations to identify potential provisions to encourage redevelopment; Review existing Federal and State Grant Program to identify potential sources of financial assistance; and, Identify a strategy and action plan to reinvest in the declining sectors of the community and to encourage redevelopment of the target sectors. TASK 13: The purpose of the Capital Improvement Program/Capital Prepare Capital Financing Element is to identify and evaluate the various methods Improvement available to the City to fund infrastructure, and to identify specific Program and Capital capital projects required to implement the plan. The element should Financing Plan also recommend capital financing policies that revise or expand current financial practices in order to meet future funding requirements. Ten (10) copies and a physically reproducible original will be submitted to the City. The Capital Improvement Program/Capital Financing Element will: ■ Identify current sources of funding for capital facilities; ■ Identify and analyze potential new methods for providing capital facilities, including dedications, development fees and other cost shifting techniques; ■ Analyze the impacts of increasing capital revenues; Propose policies and programs to minimize the City's capital financing requirements; ■ Propose a funding stream sufficient to implement the first five years of the CIP; and, ■ Establish criteria for evaluating and prioritizing capital projects. TASK 14: Planning is a continuous process. As such, it is important to Prepare realize that the La Porte Comprehensive Plan is by no means an Implementation end to itself, but rather a beginning to implement the desired goals, Plan objectives and policies of the City. The plan should be 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 address the implementation strategies for the direction and coordination of private development and public infrastructure investments. As an independent document, the plan is merely a source of information, capable of accomplishing very little. 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 most important method of implementing the plan will come from the day - Wilbur Smith Associates •Rust Environment &Infrastructure 23 Exhibit A - Scope of Work to -day commitment of elected and appointed officials, City staff members, and the citizens of La Porte. The essence of the Comprehensive Plan will be the implementation program. This section of the plan will synthesize the goals and objectives of the City by formulating specific program recommendations and actions addressing the issues of economic development, land use and housing, transportation, public services, environment, historic preservation, parks and recreation, and infrastructure systems. The products of the implementation program will include a capital improvement program with order -of -magnitude estimates for recommended public improvements. The La Porte Comprehensive Plan will be the City's guide for government officials and citizens in making decisions about land use, future development, and a wide array of socioeconomic issues which have a realistic and significant impact on the quality -of -life in La Porte. Most importantly, the 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. Implementation tools include the zoning ordinance, subdivision regulations, capital improvements program, and capital budget. Wilbur Smith Associates •Rust Environment &Infrastructure 24 Project Schedule qw .v I E c U U • — � O _ dO 'c c C 'C d — O ■ O. N ■ C f I d So fn U • -_ O E — 0. LL d N � a � o � � d °o a` 71 • 1 A c • c d � • V f � d > u, 0 e B d e d i c 0)P w ffi v EI x d a d > nD d C a F- W $ d. N Wi ® e y 0 C O C ® o 0 Li a a. 0 O' a 'r Y O. M e 2 0 0 a e (A O d C ai a0 Oa D a m w fA Hm 9 m E c o 0 E H a 0 'a'a = o ® : ® m a x v U ca IE U° 0u E ca 0 0 0 0 0 0 o c 0 0 0 N r ci iti v ui Cd n ad of c r r P r c LLJ N N N N N N N N N Y Y Y Y Y g W FM FMF- H F H IT F F-�� J Contact Persons Primary Lists of Contacts CITY City of La Porte 604 West Fairmont Parkway La Porte, Texas 77572-1115 713-471-5020 713471-7168 FAX John Joerns, Assistant City Manager.1...............................................0......281-471-5020 Ext. 222 Jeff Litchfield, Assistant City Manager/Finance Director...........................281-471-5020 Ext. 255 Steve Gillett, Director of Public Works .................. .................................... 281-471-9650 Ext. 320 Stephen Barr, Director of Parks and Recreation,.,, .......... "I'll ..... .281-470-7275 Ext. 226 Bobby Powell, Chief of Police ........... ..... ......... .......... ................................ 281-471-2141 Ext. 720 Joe Sease, Fire Chief .... ....................... ............. ......... .................. 0........... 281-471-3607 Ext. 522 Doug Kneupper, Director of Planning/City Engineer ............................ ..... 281-471-5020 Ext. 232 PRIME CONSULTANT Wilbur Smith Associates 9800 Richmond Avenue, Suite 400 Houston, Texas 77042-4524 713-785-0080 713-785-8797 FAX Bret C. Keast, AICP, Project Manager and Director of Planning ........... bkeast@wilbursmith.com Michael D. McAnelly, AICP, Principal Associate.............................6.... mikemc@wilbursmith.com Ann C. Bagley, AICP, Senior Planner ................................................. abagley@wilbursmith.com Richard C. Mobley, II, AICP, ASLA, Regional Vice President ............. rmobley@wilbursmith.com R. P. 'Butch" Babineaux, P.E., Associate in Charge ............................. butchb@wilbursmith.com SUBCONSULTANT Rust Environment 8 Infrastructure 2929 Briarpark Drive, Suite 600 Houston, Texas 77042-3703 713-785-9800 713-785-953-5021 James C. Klein, PIE .........................................................................jim_klein@ccmail.rustei.com Mark T. StendahlI P.E.............................................................markassama stendahl@ccmail.rustei.com Wilhur Smith Associates •Rust Environment &Infrastructure Introduction Subdivision Regul The Comprehensive Plan Zoning Ordinance yr local aeveiopment mcivamg nistonc areas entl' build'mgs to coordinate development by tying together --into one coordinated whole --all of the separate deci- sions affecting development which are made by various local officials and development interests to make decisions on individual projects, zoning cases, etc., in a careful and rational way based' her than in a random, ad hoc way ba cemeai and fragmented information d day to -day crises Capital Improvement Program tion, .and quality • orderly arrangement of the_parts_of the city -- residential, commercial, industrial-- parks, Inorougntare5, utiUtees, and othe r other major area plans and giving advice to public off i- [C. Subdivision Regulations a local ordinance that governs conversion of raw land into buildable lots and parcels. It includes: ■ Procedures for obtaining approval of a subdivi- sion plat ■ Minimum design standards for laying out blocks, lots, streets and other physical components of a subdivision tract ■ A list of public improvements (streets, curbs and gutters, sidewalks, street signs, drainage facilities, water and sewer lines, and other public utilities, etc.) required to be installed, together with con- struction standards and specifications applicable to those improvements ■ Requirements and procedures for dedicating land for open space or other public purposes or for the payment of fees in lieu of dedication ■ Requirements and procedures for dedicating rights of way for streets and other public uses, and for granting easements for utilities, drainage and other purposes ■ Procedures for plat review and payment of fees ■ A description of the method for financing public improvements, specifying which costs will be borne by the developer alone, and which costs, if any, will be shared by the city ■ A requirement that the design and other aspects of the new subdivision must be consistent with the city's comprehensive plan Trot lems and opportunities in vv>hy regulate subdivisions 0 ✓ to promote the public health, safety, and ng,the governing body's general; welfare as reaardina the future devel V The Comprehensive Plan a legal document adopted by the local legislative body setting forth: ■ Goals, objectives and policies for guiding future development ■ Standards and proposed locations for Ian Use Infrastructure Special Elements ■ Short-term action programs (implementation strategies) T+ may be in the form of a map with a written des- ption and policy statements, or it may consist of ...t integrated set of policy statements. to facilitate safe, orderly, and healthful com- munity development to enable the sale or transfer of lots, and the recording thereof, by plat reference rather than by; the less efficient metes and bounds orooerty descriptions � to ensure that streets, utilities, schools, parks, open space, and other public facilities are adequate to serve the needs of those who will occupy and/or use the tract � to prevent harm to persons and/or damage to land or property both within and outside the tract to conserve property values ✓ to encourage the most appropriate use of land throughout the area, including sufficient land suitable for future development to protect and enhance the quality of the en- vironment to protect and preserve areas of historical and cultural importance and significance to preserve and develop the area's eco- nomic base The Zoning Ordinance dice power measure adopted by the local ative body in which the community is divided into districts or zones for various classes of land use - such as agricultural, residential, commercial, and industrial - for the purpose of regulating the use of private land. a ma depicting zoning disctrict boundaries revisions prescribing for each district: ■ how land or buildings may be used ■ minimum lot sizes and maximum height and bulk of buildings and other structures ■ yard sizes, setbacks, and other development standards governing placement of buildings and open space ■ permissible density of population to ensure that the "impacts" of any given land use do not exceed acceptable levels rules an roce ures for administering the zn�ing ordinance, processing zoning amendments, il uses, etc, The Capital Improvement Program a schedule, adopted by a local legislative body and usually covering six years, of one-time municipal ex- penditures for -the acquisition or construction of major public facilities - such as water and sewer systems, streets and highways, parks, waste dis- posal facilities, municipal buildings, etc. The "CIP" usually lists for each needed project: ■ a description and statement of need ■ priority rating ■ cost estimates and financing sources ■ tentative construction and/or acquisition dates to avoid overlooking large, critically needed projects to balance the needs of different sectors of the community with those of the community as; a whole to take the community's long-range needs into account each year when considering the annualcapital budget to allow more ample time to examine alter- native fundingsources to help 'make the development of major facilities consistent with the community's goals and objectives, anticipated growth, and financial capabilities to ensure that highest priority projects are constructed or acquired first to adopt,a more businesslike and respon- sible approach to solving community prob- lems and to discourage piecemeal, urr, �] [Ua � to encourage citizen interest and construc- tive participation in community affairs to facilitate intergovernmental cooperation by keeping other governments informed about the governing body's construction in- tentions to help reduce some of the risk in private development by adhering carefully to a well - publicized public facility development schedule to improve the development and mainte- nance of public facilities by requiring local officials to analyze and forecast their future needs to improve debt administration, financial management, utilization of financial re- sources, and thereby help qualify for better bond ratings Community Vision Putting Asion in Our Plan - Part I ( IjIVVrious philosophies and concepts have been advanced regarding the role planning can play in our sociery. One of plan unO early champions, Daniel Burnham, believed we should "make no little plans" because they "have no magic to stir men's blood." Burn- ham maintained that we should "make big plans' and "aim high in hope and in our work." This past November, I spoke at Neva- da's annual land use conference. One of the topics discussed was the extent to which our planning efforts. to paraphrase Burn- ham, actually move the hearts and minds of the citizens we serve. Some panning com- missioners felt their plans reflect Burnham's ideology. Most did not. When we discussed why some plans are documents of conse- quence that truly excite the spirit of a cc m- munity, we discovered several themes. One nE the most prominent was that plans of „sequence are vision driven. DEFINING VISION Vision comes from the Lacin "visio" meaning to see.A scan of the dictionary reveals several definitions of "vision," including seeing something in a dream. and the act or power of imagination. To have a vision means to look ahead: to umgme the future. The ability• to imagine or dream the Future — to create in our minds something beyond our present reality — is a distinctly human skill. History has shown that seeing something in the rmnd's eye is often the fist step to actually achieving it. As used in planning, visioning is a process by which a community envisions its preferred future. It chronicles the hopes, dreams, and aspirations of a community and helps citizens agree on what they want their community to become. WHY VISIONING? Communities evernvhere are being yffeted by the vends of change. Many are ` dcmmbling )ust to keep pace, while others by Michael Chandler find themselves stuck in a hand-to-mouth cycle of trying to stretch scarce resources from one fiscal year to the next. In such an environment, communities will oftentimes conduct business in a reactive mode with little or no regard for the long-term. In response to this, communities have been searching for ways to become more proactive. Taking time to step back from present day concerns and envision how things should be in the future has emerged as a preferred strategy for getting ahead of the "change curve." Visioning has gained popularity, in part, because communities have come to realize that they do not have to be at the mercy of their environment. Through the power of planning commum- ties are discovering that they can choose to act — rather than wan to be acted upon. CREATING THE VISION Vtsionuig isoften used as a prelude, or supplement, to the preparation or revision of a comprehensive plan. (See "Developing the Comprehensive Plan: Part 11" in PCJ ttl1.) V sioning tends to focus an a wide range of slues, is geared to identifying community values, and uses alternative scenarios to explore the future. It can help get citizens evolved and excited about local planning. As might be imagined, there is no one best way to conduct a visioning process. Looking for a visioning strategy is like shopping for a new car; there are many models to choose from. However, just as automobiles share certain characteristics, most visioning strategies share some com- mon steps: 1. Taking the Community's Pulse. This step provides a clear picture of the community's current position. Trends, sca- ustics, and community characteristics are collected. In addition, a statement of com- muniti• values is usually developed. 2. identifying Possible Futures. The development of future scenarios highlights this step. A current trend scenano (what the community will be like if current trends conunue) is developed. as are several possi- ble futures. The possible futures are a by- product of the fist step. 3. Selection of a Preferred Future/ Vision. Once the possible futures are iden- ed, the community is challenged to review each, and then select a preferred Eu[ure. This step usually features public forums and increased citizen input. The vi dring issue with this step involves decid- ing what kind of future the community wishes for itself. 4, Bringing the Vision to Life. Once the vision has been agreed upon, an acuon plan to bring the vision to life must be cre- ated. Establishing a tune frame and assign - responsibilities are key pars of this cn acal step. In the next issue, we'll go through these steps in greater detail to give ,you a better feeI for what's involved. in a visioning process. • Michael Chandler is Associ- ate Professor b Community Planning Extension Special" ¢t a[ Virginia Tech in Blacks- burg, Virginia. Chandler also regularly conducts piano mng commissioner training progrmns. His column appears m each issue of the PCJ. PLANNING CO MMISSIOS.E RS JOL'RNdL NUMBER 1 t / WINTER 1996 Strengths and Weaknesses Community Issues Goals and Objectives E�Y U U U U U U U U U U a a a a a a a a a � a.. a cnUa. °30 oo.Saci _m �o p c •v ,y � W ca C y N � c� U yor�np� E.'c o rl 7NL4°O UL� N U 4: 'O >` N N LL W yg u 0 �" U w p0„¢EF�E� w w w .00R="Wbc ;� w W W U n.° ona•S c 5� `o FBI F'�N 1�1 m y y t� •� W U R N hq o•) V'N V'^C W C R p O OR OU N� d O ¢ 0 w m 0'� aN to°O� aE v > al w � C7 F cE a y ,^ N V ¢ b ba N ° S 0, N U•c w C Cr1 C/] CnPO 0 V] '� .O 3 V7 C N h• u' Community Profile Plan Elements • • C 9 0 ■ U - e E - _ c • m rnU c rn cc _ _ B • d N Ing �_ ME NN NO � No C ■ � U ■ � ME m • , u E - OnWE - ■ s IMF Illm ME • ( o - ■ LL LL ME M ulk NO y ■1 wit - _y> 444 • • m • � N • � � V ammm wimm Immm ■ • O bIx � � O � N • rn � m m LL❑ N c N e o a '�^ c A ce H 7< N ■A O. O > ■a G N C C N W a�- d eJ M « ■� C W O IL O C s % 2° A c , a a °- Y yo8 E e c N d E R d W C N O •- Q m m N O O w e E E y U N m ,ale 1� EU as O ❑ O Al a12 Um W ® ® ® ® ® ® ® ® o c o o ® o w -7 Ci <i a 6 w r of o .- r r ro N t■ c9 c0 N W N N UM,N N N 0 d � t- F h !- F- F- 9 E f@ IF FmW1b <! C? �' Tentative Schedule of Meetings and Deliverables Tuesday, September 29, 1998 Project Kick -Off Meeting with Steering Committee City Hall, Council Chambers, 7:00 PM Tuesday, October 27, 1998 - Public Forum No. 1 — Introduce the project, identify issues, Sylvan Beach Pavilion, 6:30 PM improvements and priorities toward preparation of draft preliminary goals and objectives. Thursday, November 5,1998 Steering Committee Meeting— Discuss issues, City Hall, Council Chambers, 7:00 PM improvements and priorities prepared at Public Foram on 10/27/99. Initiate draft preliminary goals and objectives. Thursday, November 12,1998 Steering Committee Meeting — Begin preparation of draft City. Hall, Council Chambers, 7:00 PM preliminary goals and objectives on drainage; water, wastewater and lighting, based on issues and improvements identified at the Public Forum. Monday, November 16,1998 Steering Committee Meeting— Begin preparation of draft City Hall, Council Chambers, 7:00 PM preliminary goals and objectives for health and human services, emergency preparedness/response, quality government, infrastructure, and public buildings. Monday, November 30, 1998 Steering Committee Meeting - Begin preparation of draft City Hall, Council Chambers, 7:00 PM preliminary goals and objectives for parks and recreation/beautification, recreation, aesthetics, development, housing, retail and healthcare. Monday, December 7, 1998 Steering Committee Meeting— Begin preparation of draft City Hall, Council Chambers, 7:00 PM preliminary goals and objectives for environment, circulation, public transportation, and land use. -Monday, December 28, 1998 Newsletter— Distributed by the City to Public Foram Deliverable attendees. Thursday, January 14, 1999 Steering Committee Meeting —Review preliminary draft. City Hall, Council Chambers; 7:00 PM Transportation Thoroughfare System Element and initiate onday, January 25, 1999 Steering Committee Meeting— Review Existing Land Use City Hall, Council Chambers, 7:00 PM Inventory map and begin furore ]and use exercise. Monday, February;l: A999 Steering Committee Meeting— Review Transportation City Hall, Council Chambers, 7:00 PM Thoroughfare System Element and prepare written 1 comments. Thursday, February 11, 1999 Steering Committee Meeting — Receive draft preliminary City Hall, Council Chambers, 7:00 PM Land Use Element and La Porte 2020 Land Use Plan. Thursday, February 25,1999 Joint City Council, Planning and Zoning Commission City Hall, Council Chambers, 7:00 PM and Steering Committee Meeting — Receive draft preliminary Open Space & Pedesnian System Element and - Utilities Systems Element and overview project to date. Monday, March 15,1999 Steering Committee Meeting — Review draft preliminary City Hall, Council Chambers, 7:00 PM Open Space & Pedestrian System Element and Utilities Systems Element and prepare written comments. Thursday, April 1, 1999 Steering Committee Meeting— Receive draft preliminary City Hall, Council Chambers, 7:00 PM Community Facilities Element and Residential Develop Element Thursday, April 15,1999 Steering Committee Meeting — Receive draft preliminary City Hall, Council Chambers, 7:00 PM Community Facilities Element and Residential Development Element and prepare written comments. Monday, May 3, 1999 Steering Committee Meeting— Receive draft preliminary City Hall, Council Chambers, 7:00 PM Beauatication and Conservation Element and Public Safety Element. Thursday, June 3, 1999 Joint Planning & Zoning Commission and Steering City Hall, Council Chambers, 7:00 PM Committee Meeting —Receive draft preliminary Redevelopment Strateg+Land overview project to date. Thursday, June 17, 1999 - Steering Committee Meeting —Review draft. preliminary City Hall, Council Chambers, 7:00 PM Redevelopment Strategy Element and prepare written comments. Monday, July 12, 1999 Steering Committee Meeting —Receive draft preliminary City Hall, Council Chambers, 7:00 PM Implementation Plan. Tuesday, August 31, 1999 Public Forum No. 2 — Presentdraft final report to citizens Sylvan Beach Pavilion, 6:30 PM of La Porte and accept comments. Thursday, September 16, 1999 Joint Planning & Zoning Commission and Steering City Hall, Council Chambers, 7:00 PM Committee Meeting — Review draft final report and comments received at Public Forum No. 2. - October 1999 Regularly Scheduled City Council Meeting City Council Public Hearing —Accept public comment on City Hall, Council Chambers adoption of La Porte Comprehensive Plan Update. October 1999 Regularly Scheduled City Council Meeting City Council Meeting — Consider adoption of La Porte City Hall, Council Chambers Comprehensive Plan update. No Text .................................................. Land Use & Annexation Chapter 4 Purpose and Overview The Land Use and Annexation Element for I_a Porte's Comprehensive an addresses the nterrelated 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 and La Porte 2020 Annexation Plan, which are the City's general plans for guiding future land use, development, and annexation. The development of the Land Use and Annexation Element involved the compilation of an extensive amount of data including previous plans and studies, analyses of existing conditions, and development of projections and forecasts for future development within the City and its ETJ. Goals & 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, scale, 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 goals and objectives are numbered for reference purposes, which is not meant to indicate a rank of importance or establish priority. GOAL 4.1: Achieve growth through a deliberate planning process that emphasizes an orderly, compact, and cost efficient land use pattern. OBJ. 4.1a Policy 4.1a.1 Action 4.1a.1 Action 4.1a.2 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. The City will create a positive public -private partnership to encourage sustainable development within the existing city limits and particularly the existing service area of municipal infrastructure. Exempt requests for in -fill development from paying development application and building permit fees. Consider a tax reduction program where by there are financial incentives for a specified period of time for in -fill development. Page 4-1 ............................................. Lan ... ......................... r ...... y d Usk j& Annexation �- Chapter 4 �a f. ` �"ryrr Action 4.1a.3 O fgrr private develop s flexibility in zoning and subdivision regulation�� to allow standard development on existing parcels. \ ,p OBJ. 4.1b Achieve orderly, contiguous development that is compatible:A'; .QjA�ey�r Policy 4.1b.1 The City will ensure that adjacent land uses are developed compati ly�lll' and take measures to mitigate land use transitions with differing{ t 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. Action 4.1b.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, and industrial development areas. Action 4.1b.2 Prepare design standards that include techniques such as landscaping, screening, increased lot sizes and setbacks, and other appropriate methods to minimize negative effects among different land uses. Also, explore the use of existing natural features as buffers. Action 4.1b.3 Implement transition zoning where deemed appropriate to minimize negative effects among different land uses. Action 4.1b.4 Update the Zoning Ordinance to incorporate design criteria for non- residential developments adjacent to or abutting land developed or anticipated for residential use. Action 4.1b.5 Review subdivision regulations and identify innovative site planning and development techniques, such as street layout; perimeter easements; and, lot size, shape, and orientation to help elp future residential development co- exist compatibly with existing non-residential uses. OBJ. 4.1c Study alternative solutions for utilization of vacant parcels as public parks and recreation areas or open space. Policy 4.1c.1 The City will utilize innovative strategies to meet the parks and recreation needs of citizens and visitors of La Porte. Page 4-2 La Porte Comprehensive Plan Update ................................................. Wilbur Smith Associates • RUSTEnvironment & Infrastructure Land Use & Annexation.............................................................................................. Chapter 4 Action 4.1c.1 Utilize the existing land use inventory to identify concentrations of vacant lots. Action 4.1c.2 Identify potential opportunities for developing pocket parks in priority areas of need for parks and recreation facilities. j Action 4.1c.3alyze the feasibility of acquiring vacant parcels to create in -fill pocket -parks. Action 4.1c.4 Create a pocket park improvement program that includes acquisition and development in key locations throughout the community. O1314.ld The intensity of land use and zoning should relate to the thoroughfare system classification. Policy 4.Id.1 The City should encourage development of higher intensity uses located adjacent to expressways and low intensity uses on local streets. Action 4.1d.1 Review the zoning map for consistency with this policy and initiate zone changes where necessary. OBJ.4.1e Maintain appropriate zoning classifications to allow transitional buffering of land use intensities. Policy 4.1e.1 The City will utilize codes, policies and regulations to ensure appropriate development. Action 4.1e.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. ` I cenditionsthat wanapx;bility.or.exception. GOAL 4.2: Provide for appropriate and compatible uses within the area of of the La Porte Municipal Airport. OBJ. 4.2a Use zoning and other regulations to protect public safety. Policy 4.2a.1 The City will prepare and utilize codes, policies and regulations to protect the long -tern interests of the airport. Action 4.2a.1 Prepare and adopt an airport compatibility plan that addresses land use and development adjacent to the airport. Action 4.2a.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 4.2b.1 The City will utilize and enforce policies and regulations regarding environmental impacts of typical airport operations. J La Porte Comprehensive ' 1 lsla 'Update � �, �,��" � I Page 4 3 Wilbur Smith Associates . RUST Envirounent ck Infrastructure ................ goo *ago ............................ Land Use & Annexation Chapter 4 Action 4.2b.1 Utilize the runway approach, transitional, horizontal and conical airport zones established by the airport zoning district in considering applications for new development. Action 4.2b.2 Establish acceptable flight and airport operation activities of the airport. Action 4.2b.3 Require property owner notification of persons within the area of impact adjacent to the airport regarding potential environmental impacts. GOAL 4.3: Provide for recreational, cultural, community, and activity facilities which are accessible and appropriately located. OBJ. 4.3a Designate appropriate areas for facilities. Policy 4.3a.1 The City should ensure that appropriate areas are designated for facilities. Action 4.3a.1 Zoning district allows for facilities as a permitted or special use. Action 4.3a.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 4.3b.1 The City should encourage the linking of facilities and neighborhoods. Action 4.3b.1 Develop a functional, effective and efficient local bus service. Action 4.3b.2 Develop 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 4.4a.1: The City should zone downtown in a way that enables vitality. Action 4.4a.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 4.4b.1 The City should promote a unified vision for downtown. Action 4.4b.1 Continue improvements to the appearance and utility of downtown. Action 4.4b.2 Participate in Main Street and other revitalization programs. Action 4.4b.3 Utilize portions of the Building Code to provide flexibility for appropriate construction and reconstruction standards for older buildings. Action 4.4b.4 Utilize the Parking Ordinance to ensure appropriate requirements for mixed use development and off street parking. Action 4.4b.5 Improve the streetscape by adding period street lights, benches, and landscaping and other amenities. Page 4-4 La Porte Comprehensive Plan Update Land Use & Annexation.............................................................................................. Chapter 4 GOAL 4.5: Provide an appropriate amount of land for various densities and types of residential uses and ensure the highest quality living environment. OBJ. 4.5a Locate residential development in areas best suited to accommodate each type of density. For example, medium and high density residential development should allow residents access to highways. Such housing, however, should not be viewed as a means for buffering conflicting land uses. Policy 4.5a.1 The City will 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. Action 4.5a.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 4.5a.2 Update the Zoning Ordinance and Official Zoning Map to reflect identification of various areas for particular densities. OBJ.4.5b Create a high quality living environment for La Porte's neighborhoods with an adequate provision of parks, recreation areas, and open space. Policy 4.5b.1 The City will provide each developed neighborhood with an adequate and appropriate amount of parks, recreation areas, and open space that is accessible to its residents. Action 4.5b.1 Provide developed active and passive recreation sites and areas to meet the changing needs of local neighborhoods. Action 4.5b.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 4.6a.1 The City will encourage new development that is sensitive to and in keeping with the physical and natural environment. Action 4.6a.1 Evaluate floodplains, slopes, soils, vegetation, and other physical features to identify the most appropriate sites for various types of development. Action 4.6a.2 Explore the use of an overlay zoning district to protect sensitive environmental areas and scenic vistas. La Porte Comprehensive Plan Update Page 4-5 ................................................000a00a0a&0aa0aaa0......a0 9 a a 10 �,,.,,. Lard Use & Annexation Chapter 4 1 GOAL 4.7: Control development along State -designated major thoroughfare through I enhanced re2mation. I OBJ.4.7a Identify alternatives and solutions to enhance the Function and appearance of major entrances to the community, Policy 4.7a1 The City will manage and regulate development along major < 9 thoroughfares, and particularly state highways. Action 4.7a.1 Adopt corridor overlay zoning provisions along major thoroughfares. Action 4.7a.2 Create a special review board with members of the Planning and Zoning Commission, City Council, City staff, Chamber of Commerce, and 3 tt ap . einted citizens to review and recommend proposals for development �'� _ ��:: ;`d� Edin the designated overlay corridors adjacent to major thoroughfares. L \uJ °Acti'on4N7a.3 Adopt development standards for the corridor overlay district that regulates the design and appearance of development within the district. GOAL 4.8: OBJ. 4.8a Ensure that all existing and future commercial development is attractive, highly utilized, and without negative influence on adjacent residential uses. Policy 4.8a.1 Action 4.8a.1 OI3J. 4.8b Policy 4.8b.1 Action 4.8b.1 Action 4.8b.2 Action 4.8b.3 Provide an adequate supply of land for commercial development while avoiding an over -supply that leads to underutilized space. The City will 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. Update the Official Zoning Map so that commercial areas are developed in nodes at major intersection where the infrastructure is designed and constructed to accommodate inte se uses. Prevent negative influences fr commercial uses 'encroach upon residential neighborhoods. The City will 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. Evaluate existing and future commercial uses for compatibility with adjacent residential uses, Condition approval of future development on adequacy of buffering. Partner with existing commercial property owners that are adjacent to residential neighborhoods to determine ways to effectively buffer their property. Page 4-6 La Porte Comprehensive Plan Update .................................................... Wi[burSmithAssociates.RU5TEnvironment&Infrastructure Land Use & Annexation.............................................................................................. Chapter 4 GOAL 4.9: Attract diversified industry that will contribute to the tax base as well as provide jobs for young workers and professionals in the community without conflicting with other land uses in La Porte. OBJ. 4.9a Focus the development of new industrial uses in areas identified for industrial use on the future land use plan. Policy 4.9a.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 4.9a.1 Thoroughly review proposed industrial developments for adequacy of access to roadways and possible impacts on residential and recreational uses. Existing Land Use The City of La Porte conducted a land use survey in 1995 based on Harris County Appraisal District records, which contain parcel -based definitions of use that were used to create La Porte's land use inventory. In December of 1998, Wilbur Smith Associates updated the City's land use inventory utilizing "windshield survey" methodology. Each land use was documented as to the type and density 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 inventory 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; • 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. La Porte Comprehensive Plan Update Page 4-7 Wilbur Smith Associates • RUST Environment & Infrastructure.* Land Use & Annexation ............................................................................ Chapter 4 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 Source: Wilbur Smith Associates, 1999. Land Use Guidelines There are published guidelines relating to an appropriate distribution of land use within cities. The guidelines were developed by The Cintas Foundation and are published in Architectural Graphic Standards 9'" edition. Based upon these established guidelines, the distribution of existing land use in La Porte is proportional except for multi -family uses. The guidelines suggest a minimum of 20 percent of developed land uses dedicated to multi -family residential uses. La Porte currently has 5 percent of its developed land used for this purpose. The most common standards for park planning guidelines are the published standards by the National Recreation and Park Association (NRPA). These standards offer minimum park and recreation acreage to be achieved based on population. Per NRPA standards and based upon La Porte's current estimated population of 32,822 persons, the City should have a range of 369 to 673 acres of parks and Page 4-8 La Porte Comprehensive Plan Update Land Use & Annexation.............................................................................................. Chapter 4 j recreation land use. There are currently 365 acres devoted to parks and recreation areas, which is near the minimum suggested by national standards. This acreage, however, includes the La Porte Municipal Golf Course, which is a special use facility. Refer to Chapter 7 — Parks and Open Space for further information. 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 DEVLOPED LAND USE REQUIREMENTS La Porte Comprehensive Plan Update La Porte, Texas Total Incorporate Land Area 1998 Estimated Population (Persons) 9, 796 - 32,822 42,684 ANNEggggg Single Family Residential 21523 35281 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 11791 23% 414 TOTAL 59772 7,507 100% 1,734 Source: Wilbur Smith Associates, 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 future 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 , La Porte Comprehensive Plan Update Page 4-9 no* ...........................@debas......................@@&*see we@@we008*0......0680eased ... Land Use & Annexation Chapter 4 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: • 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 infrastructure improvements. Consideration should be given to the following issues prior to making land use decisions: • Character of the surounding 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 anticipated 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 the property would harm the value of adjacent land uses; Page 4-10 La Porte Comprehensive Plan Update ...0.000....00..000....060090004.04..6..00.00...on00 Wilbur Smith Associates RUSTEnvironment&Infrastructure Land Use & Annexation.............................................................................................. Chapter 4 • Extent to which the proposed use designation would adversely affect the capacity or safety of d, 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. 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. • Floodplain 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. La Porte Comprehensive Plan Update Page 4-II Wilbur Smith Associates • Rbo, Dwironment & Infrastructure..................................................... Laud Use & Annexation .............................................................................................. Chapter 4 • 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. • 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 -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. Page 4-I2 La Porte Comprehensive Plan Update Land Use & Annexation ............................................................................................... Chapter 4 Major 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. Environmental Considerations Before a future land 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 as Zone AE in Figure 4.3 — Flood Hazard Areas. 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 Zone X. All other areas are determined to by outside of the 500-year floodplain. As displayed in Figure 4.3 —Flood Hazard Areas, 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 1000 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 1000 feet west of the Southern Pacific Railroad, Chapter 94 of the La Porte Code of Ordinances addresses the flood regulations for the City. The purpose of Article II, 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 mprovements in flood hazard areas, specifically residential and non-residential construction, enclosures, and manufactured homes. La Porte Comprehensive Plan Update Page 4-13 Wilbur Smith Associates 0RUST Environment & Infrastructure..................................................... Laud Use & Annexation ........................................................................ Chapter 4 FIGURE 4.3 FLOOD HAZARD AREAS La Porte Comprehensive Plan Update La Porte, Texas To be inserted at a later date. Page 4-14 La Porte Comprehensive Plan Update Land Use & Annexation.............................................................................................. Chapter 4 ANNEXATION a _# 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 developed and developing areas, and to exercise regulatory authority necessary to protect public health, safety and general welfare. Annexation is also a means of ensuring that residents and businesses outside the City's corporate limits who benefit from access to La Porte's facilities and services share the tax burden associated with constructing and maintaining those facilities and services. Annexation and the imposition of land development regulations may also be used as a growth management tool to implement the comprehensive plan. Annexation extends the City's extraterritorial jurisdiction, enabling the City to regulate the subdivision and development of land over an expanded area. Goals &Objectives 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 4.10: Identify preferred growth areas for annexation. OBJ.4.l0a Determine areas where the City already has, or can easily obtain utility service jurisdiction. Policy 4.10a.1 The City will implement the La Porte 2020 Annexation Plan with priority on those areas and properties that can be feasibly provided municipal facilities and services. Action 4.10a.1 Coordinate with area utility providers as necessary to prepare service agreements that determine future services areas. Action 4.10a.2 Conduct a detailed annexation study to identify feasible areas of corporate limit expansion. Action 4.10a.3 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 potential annexation areas. Action 4.10a.4 Identify existing utilities, streets, structures, businesses, and population density in the City's ETJ to determine service requirements and potential tax and utility revenue. Action 4.10a.5 Identify flood plains, boundaries of potential gravity wastewater service, and other environmental constraints limiting development or provision of infrastructure. La Porte Comprehensive Plan Update Page 4-1 S Wilbur Srnith Associates 0RUST Environment &by, astrue ture.....................................................� Land Use & Annexation .....46...........0000000..........4..900...0..0.00.00.000449..0....09900 Chapter 4 OBJ.4,10b Identify potential growth areas based upon current trends or anticipated construction of highways or roads that may create an opportunity or demand for new urban development. Policy 4.10b.1 The City will implement the La Porte 2020 Annexation Plan, which establishes a priority for annexation based upon future growth patterns and management of land development. Action 4.10b.1 Identify priority corridors and future urban development areas; establish priorities for annexation. Action 4.10b.2 Conduct necessary analysis to make fiscally responsible decisions pertaining to the extension of municipal infrastructure. GOAL 411 Facilitate an annexation process to accommodate future projected population growth. OBJ.4.11a Develop and regularly update an annexation management plan to implement the most feasible and desirable alternatives based upon an evaluation of various applicable factors. Policy 4.11a.1 The City will establish evaluation criteria to systematically evaluate the costs and benefits of annexation, including both tangible and intangible factors. Action 4.11a.1 Prepare an annexation management plan incorporating the analysis, findings, and recommendations of a comprehensive annexation study. Action 4.11a.2 Utilize the population projections in the Comprehensive Plan to determine the amount of land necessary to accommodate future projected population and employment. OBJ. 4.11b Support State legislation providing for City control of utility service in annexed areas. Policy 4.11b.1 The City will seek to control utility service within their corporate limits and ETJ. Action 4.11b.1 Identify the service areas of all utility providers in the La Porte region. Action 4.11b.2 Coordinate with area utility providers to determine the feasibility of acquiring utility infrastructure and service. OBJ. 4.11c Oppose State legislation that would further limit cities' authority to annex. Policy 4.11c.1 The City will seek to maintain or expand the authority of cities' to annex property for public good. Action 4.11c.l Actively support Texas Municipal League (TML) sponsored legislation relating to the authority of cities' to annex land into their corporate limits. Page 4-I6 La Porte Comprehensive Plan Update ,,,,,,,,,,,,,,,,,,,•.••,••,,........................ WilburStnithAssaciates.RUSTEnvironment&Infrastructure Land Use & Annexation.............................................................................................. Chapter 4 Existing Conditions 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. La Porte's ETJ for annexation purposes extends two (2) miles beyond the city limits. However, given the proximity of La Porte to the cities of Deer Park, Pasadena, Shoreacres and Morgan's Point, La Porte ETJ is confined. The geographical size of areas annexed in any given year is limited to a total area equal to ten percent of the City's existing incorporated area. The amount of land that can be annexed in a given year is cumulative, so that if the City does not annex ten percent of its existing area one year, it may carry forward that acreage and combine it with another ten percent the next year. The maximum allowable accumulation of annexation area is 30 percent of the incorporated area. An annexation area must be contiguous to the existing city limits and must be at least 1,000 feet in width at its narrowest point. The City may preclude the incorporation of a new municipality within its ETJ. , 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 solid waste services within sixty (60) days, 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 begin within two (2) years of the annexation and be completed within 4.5 years. These requirements may not apply if the annexation is initiated by the land owners to be annexed and the City and owners agree that the improvements will not be completed within 4.5.years. La Porte has a long history of annexation, as shown on Figure 4.4 -Annexation History. 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. La Porte Comprehensive Plan Update Page 4-17 Wilbur Smith Associates 9RUST Environment & Infrastructure..................................................... Land Use & Annexation Chapter 4 FIGURE 4.4 ANNEXATION HISTORY La Porte Comprehensive Plan Update La Porte, Texas To be inserted at a later date. Page 4-18 La Porte Comprehensive Plan Update ,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,0 WilburSmithAssociates.RUSTEnvironment&Infrastructure Land Use & Annexation.. Chapter 4 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: • The City should maintain a long-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 annexation programs on an annual or other periodic basis as needed. • As the La Porte area continues to grow and expand, and as development densities increase along the fringe of the urbanized area, the City needs to grow and expand to incorporate new developed and developing areas and provide services to the expanding urban area. • The City may also utilize annexation to extend its jurisdiction 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. • When development occurs outside the corporate limits and immediate annexation is not feasible, the City should utilized annexation agreements or other appropriate means to ensure that the future ability of the City to expand its limits is not unduly impeded and that the proposed development is consistent with the 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. First year costs may exceed revenues because of the lag time between annexation and collection of taxes and fees, and annexations may require one-time expenditures for capital facilities. The fiscal impact of annexations should be assessed on a multi -year time frame. • 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. Future Annexation Plan Future annexations for the City of La Porte should encompass growth areas as future development occurs in order to extend the City's ability to effectively guide and manage land development. Also, 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. Annexation should also be utilized for extending the City's jurisdiction to encompass critical areas and facilities in order to manage and protect adjacent development areas. La Porte Comprehensive Plan Update Page 4-19 ........................................................................... Land Use & Annexation Chapter 4 The recommended plan for future annexations by La Porte is shown in Figure 4.5 — La Porte 2020 Annexation Plan. The annexation plan is a general plan for guiding the expansion of the City in future years. Potential annexation areas are shown for three time intervals, including 1 to 5 years, 6 to 10 years, and 11 to 20 years. The generalized areas that are likely to be considered for annexation during each time interval are identified. The actual location and boundary of annexation areas may vary and the inclusion of areas in the annexation plan does not represent a commitment of whether areas will actually be annexed or any specific time schedule for potential annexations. The potential future annexation areas were identified based upon the future land use plan and anticipated stages of continuing development for 5, 10, and 20 year time frames. The City's Planning Department should conduct annexation studies on a periodic basis to evaluate and consider potential annexations on a year-to-year time frame. Specific areas recommended for consideration should be identified and assessed in accordance with the goals, objectives, policies, and strategies of the annexation plan, which are contained in this Comprehensive Plan. Additional information about the City's Zoning Ordinance, Subdivision Regulations, and Annexation is available from the City Planning Department. Page 4-20 La Porte Comprehensive Plan Update .......................................... Wilbur Srnith Associates. RUSTEnvironment & Infrastrtzctttre LairdUse & Annexation.............................................................................................. Chapter 4 FIGURE 4.5 LA PORTE 2020 ANNEXATION PLAN La Porte Comprehensive Plan Update La Porte, Texas To be inserted at a later date. La Porte Comprehensive Plan Update Page 4-21 Wilbur Smith Associates 9 R UST Enviromnent & Infrastructure ........................ a 00 0 9 a a 0 0* 0 6 a 0 0 0 W* 0 0 0 0 0 0 .....: C- ( E ................................................... Chapter 5 The Transportation Thoroughfare System Element of La Porte's Comprehensive an 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; and market analysis, economic development, environment, comprehensive plan development. The Page S-1 ............................................... ............................................................................. Transportation Tit oroug�h, fare System Chapter 5 thoroughfare plan provided principals to govern the implementation of the thoroughfare plan and identified priority thoroughfare, intersection and grade separation projects. 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 5.1a.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 5.1a.1: Adopt the Thoroughfare Plan of the La Porte Comprehensive Plan Update. Action 5.1a.2: Periodically consider and adopt proposed amendments to the Thoroughfare Plan as necessary. Action 5.1a.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 5.1b.1: The City should ensure sufficient and convenient access to S.H. 146 and S.H. 225 to cease access to the regional transportation system and the associated economic development opportunities and benefits. Action 5.1b.1: Coordinate with the Texas Department of Transportation and other state and local officials on the future design and construction of state highways. Action 5.1b.2: Establish a local task force of City, County and other key public officials to represent the interests of La Porte in regional transportation planning issues. Page 5-2 La Porte Comprehensive Plan Update .................................................. Wilbur Smith Associates •RUST Environment &Infrastructure. l TransportationThoroughfare S �s� tem.................................................................................. Chapter 5 GOAL 5.2: Provide continuity, of traffic flow within and between neighborhoods and throughout the community. OBJ. 5.2a: Policy 5.2a.1 Action 5.2a.1 Action 5.2a.2: Action 5.2a.3: Action 5.2a.4: OBJ. 5.2b: Policy 5.2b.1: Action 5.2b.1: Action 5.2b.2: Action 5.2b.3: Action OBJ. 5.2c: The transportation system should offer efficient accessibility to alI residential neighborhoods. The City should, to the extent feasible, minimize the existence and new construction of dead-end streets through implementation of the Thoroughfare Plan. Identify all dead-end streets and the relative impact on the flow of traffic within and between neighborhoods. Implement needed street extensions and roadway improvements. Amend the City's Development Ordinance to require construction of a temporary cul-de-sac at locations where a street is to be temporarily terminated, which will be extended at a later date. Prohibit the construction of dead-end streets other than those that are temporarily terminated and planned for extension at a later date. Design and place traffic control devices so as to maximize efRelent traffic flow and minimize the impedance of traffic flow. The City should conform to the Texas Manual of Uniform Traffic Control Devices (MUTCD) in placing traffic control devices. Adopt warrant criteria for the placement of traffic control devices. Periodically conduct signal warrant checks. Periodic checks of unsignalized major intersections should be made 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. Establish a Traffic Control Device Preventative Maintenance Program, consisting of periodically inspecting and maintaining traMe signals, signs and pavement markings to improve effectiveness, safety, and savings in related costs. Preserve existing rights -of --way, and facilitate continuation between adjacent subdivisions. , La Porte Comprehensive Plan Update Page 5-3 Wilbur Smith Associates •RUST Environment & Infrastrueture......................................................: ...............................................move.......................... Tran.yportation Thoroughfare System Chapter 5 Policy 5.2c.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 5.2c.1: Enforce the City's Development Ordinance to ensure functional integration of streets within new development with the existing arterial and collector street system. Action 5.2c.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. Policv 5.2d.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 5.2d.1; Utilize the Thoroughfare Plan during the subdivision and site development review process to ensure provision of continuous streets between adjacent developments. Action 5.2d.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 5.2d.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 truffle congestion. OBJ. 5.3a: Policy 5.3a.1 Action 5.3a.1: Action 5.3a.2: The transportation system should adequately accommodate and encourage through traffic on the arterial street system and discourage it on collector and local neighborhood streets. 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. Perform traffic engineering studies on existing intersections to identify realignment solutions and improvement needs. 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. Page 5-4 La Porte Comprehensive Plan Update ............................................. Wilbur Smith Associates • RUST Environment & Infrastructure. Transportation ThorottghfareSvstem.................................................................................. Chapter S Action 5.3a.3: Amend the City Development Ordinance to adopt a driveway ordinance to regulate the design, construction, location, width, spacing, and offset of driveways accessing arterial roadways. Action 5.3a.4: Amend 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 5.3a.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 5.3a.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 intrrcity and intercity trips. Policy 5.3b.1: The City should plan, fund and construct transportation improvement projects that will benefit the efficient movement of traffic throughout the community. Action 5.3b.1: Coordinate with the Texas Department of Transportation and Harris County to improve the regional thoroughfares in the La Porte area. Action 5.3b.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. 5.3e: Pursue alternate modes of transportation. Policy 5.3e.1: The City should strongly encourage alternative modes of transportation, including financial participation, for programs such as public transportation, ridesharing, and pedestrian and bicycle G " transportation projects. Action 5.3e.2: FGJ and construct 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 5.3e.3: Seek to obtain Federal and State financial assistance grants for pedestrian and bicycle transportation projects, such as transportation La Porte Comprehensive Plan Update Page 5-5 Wilbur Smith Associates 9 RUST Environment & Infrastructure......................................................: ..... too Raw ....... vote* .o**000....awe. Transportation Thoroughfare System Chapter 5 enhancement funds under the Transportation Efficiency Act for the 2 1 " Century (TEA-21). Action 5.3e.4: Partner with other local government entities such as the Metropolitan Transit Authority (METRO) or the Clear Lake 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. Policv 5.4a.1: The City should cooperate with the Texas Department of Transportation and Southern Pacific Railroad officials to improve existing at -grade railroad crossings on arterial and collector roadways. Action 5.4a.1: Plan, design and construct a railroad/street grade separation at Southern Pacific Railroad and Fairmont Parkway. Action 5.4a.2: Investigate the feasibility of providing railroad/street grade separations on existing thoroughfares. Action 5.4a.3: Cooperate with the Southern 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 5.4a.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 5.4b.1: The City should plan, fund and construct bridge improvements on arterial and collector roadways to facilitate an efficient transportation system and to provide network continuity. Action 5.4b.1: Design and construct bridges to accommodate future roadway improvements. Action 5.4b.2: Provide pedestrian accessways on all bridges. Page 5-6 La Porte Comprehensive Plan Update 00*000 ............................................. Wilbur Smith Associates. RUSTEnvironment&Infrastructure, Transportation Thoroughfare System .................................................................................. Chapter 5 GOAL 5.5: Upgrade and improve existing street infrastructure to meet or exceed minimum standards by Year 2020, OBJ. 5.5a: Identify and define minimum design and construction standards to be met by Year 2020. Policy 5.5a.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 5.5a.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 5.5b.1: The City should maintain an up-to-date street inventory and condition assessment database of all street segments in the City. Action 5.5b.1: Periodically conduct a survey of pavement conditions and update the street inventory and condition assessment database. Action 5.5b.2: Maintain and expand the City's Pavement Management System to determine pavement condition indices on all street segments. OBJ. S.Sc: Establish implementation priorities for street improvements in all areas of the City. Policy 5.5c.1: The City should establish an equitable list of street improvement priorities that are based upon existing conditions and determination of need. Action S.Sc.l; Enhance and refine the criteria for establishing improvement priorities. Action 5.5c.2: 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 5.5d.1: The City should maximize funding participation of State and Federal agencies and private development in constructing transportation improvements. Action 5.5d.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 5.5d.2: Dedication of public rights -of -way and construction of street improvements should be required as development occurs, in La Porte Comprehensive Plan Update Page S-7 .................................................................................. Transportation Tit orou h fare System Chapter 5 accordance with thoroughfare requirements shown on the adopted Thoroughfare Plan. Action 5.5d.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. Impact fees do not include dedication of rights - of -way or easements or construction or dedication of streets, sidewalks or curbs if the dedication or construction is required by a valid ordinance and is necessitated and attributable to new development. GOAL 5.6: Provide for the 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 5.6a.1: The City skeirld ensure that all transportation projects include landscaping of green spaces within the right-of-way and other aesthetic enhancements, consistent with traffic safety and design standards. Action 5.6a.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 5.6a.2: Plan and acquire right -of --way for thoroughfares to include. open space areas and buffer zones. 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 5.7a.1: The City should support, including financially if necessary, the provision and maintenance of a network of sidewalks and pedestrian - Page 5-8 La Porte Comprehensive Plan Update ............................................. Wilbur Smith Associates 9 RUST Environment & Infrastructure. Transportation Thoroughfare System .................................................................................. Chapter 5 ways throughout the community and particularly in areas with a high propensity of pedestrian use. Action 5.7a.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 5.7a.2: Amend the City's Development Ordinance to require developers to provide sidewalks for all new development. Sidewalks should be located within the street right-of-way, offset from the back of the curb. Action 5.7a.3: Acquire and utilize 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 5.7a.4: Seek input from the public during the early planning stages of transportation projects, including pedestrian access issues. Action 5.7a.5: Conduct a comprehensive and detailed inventory of sidewalks and other pedestrian facilities throughout the community. Action 5.7a.6: Conduct a condition assessment of existing sidewalks and pedestrian facilities and prioritize needed improvements by condition, need and location. OBJ.5.7b: Provide a means of safe pedestrian crossing of major thoroughfares and other streets with high traffic volumes. Policy 5.7b.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 t. 1improvement program. Action 5.7b.1: Prepare a report on pedestrian and vehicle accidents in the last five years and identify high accident locations. Action 5.7b.2: Investigate the feasibility of a raised pedestrian crossover across g ty Fairmont Parkway and other major arterial roadways. Action 5.7b.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. La Porte Comprehensive Plan Update Page 5-9 Wilbur Smi[h Associates •RUST Environment &Infrastructure...................................................... r Transportation Thorough are System Chapter 5 OBJ.5.8a: Develop 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. Policv 5.8a.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 5.8a.1: Establish a local task force to pursue development of a multimodal transportation center in LaPorte. Action 5.8a.2: Coordinate with existing public transportation providers and the Houston -Galveston Area Council (H-GAC) to facilitate regional transportation needs. OBJ.5.8b: Encourage community participation in public transportation services provided by the Metropolitan Transit Authority (METRO) or other area transportation providers. Policy 5.8b.1: The City should support, including financially, 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 5.8b.1: Provide funding assistance to operate and maintain a regional public transportation system. Action 5.8b.2: Plan, fund and coordinate transit -oriented street improvements such as bus stops and bays during the planning and design phase of street improvements. Action 5.8b.3: 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. S.Sc: Support park and ride programs with facilities and incentives, including a commuter service interconnecting with regularly scheduled fixed route bus service operating throughout the Houston metropolitan area. Policy 5.8c.1: The City should support, including financially, regional public transportation service providing commuter connections to the established urban transit system. Action 5.8c.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. Page 5-10 La Porte Comprehensive Plan Update Wilbur Smith Associates •RUST Environment &Infrastructure. Transportation Thoroughfare System.................................................................................. Chapter 5 Action 5.8c.2: Acquire land for the future location of a multimodal transportation center with park and ride facilities. GOAL 5.9: Expand the Municipal Airport and create a self-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 5.9a.1: The City should seek to develop a system of thoroughfares that will provide adequate access to and from the airport. Action 5.9a.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 5.9a.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: Provide adequate local Funding to improve the physical facilities, improvements, and infrastructure supporting airport operations. Policy 5.9b.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 5.9b.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. k La Porte Comprehensive Plan Update Page 5-11 Wilbur Smith Associates 9 RUST Environment & Infrastructure......................................................r ..................................... Transportation Thoroughfare System Chapter 5 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, Farm -to -Market Roadways, traffic volumes, roadway surface types, and traffic control devices. The street network system in La Porte is depicted in Figure 5.1 — Street Network System. Federal Highways There are not n� 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 91/2 miles north, and I.H. 610 located 101/2 miles west of LaPorte. 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 cast/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 LaPorte, 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. 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 around the Houston metropolitan area should U.S. 59 be redesignated as I.H. 69 (a.k.a. NAFTA Highway or ISTEA corridors 18 and 20). I.H. 69 would directly link the three NAFTA partners, which are Canada, Mexico and the United States, An I.H. 69 route study is currently underway, which will analyze potential routes of proposed I.H. 69 through the Houston metropolitan area, one of which is the Grand Parkway eastern alignment through La Porte. This study will evaluate a range of viable alternatives considering such cost factors as construction, right-of-way, maintenance, mitigation and vehicle operation and environmental, social, economic and operational impacts. Selection of a preferred route along the current alignment of S.H. 146 through La Porte would have a significant impact on traffic volume with potential positive influences on local economic development. Page 5-12 La Porte Comprehensive Plan Update ............................................. Wilbur Smith Associates • RUST Environment & Infrastructure. Transportation Thoroughfare Si•stem..•............................................................................... Chapter 5 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'h 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 from its south extents of 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 a 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. Daily Traffic Volumes 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 (1996) 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 ranging from 54,000 vehicles near S.H. 134/Battleground Road to 58,000 near the interchange of S.H. 146. Along S.H. 146 entering the City from the north, the annual average daily traffic was 56,000 vehicles, which decreased to 33,000 vehicles near Fairmont Parkway. Other state-owned transportation facilities in La Porte include Old Highway 146/S. Broadway, which averages 5,900 to 7,000 vehicles per day, and W. Barbours Cut Boulevard, which averaged 11,000 vehicles per day. 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. Most 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. The unpaved facilities are primarily roads that do not serve significant traffic volumes. 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. La Porte Comprehensive Plan Update Page 5-13 Wilbur Smith Associates •RUST Environment & Infrastructure* .....................................................: ................................................................................ Transportation Thoroughfare System Chapter 5 TABLE 5.1 STREET MAINTENANCE La Porte Comprehensive Plan Update La Porte, Texas Chip sealed 26,120 24,695 299345 139525 Recycled 179214 11,921 39,478 127525 Crack sealed 68,845 143,114 73,717 495817 Rehabilitation 31685 L789 920 Source:City of La Porte Street Maintenance Division 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. As a result of this review and update process, there were street and intersection improvements identified, as displayed in Table 5.2 — Thoroughfare Improvements, 1994 Priorities, and Table 5.3 — Intersection Improvements, 1994 Priorities, 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 located in La Porte are time -based or fixed -time, however there are some traffic actuated 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). Page 5-14 La Porte Comprehensive an Update ............................................. Wilbur Smith Associates •RUST Environment &Infrastructure Transportation Thoroughfare System .................................................................................. Chapter 5 TABLE 5.2 THOROUGHFARE IMPROVEMENTS, 1994 PRIORITIES La Porte Comprehensive Plan Update La Porte, Texas 1 Fauipgton.Boulevard--- Crestway----. - -- -North- -H --• - -- - Construct 2-land section Bay Area Boulevard Fairmont Pkwy Spencer Construct 5 land section Sens Road Spencer S.H. 225 Construct 5 lane section San Jacinto Main Sylvan Beach Widen to 4 lanes with median 2 I oma of Road North-"P" St. S:H: 225 Construct 2 land section 3 16'h Street North "G" St. S.H. 146 Construct 2 land section 16`h Street Fairmont Pkwy W. Weems Construct 2 lane section 4 FaFr;igntonA�omax School -Road Cwsbuay S.H:2M Widett'to 4 lane with median 16" Street North "G" St. S.H. 146 (S) Widen to 4 lanes Old La Porte Road Underwood S.H. 146 Construct 2 lane section Others Broadway I Fairmont Pkwy Shoreacres Blvd. Widen to 5 lane section Canada Street I Carlow I Fairmong Pkwy I Construct 2 lane section Source: 1994 Comprehensive Plan Update, City of La Porte TABLE 5.3 INTERSECTION IMPROVEMENTS, 1994 PRIORITIES La Porte Comprehensive Plan Update La Porte, Texas 1 Fairmont Parkway at Driftwood Construct right and left turn lanes Fairmont Parkway at Farrington Construct right and left turn lanes Fairmont Parkway at Underwood Construct right and left turn lanes Fairmont Parkway at Brookwood Construct right and left turn lanes Fairmont Parkway at Luella Construct right and left turn lanes Fairmont Parkway at 8'h Street Traffic signals from 7'h to 81h Main Street/Broadway/San Jacinto Construct Round -about 2 Fairmont Parkway at S. 16'h Street Install traffic signals upon warrant S.H. 146 at Wharton Weems Install traffic signals upon warrant 3 Wharton Weems Boulevard Construct grade separation Fairmont Parkway at Canada Street Construct right and left turn lanes ( Source: 1994 Comprehensive. Plan Update, City of La Porte La Porte Comprehensive Plan Update Page 5-1 S Wilbur Smith Associates • RUST Environment & Infrastructure......................................................: .................................................................................. Transportation Thoroa h are SyAtem Chapter 5 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. 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 on 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 rnns along the north 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. Railroads have had a major influence on growth and development of the region and perform an important transportation service contributing to the area's economic vitality based on international trade in C Page 5-16 La Porte Comprehensive Plan Update ............................................. Wilbur Smith Associates • RUST Environment & Infrastructure. Transportation Thoroughfare System.................................................................................. Chapter S 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 - La Porte 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 cast/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 waterborne 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 reaches 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 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 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. La Porte Comprehensive Plan Update Page 5-17 Wilbur Smith Associates • RUST Environment & Infrastructure......................................................: Transportation Thorough&re Systene Chapter 5 snort 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 680-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. The container terminal complex would include a 6,000 foot wharf and container storage yard that is capable of storing 80,000 twenty -foot container equivalents on about 380 acres. Total build -out includes an additional 1,000 feet of wharf and an additional 40 acres of container yard. 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. In addition, a new rail line is proposed to be constructed east of the existing Union Pacific alignment, intersecting S.H. 146 at Red Bluff. 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 if located; the governing body of the municipality orders an election under C 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. 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 Page 5-18 La Porte Comprehensive Plan Update .................................................... Wilbur Smith Associates* RUST Environment &Infrastructure Transportation Thoroughfare System .................................................................................. Chapter 5 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 shown in Figure 5.3 — Thoroughfare Plan. 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 following 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 Ctraffic facilities in the future; La Porte Comprehensive Plan Update Page 5-19 Wilbur Smith Associates 9RUST Environment & Infrastnrcture......................................................: ................................................... Trans_uortation Thoroup�are S to Chapter 5 • 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 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; Page 5-20 La Porte Comprehensive Plan Update ............................................. Wilbur Smith Associates •RUST Environment. &Infrastructure. Transportation Thoroughfare System.................................................................................. Chapter 5 1 • Permit orderly project development; and, • Minimize or avoid environmental, social, and economic impacts. Access 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. rr • Roadway capacity and the useful life of transportation facilities is prolonged; 1, • Travel time and congestion is decreased; • Better coordination between access and land uses is accomplished; • 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, La Porte Comprehensive Plan Update Page 5-21 Wilbur Smith Associates • RUST Environment &Infrastructure...................................................... r .................................................................................. Transportation Thoroughfares system Chapter 5 • 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 Roadway — 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 canoe 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 r 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 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. Page 5-22 La Porte Comprehensive Plan Update ............................................. Wilbur Smith Associates •RUST Environment &Infrastructure. Transportation Thoroughfare System.................................................................................. Chapter 5 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, Harris 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 new buildings, utility lines, and other improvements located along the rights -of -way for existing and planned thoroughfares. The Thoroughfare Plan will have long -reaching effects on the growth and development of La Porte,. 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 La Porte Comprehensive Plan Update Page 5-23 Wilbur Smith Associates • RUST Environment & Infrastructure...................................................... r ................................ TranWortation ThorouaAfare System Chapter S subdivision of land within the municipality's jurisdiction, and, by ordinance, those rules have also been r 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 5.4 — Criteria for Functional Classification of Thoroughfares. Classification is based on each roadway's functional role in the roadway network, and the existing and future travel patterns and areas served. The 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 controll 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 LaPorte, 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 an Freeway, to provide circulation for traffic movement along one-way frontage roads. Page 5-24 :..................................................... La Porte Comprehensive Plan Update Wilbur Smith Associates • RUSTGnvironment & Infrastructure. Transportation Thoroughfare System.................................................................................. Chapter 5 TABLE 5.4 t CRITERIA FOR FUNCTIONAL CLASSIFICATION OF THOROUGHFARES La Porte Comprehensive Plan Update La Porte, Texas wwwwww Entirely through Mobility is Connect Collects traffic; Access is movement with primary, Freeways, Connect primary; no direct access Access is Principal Arterials to Little through to property secondary; Arterials and Local Streets; movement Connects lower classes; also land access Freeways Access is and other secondary Arterials 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 lkiaofway Usually Usually Usually Varies from Generally Length more than more than more than about 1/2 mile less than 5 miles long 5 miles long 3 miles long to 2 miles I mile long Traffic 407000 VPD 20,000 to 5,000 to 15000 to 100 to Voh' lie and greater 603000 VPD 305000 VPD 159000 VPD 5,000 VPD Desiridiflse 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 min. >125 ft. Arterials Collectors osted Speed 55 to 65 mph 40 to 55 mph 30 to 45 mph 30 mph or less 20 to 30 mph 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 Prohibited Restricted Restricted Normally Permitted Parking permitted Communit Define Define Define and Internal and Internal Relationship neighborhood neighborhood traverse traverses boundaries boundaries neighborhood boundaries boundaries Thrilugh Truck Yes Yes Permitted No No Routes No No `r Limited Yes Yes No Yes Yes Yes Yes La Porte Comprehensive Plan Update Page 5-25 Wilbrer Smith Associates •RUST Environment &Infrastructure......................................................: .................................................................................. Traasnortation Thoroughfare System Chapter 5 FIGURE 5.4 FUNCTIONALLY CLASSIFIED THOROUGHFARE NETWORK La Porte Comprehensive Plan Update La Porte, Texas 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 La Porte 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 coral 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. Page 5-26 La Porte Comprehensive Plan Update ...................................................... Wilbur Smith Associates •RUST Environment &Infrastructure. Transportation Thoroughfare Systern,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,, Chapter 5 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). Gol ectors 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 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. La Porte Comprehensive Plan Update Page 5-27 Wilbur Smith Associates • RUST Environment & Infrastructure**.*..................................................r Transportation Thoroughfare Svstem Chapter 5 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 Alignment 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 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: • Major Thoroug fares — 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 Hams 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. Page 5-28 La Porte Comprehensive Plan Update ............................................. Wilbur Smith Associates • RUST Environment & Infrastructure. Transportation ThorouZhfare SystemIII goo .......................•..••..•....................................... Chapter S • 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 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 land to compensate for any rights -of -way deficiency of that thoroughfare. When a new thoroughfare extension is proposed to connect with an existing thoroughfare that has narrower rights -of -way, a transitional area should be provided. Continuation and Projecrion 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. Anele 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 streets 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. La Porte Comprehensive Plan Update Page 5-29 Wilbur Smith. Associates •RUST Enutronment &Infrastructure...................................................... r ................................................................................. Transportation: Thorottghfare S st tem Chapter 5 Residential Lots Frontin(2 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 — A plat containing private streets should not be approved by the Planning and Zoning Commission unless the proposal to utilize private streets has been previously approved by the City Council and adequate assurances are provided for maintenance. Private streets should be designed and constructed in conformance with City Standards. i ewal s —Within the �'oundaries of a subdivision, sidewalks should be installed on both sides of arterial and collector streets and One Bide of local residential streets. Standard Roadway Cross Sections While thoroughfare classification reflects the functions that roadways serve as part of the street and highway network, the cross section of a roadway is related to traffic volume, design capacity, and Level of Service (LOS). Standard roadway cross sections for the different classes of thoroughfares and Local Residential Streets are shown in Figure 5.5 — Standard Roadway Cross Sections. These cross sections identify the required minimum dimensional criteria for rights -of --way and pavement width to comply with the City's Development Ordinance. Typical configurations for the number of travel lanes and parking are also shown. Page 5-30 La Porte Comprehensive an Update ................................................. WilhurSmith Associates •RUSTEnvironment&Infrastructure, Transportation Thoroughfare System.................................................................................. Chapter 5 FIGURE 5.5 STANDARD ROADWAY CROSS SECTIONS La Porte Comprehensive Plan Update La Porte, Texas La Porte Comprehensive Plan Update Page 5-31 lYilbur Smith Associates •RUST Environment & Infrastructure*.....................................................r ................................................... Tranwortation Thoroughfare System Chapter 5 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. 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. The process for amending the Thoroughfare Plan should be established in the City's Development Ordinance. 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 5-32 La Porte Comprehensive Plan Update Wilbur Smith Associates • RUSTEnvironment & Infrastructure. SystemsChapter 6 The Utility Infrastructure Element of La Forte 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 component 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 AM;' aste is hauled by a contractor to a regional landfill in Baytown. Re ' Penl'. n, 5al:a vlas�e h vtwuCecQ 4 1 4'v�t_ y Other Related Utili Plans and Studies Related plans and studies that address utility improvements for La Porte include the following: • 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. • Hydrologic and Hydraulic Study for Interconnect of HCFCD Unit B112-02-00 to Unit B109-00- 00 and HCFCD Regional Detention Site Unit b512-01-00 (April 1997)- This report by Wilbur Smith Associates describes the impacts of the diversion of Willow Springs Bayou (B112-02-00) to Spring Gully (B109-00-00). This report also presents the design of a regional detention site that provides flood protection for a portion of LaPorte. • Study of Flood Control Imnrovements for Little Cedar Bayou (September 1989)- This study by Espey, Huston & Associates presented recommendations which were not acceptable to the City. 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 SH225 and west of Sens Road. • La Porte Northwest Water Project Preliminary Design Renort (April 1990). This report by Espey, Huston &Associates recommended a SOO5b00-gallon elevated storage tank in the Lomax area. ............................................. .........................................................•.........•..........•....•...•. Utility Infrastructure 5ysteuu • 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 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. • Northeast Atea 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. • Feasibility Study for Lon¢ -Range Potable Water Sunply (April 1984) and Update (May 1985) by Turner, Collie & Braden. • Preliminary Enaineerine 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. • 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. • Southeast Sanitary Sewer Trunk Main and Lift Station Facilities Preliminary Design Report l (December 1997 - this report by Turner, Collie &Braden recommended improvements to the sewerage system in the southeast portion of the City. Phase I of these recommendations has been implemented. • Solid Waste Disposal Plan (March 1983) -this study looked at disposal options and waste load projections. GOALS &OBJECTIVES Drainage GOAL 6.1: Explore creative uses of drainage water. 013 J.6.1a: Create aesthetic/recreation uses that are compatible with drainage facilities. Policy 6.1a.1: The City should promote recreational use of drainage facilities. Action 6.1a.1 Inventory drainage facilities to determine which might have a recreation use. Page 6-2 La Porte Comprehensive Plan :••••••••••••••••••••••••••••••-•••••••••••••-••••••• Wilbur Smith Associates ! RUST Environment& Infrastructure UtilityInfrastructure S sty++1s......................................................................................... Chapter 6 Action 6.1a.2 Develop a plan for recreational use of drainage facilities, particularly detention ponds. OBJ.6.lb: Construct drainage facilities such that they meet or exceed environmental requirements Texas Pollutant Discharge Elimination System (TPDES) and Texas Natural Resource Conservation Commission (TNRCC) requirements. Policy 6.1b.1: The City should adhere to TPDES and TNRCC requirements for storm water management. Action 6.1b.1 Develop and implement a storm water management plan. p � t , ,A-ction•G. b4 Adopt-eriteria for -treatment and-disposal-ofstorm-water. Action 6.1b.3 Adopt an ordinance regulating the disposal of waste into the drainage system. OBJ. 6.1a Update and maintain a master plan for drainage. Policy 6.1c.1: The City should conform to the master plan in all matters related to drainage. Action 6.1c.1 Update the current drainage master plan. Action 6.1c.2 Periodically review the master plan and update it as appropriate. OBJ. 6.1d: Acquire property far deen on ponds. �i ru.y �✓ Policy 6.1d.1: The City should proactively pursue the dedication and/or acquisition of lands required for drainage facilities. Action 6.1d.1 Identify property needed for detention ponds. Action 6.1d.2 Implement an ordinance requiring dedication of drainage lands for all new developments. Action 6.1.d.3 Create a funding mechanism for developer participation in regional detention facilities. OBJ. 6.1e: Re -use drainage water to the maximum extent possible. Policy 6.1e.1: The City should require that any new facilities be designed so that drainage water can be used for beneficial purposes. Action 6.1e.1 Adopt a regulation requiring that design of new facilities takes into account possible reuse. OBJ. 6.1f: Provide storage for fire protection. Policy 6.1f.1: The CiTy should, to the extent feasible, use storm water for fire protection. Action 6.1e.1 Investigate the feasibility of using detention facilities for storage of water in commercial and industrial areas for fire fighting. La Porte Comprehensive Plan Page 6-3 Wilbur 5mithAssociates!RUSTEnvironment&Infrastructure, •••••••••••••••° own •••••• own °••••• gee •••••••••••meow Utility Infrastructure Smems GOAL 6.2: Provide adequate drainage/ prevent flooding. OBJ. 6.2a: Improve drainage systems. Policy 6.2a.1: The City should update and maintain the master drainage plan to reflect current land use planning and drainage criteria. Action 6.2a.1 Update the master drainage plan. Action 6.2a.2 Periodically review tl e master drainage plan and adopt amendments as necessary. r f o �, i Policy 6.2a.2: The City should maximize interagency coordination, especially with the Harris County Flood Control District (HCFCD) and the State Department of Highways. Action 6.2a.1 Maximize interagency coordination of drainage issues. Action 6.2a.2 set up regular meetings with HCFCD to review the City's priorities for drainage improvements. OBJ. 6.2b: Improve standards. Policy 6.2b.1: The City should implement regional storm drainage design standards as developed and maintained by the HCFCD. Action 6.2b.1 Adopt HCFCD design standards. OBJ. 6.2c: Identify funding alternatives and resources available. Policy 6.2c.1: The City should maximize funding participation of County, State and Federal agencies and the private sector. Action 6.2c.1 Costs for improvements to the drainage system should be equitably distributed to the responsible party. Action 6.2c.2 Investigate the feasibility of storm water utility for existing development and impact fees for new development. OBJ.6.2d: Design and install facilities to maximize service and minimize maintenance. Policy 6.2d.1: The City should evaluate the serviceability and maintenance costs of all improvements. Action 6.2d.1 Develop standards for design which minimize maintenance. Action 6.2.d.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 6.3a.1: The City should construct and maintain drainage facilities with safety as a consideration. Page 6-4 La Porte Comprehensive Plan Wilbur Smith Associates 1 RUST Environment & Infrastructure UtilityInfrastructure Systems......................................................................................... Chapter 6 Action 6.3a.1 Identify all safety concerns related to drainage facilities Action 6.3a.2 Periodically inspect drainage facilities for potential safety hazards. OBJ. 6.3b: Research other City's safety programs. Policy 6.3b.1: The City should, to the extent feasible, coordinate it's safety programs with HCFCD and the surrounding Cities. Action 6.3b.1 Research safety programs ofHCFCD. OBJ. G.3c: Develop standards for emergency entry/exit from open drainage facilities. Policy 6.3c.1: The City should develop and implement design standards that provide for emergency exit from any open drainage facility. Action 6.3c.1 Research existing design standards for emergency exit from drainage structures. Action 6.3.c.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 6.4a.1: The City should educate it's 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 6.4a.1 Stencil on all catch basins to systems draining directly to the bay or a channel that drains to the bay a caution reading "drains directly to the bay" Action 6.4a.2 Implement a public awareness program. GOAL 6.5: Incorporate public health concerns in drainage facility conshuction and maintenance. OBJ. 6.Sa: Control the mosquitoes. Policy 6.Sa.1: The City should cooperate with Harris County Mosquito Control District, HCFCD and Texas Department of Transportation in a program for mosquito control. Action 6.5a.1 Develop a mosquito control program. Action 6.5a.2 Remove, on a regular basis, constrictions in open ditches that cause ponding of shallow water. La Porte Comprehensive Plan Page 6-5 Wilbur Smith Associates! RUST Environment & Infrastructure. Utility Infrastructure Systems Potable Water System 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 6.6a.1: The City should require that water purchased from the La Porte Area Water Authority meets or exceeds standards. Action 6.6.1 Implement a system to measure quality of water delivered. OBJ. 6.6b: Coordinate oversight of the various water plants that provide potable water to the City. Policy 6.6b.1: The City should continually monitor the quality of the water being delivered to the City's distribution and storage system. Action 6.6b.1 Implement a regular water quality -monitoring plan. OBJ.6.6c: Develop and maintain a master plan for water facilities, which extends to the Year 2030. Policy 6.6c.1: The City should maintain a water master plan. Action 6.6c.1 Request that the La Porte Area Water Authority develop and a water master plan every 5 years. OBJ. 6.6d: Adopt the latest codes and standards. Policy 6.6d.1: The City should adopt the latest codes and standards for the design and operation of water systems. Action 6.6d.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 6.6e.1: The City should maintain involvement in the operation of the water plants that provide water to the City. Action 6.6e.1 Request 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: Ensure that sufficient pumps and storage facilities exist within the water distribution system to provide the required system pressure. Policy 6.7a.1: The City should adopt the requirements of the State Board of Insurance for fire flow requirements. Page 6-6 LaPorte Comprehensive. Plan :...................................................0 Wilbur Smith Associates 1 RUST Environment & Infrastructure UtilityInfrastructure Systems........................................................................................� Chapter 6 Action 6.7a.1 Begin implementing the improvements recommended in the March 1998 Claunch and Miller report on the Northeast Area Water System. Action 6.7a.2 Complete installation of the 12" outer loop along Fairmont Parkway. Action 6.7a.3 Complete loops on Bay Area Boulevard and other areas where the system is not currently looped. OBJ.6.7b: Develop an ongoing maintenance program to ensure safe effective operation of the pumps and storage facilities. Policy 6.7b.1: The City should maintain an up-to-date maintenance record on all facilities. Action 6.7b.1 Periodically conduct safety inspections of the nd water storage facilitic �11tet l GOAL 6.8: Conserve water usage. OBJ. 6.8a: Implement a conservation plan. Policy 6.8a.1: The City should require water saving devices be installed in all new construction and remodeling. Action 6.8a.1 Amend the code requiring that all new construction and remodeling incorporate water saving devices such as low flow toilets and shower heads. OBJ. 6.8b: Develop an education program. Policy 6.8b.1: The City should develop and implement an educauumoaueach program to inform the residents of the cost of water and the opportunities for conservation. Action 6.8b.1 Implement a system of credits for water conservation. Action 6.8b.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 6.8c.1: The City should develop a response plan to provide for prompt response to reports of leaks/breaks. Action 6.8c.1 Implement a log system to record reports of leaks/breaks and the response time to repair. La Porte Comprehensive Plan Page 6-7 Wilbur Smith Associates ! RUSTEnvironment & Infrastructure. •••• fee °••••• men •°°°•• of of °•••••• so • of ••• wee ••••°•" Utility Infrastructure Systems 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 6.9a.1:' The City should make sure that water supply availability meets the requirements of the Texas Administrative Code, Section 290.45, Action 6.9a.1 Document actions taken to assure an adequate water supply for future needs. OBJ. 6.9b: Assure that infrastructure is in place to deliver water where needed. Policy 6.9b.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 6.9b.1 Inventory current location and spacing of all fire hydrants in the City. Action 6.9b.2 Require that all fire hydrant spacing be in accordance with appropriate criteria. Action 6.9.b.3 Prepare and maintain a map accurately reflecting the water distribution system. Action 6.9.b4 Complete construction of water mains in Fairmont Parkway, Sens Road, Bay Area Boulevard, and along SH 225 to complete a looped system, tj e Sanitary Sewer System. d GOAL 6.10: Prevent infiltration into the sanitary sewer system. OBJ. 6.10a: Comply with applicable codes and regulations. Policy 6.10a.1: The City should comply with all codes and regulations. Action 6.10a.1 The City should evaluate the existing system to determine infiltration problem areas, ticutarly'��a. Action 6.10a.2 The City should 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 6.10b.1: The City should plan, fund and construct necessary rehabilitation of the existing wastewater collection system. Action 6.10b.1 Evaluate the existing wastewater collection system to determine which portions require rehabilitation. Action 6.10b.2 Develop a maintenance program (including a maintenance log) to assure regular maintenance of the system. Page 6-8 La Porte Comprehensive Plan :•••••••••••• -••••••••••••••••••••••••••••••-••••••••Wilbur Smith Associates !RUST Environment&Infrastructure UtilityInfrastructure Systems........................................................................................� Chapter 6 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 6.11a.1: The City should adopt a policy to require reuse of treated effluent Action 6.11a.1 Investigate the feasibility of using treated effluent. OBJ. 6.11b: Assure maximum achievable quality of effluent prior to discharge. Policy 6.11b.1: The City should, to the maximum extent feasible, use the most current technology in treating wastewater. Action 6.11b.1 Rdtrain operators in4he optimum operation of the existing system. GOAL 6.12: Ensure adequate treatment capacity. OBJ. 6.12a: Develop along -range plan for wastewater treatment requirements. Policy 6.12a.1: The City should develop and maintain a master plan for wastewater that reflects requirements for additional expansion of treatment facilities, Action 6.12a.1 Prepare a current master plan for wastewater treatment. Action 6.12.a.2 Begin preliminary engineering for wastewater treatment plant expansion. OBJ. 6.12b: Regulate the use of the wastewater system and prevent dumping of unauthorized waste into the system. "_.policy 6.12b.1: The City should minimize the existence of dumping or unauthorized connections to the system. " Action 6.12b.1 Implement a means of measuring effluent water quality at various locations in the system to identify illegal discharges. Action 6.12b.2 Continually monitor the influent into the plant and respond quickly to inspect causes of variation in influent chemical composition. Action 6.12b.3Require pretreatment of industrial waste before it is discharged into the municipal system. GOAL 6.13: Prevent overflows from lift station wet wells. OBJ. 6.13a: Ensure that wet wells are adequately sized. to prevent overflows. Policy 6.13a.1: The City should optimize the design of all wet wells. Action 6.13a.1 Inventory all wet wells to assure that they have adequate capacity. t OBJ. 6.13b: Ensure that the distribution system is designed properly. La Porte Comprehensive Plan Page 6-9 Wilbur Smith AssocPates!RUSTEnvironment&Infrastructure.ads ease •••••• *go•••••••••••••••••••••••••••••••••••= Utility Infrastructure Systems Policy 6.13b.1: The City should update and maintain a master plan for sewerage. Action 6.13b.1 Complete a preliminary engineering study for the Northeast portion of the �. City (Lomax area) with a goal of reducing the number of lift stations. Action 6.13b.2 Conduct preliminary engineering for lift station 40 and associated force main improvements. Action 6.13b.3 Implement the Phase II recommendations in the 1997 Southeast Sanitary Sewer Trunk Main and Lift Station Facilities Preliminary Design Report on improvements in the southeast part of the City. OBJ. 6.13c: Have a back up electrical system on all lift stations. Policy 6.13c.1: The City should conform to Texas Department of Health criteria for design of all lift stations. Action 6.13c.2 Evaluate all lift stations to see that they meet current criteria. Action 6.13c.3 Install back up electrical power as necessary. 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 6.14a.1: The City should consider adoption of impact fees to generate revenue for funding or recouping the costs of capitol improvements or facility expansions necessitated by and attributable to new development. Action 6.14a.1 Adopt impact fees for utility improvements. OBJ. 6.14b: Work with other governmental agencies to obtain funding to support infrastructure improvements. Policy 6.14b.1: The City should maximize funding participation of County, State and Federal Agencies and private developers in construction of utility improvements. Action 6.14b.1 Identify opportunities to obtain funding for drainage improvements from HCFCD for construction and maintenance of drainage improvements. Refuse Collection System. GOAL 6.15: Maintain effective refuse collection system. OBJ. 6.15a: Ensure adequate landfill space Policy 6.15a.1: The City should maintain an updated plan for refuse disposal. Action 6.15a.1 Keep landfill permit current. Action 6.15.a2 Negotiate long-term contract for refuse disposal. Page 6-10 La Porte Comprehensive Plan UtilityInfrastructure 5vstems........................................................................................I Chapter 6 OBJ. 6.15b: Maintain adequate heavy trash pick-up. Policy 6.15b.1: The City should continue to pick up heavy trash on a regular schedule. Action 6.15b.1 Periodically survey residents to monitor satisfaction of refuse pick up. Action 6.15b.2 Maintain and expand the City's heavy trash pick up program. OBJ. 6.15c: Provide the most cost effective recycling program to the residents. Policy 6.15a1: The City should maintain a cost effective recycling program. Action 6.15c.1 The City should evaluate the cost/benefit of a curbside recycling program. Action 6.15c.2 Investigate 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 6.16a.1: The City should provide for the screening of dumpsters. Action 6.16a.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 6.16b.1: The City should enforce the ordinance governing how early trash can be placed for pick up. Action 6.16h.1 Provide a phone number for citizens to call and report trash left. on the curbside for an extended period of time. Action 6.16b.2 The City should provide an individual to perform random inspections to ensure trash is removed from the curb. Existing Drainage System The major outfall drainage channels serving the City aze constructed and maintained by Harris - County Flood Control District (HCFCD). Exhibit 6-1 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 13112-00-00 and 17101-00-00). The City maintains the local street ditches and underground drains within the City. These systems connect to the HCFCD channel system. La Porte Comprehensive Plan Wilbur Smith Associates !RUST Environment & Infrastructure. Page 6-11 ,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,, son ,,,,,,,,,, GeV ,,,,,,, ago ,,,,,,,,,,,,,,,,,,,,,, bog* owe Utility Infrastructure Systems The major drainage systems are described in general terms in the following narrative: 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. Significant improvements to these systems, including an interconnect of B109 to B112 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 southern 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 01 systems drain the Shady River subdivision into Taylor Bayou. High tide levels impact these channels, which severely limits any benefits from channel improvements. Drainage System F101 consists of a series of roadside ditches in the north 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 SH 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 5H146 directly to Galveston Bay. Improvements to this system are currently under evaluation by HCFCD. As. shown on Exhibit 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 A216 watersheds are within the 100-year flood plain. The very southern portion of the City is 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. Page 6-12 La Porte. Comprehensive Plan •••••••••••••••••••••••••••••••••••••••••••••••••••Wilbur Smith Associates! RUSTEnvironment&Infrastructure UtilityInfrastructure Systems........................................................................................� Chapter 6 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 State Highway Department 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 Harris County in the ongoing design and construction of the improvements to Sens road to be sure that drainage is adequately addressed. The City should evaluate the potential for participation of FEMA in purchase of homes with Repetitive Loss claims in those areas draining to Taylor Bayou_(Shady,River.).�he 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 overall 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. To reflect these changes, account for the improvements constructed in the last 17 years, and provide a plan for the future, the drainage plan should be updated. Current Potable Water System The City currently obtains the majority of its water from the La Porte Area Water AuthoriTy. The City estimates that over 90% of the current water usage is supplied from surface water. Water is delivered to the City distribution system at 8 sites within the City. The City currently has contracted capacity for 7.3 mgd from the City of Houston 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 6 ground storage tanks with a total capacity of 1,845,000 gallons. Pumping stations at the ground storage locations provide pressure to the system. , La Porte Comprehensive Plan Wilbur Smith Associates !RUST Environment &Infrastructure. • • • Page 6-13 .....................................: Utility infrastructure systems The following table summarizes the existing facilities. The facility locations are shown on Exhibit & 2, the water distribution system. TABLE 6.1 WATER DISTRIBUTION SYSTEM La Porte Comprehensive Plan Update La Porte, Texas Brookglen 600 Elevated Storage i 350,000 Fairmont 990 500,000 125,000 25"i Street 810 420,000 Bank Plant 1075 4205000 4" Street 975 250,000 Bayshore 1200 200,000 2805000 Lomax 750,000 Old Main 400,000 Water System Imorovement 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 capitol improvements, if redistribution of La Porte's capacity among its delivery points is acceptable. 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 RR adjacent to SH 225, then parallel to the RR until it ties into an existing 10" line at North 8"'" A 10" line is also required across the RR 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 SH 225. Page 6-14 La Porte Comprehensive Plan Wilbur Smith Associates ! RUST Enviromnent & Infrastructure UtilityInfrastructure Svstems......................................................................................... Chapter 6 The waterline work in Sens Road should be coordinated with any roadway and storm drain improvements constructed by Harris County. 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 hee,lan���pie t of this document, the City should update the Master Plan for water distribution. -Fire/!flow e s nd� the 2 kr C adequacy of pressure throughout the system can only be determined by computer modeling, which is beyond the scope of this Comprehensive Pan Update. 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. Terse•tasks-should be-partof-the-master-plan update. �C Existing Sanitary Sewer System The City currently 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 Aelivers sewerage to a. c regional plant operated by the Gulf Coast Regional Water Authority. The existing wastewater treatment plant was designed in 1980 and put in service!in 1982. The plant was expanded in 1986. The City just recently received a permit extension (from Texas Natural Resource Conservation Commission) for the existing wastewater treatment plant. 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 hauled to City property for land application. The major elements of the wastewater collection system are shown on Figure 6-3. The City recently completed significant improvements in the eastern portion of the City, eliminating some lift stations and improving existing lines. The City also completed Phase 1 improvements in the southern portion of the City. Sanitary Sewer System Improvement Needs The Comprehensive Wastewater Collection and Treatment Plan was completed in 1984. Since that time, additional studies have been completed, the City has ompleted infrastructure improvements and land use has changed. The City; should -update the master plan for sewerage collection to reflect the changes since the 1984._update and future improvements required to provide sewer service to remaining areas of the City. Based on the current 4.2-mgd capacity of the W WTP and a population projection of 42,684, the City will require additional treatment capacity before the year 2020. Current Texas Administrative Code criteria require that the City begin planning for this additional capacity when average daily flows exceed 75% of the La Porte Comprehensive Plan Page 6-15 Wilbur Smith Associates!RUSTEnvironment&Infrastructure.•••••••••••••••••••••••••••••••••••••••••••••••••••= Utility Infrastructure S sty ems plant capacity. Based on flow data provided by the City, the average daily flows in certain months exceed this limit. These criteria also require that plant capacity be constructed by the time average daily flow reaches 90% of capacity (estimated to be after 2010 and before 2015). The City currently has two areas where major collection system improvements are needed, the Lomax area in the northeast part of the City and the system in the most southeasterly part of the City. The December 1997 Turner Collie & Braden Report on the Southeast Sanitary Sewer Trunk Main presents one alternative, in two phases for solving the problem in this part of the City. The City has already completed the Phase 1 improvements should implement the Phase II recommendations or complete engineering on an alternative solution. These improvements include approximately 2850 LF of 10" gravity sewer, 4350 LF of 10" force main, modifications to the mechanical and electrical components of lift station 12A to increase its capacity to I.1 mgd, and lift station 6A to increase its capacity to 4.2 mgd. This project would also include abandoning Lift Station 12, approximately 2000LF of existing 6" force main from lift station 12 and 4300 LF of existing 10" force main from Lift station 40. The cost for this Phase II work was estimated at $5505000, A layout of this work is shown on the wastewater exhibit. As outlined in the goals and objectives, it is recommended that the City conduct detailed studies of the Lomax area to determine appropriate infrastructure improvements. A brief review of this area indicates that constructing a trunk sewer in the extension of Bay Area Boulevard and rerouting much of the sewer from the Lomax area to this trunk could eliminate some of the existing lift stations. This trunk sewer could be extended to lift station 18 and pick up most of the central portion of the City. 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. There is a mobile home park south of Pecan Plantation and west of Canada which currently is not connected to the City's system. This area should be connected to the existing sewer main in Fairmont Boulevard, The City should also conduct infiltration inflow (I/I) studies 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 capitol improvement cost estimate. The average daily flow data for the last six months indicates a significant increase in flow to the sewage plant during periods of significant rainfall. This data indicates that there is a great deal of infiltration into the wastewater collection system. An I/1 study would locate those areas where this is a significant problem. Existing Solid Waste System The current solid waste management program for the City consists of commercial hauling and disposal at the USA Waste Disposal Facility. This is a Type I facility located in Baytown. 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. Page 6-16 La Porte Comprehensive Plan 0•••••OWN ••••••••••••••••• •••••••••••••••••••••••• Wilbur Smith Associates 1RUST Environment &Infrastructure UtilityInfrastructure Systems........................................................................................� Chapter 6 In addition to the regular residential collection, the City operates m voluntary public drop -off - recycling center at the Public Works Service Center.on N 23 ,Street. The; recycling center is manned on the I" and 3`a Saturdays of the montlk e City adheres to mandatory separation of yard waste. City solid waste crews collect and haul yard waste to the Public Works Service Center. Debris generated by the City from road and infrastructure projects is hauled by the City solid waste crews to a Type IV landfill at Green Belt. This facility is privately owned and operated by USA Waste The City holds a permit (Permit MSW4765) 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 would be required to upgrade the design to include Subtitle D specifications. 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 120CY of recyclables. 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 tcollection and disposal, additional options to increase and upgrade the recycling. I�lQ.✓nt !; Currently, the city utilizes a commercial hauling company for curbside collection and disposal at an jL independent landfill. Other options ray include: • City provided collection and disposal at an independent landfill; • City provided collection and haul to a transfer station; • Development and utilization of the site currently permitted by the city with either: Commercial hauling company collection, and City provided collection. The city's current recycling program consists of voluntary citizen drop-off at the Public Works yard, which is manned on the ls` and 3`d Saturday of the month. Recycling can both reduce the quantity of waste which is collected and hauled for disposal and conserve air space within the city's landfill, should the city opt to construct one, and prolong the site life. 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 yard could include: • Commercial hauling company for curbside collection; • City provided curbside collection; La Porte Comprehensive Plan Page 6-17 Wilbur Smith Associates! RUST Environment&Infrastructure.•••••••••••••••••••••••••••••••••••••••••••••••••••= ......................................................................................... Utility Infrastrnetare Systems • Public drop-off at locations strategically placed throughout the city; • Public drop-off at the city operated landfill; • Increase the operating schedule at the existing recycling facility. A number of options are available if the City were to consider constructing and operating its own landfill. Design upgrades to enhance the existing permitted 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. • Construct and operate a Materials Recycling Facility (MRF) at the city landfill site. The MRF's major function is to reclaim recyclable materials including paper, cardboard, and pallets form business locations. Collection vehicles providing service to business deposit their loads at the MRF and personnel separate recyclables. Non -recyclable materials are taken to the landfill. Since the majority of waste produced at businesses could be recycled, this option could greatly reduce the volume of recyclable materials being landfilled and increase the site life. • Construct and operate a waste to energy plant at the City landfill. The energy plant would be capable of converting landfill gas or methane, discharged from decomposing landfill refuse into electricity, using it as burnable fuel similar to natural gas. The electricity produced could be used to power the landfill operations and/or be sold to consumers for their energy needs. • Designate an area at the site for yard waste and food waste from restaurants turning it into compost for use in urban gardens. The system would require minimal upkeep and reduce refuse volume to the landfill Page 6-I8 La Porte Comprehensive Plan �••••••••••••••••••••••••••••••••••••••••••••••••••••Wilbur Smith Associates! RUSTEnvironment&Infrastructure 1 FIGURE 6=1 1 1"' - — - 1 ILLE__225 DRAINAGE SYSTEM 1 I. o - o c> `. All AI iiiiIjilL I o 1 o __ F101-0'- A E101 ITI — I. i x A F TV 03 00 _ : F1101100-00 1!j a 1 it I_ _ ml IT r l It 4 1 _._- 1lILLF I I ILL. '0c 00 I i BARBOUR S CUT BLVD, I APPRO%. LOCATI 1 SZ I 4I - / I I 1 _€ F�10 00-00 1 DETENTION SITE V T - 1 Y v \ Bs1z-ol-oo I Lie ILme L If jI a! T x I£ INTERCONNELT OF I j ` i - T -- i r_?I jf i if Lvr - - B 09-00-00 0 _;.. 4F _ 1 - - . 1-F.- 0112-PO 00 " i I _ � I ; 9 � ` 0 FENCER HWv (._ 1 _ `4 i 1 "_ r '- 1 i _ X ' 4� t 4 I - Lit z n2o t I ♦ a °� \� = ro B1o��o 0o t s > 1 r y li ♦ .� I /j, _r' t — L 1 ems, f,rfi - aloe-os vo--{ — - r I i 4 0 ♦ 4 r Tr,i a T `♦ {� o" / t � Y\'♦ it A10407 01 , L x' 1 I- j Q ♦I FA IRMONT PARKWA 11 ARMANO I I — Id xlry .i �/ A - CLEAR CREEK L4 `♦ :e- LITTLE CEDAR'I ` \ 1 1 iRot �1 • 1 I I LEGEIl0; IILIk. j °"Am+ACE C"wn4L I t 1 • 1 F P — — — — - DRAN°T E AREA 1 , B0-FLOLA FORTE ?- - - FLOOD EPLAN COMPREHENSIVE \ 1 `=1 � / \_�1 1 NOTE:`°�`�=r°REx�, PLAN UPDATE FLOOD PROANATE A"° ME OWN F PURPOSES °"L7 S. LINE 0 Mc, RM `\ L°cnTlows b1. LA FORTE, TEXAS p ngo 3wo szso .. ` SCALE IN FEET \ 3 S. LINE oOFx SHADY FIVER SO \\, A104-1Q-P� a I IlLft:0 02 L+\ WqN\ W-WN'\ LMWTE\ 11fT9\ WP3\ 9TE.OG1 -- - - HWY. FA IRMSNT PARKWAY rnTlox 5r0, QAOO� BROOKGLEN BSMK PLMT STREET BAYSHORE280.000 R j -rz izI t*L..cEET PTR - - T k L 1 I 5$ TZ _. S. LINE ��RrvorE LINES 841 OF � nxo sunLLER aRE rvoT nLL sxawrv. o" - -\. #o 3 S. LINE OF SHADY RIVER SUBS. II, FIGURE 6-2 WATER DISTRIBUTION SYSTEM LA PORTS COMPREHENSIVE PLAN UPDATE LA PORTE, TEXAS L,\ WOPof\ W-WW\ L/PORIE\ �N]p\ MMS\ 91EDON e SPENCER HWY. 3 FA IRMUNT PARKWAY � S. LINE OF SHADY F` LEGEND: 34* iaTI - SEwERMN FORCE MAN FUTURE SEWER MAN -- ° AN TREATMENT PLANT SUBU. FIGURE 6-S WASTEWATER COLLECTION SYSTEM LA PORTE COMPREHENSIVE PLAN UPDATE LA PORTE, TEXAS ��� wpm w-wm �,woxm sum rws� srencx FIGURE 6-S WASTEWATER COLLECTION SYSTEM LA PORTE COMPREHENSIVE PLAN UPDATE LA PORTE, TEXAS ��� wpm w-wm �,woxm sum rws� srencx ..................................................... Chapter 7 Purpose and Overview The Parks and Recreation Element of La Porte's Comprehensive an 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; ............................................. .......................................................................................................Parks and Recreation Chapter 7 • Public recreation should be highly coordinated among public institutions and private entities to avoid duplication and encourage cooperation; • 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; Y 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. GOALS AND OBJECTIVES 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 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. Goal 7.1: Promote the conservation of natural resources through acquisition of parks and recreation areas, preservation of open space, and environmentally sensitive planning. 013J.7.1a: Identify environmentally sensitive areas, such as flood plains, wetlands, wildlife habitats, and areas with topographic conditions or Page 6-2 La Porte Comprehensive Plan Update :............................................................ Wilbur Smith Associates • RUST Environment & Infrastructure Parksand Recreation..................................................................................................... Chapter 7 severe soil limitations, and encourage conservation through development incentives, regulations and policies adopted by the City. Policy 7.1a.1: The City will protect and conserve its natural resources through preservation and development regulation. Action 7.1aA: Utilize Chapter 94, Floods, of the Municipal Code of Ordinances to regulate development within flood hazard areas. Action 7.1a.2: Adopt regulations and standards for wetland preservation areas. Action 7.1 a.2: Incorporate environmental review in the development process. Action 7.1a.3: Identify environmentally sensitive areas to acquire and preserve as public open space or recreation areas. Action 7.1a.4: Utilize the City's Planned Unit Development (PUD) provisions to conserve and preserve natural resources, create urban amenities, 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 7.1b.1: The City will encourage the preservation of open space through development incentives and conservation and natural areas. Action 7.1b.1: Adopt 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 7.1b.2: Establish 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. 7.1c: Develop an implementation plan identif}ing conservation sites to be preserved and protected. Policy 7.1c.1: The City will protect and preserve important conservation areas such as Little Cedar Bayou and along Galveston Bay. Action 7.1c.1: Conduct an environmental inventory to identify all flood plain areas, wetlands, natural habitat areas and other environmentally sensitive areas. Action 7.1c.2: Develop a database and composite map of candidate conservation sites. Action 7.1c.3: Prioritize conservation areas for acquisition and protection. Action 7.1c.4: Acquire priority conservation areas fee simple or protect them through conservation easements. 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. La Porte Comprehensive Plan Update Page 6-3 Wilbur Smith Associates •RUST Environment &Infrastructure.....................................................: ......................................................................................................Parks and Recreation Chapter 7 OBJ. 7.2a Provide adequate parks, recreation and open space opportunities for all persons, especially low income, elderly, and youth -at -risk citizens, recognizing the importance of accessible public facilities. Policy 7.2a.1 The City will provide adequate parks, recreation and open space facilities to equitably serve all geographic areas of the community. Action 7.2a.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 7.2a.2 Acquire 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 7.2a.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 7.2b.1: The City will provide an even distribution of parks and recreation facilities and open space throughout the community to equally serve all citizens. Action 7.2b.1: Acquire and develop four (4) 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 7.2b.2: Acquire and develop seven (7) 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 7.2b.3: Acquire 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 7.2b.4: Develop linear linkages to connect each of the mini -parks, neighborhood and community parks, and public open spaces to provide a safe and convenient route from neighborhoods and between parks. OBJ.7.2c: Acquire or reserve land in identified future growth areas well in advance of ensuing development to ensure availability, protection, and reasonableness of cost. Page 6-4 La Porte Comprehensive Plan Update :............................................................ Wilbur Smith Associates •RUST Environment &Infrastructure Parksand Recreation..................................................................................................... Chapter 7 Policy 7.2c.1: The City will 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 7.2c.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 7.2c.2: Utilize the park dedication requirement to acquire lands for public parks and recreation purposes. Action 7.2c.3: Adopt site selection criteria for acquiring public parks, recreation and open space. , OBJ.7.2d: Encourage and promote sports and 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 7.2d.1: The City will 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 7.2d.1: Pursue private recreation development such as a bowling alley, skating rink, movie theater and an indoor sports facility through economic development incentives. Action 7.2d.2: Provide facilities for a wide range of active and passive recreation activities including baseball, softball, soccer, football, basketball, tennis, swimming, biking, bicycle motor -cross, in -line skating, shuffleboard, fishing, picnicking, hiking, and other popular activities. Action 7.2d.3: Organize annual community activities such as sports tournaments, festivals, outdoor concerts, fairs and other special events. Action 7.2d.4: Develop a community theatre with musicals, plays and other live performances. Policy 7.2d.2: The City will expand and enhance its youth and recreation programs to meet the future needs of the community. Action 7.2d.2a: 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 7.2d.2b:Advertise and promote youth and recreation programs to inform the public of available programs and activities. Action 7.2d.2c: Solicit and support development of a YMCA or similar facility. Action 7.2d.2d:Provide adequate resources for youth programs to support organization and coordination efforts. Goal 7.3: Create and maintain an accessible parks and recreation system for enjoyment by residents and visitors alike. La Porte Comprehensive Plan Update Page 6-5 Wilbur Smith Associates •RUST Environment & Lnjrastructure..................................................... r Parks and Recreation Chapter 7 OBJ. 7.3a Implement a long-range program for expansion and development of La Porte's parks and recreation system. Policy 7.3a.1: The City will prepare and adopt an implementation program for the development of an adequate parks and recreation system. Action 7.3a.1: Provide adequate funding in the annual capital budget to acquire, development, and renovate parks and recreation areas, facilities and improvements. Action 7.3a.2: Provide adequate funding in the annual operating budget to enhance, improve and maintain the existing public parks, recreation and open space. Action 7.3a.3: Utilize the Parks and Recreation Element to identify general areas of need to acquire and develop parks and recreation areas and facilities. Action 7.3a.4: Establish parks and open space standards and incentives for new development for inclusion in the City Subdivision Ordinance, Goa17.4: Establish cooperative agreements and coordinated efforts with other governmental jurisdictions, educational bodies, and private sector entities. OBJ.7.4a: Develop a mutually beneficial relationship with the La Porte Independent School District (L.I.S.D.) to include joint 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 7.4a.1: The City will cooperate with the La Porte Independent School District to jointly acquire and maintain public parks and recreation areas, as appropnate. Action 7.4a.1a: Establish a joint agreement with the La Porte Independent School District to form a partnership regarding acquisition, development, use and maintenance of public parks, recreation areas, buildings and facilities. Action 7.4a.1b: Jointly purchase property for new school facilities that will also be used as public parks and recreation facilities. OBJ.7.4b: Establish partnerships with Harris County and the cities of Deer Park, Pasadena, Shoreacres and Morgan's Point to jointly acquire, develop, operate, and manage semi -regional parks and recreation facilities, activities, programs, and conservation areas. Policy 7.4b.1: The City will seek opportunities to partner with adjacent jurisdictions to develop and operate regional parks and recreation areas and facilities. Page 6-6 La Porte Comprehensive Plan Update :............................................................ Wilbur Smith Associates •RUST Environment &Infrastructure Parksand Recreation..................................................................................................... Chapter i action 7.4b.1a: Identify opportunities to partner with adjacent jurisdictions to fulfill the parks and recreation needs of the La Porte area. Action 7.4b.1b: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 7.4b.1c: 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. 013J. 7.4c Encourage private sector participation in the provision of parks and recreation opportunities. Policy 7.4c.1: The City will establish programs and incentives to encourage private sector participation in providing parks and recreation areas and facilities. Action 7.4c.1a: 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 7.4c.1b: Continue to utilize the requirements for parkland dedication or fee in lieu of dedication. Goa17.5: Establish a parks and recreation improvement program, including redevelopment of existing areas, and maintenance, improvement and renovation of all public areas and facilities. OBJ.75a: Assess the existing conditions of all parks and recreation areas, facilities, and improvements. Policy 7.5a.1: The City will ensure that all parks and recreation areas are in good physical repair, handicap accessible, and safe. Action 7.5a.1a: 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 adequate maintain existing facilities. Action 7.5a.1b: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. 7.5b: Prepare and adopt an annual improvement program with priority improvements, time frames, and a source of funds. Policv 7.5b.1: The City will adopt an annual improvement program to ensure parks and recreation areas are well maintained and in good physical repair. Action 7.5b.1a:Develop an implementation program with prioritized improvements based upon criteria such as safety hazards, level of use, and other practical operating and maintenance criterion. La Porte Comprehensive Plan Update Page 6-7 Wilbur Smitlr Associates •RUST Environment &Infrastructure.....................................................: ...................................................................................................Parks and Recreation Chapter 7 Action 7.5b.1b:Develop a scheduled (routine) parks and recreation inspection, maintenance and repair program with assigned personnel and task checklists. , Goal7.6: Provide 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 7.6a.1: The City will seek to improve and enhance its water -related activities and programs by providing additional facilities and improvements. Action 7.6a.1a: 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. Action 7.6a.lb:lmprove public access to Galveston`Beach with recreation easements, fishing piers, public beach activity areas. Action 7.6a.1c: Enhance the perception of safety and security with enhanced lighting and increased police presence. Action 7.6a.1d:Commission a study to evaluate the desire for and feasibility of breakwater and beach improvements. If desirable and feasible, subsequently seek local, state and federal funding assistance to construct the improvements. 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. 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. Policv 7.7a.1: The City will dedicate the necessary resources to develop a citywide network of greenbelts, on -street bikeways and bike lanes and off-street hike and bike trails. Action 7.7a.1: Identify minor arterial, collector and local residential streets that are suitable for bicycle traffic. Action 7.7a.2: Identify rights -of -way, easements, natural drainage ways, streams and bayous that are suitable for development of hike and bike trails. Page 6-8 La Porte Comprehensive Plan Update :............................................................ Wilbur Smith Associates •RUST Environment & Infrastntcture Parksand Recreation..................................................................................................... Chapter 7 Action 7.7a.3: Interconnect trail segments to link major destinations, such as parks, schools, public buildings and facilities, and major employers. Action 7.7a.4: Utilize the conservation areas along Little Cedar Bayou and other waterways as greenbelt corridors. Action 7.7a.5: Prepare a strategic implementation plan identifying the policies and procedures to acquire recreational easements and/or rights -of -way. Goal7.8: Preserve and enhance the education, appreciation, and preservation of local historic and cultural resources. O131 7.8a Support historically and culturally significant programs, activities, museums, buildings, and districts through land use and development regulations and adopted public policy. Policv 7.8a: The City will provide financial support and assistance to preserve the rich historical and cultural significance of the community assets. Action 7.8a.1: Develop a "tourist trail" connecting monuments, museums, and landmarks that are of local significance to the cultural, architectural, and historic value of La Porte, Action 7.8a.2: Increase public awareness of local heritage through the incorporation of historic and cultural value into park and recreation activities and programs. Action 7.8a.3: Provide, operate, and maintain public recreation facilities and programs that promote tourism and cultural activities. Development of the Parks and Recreation Element for the Comprehensive Plan Update included 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, I 1 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. La Porte Comprehensive Plan Update Page 6-9 Wi16ur Smith Associates •RUST Environment & lnfrastructure.....................................................: .........................................................................................................Parks and Recreation Chapter 7 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. 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. 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 youth 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 of the 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, 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. 141h Street. Glen Meadows Park — Located at 5100 Valleybrook, this 8.13-acre park provides one-half mile walking jogging trail and also has a playground and four practice baseball fields. Little Cedar Bavou Park —Located at 600 S. Little Cedar Bayou Drive, this 48.7-acre community park has two tennis courts, three adult sofball fields (two lighted), and two soccer fields (one lighted). The main attraction of the park is a 300,000-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 is a forest that has a nature walk that leads to Galveston Bay. Lomax Park —This park, located at 1508 Lomax School Road, offers a girls softball complex and a covered rodeo arena. The 10-acre park also has a meeting room that is rented by the La Porte Rodeo Association and the La Porte Youth Soccer Association. Page 6-10 La Porte Comprehensive Plan Update :............................................................ Wilbur Smith Associates •RUST Environment & Infrastrucn�re i FIGURE 7.1 EXISTING PARK k AND .�' peas tons; -'4 RECREATION Ir It SYSTEM rIt Morgans Pete Gilliam Point - - - Tom Brow 0¢ SPfeQilf Seaheeeu It v. Sylvan Beach �a~, little Cedar Bar ou • Nature Teail ati; UT Part. a°i�o IIt 3hor�acras Ylly"! 1 WILBUR SMITH ASSOCIATES Consulting Engineers and Planners Parks and Recreation.....sow see .....................................................................................Robot Chapter 7 Northside Park — This 2.7-acre park contains a lighted softball field as well as an open-air lighted basketball pavilion. 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. Pete Gilliam Park —Located at 200 N. Holmes Street, the park was named after a neighborhood gentleman who maintained the propemfor 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. Svlvan Beach Park —This 5-acre park 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 one -quarter mile into the bay is a major attraction. Tom Brown Park —Located on S. Lobit Street, this 0.57-acre pazk, 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. Currently under construction, when complete the park will be available for La Porte residents and guests only: To be developed in phases, the first phase will include a shoreline modification project and permanent fencing along the west boundary of the property. Future plans include a fishing pier, hiking trail and boardwalk, picnic pavilion, restrooms and parking facilities. West Side Communi Park —The City is currently negotiating to purchase 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 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 La Porte Comprehensive Plan Update Page 6-11 Wilbur Smith Associates *RUSTEnvironment & Infrastructure.....................................................: Parks and Recreation Chapter 7 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 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 faci]ities 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, walkingijogging paths, nature trails, picnic.ariras, 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. Page 6-12 La Porte Comprehensive Plan Update :............................................................ Wilbur Srnith Associates •RUST Environment &Infrastructure Parksand Recreation..................................................................................................... Chapter 7 TABLE 7.1 NRPA DEVELOPMENT STANDARDS La Porte Comprehensive Plan Update La Porte, Texas �• til Desirable F7cialized Characteristics facilities Less than 1/4 t acre or less 0,25 to 0.5 Within neighborhoods ing concentrated ` mile radius. and close to apartments, mited population townhouses, or housing pecific 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, lorseback 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. La Porte Comprehensive Plan Update Page 6-13 Wilbur Smith Associates III RUST Environment & Infrastructure.....................................................r Parks and Recreation Chapter 7 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. 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 Supply 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 may be 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 method 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 Page 6-14 La Porte Comprehensive Plan Update :............................................................ {Vilbur Smith Associates •RUST Environment &Infrastructure Parksand Recreation..................................................................................................... Chapter 7 by the National Recreation and Parks Association (NRPA) as a measurable benchmark, acreage of parks 4 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. TABLE 7.2 PARKS AND RECREATION ACREAGE NEEDS La Porte Comprehensive Plan Update La Porte, Texas Mini 0.25 to 0.50 acres/1000 persons 8 17 12.5 Neighborhood 1 to 2 acres/1000 persons 33 66 49.5 7276,5 Community5 to 8 acres/1000 persons 165 264 214.5 Total 206 554 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 554 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 11 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. 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, acid other State and Federal agencies. To meet national standards, the City is currently deficient in the provision of each park classification. Displayed in Table 7.3 —Park Supply 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. La Porte Comprehensive Plan Update Page 6-15 Wilbur Smith Associates • RUST Environment & Infrastructure..................................................... ........................................................................................................Parks and Recreation Chapter 7 TABLE 7.3 PARK SUPPLY V. DEMAND La Porte Comprehensive Plan Update La Porte, Texas 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 parks • 361 Total Acres Future anticipated growth and the nature and location 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' 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 southern most area on either side of South Broadway, the north Page 6-16 La Porte Comprehensive Plan Update :............................................................ Wilbur Smith Associates •RUST Environment &Infrastructure - Community Park Facilities Primary Service Area (1 mile) — Secondary Service Area (2 miles) ® Corporate Limits Neighboring Areas FIGURE �0 COMMUNITY PARK SERVICE AREAS Y%&k W ILBUR SMITH ASSOCIATES Consulting Engineers and Planners P¢rks 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. The size of neighborhood parks varies according to the availability of property, method and timing 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 LaPorte, 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 Tor neighborhood parks and related areas is divided into primary and secondary areas. The primary service area is one -quarter mile (''/4) and the secondary service area is one-half (Yz) mile. As displayed in Figure 7.4 — 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 of community parks is generally agreed to be the responsibility of the city, there is much less certainty La Porte Comprehensive Plan Update Page 6-17 Wilbur Smith Associates •RUST Environment &Infrastructure.....................................................: ..........................................................................Parks and Recreation Chapter 7 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 increases the number and distribution of parks and recreation areas throughout the community, as shown in Figure 7.4 — 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 Svstem 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: introduction; 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 6-18 La Porte Comprehensive Plan Update ........................................................... Wilbur Smith Associates •RUST Environment &Infrastructure FIGiIRE 7.3 NEIGHBORHOOD PARK SERVICE AREAS WILBUR SMITH ASSOCIATES ConsWting Engineers and Planners Parks and Recreation..................................................................................................... Chapter 7 community. Further analysis and evaluation is necessary to meet the master plan guidelines established by the TPWD. The general plan for future development of La..Porteparks 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 hew 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 existipg 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 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 services 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's 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 all 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 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 7.7 —Typical Bikeway Sections. Local and collector streets are suitable for use by most adult bicycle riders while minor arterial streets are suitable for limited use by bicyclists due to higher traffic volumes and higher speeds. La Porte Comprehensive Plan Update Page 6-19 Parks and Recreation Chapter 7 FIGURE 7.7 TYPICAL BIKEWAY SECTIONS La Porte Comprehensive Plan Update La Porte, Texas Wide. Curb Lane G La 14-15 ff. 14-15 h. Wide Curb Lane tee Shoulder alkeway 6 ft. 4 ft. Shoulder Bikeway minimum mcvele Lane 0 5 ft. six. u Bicycle Lane minimum t� III X'E 3ft. 2 ft. bike Path i2 tt to - 12 h- Smoothly Graded _ 6 ft. minim Bike Path um Page 6-20 La Porte Comprehensive Plan Update :............................................................ Wilbur Smith Associates • RUST Environment & Infrastructure i a — FIGURE 7.4 1 1 �� - GENERAL PARKS �. AND IL RECREATION SYSTEM - ... 3 PLAN - e Lr , _ maws ssssR7F s X11f !! ssir� MSa� NO® Mawry 3 . � C I r La'Pw1e - -.'—n2 Y MAP LLGEND \ — / %v 'Bicycle and Pedestrian Trails _ Existing Parks F O Existing Park Service Areas Neighborhood Park Generalized Service Areas Community Park Generalized Service Areas ` " • 7t Schools and Activity Centers Proposed Neighborhood Parks Proposed Community Parks YKT� C3 Corporate Limits W ILBUR SMITH ASSOCIATES 'Consulting Engineers and Planners Neighboring Areas. Parks and Recreation.................................................................................................... Chapter 7 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 7.6- 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-ot=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 19$4 remains a valid system plan to connect neighborhoods and parks. The General Parks and Recreation System Plan, displayed in Figure 7.6, 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. 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 La Porte Comprehensive Plan Update Page ti-2/ Wilbur Smith Associates •RUST Environment &Infrastructure.....................................................: ............ mass .... mass . as* as* .............. we* .......................a...............as* °... *an ........Parks and Recreation Chapter 7 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: t000erannv: • 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. Vegetation: • 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. Access and Location: • Should be readily accessible to the service area by pedestrians, bicycles and vehicles: Page 6-» La Porte Comprehensive Plan Update :............................................................ Wilbur Smith Associates •RUST Environment &Infrastructure Parksand Recreation...................................................................................................., Chapter i • 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 andpublic usage will not conflict with school activities. Operating and Maintenance Standards Development of parks and recreational facilities can not 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 facilities; sidewalks; walkmg/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 eLfBintenance Standards, a publication of the National Park and Recreation Association (NRPA1. contains a Maintenance Standard Classification 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, governmental grounds or high visitation parks. • Mode II —High Level Maintenance: Maintenance associated with well -developed park areas with reasonably high visitation. • Mode IH—Moderate Level Maintenance: Maintenance associated with moderate to low levels of development, moderate to low levels of visitation or with agencies that because of budget restrictions can't afford a higher intensity of maintenance. La Porte Comprehensive Plan Update Page 6-23 Wilbur Smith Associates • RUST Environment & Infrastructure......................ME* ............................: ................................................................................................Parks and Recreation Chapter 7 • 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 Financing - 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. Some of the available techniques include the following: • Current Revenue; • Reserve; • Enterprise and Revenue Funds; • General Obligation Bonds; • Lease -Purchase; • Eminent Domain; • Authorities and Special Districts; • Sales Tax; • User Fees; • In -kind Services and Volunteer Participation: • 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 (RTCA); • Intermodal Surface Transportation Efficiency Act (ISTEA); • 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 6-24 :............................................................ La Porte Comprehensive Plan Update Wilbur Smith Associates •RUST Environment &Infrastructure Chapter 8 The purpose of the Community Facilities Element is to assure the adequate provision of primary public services such as police, fire, emergency medical services, libraries, governmental buildings and facilities, and general health care 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 set • Fire and Police protection/EMS response • Municipal facilities Weaknesses: • Size of library • No central place for social services The following goals, objectives, strategies, and actions help the City ensure the continuation of these strengths of La Porte and meet the future needs for community facilities and services of the growing community. ' ............................................. ...........................................................................................Gommurrin Facilities & Services Chapter 8 GOAL 8.1: Maintain adequate provision of police services and continue to fulfill the mission of the Police Department, OBJ. 8.1 a: Policy 1: Action I: Action 2: Action 3: Action 4: Action 5: OBJ.8.l.b: Policv 1: Action 1: Action 2: OBJ.8.1.c: Policy 1: Action 1: Action 2: Action 3: Page &2 Support the acquisition ofstate-of--the-art technologies and other resources that will assist the Department in providing adequate services. The City should use its resources to meet the increasing needs of the police department as the population grows in the future. Build a new Police/Court complex. Provide substations in the areas of the City determined most appropriate and feasible. Purchase an adequate number of vehicles and other equipment to support a larger police force as the community grows. Equip all police vehicles with laptop computers and digital radios to utilize state-of-the-art technologies. Periodically review staffing needs of the Department and hire additional staff to maintain 2.98 staff persons per 1,000 population. Continue to enhance the skill and knowledge of the police force with educational and training programs. The City should provide the police department with adequate financial and human resources to offer educational classes and send officers to training seminars and conventions. Require periodic skill checks to ensure police officers are current in their knowledge and practice. Offer continuing education opportunities to enhance the skill base of the force. .4ddress the citywide drug problem through the provision of community education and strict law enforcement. The City should provide adequate personnel, equipment, and funding to address the citywide drug problem. Create awareness of the negative effects of drug use with public information campaigns. Increase community involvement of the police force with civic organizations by providing speakers and education programs. /ncrease the policing of known drug areas with additional officers and enforcement programs. ............................................................ La Porte Comprehensive Plan Update YVilbur Smith Associates •RUST Environment &Infrastructure Communitv Facilities &• Services..............................................................--- ------ ------ - -- - - - Chapter 8 Action 4: Utilize foot or bicycle patrol to increase the visibilim 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 l: 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 ektcrT-drug problems in the City. Action 1: Establish "PINE", "DARE", and other projects in the most vulnerable neighborhoods. 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: Establish a cooperative relationship with the Texas Drug Taskforce. Action 4: 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 provision 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 offtre incidents. Action 4: Regularly review service areas and build additional substations as necessary to maintain a 1.5 mile service area radius fi-om each substation - Action 5: Monitor EMS calls to determine when additional personnel are needed on shift for a third ambulance. La Porte Comprehensive Pla Page 8-3 Wilbur Smith Associates 0 RUST Environment & Infrastructure..................................................... ......•...•................................................................•..........Canmu nits Facilities & Services Chapter 8 GOAL 8.3 Support the Edith Nilson Public Library to maintain its growth and utilization and continue to provide quality educational services. OBJ 8.3.a Ensure the provision of adequate library services to support the needs and desires of the community. Policy 1: The City should partner with the Harris County Library System to address the needs and concerns for the Edith Wilson Public Librarv. Action 1: Ensure the new proposed library facility is identified 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 I: Convene a task force charged with developing strategies to attract new library patrons and visitors. Action 2: Solicit funds 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. POIIcv 1: The City should complete the proposed expansion of City Hall for the improved delivery of quality public services. Action 1: Provide finding for the proposed total project costs of $2,009, 410. 00, 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 ofpublic needs. Action 4: Distinguish the payment counter in the Finance Department and permit counter in the Planning Department from the it fonnotion 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. Page 8-4 La Porte Comprehensive Plan Update :••••••••••••••••-•••••••••-••••••••••••••••••••••••••••••••• WilbttrSn:ithAssociates •RUST Environment&Infrastructure CommunityFacilities & Services.......................................................................................1 Chapter 8 OBJ 8.4.b: Provide La Porte with a meeting/convention and hotel facility. Policv 1: The City should use 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 Provide citizens of La Porte with adequate health care facilities and services. OBJ8.S.a: Provide the necessar}incentives and conduct the necessary marketing to attract a primary medical care facility to La Porte. Policv 1: The City should use its available resources to attract a primary medical care facility to LaPorte. Action 1: Consider cooperative arrangements with surrounding area hospitals to establish a satellite primary medical care facility. Action 2: Investigate the option of creating a corporation for private ownership of the facility and offering incentives for investing. Action 3: Create incentives to recruit doctors and medical support staff. Action 4: Commission a healthcare consultant to identify strategies and attract a primary health care provider and to assist in recruiting prospective providers. Action 5: 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 is Construct and staff fire/EMS substations in appropriate locations as needed to adequately serve growth areas. Action 2: Establish a comprehensive training facility for police.1fire/EMS to train all personnel to be qualified for appropriate, immediate, humane, and sympathetic treatment of all citizens. Action 3: Acquire and maintain modern equipment to adequately serve all citizens. Action 4: Establish electronic links from ambulances to trauma centers. La Porte Comprehensive Pla Page 8-5 {Vilbur Smith Associates 9 RUST Environment & Infrastructure.....................................................: •............................................................................................community Facilities d Services Cltaprer 8 1 1 � 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: Mission Statement: "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, at:d itnpartial applicatiot: of laws and ordinances without regard to race, color, creed, sex, or station in compassion, at:d dignity. We will strive to provide open communication and alliance x�ith citizens. We will endeavor to promote pride and trust through the continual performance of our dun• with responsibility, honesty, integrin•, and discipline. We will work cooperatively with tl:e public and within the framework of the Constitution ojthe United States ar:d the State ojTesas to enforce the laws, preserve the peace; reduce fear and provide for a safe environment. " The Department employs 77 officers and 19 civilians for a total of 96 employees. The Department is divided into the following divisions: • (To be provided by the City) The Department's Main Station is located at 915 S. 8th Street. This facility houses all functions of the Department. The Department currently utilizes and maintains 49 vehicles of which the Patrol Division uses 34 of these vehicles. Currently, the following special projects are in place: • • Si�JAT Team DARE Crime Prevention TxDOT • Citizen Police Academy • Dive Unit • Community Service Trailer • Motorcycle units 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 2� percent. The largest percent decrease of 82.4 percent occurred for narcotics calls. The Department wimessed more than a 50 percent decrease in the number of calls for weapons possession and sexual assault. A significant increase of 518.8 percent in family offenses occurred between 1994 and 1998. In 14 of the 17 crime rate statistic categories (as shown in bold typeface), the number of incidents decreased Page B-6 La Porte Comprehensive Plan Update •-•••••••••-••••••••••••-••••••••••••••••••-•••••••••••••••• Wilbur Smith Associates •RUST Environment 8•Ltjrastntctrtre CommunirvFacilities & Services..........Moog even ......... Mass ...................•................. *gets season ......... Chapter 8 significantly in many cases, which speaks well for the effectiveness of the Police Department during this four-vear duration. TABLE 8.1 LA PORTE POLICE DEPARTMENT CRIME RATE STATISTICS La Porte Comprehensive Plan Update La Porte. Texas ,. Homicide 1 2 2 3 1 1998 0.0% Sex Assault 13 10 16 12 6 -53.80/6 Robbery 17 17 14 13 13 -23.5% Aggravated Assault 44 47 39 44 37 -15.9%0 Burelary 210 246 337 275 193 -8.1% Theft 388 398 1 440 388 292 -24.7%a Motor Vehicle Theft 70 67 67 55 60 44.3%0 Weapons 28 12 9 11 13 -a516% Narcotics 119 52 28 74 21 .82.4% Family Offense 16 54 42 51 99. 518.8% DWI 162 62 55 43 10,9 -32.7%0 Runaway81 118 I10 115 80 -1.2% Major Accident 38 25 20 26 29 -23.7% Minor Accident 280 158 152 173 220 -21.4%0 Disturbances 14649 1.565 IA56 1,498 1249 -24.3% Traffic 10,718 8,228 7,618 7,626 9,621 40.2%• Other 18,620 20.956 23.479 27,078 28.579 53.5% Total Calls for Service 324454 32.017 33,884 37,485 40,622 25.2% Source: La Porte Police Department, 1999 Data: January 1994-December 1998 A typical_ standard for municipal police departments is an officer to citizen ratio of 2.20 police department staff per 1,000 citizens. The Porte Police Department greatly exceeds this standard with an -- - _ . average of 2.98 department employees per 1,000 citizens. Maintaining the existing ratio of police staff to citizens should be one of the primary goals of the City as it continues to increase in population. To continue to provide a level of service in the future that is equal to that provided today, the Police Chief has identified the following needs of the Department: • New Police/Court complex; • Increase in the number of personnel to maintain or improve current ratios; 1 Increase the number of department vehicles; and, J La Porte Comprehensive Pla Page 8-7 6Vilbur Snrith Associates •RUST Environment & Lrjrastructure..................................................... 0 •............................................................................................Commuttity Facilities & Services • Chapter 8 • Placement of police substations in the south and west areas of the community; Future staffing needs were estimated utilizing the projected furure population and the existing officer to citizen ratio of 2.98 department employees per 1,000 citizens. To maintain the current level of service, assuming the accuracy of the population projections, the Police Department will need to increase its staff by approximately eight persons every five years to meet the growine need for police services. The projected staffing needs are illustrated in Table 8.2 —Future Police Department Staffing Needs. TABLE 8.2 FUTURE POLICE DEPARTMENT STAFFING NEEDS La Porte Comprehensive Plan Update La Porte, Texas 1997 'i� Ili �� � •� •� 32,162 96 2.98 -- 2005 35.213 104 2.98 8 2010 37,464 111 2.98 7 2015 39,990 119 2.98 8 2020 42,684 127 2.98 8 Source: Wilbur Smith Associates, I999 _ Fire Protection Services The mission statement of the La Porte Fire Department is: Mission Statement: "To provide the community with the most effective and progressive Fire Prevention, Protection. and Emergettcv Aledical 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 65 Volunteers serve the Fire Suppression division, and EMS has 16 Career Paramedics. The Fire Department has four stations ]ocated at the following addresses: • Station One: 124 South 2"a • Station Two: 10428 Spencer Highway • Station Three: 1� 16 Lomax School Road Page 8-8 La Porte Comprehensive Plan Update •••••••••••••••••••••••••••••••••••••••••••••••••••••••••••• Wilbur Smith Associates •RUST Environment&lnfrastntcture CommunirvFacilities & Services........................................................................................ Chapter 8 • Station Four: 617 Shorea_cres Blvd_ The stations are located to serve a 1.5-mile service area radius. 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. Each station is equipped with a minimum of rno engines and one paid fire fighter that is on duty at all times. Volunteers are assigned to each station according to their residence. 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 supervisor's vehicle: The. La Porte Fire Department has earned an Insurance Services Office (ISO) Class IV fire insurance ratine. To earn 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. Library Servjjoes The Edith Nilson Public Library, located at 526 San Jacinto Street, currently serves the City of La Porte. This branch facility of the Harris County Library System is currently 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 February to between 7,000 and 8,000 volumes during the summer months. All operations of the library are funded through Harris County, with the exception of the Summer Reading Program. This program is made possible through donations and funds collected from continuing book sales from the Friends of Edith Wilson Library. The Summer Reading Program enrolls school -aged children and requires them to read a minimum of ten books during the summer. Upon completion of this requirement, the children receive an award certificate. Another special program of the library is the jChildren's Choice Awards. This program is in the Fall and asks children to vote for their favorite author. La Porte Comprehensive Pla Page 8-9 Wilbur Smith Associates • RUST Environment & Injrastructtire.....................................................: .. we* . SOON ......................................••..........................................Comnruniry Facilities & Services Chapter 8 The children receive a button that has been chosen from a design contest held during the program the previous year for voting. The Children's Choice Awards provides the library with information regarding the books children prefer to read and helps in determining if the needs of the children are being met. A new 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 over 30 computers for public use. The library building will be owned and maintained by the City of La Porte. The Harris County Public Library System will supply the opening day collection, staff, equipment, materials, collection 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. 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 facility will occur to the north. According to staff reviews and area analysis, the existing building requires an additional 8,472 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 32.005 square feet. Total project cost for the construction, furnishings, equipment, fees and contingencies is calculated to be $29009,410,00. The C(ty 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. Health and Human Services The City of La Porte is interested in pursuing a comprehensive health and human services delivery system for all community residents regardless of social or economic status. The Health and Human Page 8-10 La Porte Comprehensive Plan Update ••••••••••••••••••••••••••••••••••••••••••••••-••••••••••••• YVilburSnrithAssociates •RUST Environment&Infrastructure CommunityFacilities d Services........................................................................................ Chapter 8 Services section identifies major public and private providers of health care, determines now 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 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 Harris 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 Hams 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. The City of La Porte does not have an 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 Hams County Hospital District, other alternatives for emergency medical service delivery should be explored. This 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. La Porte Comprehensive Pia Page 8-1 I Wilbur Smith Associates •RUST Environment & Infrastn�cture..................................................... Chapter 9 The condition and availability of housing are i portant 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, both private and public, 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: Revitalize and rehabilitate existing Jtousing in the community where needed. OBJ. 9.1a: Provide public information regarding City and State codes, standards, and regulations. Policy 1: The City should strive to bring all housing into compliance with established codes, standards and regulations in a fair and uniform manner. Action 1: Provide information and assistance to homeowners for correcting code violations and substandard conditions. Action 2: Conduct a thorough survey of housing conditions and identify target areas with poor housing conditions and high vacancy rates. Action 3: Provide useful information packets listing sources of help to homeowners who are in violation of CiCy codes. an Action 4: aggressive program of code enforcement. Action 5: Provide and maintain public infrastructure such as streets, sidewalks and parks throughout the community and specifically in target neighborhoods. Action 6: Develop a financial assistance program jor low to moderate -income households. OBJ. 9.1b: Utilize grant and loan pro rams for housing rehabilitation. Policy 1: The City �shl a d ��ore��ate with applicable agencies and private businesses to provide loans and seek grant assistance. Action 1: Develop a housing rehabilitation grant program. Action 2: Facilitate and coordinate grant applications for housing -related agencies. La Porte Comprehensive Plan Update.. Wilbur Smith Associates *RUST Environment & Infrastructure Residential Development Chapter 3 GOAL 9.2: Meet the future housing needs in La Porte by providing for a variety of housing options. OBJ. 9.2a: Provide 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: Provide outreach to the public with information about housing assistance programs. Action 2: Create 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.9.2b: Facilitate volunteer programs such as Habitat for Humanity to assist in the construction of affordable housing. Policy 1: The City should utilize innovative and creative mechanisms to create an affordable living environment. Action 1: Sponsor pilot housing programs such as Habitat for Humanity. Action 2: Serve as an organizing agency to promote the organization of programs and services offered by civic groups, churches, and other agencies. Action 3: Develop and distribute educational materials about the benefits of affordable housing and the availability of assistance programs. 7C1�a„y: Npa. �� Q- =zPnS L Ui OBJ.9.2c: Facilitate loan programs to provide the opportunity of home ownership to as many citizens as possible. Policy 1: The City should encourage programs and services to facilitate home ownership. Action 1: Consider establishing an incentive program to encourage home ownership. Action 2: Leverage State and Federal subsidies to the greatest extent possible through creation o local housing programs and provision of local funding. ti�1.4•.r�s�„ �1��.b1� OBJ. 9.2d: Provide for 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: 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. Page 3-2 :........................................................................... La Porte 2020 Comprehensive Plan Update Residential Development ................................................................................................. Chapter 3 Action 3: Provide 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. G?IGI'.e°' GOAL 9.3. Recognize manufactured its a viable housing option. OBJ.9.3a: Consider appropriate areas for the development of manufactured homes. Policy 1: The City should support development of manufactured home subdivisions. Action 1: Utilize the La Porte 2020 Land Use Plan to guide decisions pertaining to the appropriateness of manufactured home development. Action 2: Establish criteria in the zoning ordinance for the Planning and Zoning Commission to use in making decisions relating to appropriate and compatible development of manufactured homes. OBJ. 9.3b: Maintain huh standar s for the construction of manufactured homes. Policy 1: The City should maintain up-to-date development standards for manufactured homes. Action 1: Review the manufactured home park ordinance on a regular basis and adopt amendments as necessary to ensure high quality, sustainable manufactured home development. Action 2: Consider preparation nd adoption of deyel p ent standards pertainin to the appearance of individual manufactured domes and the overall development, including provisions for subdivision perimeter landscaping, foundation plantings, sidewalks, and other enhancements. GOAL 9.4: > stablish incentives ibr rehabilitation or replacement of so standard housing. OBJ. 9.4a: 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: Conduct a feasibility study on the use of tax abatement or other financial programs and adopt recommendations as appropriate. Action 2: Waive or reduce building permit fees and utility tap fees. Action 3: Identify and pursue 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. I.a Porte 2020 Comprehensive Plan Update...........................................................................: ............................................................................................... Residential Developrnent Chapter 3 GOAL 9.5: Promote a standard of home ownership encouraging m Tftrthe anal well - maintained residential properties. OBJ. 9.5a: Create an acceptable level of housing habitability. Policv 1: The City should de%eiop and support housing programs and activities that enhance the stability and quality of neighborhoods. Action 1: Improve the standard of quality for public housing projects. �lEt force housing codes and other ordinances for public health and safety to Action 2: ���� maintain an acceptable level of housing habitability. Action 3: Encourage neighborhood empowerment and participation by residents in the decision -making process. OBJ.9.5b: Utilize codes and ordinances to enforce property maintenance standards. Policv 1: The City should ensure proper maintenance and upkeep of properties within the Citiq ifirough enactment and enforcement of codes and ordinances. Action 1: Enforce the Cam's code of ordinances with respect to property maintenance and environmental or health and sanitation violations. Action 2: Consider adoption of a separate property maintenance code. Action 3: Continue to condemn and demolish abandoned and uninhabitable structures. GOAL 9.6: Preserve the integrih? of existing neighborhoods and create livable neighborhood environments. OBJ.9.6a: Protect existing and planned future residential developments from encroaching incompatible land use. "Policv 1: 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. Action 1: Establish incenti%es to encourage builders to adapt housing design consistent with neighborhood character. Action 2: Encourage neighborhood definition such as entry features, perimeter fencing/landscaping and other identifying features. Action 3: Amend the subdivision regulations to require open space easements around the perimeter of residential subdivisions that abut existing or planned future nonresidential land uses. Action 4: Adopt screening requirements providing for opaque screens between incompatible lauses such as fences, landscaping and earthen bergs. Page 3-d :........................................................................... La Porte 2020 Comprehensive Plan Update ResidentialDevelopment ................................................................................................; Chapter 3 Action 5: Amend the subdivision regulations to require increased residential lot depths when adjacent to incompatible nonresidential land use. Action 6: Amend the subdivision regulations to require additional nonresidential building and parking lot setbacks when adjacent to or abutting residential land use. �CI`.0✓l `' NP %�'�i �7��z'c l tNc. v7�P,t OBJ. 9.6b: Protect the aesthetic value of neighborhoods by establishing provisions to mitigate the environmental impacts of adjacent development. Policv 1: The City adopt regulations and incentives to encourage creative and imaginative site design. u e t 0 Action I: Amend the -zoning or4mancE-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: Amend the zoning regulations to require screening or all building, wall or ground mounted mechanical equipment and service and loading areas when adjacent or abutting residential development. Action 4: Develop design guidelines for nonresidential development. OBJ. 9.6c: Establish aneighborhood-based planning program. Policv 1: The City should empower the citizens to organize neighborhood organizations. Action 1: Develop an organized program of qualified neighborhood associations. Action 2: Organize and facilitate "Neighborhood Pride" days focusing on beautification and clean up. Action 3: Establish a neighborhood grant program for neighborhood initiated enhancement projects such as beautification of vacant lots, landscaping, infrastructure improvement, and other enhancements. OBJ. 9.6d: 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. Page 3-5 La Porte 2020 Comprehensive Plan Update...........................................................................: ............................................................................................... Residential Development Chapter 3 GOAL 9.7: 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 quality of life. OBJ.9.7a: 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: Conduct detailed inventories of all public facilities and improvements within the City's neighborhoods. Action 2: Assist neighborhood organizations to identify improvement priorities within their neighborhoods. Action 3: Schedule capital projects within the City's capital improvements program (CIP) and provide funding as necessary. OBJ.9.7b: 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: Require traffic impact statements for nonresidential developments adjacent to residential subdivisions. Action 2: Implement the La Porte Thoroughfare Plan to provide for an adequate network of streets and thoroughfares to meet the community's mobility needs Action 3: Conduct traffic impact assessments on a periodic basis to identify needed improvements and traffic control within and adjacent to neighborhoods. Action 4: Create a traffic calming program utilizing appropriate techniques such as road narrowing, flush medians, higher visibility crosswalks, one-way streets, rumble strips, gatewav 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. 9.7c: Protect neighborhoods from encroaching incompatible development. Poliev 1: The City should prepare and utilize neighborhood protection strategies and ordinance provisions to minimize negative impacts of nonresidential development on neighborhoods. Page 3-6 t........................................................................... La Porte 2020 Comprehensive Plan Update Residential Devd=ment Chapter 3 Action 1: Amend the zoning ordinance, as necessary, to incorporate provisions regarding lot sizes and depths, building setbacks and buffering between adjacent incompatible land uses. Action 2: Prepare nonresidential design guidelines to address building orientation, building materials, screening of mechanical equipment and loading areas, and other standards of development. OBJ. 9.7d: Promote tfie organization of neighborhood associations. Policy 1: The City should encourage the organization of neighborhood associations through technical assistance and oversight. Action 1: Contact neighborhood leaders to inform them of the benefits of neighborhood organizations. Action 2: Provide technical assistance in the preparation of restrictive covenants for subdivisions. Action 3: Provide incentives for developers to establish neighborhood associations to provide assurance of long term care and maintenance of common areas and neighborhood amenities and facilities. 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 501h and 80" percentiles. Census block groups with a median household ncome 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, 7 76.00. 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 512,308.00. 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. 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.] — 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 Harris County, Page 3-7 La Porte 2020 Comprehensive Plan Update...........................................................................: Residential Development Chapter 3 FIGURE 9.1 LOW AND MODERATE HOUSEHOLD INCOME AREAS La Porte 2020 Comprehensive Plan Update La Porte, Texas �— Bayport Industrial Distnd 0.5 0 0.5 1 Miles T Galveston Bay Page 3-8 .................................................................. La Porte 2020 Comprehensive Plan Update ResidentialDevelopment................................................................................................; Chapter 3 TABLE 9.1 HOUSING AND INCOME STATISTICS La Porte 2020 Comprehensive Plan Update La Porte, Texas 0363.1 $39,125 6.5% I 1977 $421 22.6 $600 14.2 $49,900 0363.2 $45,348 4.21 % 1978 $449 28.6 $759 17.3 $55,600 0363.3 546,106 6.2% 1982 $416 21.2 $848 22A $605800 0365.01.6 $46,250 17.0% 1975 $370 20.4 $583 11.6 WOO 0365.01.7 $12,308 45.6% 1963 $292 35.1 $670 25.6 $347200 0365.02.1 $27,024 7.9% 1975 S230 26.1 $600 14.9 $44,300 0365.02 2 $26,103 16.3% 1960 S297 21.9 $590 21.4 $46,900 0365.02.8 $25,417 9.6% 1950 S274 30.0 $596 21.3 536,100 0365.03.3 $26,875 14.1% 1972 $326 19.4 $656 16.7 $48,700 0365.03.7 $21,346 17.5°% 1956 $246 35.1 $590 20.5 $375100 0365.03.8 $35,132 8.6% 1964 5305 26.2 $539 14.7 $44,200 0366.02.1 $50,149 4.7% 1965 $483 17.0 $747 17.3 $66,300 0366.02.2 $37,250 20.2°% 1966 $311 21.1 $745 18.1 $61,300 0366.02.3 $23,687 15.6% 1972 $328 21.9 $1,194 15.6 $601000 0366.11.1 $33,371 2.2% 1973 $364 18.1 $629 20.9 $60,200 0366.11.2 534,085 6.3°% 1977 $352 23.5 S654 20.3 $473800 0366.21.1 $50,727 3.1% 1977 5536 21.2 $750 16.7 $57,400 0366.21.2 $53,268 5.3% 1976 5533 12.7 $831 20.9 $66,500 0366.21.3 $56,610 6.2% 1984 5617 16.5 $910 16.5 $64,500 0366.41.1 5389250 9.1% 1979 $359 17A $695 23.6 $43,300 0366.41.2 $62,037 3.7% 1970 $342 1 22.4 $1,012 16.9 $99,400 Average $37,641 10.9% 1971 $374 22.8 $724 18.4 WOO Houston $31,488 14.9°% 1973 $406 23.3 $779 20.3 $63,000 MSA Harr s $309970 14.4% 1973 $405 23.2 $773 20.1 WOO County Source: U.S. Census Bureau Page 3-9 LaPoKe 2020 Comprehensive Plan Update...........................................................................: ........•......... adds ...................................................................•....0 ResidentialDevelonment Chapter 3 As shown in Figure 9.2 — Median Household Income, the range of median household income is i 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 $62,037 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 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 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 in 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 599,400.00 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. 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 income 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 corner 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 Page 3-10 ••••••••••••••-•••••••••••••••••••••••••...................................LaPorte2020ComprehensivePlan Update Residential Development ,,,,,,,,,,,,,,,,,,,,,,,,,,,,, ....................................................................... Chapter 3 FIGURE 9 MEDIAN HOUSEHOLD INCOME La Porte 2020 Comprehensive Plan Update La Porte. Texas —�� � l a egr d � i rm .�.�x.._ _ IndustriallDistdct �__ •, 'll Bayport Industrial Di: tzoDo - zs000 I 25001 - 35000 � 0.5 0 0.5 1 Miles 35D01--05000 �===� 45001 - SSODO 55001 - 65000 ` v �� `�� /\ �y �argan's � �i Galveston gay �— , Shoreaores--. Page 3-I 1 La Porte 2r72/1 Canrprelrensn�e Plan Updnte...........................................................................: Residential Development Chapter 3 FIGURE 9.3 RATE OF VACANCY La Porte 2020 Comprehensive Plan Update La Porte. Texas ae,M Battleground — Si �+aa. Industrial Dlstric} m1damm elm M. P Molm to I E3aypcgild, industrial D�)istrctIII022 jr kww Bay 0-5 % -\ 5 - % 0.5 0 0.5 1 Miles '10 -15 % 15.20% 20 % + Yciee =-I' ........................................................................... La Pane ?020 Comprehensive Plan Gpdate Residential Development ................................................................................................. Chapter 3 FIGURE 9A MEDIAN YEAR BUILT La Porte 2020 Comprehensive Plan Update La Porter Texas —I� attleground ��z --� fPi � ""•x„�. Industrial Distnci � � ��'�` 1950- 1959 1960 - 1969 I 0.5 0 0.5 1 Miles 1970 • 1974 I �� 1975-1979 1980.1989 % T Galveston say Pnoe i-] i La Yorte Zl13il Cotnprehensirc• Plan 17rdate...........................................................................: ...6.01.9.00.....0000.....01.06000........111106...00.9.........00a01agoON06a ................. Residential Development Chapter 3 FIGURE 9.5 MEDIAN RENT La Porte 2020 Comprehensive Plan Update La Porte, Texas Battleground, Inddstrial Di$tri�t/li ti Deer Pa Industrial District 200 - 300 • _ ® 301.400 0.5 0 0.5 1 Miles 401 - 500 501 - 600 \ 601 - 699 Galveston eay Pct�e 3-I 1 :........................................................................... La Porte 2020 Comprehensire Plan Update Residential Development ................................................................................900.E00-0.......; Chapter 3 FIGURE 9.6 MEDIAN VALUE La Porte 2020 Comprehensive Plan Update La Porte, Texas I\dustrial'District Bayport Industrial Dist�ict � a0000 • as000 0 60001 - 00o 0.5 0 0.5 t Miles 60001 - 7575000 - 75001 - 90000 \ 90001 - 105000 / Galveston say Shorea^�.,.6� Page 3-1 La Porte 2020 Compre/rensirc• Plaa Gpdare...........................................................................: ............................................................ Residential Development . ................................ Chapter 3 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 comer of S.H. 146 and W. Main Street. The average ratios for renvincome 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, i?lanning for Neighborhoods Strengthening neighborhoods through organization, communication, coordination, and education is a key to maintaining and improving a livable neighborhood environment. Established, stable neighborhoods must 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 vouch 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 i.rrplace 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, sideNi alks and other public places; subdivision regulations. utilities; and, zoning. The City can greatly enhance the quality of life To 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. Page 3-16 ........................................................................... La Porte 102i7 Comprehensive Plm: iipdarc BesidentialDevelopment............................................................................_.................,.; Chapter 3 Neighborhood Protection Neighborhoods are one of La Porte 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 s 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. Provisions to be considered include those dentified 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. • Increased building and parking lot setbacks of adjacent nonresidential land uses; • Increased lot sizes of adjacent nonresidential land uses; • Increased lot depths of residential neighborhoods when adjacent to land developed, zoned, or anticipated for nonresidential development: • Perimtter landscaping and fencing for all residential subdivisions, or nonresidential developments when adjacent to existing residential development; • Platted open space/buffer easements: • 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. Page 3-17 La Porte 2020 Comprehensive Plan Update...........................................................................: ............................................................................................... Residential Development Chapter 3 FIGURE 9.7 NEIGHBORHOOD PROTECTION ZONES La Porte 2020 Comprehensive Plan Update La Porte. Texas Page 3-18 :........................................................................... La Porte 2020 Comprehensive Plan Update Residential Development Chapter 3 FIGURE 9.8 NEIGHBORHOOD PROTECTION STANDARDS La Porte 2020 Comprehensive Plan Update La Porte, Texas RESIDENCE J\J J C o _.,rare BERM rC \ J 1 �.remres AND WANEUCERUNC AREA,.CREA=re° P.rere,S° SETBACK DECOIEDTIVE MATERIALS ON REAR ESEVADou �,re° °re.�-.�o, DOCK AREA —' '..rereosa°. ° LE FCC.°. _ SCREENING ° DOCK AREA WALL FACADE II VECMANICAL EQUIPMENT NnNRESIDENTIAL ZONING Page 3-19 La Porte 2020 Comprehensive Plan Update...........................................................................: ............................................................................................... Residential Development Chapter 3 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 will 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 a enhanced physical environment;, and, • Provision of ao inform and educate citizens on local development processes and other local issues. The neighborhood -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 3-20 ........................................................................... La Porte 2020 Comprehensive Plan Update Residential Development Chapter 3 • 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 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. Visual 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. • Sewepnnd water availability — The availability of sewer and water infrastucture is a determinant of future growth regarding the capacity to support new development or redevelopment. • Apparent 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 Inout: • 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 3-21 La Porte 2020 CompreJaensive Plaia Update...........................................................................: ............................................................................................... Residential Development Chapter 3 • 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 and 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 3-22 • • • • ••..................................................................... La Porde 1020 Comprehensive Plan Update Residential Development Chapter 3 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 si meted 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 is 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 Through Em ironmental Design (CPTED) The physical design of neighborhoods, its layout and built 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 khey 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 nclude: - 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 feel and tree canopies should be no lower than eight feet. • See -through types offences; • Windows that look out upon streets and alleys, particularly including bay windows; and • Non -recessed doonvays. 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 Muttiple access points allow more options for escape following a crime. Therefore, by limiting the number of entrances and exits to a Page 3-33 La Porte 2020 Comprehensive Plan Update...........................................................................: ............................................................................................... Residential Development Chapter 3 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. Terr tonality/Defensible Spaces — A basic principle of CPTED is far 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 a 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 mplementation 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 in neighborhood development standards. Page 3-24 t........................................................................... La Porte 2020 Comprehensive Plan Update it T T'd"lr1TT Pam, N IN v W IIBUR 51..,,,, tulting Engineers phd Plan FIGURE i0.1 CORRIDORS AND GATEWAYS ................................................... apter 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, COALS AND OBJECTIVES GOAL 10.1: Improve the community character of La Porte to make it a desirable place to live, work, and visit. OBS. l0.la: Policy 1: Action 1: Action 2: Action 3: Action 4: Action 5: Enhance the visual aesthetic character of the community through the establishment of programs, standards, and guidelines. The City should develop and implement aesthetic guidelines and standards to enhance the aesthetic appeal of the community. Establish a program to organize and promote the maintenance and upkeep of neighborhoods and business districts.„ �• t Continue to actively identify code violati ns and! 'ursue compliance with City ordinances and regulations. 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. Establish a program to publicly recognize residential and business property owners for their role toward enhancing the visual climate of La Porte, .�� Visually enhance anrtLmaintain public infrastructure improvements such as streets, traffic si als, signage, sidewalks, and parks and specifically in highly visible areas of the community. Page 10-1 .............................................. Beautification and Conservation Chapter 10 OBJ. 10.16: 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: Design 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: Create a corridor overlay district along specified enhancement corridors to enact unique design guidelines to include provisions for signage, landscaping, building fapade 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. IO.lc: Showcase the recognizable and unique identities of different areas of the community including Sylvan Beach, Downtown, 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: Design and install 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. Action 2: Continue to actively enforce the sign ordinance to ensure compliance. Action 3: Partner 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. d Page 10-2 :........................................................................... La Porte 2020 Comprehensive Plan Update Beartotieation and Conservation........................................................................................ Chapter 10 OBJ. 10.1d: Consider a property maintenance code and enforcement program for vacant and undeveloped properties, which provide opportunities for renovation and redevelopment. Poliev 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. Action 3: Consider the implementation of a property maintenance code to provide standards for upkeep and improvements. Action 4: Develop a program to encourage property owners to maintain and enhance their property so as to be an asset to the City. OBJ. l0.le: Improve the visual environment 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 subdivision ordinance, 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 into the Capital Improvement Program and Annual Budget, GOAL 10.2: Improve the aesthetic visual environment of La Porte through enhancement of site design, signage, roadways, parking areas, open space, and landscaping. OBJ.10.2a: Enhance the appearance of major thoroughfares and residential streets throughout La Porte. Policy 1: The City should establish standards and guidelines to address the appearance of corridors in LaPorte. Action 1: Develop 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. Action 2.V Develop standards of development for public improvements such as bridges, sidewalks, streetlights, traffic signals, and signage. Page 10-3 La Porte 2020 Comprehensive Plan Update..........................................................................: o .................................................................................. Beautification and Conservation Chapter 10 Action 3: Amend the City's typical cross sections to increase the width of right-of- way on priority corridors to allow increased setbacks and provision of additional open space. Action 4: Utilize marginal access roads to create additional open space adjacent to major thoroughfares. Action 5: Develop landscaping standards and specifications for all classifications of roadways. Action 6: Develop and implement a street tree program along defined enhancement corridors, with sensitivity to utility placement and maintenance concerns. Action 7: Develop a corridor improvement plan and include it in the Capital Improvement Program and Annual Budget, including costs for design, installation, and long-term maintenance. OBJ. 10.2b: 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. Policv 1: The City should enhance its community character by creating visual interest and defining boundaries of unique areas of the city. Action 1: Amend the City's development regulations, as necessary, to require provisions for increased setbacks, open space easements, raised street medians, and traffic calming improvements at entrances to neighborhoods, distinct areas, and special districts. Action 2: Amend 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. Action 3: Create 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:tAend the City's development regulations, as necessary, to require entry numents at all major entrances of residential subdivisions and ercilcenters. Action 5:lize siageat the entrance of neighborhoods, commercial centers, ustrial 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. ' l Page 10-4 ....................................,................................ veto.. La Porte 2020 Comprehensive Plan Update Beguti,/ication and Conservation....................................L.. ,j.:'a➢1`.................................i Chapter 10 Action 1: Amend the City's development regulations, as necessary, to require provisions for increased setbacks and open space easements adjacent to thoroughfare and collector roadways. Action 2: Require 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: Utilize increased setbacks to buffer neighboring residential land uses from the potential adverse impacts associated with major thoroughfares. Action 6: Acquire and maintain excess rights -of -way, vacant lots, vacated alleys and easements, areas beneath power lines, irregularly shaped parcels, 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. Action 1: Amend 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: Amend 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: Ensure the provision of 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 hou�nid�,,,�establish standards and guidelines to achieve a high qualiV^ ama'61eLkilt and natural environment that is consistent with the community vision. Action 1: Establish design standards and/or architectural guidelines for multiple family dwellings, commercial and industrial buildings, and public facilities. Action 2: Develop 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. Page 10-5 La Porte 2020 Comprehensive Plan Update. ....................................................................................... Beaatficadan and Conservation Chapter 10 Action 4: Develop 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: Adopt 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: Create 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. OBJ. 10.2g: Enhance the appearance of nonresidential parking areas. Policy 1: The City should coordinate with property owners to develop and implement parking lot landscaping standards. Action 1: Amend the City's development regulations, as necessary, to require enhanced interior landscaping standards within parking and vehicular use areas. Action 2: Establish a ratio of landscape islands per parking spaces, such as one island per twenty parking spaces. Each island should be protected by vertical curbs. I- Action 3: Establish landscape island standards to require them to be designed and grouped to create defined aisles and entrances. Action 4: Establish installation and maintenance standards for trees, shrubs, and other landscape materials. Action 5: Require perimeter parking lot screening to fully screen the parking area from adjacent roadways and properties OBJ. 10.2h: Screen accessory and incidental uses, equipment, and storage areas. Policy 1: The City should establish standards to screen unsightly views from the public. Action 1: Amend the City's development regulations to t,�cludp-provisions for 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., Action 2: Establish a site plan review process to ensure conformance with the screening requirements. Page 10-6 '........................................................................... La PoKe 2020 Comprehensive Plan Update Beautification and Conservation....................sees ....... Does ....................................................i Chapter 10 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. OBJ. 10.3a: Encourage the renovation, reuse, and redevelopment of structures in Downtown La Porte in a manner that is compatible with the area's architectural and historic character and that will bring businesses, visitors, and residents to the area. Policy 1: The City should devote necessary resources to revitalize Downtown and to create a vibrant area of regional and local interest. Action 1: Comprehensive, consistent use and application of the existing building code sbouWbt applied when reviewing redevelopment and improvements to older structures. A1 Action 2: Enhancements of design features for sidewalks, parking, and 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: Appraised values of improved and restored buildings should remain at a pre -improvement value in order to encourage investment in restored structures Action 5: Encourage ease/purchase aid angements of propercies owned by trusts that currently own Downtown buildings. Action 6: Require newly developed and redeveloped buildings to blend with the character, design, and scale of the existing structures in Downtown. Action 7: Promote a safe environment through design and community -based law enforcement. 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: Prepare 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: Construct 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. Policv 1: The City should actively market Downtown La Porte to create a destination for retail and entertainment activities. Page 10-7 La Porte 2020 Comprehensive Plan Update...........................................................................: Beautification and Conservad Chapter 10 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: Offer 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. 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 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: Establish 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 Dnwntnwn. Action 1: Support 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. Action 2: Consider the creation of a municipal improvement district or public improvement district within Downtown, which have the authority to levy an assessment apportioned for the improvements. Action 3: Solicit funds from 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: Create a special Downtown La Porte grant fund in the Annual Budget. OBJ.10.3f: Promote the use of sidewalk canopies on storefronts to create a comfortable and attractive pedestrian environment. Policy 1: The City should seek to create an attractive pedestrian environment in Downtown to attract residents and visitors to the area. Action 1: Provide incentives to encourage property and business owners to install canopies to provide shade and shelter as well as an attractive cohesive appearance in Downtown. Page 10-8 :•••••••••..................................................................LaPorte2020CanprehensivePlan Update Beautycation and Conservation.......................................................................................t Chapter 10 Action 2: Offer a rebate for canopy installation/replacement to property and business owners. OBJ.10.3g: Organize festivals and other community activities to focus attention on Downtown La Porte. ' Policy 1: The City should promote and advertise Downtown La Porte as a tourist destination. Action 1: Publicize and encourage participation in local festivals, celebrations, concerts, and other community activities. Action 2: Create positive partnerships with businesses and property owners to sponsor festivals and community activities. Action 3: Consider a regional festival that showcases Downtown and its history. Beautification Issues in La Porte: A series of issues were identified by citizens through. the 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 comdors 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 perceived 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, which are essential to support and sustain. 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 Page 10-9 La Porte 2020 Comprehensive Plan Update...........................................................................: :.................................................................................... Beautification and Conservation Chapter 10 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 the downtown a viable commercial area that would attract not only visitors, but residents as well. The downtown 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 trusts. 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. Beautification Guidelines 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. Primary 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 out weight 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. j Page 10-10 :........................................................................... La Porte 2020 Comprehensive Plan Update Beautification and Conservation........................................................................................ Chapter 10 FIGURE 10.1 GATEWAYS AND CORRIDORS La Porte Comprehensive Plan Update La Porte, Texas Page10-11 La Porte 2020 Comprehensive Plan Update...........................................................................: ..:..................................................................................... Beautification and Conservation Chapter 10 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 design features such as decorative light fixtures, unique pavement patterns, fencing, and enhanced landscaping. Gateways establish identity. Infrastructure - Streets, overhead utilities, sidewalks, and parks are visible infrastructure that are functional elements of an beautification scheme in the community. Sidewalks have potential to be much more than a strip of concrete that runs parallel to the street. More than a necessity for pedestrians, sidewalks can 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 stone pavers on sidewalks and crosswalks can significantly improve the appearance of an otherwise typical street or neighborhood. Sidewalks also link one activity center to another and relieve traffic congestion by encouraging people to 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 Page 10-12 ........................................................................... La Porte 2020 Comprehensive Plan Update Beautification and Conservation........................................................................................ Chapter 10 communities throughout the country require all overhead utilities to be placed underground as a condition 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 and utilities will create a pleasant living environment that offers open space and 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. Parking - 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 to rest and enjoy the outdoors in an attractive setting. The use of internal landscape islands in parking areas provides an opportunity to foster aesthetically pleasing developments, which enhance the appearance and character of a development and the community as a whole. Landscaped Corridors —Streets and greenbelt linkages are included as a beautification element so that their appearance and function can be addressed for improvements. Major comdors, 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 may be imposed. Page 10-13 La Porte 2020 Comprehensive Plan Update.......................................................................... .:..................................................................................a.. Beautification and Conservation Chapter 10 Landscaped corridors create an impression of a livable community, while producing an aesthetic street environment. These "boulevard -type " corridors nclude raised medians and increased setbacks. Increased Setbacks and Open 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. Increased setbacks adjacent to roadways offer an opportunity to reduce environmental impacts on adjacent property owners and to 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 cohesiveness of design among adjacent buildings regardless of their relationship. Use of an architectural theme or style that ties an area or district together creates visual unity. However, there must also be imagination and innovation permitted to avoid development of a sterile and uninviting environment. Another facet of building architecture is its context with the surrounding environment. For instance, among other site development issues such as access, circulation, use, and traffic, by designing a commercial building to be residential in appearance the visual impact on adjacent properties may be greatly reduced or eliminated. Page IQ-14 E........................................................................... La Porte 2020 Comprehensive Plan Update Beautification and Conservation.......................................................................................i Chapter 10 Cohesive development plays 9 an integral role in the �F appearance of an area. The t use ofguidelines or standards can establish site design parameters to coordinate the appearance and visual context of an area. Signage - Businesses require identification and directional signs; however, these signs can be designed and located to form a better visual impression without detracting from their purpose. The City's sign ordinance should include provisions to regulate the maximum amount of signage allowed for wall, ground, window 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. 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 identity 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 lasting identity. Gateways capitalize on the uniqueness of an area and establish defensible community boundaries. Page 10-15 La Porte 2020 Comprehensive Plan Update................................................too ........................: .......... Beautification and Conservation Chapter 10 General Considerations for Beautification Improvement 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. 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. Downtown La Porte 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, 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 oarlor, 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. V Page 10-16 t........................................................................... LaPorte 2020 Comprehensive Plan Update Beautycation and Conservation....................................................................................... Chapter10 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 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 commercial 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 Improvement. A cafe next to an alleyway could utilize the space for outdoor dining. Improvements as simple as tables, chair and umbrellas along with planters and festive lights create a usable pleasant space. Page 10-17 La Porte 2020 Comprehensive Plan Update.......................................................................... . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Beautification and Conservation Chapter 10 . FIGURE 10.2 ALLEYWAY IMPROVEMENTS La Porte Comprehensive Plan Update La Porte, Texas 3 a , te - r:. - P x .�- , . ; ( - _ - ^4 1. ,Y "b . rs '�5r .�• . c { 1 t • t-: -.. - • •• ,; c. • _ - . .r .. •,_ . - . • _: :: w4°• - ( _4• iF ' 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. Corners. can be l Page 10-18 :. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . La Porte 2020 Comprehensive Plan Update + F!r tl i I I +I J a j+�lfl y I �L p L er it it �az- Beaut:fLeation and Conservation.......................................................................•,.•,,..........i Chapter 10 Implementation Main Street Program — This is a program that is available to reinvest 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 Streets 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 oI preservation issues to support Main Street programs at no charge to enrolled cities. Training programs are provided at a nominal cost. 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, parking, utility infrastructure, parks, acquisition, and special services for improvement and promotion of the 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; ( preparation of a service plan to define the annual indebtedness and projected costs of improvement; l preparation of an assessment plan and apportionment plan; and preparation of an assessment roll. Page 10-21 La Porte 2020 Comprehensive Plan Update..........................................................................: ............................ gas ......... wee ............ gas ..........................a.. Beautircation and Conservation Chapter 10 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 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 that 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. Through creation of a TIF 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 for, among other reasons, to 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 the real property 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 Page 10-21 ........................................................................... La Porte 1020 Comprehensive Plan Update Beautification and Conservation........................................................................................ Chapter 10 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, 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, yard, required frontage, yards, 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 where adequate 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 Page 10-23 La Porte 2020 Comprehensive Plan Update...........................................................................: •.......•....0.....0..00.00..099.0.0.9.0.....6.......0.00..0006.0.00.......,.0..0.009.. BeauUTkA 'an and Conservation Chapter 10 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 districts supplement the base zoning district regulations and typically do not preempt the regulations of the underlying base zoning district, although they may allow exceptions under certain circumstances. Overlay districts may be 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. 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 l 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 of buildings 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 and/or 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 Page ! 0-24 :.......................................................... • •............... La Porte 2020 Comprehensive Plan Update Beautification and Conservation........................................................................................ Chapter 10 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. 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 La Porte, 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 p lic 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: • Creation of aself-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 with in 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 10-25 La Porte 2020 Comprehensive Plan Update...........................................................................: . ...... ago . too ..•.......... wee ........•....................•....,..•........•.••...... BeautificaPion 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 21" 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 increased 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. A city may provide land to promote economic development by obtaining and even partially developing a site to show to businesses that may relocate to the area. Examples may include the i Page 10-26 c........................................................................... La Porte 2020 Comprehensive Plan Update Beautification and Conservation.......................................................................................� Chapter 10 purchase of land for municipal facilities including water and sewer treatment plants, industrial l parks, municipal airports, and city streets. • Issuing Debt for Finance 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, street, mass transit, parking, library, park 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 PIA 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 10-27 La Porte 2020 Comprehensive Plan Update...........................................................................: C C.. 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 which can contribute to actual and perceived public safety in the community: • Circulation: Enforce speed limits, match speed bumps to speed limits, railroad overpasses or improvements / � • Drainage: Flood control, underground infrastructure rather than open ditches /"�\/ • Emergency preparedness: Emergency warning system (add air quality warnings), evacuation plan, spill 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 Q(signals and turn lanes), fire hydrants, electric pole maintenance • Land Use and Transportation: Increasing truck traffic to Port of Houston (tax truck traffic) • Lighting: Adequacy and intensity of street lighting, lack of lighting at Sylvan Beach, inadequate lighting on northside • Neighborhoods and Redevelopment: Remove dilapidated 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 ........................................... .....:.............................................................................•.......•..........••..•.• Public Safety Chapter 11 • 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) • Water: Water pressure • Miscellaneous: Animal control, lighting of public buildings and facilities The Comprehensive Plan Steering Committee adopted the following Vision Statement specifically for Public Safety: 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, and emergency medical services. The Committee also 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 not to indicate any priority ranking. Each goal and objective is intended to provide direction for future community decisions regarding public safety concerns in a growing community like LaPorte, GOALS &OBJECTIVES GOAL IL1 Maximize public safety and assure protection of citizens during and after emergencies. OBJ. ZI.Ia; 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 evacuation 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 Hurricane Evacuation Plan to reflect changed conditions such as completion of the Fred Hartman Bridge and associated improvements to the SH 225/146 interchange. Page 11-2 La Porto Comprehensive Plan Update ••••••••••••••••••••••••••••••••••••••••••••••••••••••••••• Wilbur Smith Associates •RUST Environment &Infrastructure Public Safety.......................................................................................................... Chapter 11 Action 2: Continue to promote better regional coordination of evacuation planning in coordination with Harris County and other local jurisdictions. Action 3: Review the budgets and existing resources of each City Department with emergency response duties to ensure each can fulfill its responsibilities. Action 4: Conduct an inventory of unanchored mobile homes and other structural concerns to identify potential trouble areas during severe weather. Action 5: Communicate regularly with Hams County Office of Emergency Management personnel to maintain good working relationships and contacts. Action 6: Include plans for clean-up and debris clearance in overall emergency planning. OBJ. ILZb: Increase participation in the Local Emergency Planning Committee (LEPQ. 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 l: Conduct regular and challenging emergency drills in coordination with the LEPC and other appropriate entities to maintain a high level of readiness. Action 3: 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. 11.Ic: Maintain proper emergency warning systems. Policy 1: The City should investigate the effectiveness of its existing emergency warning systems. Action 1: Request that the Harris County Office of Emergency Management and/or the Texas Division of Emergency Management evaluate the current warning systems and make appropriate recommendations. Action 2: Investigate the logistics of adding air quality alerts to the existing warning systems. Action 3: 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 4: 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 5: Explore the feasibility of issuing rapid tornado alerts locally given advances in weather radar and storm tracking technology. La Porte Comprehensive Plan Update Page 11-3 Wilbur Smith Associates •RUST Environment &Infrastructure....................................................: ....:..........................•............................................................................. Public Safety Chapter 11 Action 6: Recruit local groups and individuals to become trained "storm spotters" as j part of the National Weather Service's SkyWarn program to alert local officials and residents to approaching weather hazards. OBJ. Il.ld: 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 LaPorte, 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. Action 3: Plan public information materials and activities in conjunction with Hurricane Awareness Week in early May each year and during the months leading up to hurricane season. Action 4: Conduct informal evacuation surveys to 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: Ensure that area evacuation routes are well -marked to increase public awareness of evacuation options before as well as during emergencies. Action 6: Emphasize plans for tight security during disaster situations since this is a key factor in residents' decisions on whether to evacuate and leave their homes and possessions. OBJ. ll.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: Maintain up-to-date lists for the Hurricane Evacuation Plan of public facilities and special facilities that will require special attention during emergencies. �ction 2: Coordinate with inland jurisdictions to ensure that adequate space is reserved in nearby shelters for public transportation evacuees as suggested in the Hurricane Evacuation Plan. Action 3: Make special provisions for sheltering mobile home residents and occupants of other especially vulnerable structures. Page 11-4 La Porte Comprehensive Plan Update Wilbur Smith Associates • RUST Environment & Infrastructure Public Safety.......................................................................................................... Chapter II GOAL 11.2: Ensure public safety through adequate provision of key public services. OBJ. 11.2a: Provide adequate levels of public services that are essential to public safety. Policy 1: The City should ensure that all departments involved in providing basic public safety services are adequately funded and staffed and able to maintain their capabilities and levels of service with continued population growth and periodic emergency situations. Action 1: Construct a new Emergency Operations Center (EOQ 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. OBJ.11.2b: Incorporate emergency planning considerations into overall community planning. Policy 1: The City should make hurricane hazard reduction a high priority in future development and redevelopment and infrastructure provision. Action I: Ensure that La Porte's development codes includes 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 such as FEMA's Project Impact ("building disaster -resistant communities") and Harris County's "Green Sector Initiative." 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. La Porte Comprehensive an Update Page I1-5 Wilbur Smith Associates • R UST Environment & Infrastructure....................................................: .....:.................••.•.•<•..•..............••.•.•..•..•...•.•..•............•.<.•.•.•.•.•.•.•.••.••....• Public Safety Chapter 11 - EXISTING CONDITIONS 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, increased tides and wave action, and the risk of hurricane -spawned tornadoes. The Houston -based Weather Research Center warns 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 humcanes 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 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% 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 Page 11-6 La Porte Comprehensive Plan Update ••••••••••••••••••••••••••••••••••••••••••••••••••••••••••• Wilbur Smith Associates•RUSTEnvironment&Infrastructure Public Safety..................................................................................................... Chapter 11 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 humcane 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 "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 La Porte Comprehensive Plan Update Page 11-7 Wilbur Smith Associates • RUSTEnvironment &Infrastructure.................................................... 00 ........................................................................................................... Public Safety Chapter 11 wind-blown debris, fallen power lines, or lightning than by the tornado 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 tomardoes 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 tornado 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. Fortunately deaths and injuries from tornadoes have been greatly reduced in recent decades thanks 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 Emergency Management 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 (at 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 1 Page 11-8 La Porte Comprehensive Plan Update ••••••••••••••••••••••••••••••••••••••••••••••••••••••••••- Wilbur Smith Associates •RUST Environment&Infrastructure Public Safety ....................................................................................................... Chapter11 / communities of Texas to damage, to injury and to loss of life and property by providing a system for the l 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 hazazdous to 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 anOffice 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 Emergency Management Plan. The state's emergency management offices and facilities are located in the 22,000-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 the estimated storm surge elevation. The atlas authors point out that the difference between the maximum and minimum estimated surge can be quite extreme even within the same hurricane category. La Porte Comprehensive Plan Update Page 11-9 Wilbur Smith Associates •RUST Environment &Infrastructure....................................................: .....;....................................................................................................... Public Safety Chapter 11 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); 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 Harris County. The Office of Emergency Management (OEM) leads this activity in Harris County. The Office'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 Harris County Emergency Management Plan, often referred to as the Basic Plan, which is an official instrument approved by Commissioners Court in 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 114. 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.heoem.co.harris.tx.us/ocni/), 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 Comprehensive Plan Update ••••••••••••••••••••••••••••••••••••••••••••••••••••••••••• GVilburSmithAssociates •RUST Environment&Infrastructure Public Safety.......................................................................................................... Chapter 11 TABLE 114 ELEMENTS OF THE HARRIS COUNTY EMERGENCY MANAGEMENT PLAN La Porte Comprehensive Plan Update La Porte, Texas A Warning To Office of Emergency Management (OEM) B Communications Sheriff's Department C Shelter & Mass Care Red Cross' D Radiological Protection OEM E Evacuation Sheriffs 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 Harris 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 s Street as part of OEM's Early Waming ALERT System of 100 La Porte Comprehensive Plan Update Page 11-11 Wilbur Smith Associates •RUST Environment &Infrastructure....................................................: .....:....................................................................................................... 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 tracked on 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 LaPorte 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 prepare 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 f Page 11-12 La Porte Comprehensive Plan Update ••••••••••••••••••••••••••••••••••••••••••••••••••••••••••• Wilbur Smith Associates •RUST Environment&Infrastructure Public Safety.......................................................................................................... Chapter 11 Local Emergency Planning Committee (LEPC) A single Local Emergency Planning Committee, or LEPC, serves the "tri-city" area of La Porte, Morgan's Point and Shoreacres. The federal government 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 RightAo- Know Act (EPCRA) in 1986 as part of the Superfund Amendments and Reauthorization Act (SARA, Title M. 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; • 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. La Porte Comprehensive Plan Update Page II-13 Wilbur Smith Associates •RUST Environment&Infrastructure....................................................i ................................................................................:............................ Public Safety Chapter 11 Representatives of local government, other public agencies, and area industries serve on the local LEPC. The current membership includes: Air Liquide-Speciany Gases Air Products AKZO-Nobel (Deer Park) AKZO-Nobel (Pasadena) Aristech Chemical Corp. Baker Petrolite BASF (Clear Lake) Chemical Lime City of La Porte City of Morgan's Point City of Shoreacres Dow USA E. I. DuPont Enron Corp. - EGP Fuels Equistar Eurocat US Inc. Eval Company of America Excel Logistics Fina Oil & Chemical FMC Corp. Geon Goodyear Tire & Rubber Laurel Industries Inc. Lubrizol(Bayport) Lyondell Chemical Matheson Gas Products Mellon America Inc. Millenium Petrochemicals Montell USA Nottex LLC Qxycem Port of Houston Authority PPG (La Porte) Quest Separation Technologies Rohm & Haas (Bayport) Solvay Polymers Southern Ionics Inc. Storage Warehouse Systems Witco The LEPC has four subcommittees: (1) 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 Barbour'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, Page 11-14 La Porte Comprehensive Plan Update ••••••••••••••••••••••••••••••••••••••••••••••••••••••••••• Wilbur Smith Associates •RUST Environment&Infrastructure Public Safety.......................................................................................................... Chapter 11 subcommittees, contact persons and phone numbers, details on emergency notification mechanisms and procedures, and shelter -in -place instructions. Key Elements of Emergency Planning Public Notification Through the Local Emergency Planning Committee (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 atelephone alerting system. During a chemical emergency the affected areas) 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 Radios These radios are stationed at all local schools. In the event of a shelter -in -place situation the schools are notified immediately regarding the situation and given any special instructions. La Porte Comprehensive Plan Update Page Il-1 S Wilbur Smith Associates •RUST Environment &Infrastructure.................................................... e so .....:......................................................................................................o Public Safety Chapter 11 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 with 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. 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 LaPorte, 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 Safetv Plan The Safety Plan Element in the City of La Porte's 1984 Comprehensive Pian 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 M. • 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 La Porte was fully developed (assuming 1.2 vehicles per household). Page 11-16 La Porte Comprehensive Plan Update ••••some Wilbur Smith Associates • RUSTEnvironment&Infrastructure Public Safety....................................................................................................... Chapter 11 • 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. • Called 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). The Safety Plan concluded that while La Porte officials must always be prepared for an organized 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 Plan The City of La Porte currently maintains a Hurricane Evacuation Plan under the umbrella of Annex E (Evacuation) of the Harris County Emergency Management an. The La Porte evacuation element was prepared in December 1994. [This section needs to include more details and issues from the 1994 plan] La Porte Comprehensive Plan Update Page 11-17 Wilbur Smith Associates •RUST Environment &Infrastructure....................................................: ....:........................................................................................................ Public Safety Chapter 11 State of Texas Hurricane Evacuation Planning The sion 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. 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 comer 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 for 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 14 in a Category Four storm) to reach safe areas using all available evacuation routes. Table 11-2 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 La Porte Comprehensive Plan Update ••••••••••••••••••••••••••••••••••••••••••••••••••••••••••• Wilbur Smith Associates •RUST Environment&Infrastructure Public Safety.......................................................................................................... Chapter 11 TABLE 11-2 ESTIMATED EVACUATION TIME BY RISK AREA AND HURRICANE STRENGTH La Porte Comprehensive Plan Update La Porte, Texas Source: State of Texas Division of Emergency 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 Hams County OEM and the National Weather Service. All three agencies also provide the hurricane risk area maps for each county on their Web sites. Chemical Incident Resnonse The Harris 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 offls also may advise residents to "shelter in place" instead 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. Turn 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. La Porte Comprehensive Plan Update Page 11-19 Wilbur Smith Associates •RUST Environment &Infrastructure....................................................: .....:....................................................................................................... Public Safety Chapter 11 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 11-20 La Porte Comprehensive Plan Update ••••••••••••••••••••••••••••••••••••••••••••••••••••••••••• Wilbur SmithAssaciates •RUST Environment&Infrastructure )�Papter 12 Urban redevelopment efforts require cooperative action to encourage new ar7d 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 take 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 i 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 property ownership 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 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/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 11-1 ............................................ ................................................................................................. RedevelopmentStrat= 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 • Appearance 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 adopted the following Vision Statement specifically related to redevelopment: 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. 4 Page 12-2 La Porte Comprehensive Plan Update Wilbur Smith Associates • RUST Environment & Infrastructure Redevelopment Strateev.............................................................................................. Chapter 12 The Committee also 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 not to indicate any priority ranking. Each goal and objective is intended to provide direction for future community decisions regarding redevelopment in LaPorte, OBJECTIVESGOALS & 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-qualityinfrastructure 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: 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 as soon as possible. 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. 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. La Porte Comprehensive Plan Update Page 12-3 Wilbur Smith Associates •RUST Environment &Infrastructure.................................................... e .........•.......•......••.•...•.•...••...........,•...•.....,....••,........••.•..•......•.••... RedevelonnientStratesv Chapter 12 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. Action 4: Ensure close coordination with the City Attorney's 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: 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: Keep City Council informed of budget needs for code enforcement and demolition. OBJ.12.1c: Provide for 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., reduced 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. 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: Ensure appropriate zoning and City code provisions to accommodate affordable housing. Action 2: Work with community organizations 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. Action 4: Establish density bonuses, tax abatements, or other incentives to promote construction of affordable housing. Page 12-4 La Porte Comprehensive Plan Update ••••••••••••••••••••••••••••••••••••••••••••••••••••••••••• YVilburSmithAssociates •RUST Environment&Infrastructure RedevelopmentStratePV .............................................................................................. Chapter 12 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. OBJ.12.1e: Promote desired types of new development in targeted areas. Policy 1: The City should take coordinated 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 A: 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) 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. 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. Action 1: Explore the feasibility of providing "store -front" community locations to make police personnel more visible and accessible and improve perceived security in neighborhoods. Action 2: Continue to encourage and increase local crime prevention activities such as neighborhood watches in coordination with the La Porte Police Department, La Porte Comprehensive Plan Update Page 12-5 Wilbur Smith Associates •RUST Environment &Infrastructure.................................................... i ..............................................•.....................................•..•........• Redevelopment Strategy Chapter 12 Action 3: 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. Action 4: Implement recommendations in the Community Facilities and Services Element related to upgrading of community centers, the local library, and other community facilities. Action 5: Assist non-profit organizations in developing activities and expanding programs that meet the needs of youth. Action 6: 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. OBJ.12.1g: Implement sustained neighborhood protection strategies to demonstrate the City's long-term commitment to existing developed areas, Policy 1: The City should maintain adequate resources and support for key public services that are necessary for sustainable development and redevelopment. Action 1: Continue a systematic process for identifying and addressing infrastructure maintenance and rehabilitation needs. Action 2: Continue aggressive enforcement of City codes governing building activity and property maintenance. Policy 2: The City should prevent encroachment upon residential areas from incompatible commercial and industrial uses. Action 1: 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. 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. Policy 3: The City should encourage and support community and neighborhood,, based action programs. Page 12-6 La Porte Comprehensive Plan Update ••••••••••••••••••••••••••••••••••••••••••••••••••••••••••• Wilbur Smith Associates •RUST Environment&Infrastructure Redevelopment Strateev .............................................................................................. Chapter 12 Action 1: Facilitate 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. 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. 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. Action 5: Encourage private initiatives to landscape and beautify vacant and undeveloped properties in the downtown area and step up enforcement of property maintenance codes. La Porte Comprehensive Plan Update Page 12-7 Wilbur Smith Associates •RUST Environment & Infrasiructure....................................................: ................................................................................................. Redevelopment Strata nnnnn Chapter 12 Action 6: 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. Action 7: Develop visible identification markers and landscaped gateways at strategic locations to denote entry into the historic downtown area. Action 8: Promote a safe downtown environment through appropriate design and highly -visible, community -based law enforcement. Action 9: Implement recommendations in the Beautification Element related to other ways to enhance the aesthetics and visual appeal of downtown. Action 10: Highlight model projects which exemplify successful implementation of recommended actions in the downtown development plan. Policy 3: The City should budget the necessary resources and provide financial incentives for downtown redevelopment activities. Action 1: Explore Federal and State funding for downtown revitalization projects. Action 2: Implement recommendations in the Beautification Element related to incentives and technical assistance for private redevelopment projects (e.g., business loan funds, historic restoration tax credits, low -interest loans from local financial institutions, a special downtown mini -grant fund in the City's annual budget). Action 3: 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. Action 4: Award tax abatements over a specified period to property owners who implement physical improvements to downtown structures. Policy 4: The City should be responsive to the needs of existing businesses in the downtown area to promote their retention and growth. 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. Page 12-8 La Porte Comprehensive Plan Update ••••••••••••••••••••••••••••••••••••••••••••••••••••••••••• Wilbur Smith Associates •RUST Environment&Infrastructure Redevelopment Strafe ev.............................................................................................. Chapter 12 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. 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 and events related to the major annual Bay Day festival at Sylvan Beach Park each June. 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 LaPorte, Action 1: Work with downtown business owners and other community organizations to develop an ongoing banner program that promotes local businesses, festivals and community activities while adding new color to downtown. Action 2: 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. Action 3: Develop street signs and directional signs that are unique and compatible with the historic character of the downtown area. Action 4: 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. Policy 4: The City should work with community groups to preserve, enhance and promote La Porte's historical assets. Action 1: Implement design standards and incentives for the preservation and enhancement of historic structures in the downtown area. Action 2: Provide financial support and assistance to local historic preservation activities. Action 3: Promote heritage tourism opportunities. La Porte Comprehensive Plan Update Page 12-9 WiZburSmithAssociates •RUST Environment&Infrastructure ....................................................c ........•........................................................................................ Redevelopment Strategy Chapter 12 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 Comprehensive 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. However, those involved in preparing the 1984 Plan apparently were dubious of typical redevelopment programs attempted in many other U.S, cities and did not want La Porte to develop specific capital programs or investment incentives just for its most troubled neighborhoods. Instead, they believed that the City could best bolster these areas by implementing the new Comprehensive Plan, 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. / t Page 12-10 La Porte Comprehensive Plan Update 86084 Devoe••••••••••••••••••••••••••••• Wilbur Smith Associates • RUSTEnvironment&Infrastructure Redevelopment Strategy........mass ....o.............mass ..,. Dow ..........................,... am* .................... Chapter 12 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. FIGURE 12.1 HISTORIC DOWNTOWN LA PORTE La Porte Comprehensive Plan Update La Porte, Texas 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 La Porte Comprehensive Plan Update Page 12-11 Wilbur Smith Associates •RUST Environment&Infrastructure .......... mass ..........m @as ......................: ................................................................................................. Redevelopment Strategy Chapter 12 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 LaPorte, 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. An initial step which 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. Older Neighborhoods 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 bad 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 Page 12-12 La Porte Comprehensive Plan Update l Wilbur Smith Associates • RUST Environment & Infrastructure Redevelopment Strate2v.............................................................................................. Chapter 12 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 LaPorte. This area also had a much higher unemployment rate (23%) than anywhere else in the City at the time. TABLE 12.1 HOUSING CHARACTERISTICS La Porte Comprehensive Plan Update La Porte, Texas I Built 0363.1 6.5% 24.4% 13.4% 44.0% 20.4% 22.2% 1977 $49,900 0363.2 4.2% 16.2% 8.60/o 47.2% 37.96% 6.3% 1978 $55,600 0363.3 6.2% 25.4% 2.6% 25.3% 66.5% 5.6% 1982 $602800 0365.01.6 17.0% 31.8% 14.9% 48.7% 11.4% 25.0% 1975 $43,000 0365,01*7 45.6% 45.1% 60.2% 27.7% 9.1% 2.9% 1963 $349200 0365.02A 7.9% 34.8% 25.1% 32.7% 40.0% 2.2% 1975 $44,300 0365.02.2 16.3% 45.2% 58.6% 21.4% 18.2% 1.8% 1960 $46,900 0365.02.8 9.6% 32.1% 62.9% 24.8% 6.7% 5.7% 1950 $363100 0365.03.3 14.1% 44.9% 11.9% 62.1% 19.2% 6.8%a 1972 $485700 0365.03.7 17.5% 42.8% 80.2% 10.7% 0.0% 9.1% 1956 $37,100 0365.03.8 8.6% 31.5% 56.9% 36.4% 5.3% 1.4% 1964 $44,200 0366,02.1 4.7% 7.0% 60.1% 25.9% 7.0% 7.0% 1965 $662300 0366.02.2 20.2% 41.3% 63.2% 27.5% 2.7% 6.6% 1966 $61,300 0366.02.3 15.6% 70.8% 24.7% 66.7% 8.6% 0.0% 1972 $60,000 0366.11A 2.2% 58.3% 24.4% 68.7% 3.9% 3.0%a 1973 $603200 0366.11.2 6.3% 38.1% 14.8% 44.3% 34.5% 6.5% 1977 $47,800 0366,21.1 3ol% 14.4% 6.7% 62.0% 29.9% 1.3% 1977 $57,400 0366.21.2 5.3% 83% 29.9% 22.0% 18.0% 30.1% 1976 $669500 0366:21.3 6.2% 7.3% 0.0% 2.2% 66.5% 31.3% 1984 $643500 0366.41.1 9.1% 47.4% 73% 45.5% 35.7% 11.0% 1979 $43,300 0366.41.2 33% 25.3% 50.2% 31.4% 12.4% 6.0% 1970 $993400 Source: U.S. Census Bureau Similar patterns 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). La Porte Comprehensive Plan Update Page 12-13 Wilbur Smith Associates •RUST Environment&lnfrastructure....................................................e .•....•.••••...•.. sea .......••.• ... sea ........•.•..•..• sea ......... sea .••••... woo ..........•....• Redevelopment Strafe Chapter 12 1950. 1959 1960 - 1969 1970 - 1974 1975 - 1979 1980-1989 FIGURE 12.2 MEDIAN YEAR BUILT La Porte Comprehensive Plan Update La Porte, Texas j 0.5 0 0.5 1 Miles N T Galveston Bay Page 12-14 La Porte Comprehensive Plan Update :••••••••••••••••••••••••••••••••••••••••••••••••••••••••••• Wilbur Smith Associates • RUSTEnvironment &Infrastructure Redevelonment StratePV.............................................................................................. Chapter 12 FIGURE 12.3 MEDIAN VALUE La Porte Comprehensive Plan Update La Porte, Texas . a eg un Industrial District organ' Deer Pa Bayport ' Industrial Dist ct Galveston Bay 30000 - 45000 r� 1 _; a5oo7 -s0000 0.5 0 0.5 1 Miles IV - - 50991 - 75000 ® - 75907 • 99990 S area La Porte Comprehensive Plan Update Page 12-15 Wilbur Smith Associates • RUSTEnvironment & Infrastructure....................................................: .......•..•.•................••••...••.•.•.....••..•.•••.....•....•Mee ••.. Bye ....•••••.••..•.•&we Redevelopment Strate Chapter 12 FIGURE 12.4 VACANCY RATE La Porte Comprehensive Plan Update La Porte, Texas Bayport Industrial Di: 0.5 0 0.5 1 Miles T Galveston eay Page 12-16 La Porte Comprehensive Plan Update Wilbur Smith Associates • RUST Environment & Infrastructure RedevelopmentStratery .............................................................................................. Chapter 12 FIGURE 12.5 l RATE OWNER -OCCUPIED La Porte Comprehensive Plan Update La Porte, Texas `°`""»rye, Industria District ( �� 40 - 55 % 0.5 0 0.5 7 Miles 55 - 70 70-85% 85 - 700 Bavfront 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 La Porte Comprehensive Plan Update Page 12-17 Wilbur Smith Associates 0RUST Environment &Infrastructure....................................................: ....................... Dome* ... eve ......,......................... goo ............... see ........see Redevelopment Strat= Chapter 12 recreational pursuits and associated expenditures in Texas and nationwide. It had also been concluded that l the City was vastly under -utilizing its greatest economic asset, Galveston Bay. The City was encouraged to consider tax incentives, land acquisition, or direct public funding 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 that 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. Among the Vision Statements developed for the 21' Century through the current Comprehensive Plan update, La Porte intends: To be a City that celebrates and embraces it long and rich history by reinvesting in neighborhoods, preserving areas and buildings of historic significance, and returning the downtown to an economically viable and lively activity center. 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 21"-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. a Page IZ-IS La Porte Comprehensive Plan Update ••••••••••••••••••••••••••••••••••••••••••••••••••••••••••• Wilbur Smith Associates •RUST Environment&Infrastructure RedevelopmentStrategE.............................................................................................. Chapter 12 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 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 recommendations from an adopted City plan. The City should follow through on this approach to programming capital improvements as its pursues its redevelopment objectives. Downtown LaPorte 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 modem 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. La Porte Comprehensive Plan Update Page 12-19 Wilbur Smith Associates •RUST Environment &Infrastructure....................................................: ............................................................9.........09.09.9................0099 Redevelopment Strategy Chapter 12 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 Financine 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 increased in the 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 l tourism program. Desienation 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. Designafion under the National Resister for Historic Places makes certain tax credits available for certified rehabilitation of income -producing buildings and allows for federal historic preservation grants -m- 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, 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. Page 12-20 La Porte Comprehensive Plan Update ••••••••••••••••••••••••••••••••••••••••••••••••••••••••••• Wilbur Smith Associates •RUST Environment&Infrastructure RedevelopmentStrateey.............................................................................................. Chapter 12 Advance 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 within the City or its Extraterritorial Jurisdiction (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. Other potenfia] funding sources for redevelopment initiatives include: • Local sales tax revenues dedicated for revitalizafion 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 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. • Establishment of a grant fund in the City's budget to assist in financing improvements within the CBD or other targeted redevelopment areas. , La Porte Comprehensive Plan Update Page 12-21 Wilbur Smith Associates •RUST Environment&Infrasiructure....................................................e C ImplementationChapter 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 itself 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 LaPorte. 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 implementation program include an action plan with accountability of the agency responsible for implementation, a capital improvement program, and implementation tools such as the zoning ordinance, subdivision regulations, and other development -related ordinances. The Continuine Planning Process Circumstances will continue to change in the future, and the La Porte Comprehensive Plan 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 Annual Plan Updates and 5-Year 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. Annual Plan Amendment Process Annual 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. Annual plan amendments should be prepared and distributed in the form Page 13-1 ........................................... Implementation Plan Chapter 13 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 Annual 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 occur every five years. These updates will ensure renewal and continued utility of the Comprehensive Plan for use by City officials and staff. Annual / 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 forum, 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 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. Page 13-1 ..................................................................La Porte Comprehensive Plan Update Implementation Plan..................................................................................................: Chapter 13 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 both 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................................................................................. e ••.••...•.•... too •.•••••.••........•....•.•. too •....•.......••.•.••..•.•........•..••••..•.. 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 annually 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: Require the Planning and Zoning Commission to prepare 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 13.2: Establish and maintain strong citizen and organizational support of the La Porte Comprehensive Plan Update to ensure continued updating and implementation. OBJ. 13.2a: Establish 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: Establish an ongoing Citizen Action Committee (CAC) to undertake special projects and coordinate citizen activities toward implementation of the Comprehensive Plan. Action 2: Provide 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 J Implementation Plan..................................................................................................: 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 five-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: Establish 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 La Porte Comprehensive Plan Update.................................................................................: Implementation Plan Chapter 13 GOAL 13.4: Develop alternatives to finance the construction of infrastructure extensions supporting new development as the city grows. OBJ.13.4a: Track external funding sources and identify other revenue 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. 13.5a: 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 annual 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.........................................................*too ..... wee ........... seal Dome sage ......e T Chapter 13 RE COMMENDED 1ACTIONS 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 must be perceived as a useful and capable tool in directing the City's future. The La Porte 2020 Land Use Plan; La Porte 2020 Thoroughfare Plan; and previous Water, Wastewater, and Stone 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, as provided in Table 13.1 — Strategic Implementation Program. These are specific steps that are recommended to implement the Comprehensive Plan. These actions 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. The proposed actions designed to aid in implementing the plan are described in the plan elements. 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. Page 13-7 La Porte Comprehensive Plan Updates a 0 me 9 a Do@ 4 0 9 V me 0 a 9 4 *a*@* at wee a 9 0 9 0 &a* 0 * 0 0 9 9 0 0 0 0 *am a me 6 & 0 * 0 0 9 me a a*@* 9 9 am 0 a me a 0 9 9 ....................................................... _ Inmlementation Plan Chapter 13 TABLE 13.1 STRATEGIC IMPLEMENTATION PROGRAM La Porte Comprehensive Plan Update La Porte, Texas J1l5MqTJMEZLWM= • Action 1 Exempt requests Land Use X X X PL, CM, CC for in -fill development OBJ. 4.1a from paying development application and building permit fees. Action 2 Consider a tax Land Use X CM, CC reduction program where OBJ 4.1a by there are financial incentives for a specified period of time for in -fill development. Action 3 Encourage private Land Use X PL, P&Z development through some OBJ. 4.1a 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 4 Develop a Land Use X CM, CC proactive marketing plan to OBJ. 4.1a attract developers to La Porte, Action 5 Develop a Master Land Use X CM, CC Plan to encourage 0111 4.1a retail/residential development and consider expending public funds to incite the development by _proAding utilities. Action 1 Evaluate existing Land Use X PL, P&Z incompatible land uses and OBJ 4.1b 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. 2253 and industrial development areas. Page 13-8 a••••••••.•••••••••••••••••••••••••••••••••••••••••••...•.........................La Porte Comprehensive Plan Update Implementation Plan..........................a.......................................................................1 Chapter 13 Action Element Objectivei 1 Action 2 Prepare design Land Use X PL, P&Z,' CC standards that include OBJ 4.Ib techniques such as landscaping, screening, increased lot sizes and setbacks, and other appropriate methods to minimize negative effects among different land uses. Also, explore the use of existing natural features as buffers. Action 3 Implement Land Use X X X PL, P&Z, CC transition zoning where OBJ 4.1b deemed appropriate to minimize negative effects among different land uses. Action 4 Update the Land Use X - PL, P&Z, CC Zoning Ordinance to OBJ 4.1b incorporate design criteria for non-residential developments adjacent to or abutting land developed or anticipated for residential use. Action 5 Review Land Use X PL, P&Z subdivision regulations and OBJ 4-lb 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. Action 1 Utilize the Land Use X PL existing land use inventory OBJ 4.1c to identify concentrations of vacant lots. Action 2Identify potential Land Use X X X PR, PL opportunities for OBJ 4.1c developing pocket parks in priority areas of need for parks and recreation facilities. Action 3 Devise a plan to Land Use X PR,. PL acquire vacant parcels to OBJ 4.1c create in -fill pocket parks. Page 13-9 La Porte Comprehensive Plan Update................................................................................. i ............................................ Implementation Plan Chapter 13 Recommended Time Fr me (years) 1 i Action 4 Create a pocket Land Use X X X PR, PL park improvement program OBJ 4.1c that includes acquisition and development in key locations throughout the _ community. Action I Review the Land Use X PL zoning map for consistency OBJ 4.1d with this policy and initiate zone changes where necessary. Action 1 Review the Land Use X X X PL P&Z, CC zoning ordinance on a OBJ 4.1e regular basis and adopt amendments as necessary to ensure compliance with state law, legal precedents and sound planning practice, Action 1 Prepare and adopt Land Use X PL P&Z, an airport compatibility OBJ 4.2a AB, CC plan that addresses land use and development adjacent to the airport. Action 2 Adopt airport Land Use X PL, P&Z, zoning regulations that OBJ 4.2a AB, CC protect a controlled compatible land use area to include electrical interference, visibility, and development density and height restrictions. Action I Utilize the Land Use X X X PL, P&Z runway approach, OBJ 4.2b transitional, horizontal and conical airport zones established by the airport - zoning district in considering applications for new development. Action 2 Establish Land Use X AB, PL ENG acceptable flight and airport OBJ 4.2b operation activities of the airport. Action 3 Require property Land Use X PL, CC owner notification of OBJ 4.2b persons within the area of impact adjacent to the airport regarding potential environmental impacts. Action 1 Market the airport Land Use X X X AB, CM, CC to gain regional support for OBJ 4.2c expansion, Action 2 Develop Land Use X CM, CC relationships with County OBJ 4.2c and Airport Advisory Boards. Page 13-10 e.................................................................................La Porte Comprehensive Plan Update Implementation Plan................................................................................................... Chapter 13 i i Action 1 Zoning district Land Use PL, P&Z X allows for facilities as a OBJ 4.3a permitted orspecial use. Action 2 Investigate Land Use X PL, ENG partnership opportunities OBJ 4.3a with public, quasi -public, and non-profit organizations for developing facilities. Action 1 Develop a Land Use X X PL, CM, CC functional, effective and OBJ 4.3b efficient local bus service. Action 2 Develop an Land Use X X PL, CM, CC integrated regional bus OBJ 4.3b service. Action 1 Develop strategies Land Use X PL, P&Z for encouraging OBJ 4.4a redevelopment /commercial and residential. Action 1 Continue Land Use X X X DD improvements to the - OBJ 4.4b appearance and utility of downtown. Action 2 Participate in Land Use X X X DD, CC Main Street and other OBJ 4.4b revitalization programs. Action 3 Utilize portions of Land Use X PL the Building Code to OBJ 4.4b provide flexibility for appropriate construction and reconstruction standards for older buildings. Action 4 Utilize the Land Use X PL Parking Ordinance to OBJ 4.4b ensure appropriate requirements for mixed -use development and off street parking, Action 5 Improve the Land Use X X X PR, ENG, PW streetscape by adding OBJ 4.4b period street lights, benches, and landscaping and other amenities. Action 6 Explore Federal Land Use DD, PL and State funding for OBJ 4.4b revitalization of Main St. Action 1 Determine Land Use X PL, P&Z appropriate residential OBJ 4.5a densities for various areas within the City on the basis of accessibility, utility availability, topography, proximity to shopping areas, and other relevant factors. Page 13-11 La Porte Comprehensive Plan Update.............. ............................. ....................................................................... Implementation Plan . Chapter 13 i i Action 2 Update the Land Use X PL, P&Z Zoning Ordinance and OBJ 4.5a Official Zoning Map to reflect identification of various areas for particular densities. Action 1 Provide Land Use X X X PR developed active and OBJ 4.5b passive recreation sites and areas to meet the changing needs of local neighborhoods, Action 2 implement Land Use X X X PR recommendations made in OBJ 4.5b Chapter 7 — Parks and Recreation Element. Action 1 Evaluate Land Use X X X PL, ENG floodplains, slopes, soils, OBJ 4.6a vegetation, and other physical features to identify the most appropriate sites for various types of development. Action 2 Explore the use of Land Use X X PL, P&Z an overlay -zoning district OBJ 4.6a to protect sensitive environmental areas and scenic vistas. Action 3 Explore Land Use X X PL, PR, ENG alternative financing OBJ 4.6a methods including Federal and State funds to promote landscaping along roadways. Action 1 Adopt corridor Land Use X PL, P&Z, CC overlay zoning provisions OBJ 4.7a along major thoroughfares. Action 2 Create a special Land Use X CM, CC review board with members OBJ 4.7a 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 Land Use X PL, P&Z, CC development standards for OBJ 4.7a the corridor overlay district that regulates the design and appearance of development within the district. Page 13-12 c................................................................................. La Porte Comprehensive Plan Update fin lementation Plan..................................................................................................1 Chapter 13 Actiou4 Pursue. State and Land Use X X X PR, PL Federal funding for OBJ 4.7a landscaping and beautification. Action I Update the Land Use X PL, P&Z Official Zoning Map so that OBJ 4.8a commercial areas are developed in nodes at major intersection where the infrastructure is _ designed and constructed to accommodate intense uses. Action 1 Evaluate existing Land Use X X X PL, P&Z and future commercial uses OBJ 4.8b for compatibility with adjacent residential uses. Action 2 Condition Land Use X X X PL, P&Z approval of future OBJ 4.8b development on adequacy ofbuffering. Action 3 Partner with Land Use X X X PL, P&Z, CC existing commercial OBJ 4.8b property owners that are adjacent to residential neighborhoods to determine ways to effectively buffer their property. Action 1 Thoroughly Land Use X X X PL, ENG, P&Z review proposed industrial OBJ 4.9a developments for adequacy of access to roadways and possible impacts on residential and recreational uses. Action 1 Adopt the Transportation X P&Z, CC Thoroughfare Plan of the OBJ 5.1a La Porte Comprehensive Plan Update. Action 2 Periodically Transportation X X X PL, P&Z, CC consider and adopt OBJ 5.1a proposed amendments to the Thoroughfare Plan as necessary, Action 3 Revise provisions Transportation X PL, ENG, P&Z, of the City's Development OBJ 5.1a CC Ordinance, as necessary, to ensure compatibility with the Thoroughfare Plan. Action 1 Coordinate with Transportation X X X ENG, CM, CC the Texas Department of OBJ 5.1b Transportation and other state and local officials on the future design and construction of state highways. Page 13-13 La Porte Comprehensive Plan Update.................................................................................: Inil!leneentation Plan Chapter 13 2 Establish a local Transportation X X X CM, CC force of City, County OBJ 5.1b 7A'Aon other key public ials to represent the ests of La Porte in onal transportation planning issues. Action I Identify all dead- Transportation X PL, ENO, P&Z end streets and the relative OBJ 5.2a impact on the flow of traffic within and between - nei hborhoods. Action 2 Implement needed Transportation X X X PL, ENG, CC street extensions and OBJ 5.2a roadway improvements, Action 3 Amend the City's Transportation X PL, P&Z, CC Development Ordinance to OBJ 5.2a require construction of a temporary cul-de-sac at locations where a street is to be temporarily terminated, which will be extended at a later date. Action 4 Prohibit the Transportation X X X ENG, P&Z, CC construction of dead-end OBJ 5.2a streets other than those that are temporarily terminated and planned for extension at a later date. Action 1 Adopt warrant Transportation X ENG criteria for the placement of OBJ 5.2b traffic control devices. Action 2 Periodically Transportation X X X ENG, PW conduct signal -warrant OBJ 5.2b checks. Action 3 Periodic checks of Transportation X X X ENG un-signalized major OBJ 5,211 intersections should be made 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 progressive movement. Page13-14 :.................................................................................La Porte Comprehensive Plan Update Implementation Plan................................................................................................as Chapter 13 Action Element \ Objective ,., . Action 4 Establish aTraffic Transportation X ENG, PW Control Device OBJ 5.2b Preventative Maintenance Program, consisting of periodically inspecting and maintaining traffic signals, signs and pavement markings to improve effectiveness, safety, and savings in related costs. Action 1 Enforce the City's Transportation X X X PL, ENG, P&Z Development Ordinance to OBJ 5.2c ensure functional integration of streets within new development with the existing arterial and collector streets stem. Action 2 Review all Transportation X X X PL, P&Z subdivision plats and OBJ 5.2c proposed developments to ensure conformance with the City's Development Ordinance and the Thoroughfare Plan. Action 1 Utilize the Transportation X X X PL, ENG, P&Z Thoroughfare Plan during OBJ 5.2d the subdivision and site development review process to ensure provision of continuous streets between adjacent developments. Action 2 Acquire future Transportation X X X PL, ENG rights -of -way, through OBJ 5.2d dedication or other means, for the extension of collector and arterial roadways that are proposed for improvement on the Thoroughfare Plan. Action 3 Evaluate Transportation X X X PL, ENG, CC emergency response as a OBJ 5.2d consideration in the implementation of the Thoroughfare Plan and particularly in determining capital projects. Action 1 Perform traffic Transportation X X X ENG engineering studies on OBJ 5.3a existing intersections to identify realignment solutions and improvement needs.. Page 13-IS La Porte Comprehensive Plan Update.................................................................................. a Mesas ................................................................................... Imalementation Plan Chapter 13 Action Element \ Objective ,., , Action 2 Acquire Transportation X X X ENG additional public street OBJ 5.3a 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 Amend the City's Transportation X PL, ENO, CC Development Ordinance to OBJ 5.3a adopt a driveway ordinance to regulate the design, construction, location, _ width, spacing, and offset of driveways accessing. arterial roadways. Action 4 Amend the City's Transportation X PL, ENG, CC Development Ordinance to OBJ 5.3a 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 Transportation X X X PL, ENG, P&Z impacts on affected OBJ 5.3a 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 Transportation X X X ENG and Federal participation in OBJ 5.3a funding transportation improvements to alleviate high accident locations and traffic congestion. Action 1 Coordinate with Transportation X X X ENG, CM, CC the Texas Department of OBJ 5.3b 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, Page 13-16 i.................................................................................LaPorteComprehensivePlan Update Implementation Plan................................................................................................... Chapter 13 Un Action 2 Improve traffic Transportation X X X ENG control along S.H. 225, OBJ 5.3b Fairmont Parkway and other major thoroughfares through implementation of transportation system management improvements, access management approaches and local design standards. Action 2 Fund and Transportation X X PR, PL, CC construct a comprehensive OBJ 5.3c 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 3 Seek to obtain Transportation X X X PR, PL Federal and State financial OBJ 5.3c assistance grants for pedestrian and bicycle transportation projects such as transportation enhancement funds under the Transportation Efficiency Act for the 21" Century TEA-21. Action 4 Partner with other Transportation X X - PL, CM, CC local government entities OBJ 5.3c such as the Metropolitan Transit Authority (METRO) or the Clear Lake Area Transportation Partnership to expand public transportation services into the La Porte area thus providing high - occupant transportation access throughout the metropolitan area. Action 1 Plan, design and Transportation X ENG, CM, CC construct a railroad/street OBJ 5.4a grade separation at the railroad and Fairmont Parkway. Action 2Investigate the Transportation X PL, ENG feasibility of providing OBJ 5.4a railroad/street grade separations on existing thoroughfares. Page 13-17 La Porte Comprehensive Plan Update.................................................................................: .............................................................. Implementation Plan Chapter 13 Action Element \ Objective mm i 1 Action 3 Cooperate with Transportation X ENG, the Railroad to identify OBJ 5.4a 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 Transportation X X X ENG improvements at OBJ 5.4a roadway/railroad grade crossings and develop roadway/railroad grade separations (bridges or underpasses) where feasible to reduce conflicts between highway and railway traffic. Action 1 Design and Transportation X X X ENG construct bridges to OBJ 5Ab accommodate future roadway improvements. Action 2 Provide Transportation X - X X ENG pedestrian access -ways on OBJ 5.415 all bridges. Action 1 Periodically Transportation X X X ENG, PW, CC review the City's Public OBJ 5.5a Improvement Criteria Manual (PICM) and adopt amendments as necessary. Action 1 Periodically Transportation X X X PW, ENO conduct a survey of OBJ 5.5b pavement conditions and update the street inventory and condition assessment database. Action 2 Maintain and Transportation X X X ENG, PW expand the City's Pavement OBJ 5.5b Management System to determine pavement condition indices on all street segments. Action I Enhance and. Transportation X X X ENG refine the criteria for OBJ 5.5c establishing improvement priorities. Action 2 Utilize the City's Transportation X X X ENG Pavement Management OBJ 5.5c System to establish improvement priorities as part of the annual capital - budgeting process. Page 13-18 :................................................................................. La Porte Comprehensive Plan Update Implementation Plan..................................................................................................1 Chapter 13 Action Element \ Objectivei I Action 1 Costs for Transportation X X X CM, CC improvement/expansion of OBJ 5.5d the transportation system should be equitably distributed to the responsible governmental agencies and to the private sector, where applicable. Action 2 Dedication of Transportation X X X PL, ENG, CC public rights -of -way and OBJ 5.5d 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 Transportation X ENG, CM, CC of impact fees to generate OBJ 5.5d revenue for funding or recouping the costs of capital improvements of facility expansions necessitated by and attributable to new development. Action 1 Design of bridges, Transportation X X X PL; ENG overpasses, retaining walls OBJ 5.6a 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 Transportation X X X PL, PR, ENG right-of-way for OBJ 5.6a thoroughfares to include open space areas and buffer zones. Action 1 Fund and Transportation X X X PL, ENG, PW construct pedestrian OBJ 5.7a walkways, sidewalks, crosswalks, handicap ramps and curb cuts along streets in areas with significant pedestrian traffic; around schools, parks, retail districts, and activi areas Page 13-19 La Porte Comprehensive Plan Update.................................................................................: Implementation Plan Chapter 13 i i oil I Action 2 Amend the City's Transportation X PL, CC Development Ordinance to OBJ 5.7a require developers to provide sidewalks for all new development. Sidewalks should be located within the street right-of-way, offset from the back of the curb. Action 3 Acquire and Transportation X X X PL, ENG utilize alternative funding OBJ 5.7a 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 Transportation X X X PL, ENG the public during the early OBJ 5.7a planning stages of transportation projects, including pedestrian access issues. Action 5 Conduct a Transportation X ENG comprehensive and detailed OBJ 5.7a inventory of sidewalks and other pedestrian facilities throughout the community. Action 6 Conduct a Transportation X ENG condition assessment of OBJ 5.7a existing sidewalks and pedestrian facilities and prioritize needed improvements by condition, need and location. Action 1 Prepare a report Transportation X ENG on pedestrian and vehicle OBJ 5.7b accidents in the last five years and identify high accident locations. Action 2 Investigate the Transportation X PL, ENG feasibility of a raised OBJ 5.7b pedestrian crossover across Fairmont Parkway and other major arterial roadways. Action 3 Provide improved Transportation X X X ENG, PW pedestrian facilities such as OBJ 5.7b crosswalks, handicap accessible ramps, curb cuts, pedestrian crossing signs and warning lights (near schools, parks, etc.), and pedestrian -activated signal chan ers. Page 13-10 :.................................................................................La Porte Comprehensive Plan Update Implementation Plan..................................................................................................: Chapter 13 oil I Action 1 Establish a local Transportation X X PL, ENG, CM task force to pursue OBJ 5.8a development of a multi - modal transportation center. Action 2 Coordinate with Transportation X X X PL, ENG, CM existing public OBJ 5.8a transportation providers and the Houston -Galveston Area Council (H-GAC) to facilitate regional transportation needs. Action 1 Provide funding Transportation X X CM, CC assistance to operate and OBJ 5.8b maintain a regional public transportation system. Action 2 Plan, fund and Transportation X ENG coordinate transit -oriented OBJ 5.8b street improvements such as bus stops and bays during the planning and design phase of street improvements. Action 3 Amend the City's Transportation X X PL, ENG, P&Z Development Ordinance to OBJ 5.8b include consideration of pedestrian access -ways to future transit facilities as part of the subdivision and site development review process. Action 1 Coordinate with Transportation X X PL, CM METRO and other area OBJ 5.8c transportation providers to determine feasible alternatives for funding and operating commuter transit service to and from La Porte. Action 2 Acquire land for Transportation X PL, ENG, the future location of a OBJ 5.8c CM, CC multi -modal transportation center with park and ride facilities. Action 3 At minimum, Transportation X X PL, CM establish a commuter transit OBJ 5.8c service route that follows a route along S.H. 225, Fairmont Parkway, and the Bay area. Action 1 Regulate Transportation X X X PL, P&Z, CC development in the airport OBJ 5.9a vicinity, in accordance with Federal Aviation Administration (FAA) guidelines, to maintain airspace required for safe airport operation. Page 13-21 La Porte Comprehensive Plan Update.................................................................................: ................................................................................................. Implementation Plan Chapter 13 . 1 I Action 2 Update the airport Transportation ease X AB, CM, CC master plan to re-evaluate OBJ 5.9a theprojected and desired use of the airport and to guide future development of street infrastructure to adequately accommodate airport operations. Action 1 Utilize the Transportation X X X CM, CC La Porte Municipal Airport OBJ 5.9b Master Plan to guide future development of the airport facilities and operations., Action 1 Inventory Utility Infrastructure X ENG, PW drainage facilities to OBJ 6.1a determine which might have a recreation use. Action 2 Develop a plan Utility Infrastructure X PL, ENG, PW for recreational use of OBJ 6.1a drainage facilities, particularly detention ponds. Action 1 Develop and Utility Infrastructure X X ENG, PW implement a storm water OBJ 6.1b management plan. Action 2 Adopt an Utility Infrastructure X ENG, PW,. CC ordinance regulating the OBJ 6.1b disposal of waste into the drainage system. Action I. Update the Utility Infrastructure X ENG, PW current drainage master OBJ 6.1c plan, Action 2 Periodically Utility Infrastructure X X ENG, PW review the master plan and OBJ 6.1c update it as appropriate. Action 1 Identify property Utility Infrastructure X X X ENG needed for detention ponds. OBJ 6.1d Action 2 implement an Utility Infrastructure X ENG, CC ordinance requiring OBJ 6.1d dedication of drainage lands for all new developments. Action 3 Create a funding Utility Infrastructure X ENG, CM, CC mechanism for developer OBJ6.ld participation in regional detention facilities. Action 1 Update the Utility Infrastructure X ENG, PW master drainage plan. OBJ 6.2a Policy 1 Action 2 Periodically Utility Infrastructure X X X ENG, PW review the master drainage OBJ 6.2a plan and adopt amendments Policy 1 as necessary, Action 1 Maximize Utility Infrastructure X X X ENG, CM interagency coordination of OBJ 6.2a drainage issues. Policy 2 _ Page 13-22 :.................................................................................La Porte Comprehensive Plan Update Implementation Plan................................................................................................... Chapter 13 I•i Action 2 Set up regular Utility Infrastructure X X ENG, CM X meetings with the Harris OBJ 6.2a County Flood Control Policy 2 District to review the City's priorities for drainage improvements. Action 1 Adopt HCFCD Utility Infrastructure X ENG, CC design standards. OBJ 6.2b Action 1 Equitably Utility Infrastructure X X X ENG, CC distribute costs for OBJ 6.2c improvements to the responsible Action 2 Investigate the Utility Infrastructure X ENG, CC feasibility of a storm water OBJ 6.2c utility for existing development and impact fees for new development. Action 1 Develop Utility Infrastructure X ENG, PW standards for design which OBJ 6.2d minimize maintenance. Action 2 Conduct areview Utility Infrastructure X X X ENG, PW of service and maintenance OBJ 6.2d I ssues and costs. Action I Identify all safety Utility Infrastructure X ENG, PW concerns related to drainage OBJ 6.3a facilities Action 2 Periodically Utility Infrastructure X X X ENG, PW inspect drainage facilities OBJ 6.3a for potential safety hazards. Action I Research safety Utility Infrastructure X ENG programs of HCFCD. OBJ 6.3b Action 1 Research existing Utility Infrastructure X ENG, PW design standards for OBJ 6.3c emergency exit from drainage structures. Action 2 Amend. current Utility Infrastructure X ENG, PW design standards to include OBJ 6.3c standards for exit from facilities. Action 1 Stencil on all Utility Infrastructure X PW inlets a caution reading OBJ 6.4a "drains directly to the ba ." Action 2 Implement a Utility Infrastructure X X X ENG, PW public awareness program. OBJ 6Aa Action 1 Continue the Utility Infrastructure X X X PW City's cooperative effort OBJ 6.5a with the Harris County Mosquito Control District. Action 2 Remove, on a Utility Infrastructure X X X PW regular basis, constrictions OBJ 6.5a in open ditches that cause Ponding of shallow water. Action 3 Educate citizens Utility Infrastructure X X X ENG about minimizing OBJ 6.5a depressions on their property and container storage of water. Page 13-23 La Porte Comprehensive Plan Update.................................................................................i ...................................................................................... Implementation Plan Chapter 13 Action Element Objective Page 13-24 e...........................................................................move ..LaPorte Comprehensive Plan Update Implementation Plan..................................................................................................: Chapter 13 ., � l l Action 2 Continue the log Utility Infrastructure X X X PW system to record reports of OBJ 6.8c leaks/breaks, the response time to repair, and the effectiveness of each r air. Action 1 Document actions Utility Infrastructure X X X PW taken to assure adequate OBJ 6.9a water supply for the future. Action 1 Inventory current Utility Infrastructure X X X PW location and spacing of all OBJ 6.9b fue 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 Utility Infrastructure X X X ENG, PW policy requiring the spacing OBJ 6.9b of all two hydrants in - accordance with appropriate TNRCC criteria. Action 3 Prepare and Utility Infrastructure X X X ENG, PW maintain a map accurately OBJ 6.9b reflecting the water distribution system in GIS format. Action 4 Complete Utility Infrastructure X X ENG, PW construction of water mains OBJ 6.9b along the thoroughfares to enhance pressure, to complete looped systems, and to maintain at least two feeds to all areas in the City. Action 1 Continue to Utility Infrastructure X X X PW evaluate the existing system OBJ 6.10a to determine infiltration - problem areas. Action 2 Continue to Utility Infrastructure X X X PW implement a plan to repair OBJ 6.10a the system in areas where infiltration is identified as a major problem. Action 1 Continue to Utility Infrastructure X X X PW evaluate the existing OBJ 6.10b 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. Page 13-25 LaPorte Comprehensive Plan Update................................................................................. s ............................................................................................... Implementation Plan Chapter 13 Action 2 Continue a Utility Infrastructure X X X ENG, PW maintenance program, OBJ 6.10b including a maintenance log, to assure regular maintenance of the system. Action 3 Prepare and Utility Infrastructure X X X ENG, PW maintain a map accurately OBJ 6.lOb reflecting the sanitary sewer system in GIS format. Action 4 Check manholes Utility Infrastructure X X X PW for structural problems and OBJ 6.10b 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, Action 1 Continue use of Utility Infrastructure X X X PW treated effluent to irrigate OBJ 6.11a the golf course and seek other public and private re- use opportunities in the City such as cooling water. Action I Ensure ongoing Utility Infrastructure X X X PW training on new technology OBJ 6.1lb for the City's two current operators who have Class A certifications. Also support additional training for all Class B and C operators. Action 2 Update the Utility Infrastructure X X ENG, PW wastewater treatment plant OBJ 6.l lb operations plan. Action I Prepare a current Utility Infrastructure X ENG, PW master plan for wastewater OBJ 6.12a treatment. Action 2 Continue sewer Utility Infrastructure X X X PW line rehabilitation to OBJ 6.12a minimize infiltration and inflow so the existing treatment plant capacity rating can be maintained. Action I Continue to Utility Infrastructure X X X PW monitor the influent into OBJ 6.12b the City's plant and respond quickly to identify causes of variation in influent chemical composition. Action 2 Continue to Utility Infrastructure X X X PW require pretreatment of OBJ 6.12b certain industrial wastes before it is discharged into the municipal system. Page 13-26 i..................................................................a............0.La Porte Comprehensive Plan Update Implementation Plan.................................................................................................0 Chapter 13 M 0- Recommended Time Frame (years) Agency I 1 Action 1 Contract with a Utility Infrastructure marry X X PL, ENG, CM, CC consultant proficient in the OBJ 6.13a application of Geographic Information Systems (such as ArcInfo) for preparation of a City GIS ma . Action I Compile tax Utility Infrastructure X PL, ENG records, property OBJ 6.13b ownership, utility account numbers andother useful data for input into the GIS by a consultant or City staff. Action 2 Compile utility Utility Infrastructure X ENG, PW information such as pipe OBJ 6.13b - sizes, fire hydrant type, leak records, and manhole depths for input into the GIS by a consultant or City staff. Action 1 Purchase one San Utility Infrastructure X PL, CM, CC Microsystems work station. OBJ 6.13c Action 2 Purchase Utility Infrastructure X PL, CM, CC appropriate ArcView OBJ 6.13c software programs for use by the entire staff for viewing the data base. Action 3 Send two Utility Infrastructure X PL employees to Archdo OBJ 6.13c training. The GIS consultant could provide this training. Action 1 Adopt impact fees Utility Infrastructure X ENG, CM, CC for utility improvements. OBJ 6.14a Action 1 Identify Utility Infrastructure X X X ENG, PW opportunities to obtain OBJ 6.14b - funding for drainage improvements from HCFCD for construction - and maintenance of drainage improvements. Action 1 Ensure that Utility Infrastructure X X X ENG, CM private landfills under OBJ 6.15a contract are adequately permitted. Action 2 Continue to Utility Infrastructure X X X ENG, CM negotiate long-term OBJ 6.15a contracts, with options to extend, for refuse disposal. Action 1 Survey residents Utility Infrastructure X X X PW, CM to monitor satisfaction of OBJ 6.15b refuse pick up. Action I Consider Utility Infrastructure X PW, CM, CC implementation of the OBJ 6.15c developed curbside recycling program. Page 13-27 La Porte Coueprehensive Plan Uprtate.................................................................................e 0.0....06...0.0000.0..004000090000..09.99000..0..0.0...900.08.00..00..0..0..090000......9.9. Implementation Plan Chapter 13 i211 der Utility Infrastructure 7applicable X X X ENG, PW of OBJ 6.15c of recycling programs of other cities of similar size. Action 1 Enact an Utility Infrastructure X PL, P&Z, CC ordinance requiring that all- OBJ 6.16a new dumpsters be provided with some form of visual screening from public thoroughfares. Action 1 Provide a phone Utility Infrastructure X X X PW number for citizens to call OBJ 6.16b and report trash left on the curbside for an extended period of time. Action 2 Assign an Utility Infrastructure X X X PW individual to perform OBJ 6.16b random inspections to ensure trash is removed from the curb. Action 1 Utilize Chapter Parks and Recreation X X X ENG 94, Floods, of the OBJ 7.1a Municipal Code of Ordinances to regulate development within flood hazard areas. Action 2 Adopt regulations Parks and Recreation X ENG and standards for wetland OBJ 7.1a reservation areas. Action 3 Incorporate Parks and Recreation X PL, ENG environmental review in the OBJ 7.1a development process, Action 4 Identify Parks and Recreation X PR, PL environmentally sensitive OBJ 7.1a areas to acquire and preserve as public open space or recreation areas. Action 5 Utilize the City's Parks and Recreation X X X PL, P&Z Planned Unit Development OBJ 7.1a (PUD) provisions to conserve and preserve natural resources, create urban amenities, provide greater open space while allowing economical land development. Action 1 Adopt a system of Parks and Recreation X PR, PL, P&Z development incentives to OBJ 7.1b 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. Page 13-28 •••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••....................La Porte Comprehensive Plan Update Imnlententation Plan..................................................................................................1 Chapter 13 M' �MIM7711Mi OTMir Action 2 Establish a Parks and Recreation X PR, PL, P&Z density bonus schedule that OBJ 7.1b rewards increased density 7 for greater open space, increased setbacks, preservation of natural areas, provision of natural amenities and set -asides for wetlands and other sensitive habitats. Action 1 Conduct an Parks and Recreation X PR, PL environmental inventory to OBJ 7.1c identify all flood plain areas, wetlands, natural habitat areas and other environmentally sensitive areas. Action 2 Develop a Parks and Recreation X PR, PL database and composite OBJ 7.1c map of candidate conservation sites. Action 3 Prioritize Parks and Recreation X PR, PL conservation areas for OBJ 7.1c acquisition and protection. Action 4 Acquire priority Parks and Recreation X PR, CM, CC conservation areas fee OBJ 7.1c simple or protect them through conservation easements. Action 1 Prepare a Parks and Recreation X PR comprehensive parks OBJ 7.2a 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 Acquire a Parks and Recreation X X X PR, CM, CC sufficient amount of land to OBJ 7.2a 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 Parks and Recreation X X X PR the planning and design of OBJ 7.2a parks and recreation areas and facilities to meet specific needs and desires and ensure equal accommodation of all persons. Page 13-29 La Porte Comprehensive Plan Update.................................................................................: Implementation Plan Chapter 13 Action Element \ Objective 1 Action 1 Acquire and Parks and Recreation X X X PR, CM, CC develop four (4) additional OBJ 7.2b 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 Acquire and Parks and Recreation X X X PR, CM, CC develop seven (7) OBJ 7.2b 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 Acquire excess Parks and Recreation X X X PR, CM, CC rights -of -way, vacated OBJ 7.21; 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 Develop linear Parks and Recreation X X X PR, CM, CC linkages to connect each of OBJ 7.2b the mini -parks, neighborhood and community parks, and public open spaces to provide a safe and convenient route from neighborhoods and between arks. Action I Identify the Parks and Recreation X PR amount of acreage of parks, OBJ 7.2c 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 Parks and Recreation dedication requirement to OBJ 7.2c acquire lands for public parks and recreation purposes. Page 13-30 :.................................................................................La Porte Comprehensive Plan Update Implementation Plan..................................................................................................: Chapter 13 Action 3 Adopt site Parks and Recreation X PR selection criteria for OBJ 7.2c acquiring public parks, recreation and open sace. Action 1 Pursue private Parks and Recreation X X X PR, CM, CC recreation development OBJ 7.2d such as a bowling alley, skating rink, movie theater and an indoor sports facility through economic development incentives. Action 2 Provide facilities Parks and Recreation X X X PR for a wide range of active OBJ 7.2d and passive recreation activities including baseball, softball, soccer, football, basketball, tennis, swimming, biking, bicycle motor -cross, in -line skating, shuffleboard, fishing, picnicking, hiking, and other popular activities. Action 3 Organize annual Parks and Recreation X X X PR community activities such OBJ 7.2d as sports tournaments, festivals, outdoor concerts, fairs and other special events. Action 4 Develop a Parks and Recreation X PR community theatre with OBJ 7.2d musicals, plays and other live performances. Action 1 Coordinate with Parks and Recreation X PR the La Porte Independent OBJ 7.2d School District to expand after school programs for youth to include a range of activities for all ages. Action 2 Advertise and Parks and Recreation X X X PR promote youth and OBJ 7.2d recreation programs to inform the public of available programs and activities. Action 3 Solicit and Parks and Recreation X PR, CM, CC support development of a OBJ 7.2d YMCA or similar facility. Action 4 Provide adequate Parks and Recreation X X X PR resources for youth OBJ 7.2d programs to support organization and coordination efforts. Page 13-31 La Porte Comprehensive Plan Update.................................................................................: I�lementation Plan Chapter 13 Recommended Time Fr me (years) Agency i i Action 1 Provide adequate Parks and Recreation X X X PR, CM, CC funding in the annual OBJ 7.3a capital budget to acquire, develop, and renovate parks and recreation areas, facilities and improvements. Action 2 Provide adequate Parks and Recreation X X X PR, CM, CC funding in the annual OBJ 7.3a operating budget to enhance, improve and maintain the existing public parks, recreation and open space. Action 3 Utilize the Parks Parks and Recreation X X X PR and Recreation Element to OBJ 7.3a identify general areas of need to acquire and develop parks and recreation areas and facilities. Action 4 Establish parks Parks and Recreation X PR, PL, P&Z and open space standards OBJ 7.3a and incentives for new development for inclusion in the City's Subdivision Ordinance. Action 1 Establish ajoint Parks and Recreation X PR, CM, CC, ISD agreement with the La OBJ 7.4a Porte Independent School District to form a partnership regarding acquisition, development, use and maintenance of public parks, recreation areas, buildings and - facilities. Action 2 Jointly purchase Parks and Recreation X X X PR, CM, CC, ISD property for new school OBJ 7.4b facilities that will also be used as public parks and recreation facilities. Action 1 Identify Parks and Recreation X X X PR, CM, CC opportunities to partner OBJ 7.4b with adjacent jurisdictions to fulfill the parks and recreation needs of the La Porte area. Action 2 Jointly sponsor Parks and Recreation X X X PR applications for state and OBJ 7.4b federal programs such as TEA-21 Enhancement Funds to develop regional facilities such as a multi - jurisdictional bikeway network. Page 13-32 a.................................................................................La Porte Comprehensive Plan Update Lnnlementation Plan........ass .......................... WE* ..........................................................: Chapter 13 Element \ Objective Recommended Time Fr me (years) i i Action 3 Coordinate the Parks and Recreation X X X PR, CM, CC planning and development OBJ 7.4b of a regional bicycle and pedestrian system, including on -street bikeways and bike lanes and off-street hike and bike trails. Action 1 Utilize the Parks and Recreation X X X PR, PL, P&Z Planned Unit Development OBJ 7.4c (PUD) provisions to encourage development of parks and recreation areas and preserve the natural environment in exchange for increased density. Action 2 Continue to Parks and Recreation X X X PL, P&Z utilize the requirements for OBJ 7.4c parkland dedication or fee in lieu of dedication. Action 1 Annually conduct Parks and Recreation X X X PR a condition assessment of OBJ 7.5a existing parks and recreation areas and facilities to identify improvements and the level of annual financial commitment required to adequate maintain existing facilities. Action 2Inspect the Parks and Recreation X X X PR physical and structural OBJ 7.5a repair of all recreational buildings and improvements, including restroom facilities, bleachers, court surfaces, sidewalks, parking areas, play equipment and other facilities. Action 1 Develop an Parks and Recreation X X X PR implementation program OBJ 7.5b with prioritized improvements based upon criteria such as safety hazards, level of use, and other practical operating and maintenance criterion. Action 2 Develop a Parks and Recreation X X X PR scheduled (routine) parks OBJ 7.5b and recreation inspection, maintenance and repair program with assigned personnel and task checklists. Page 13-33 LaPorte Comprehensive Plan Update................................................................................. i Implementation Plan Chapter 13 Action Element \ Objective 1101i(TTO 1• i iEMM Action 1 Enhance the Parks and Recreation X X X PR, HC, CM, CC attraction of Sylvan Beach OBJ 7.6a by creating a boardwalk along the shore, developing a marina with boat slips, and enhancing the park and open sace areas. Action 2 Improve public Parks and Recreation X X PR, PL, CM, CC access to Galveston Bay OBJ 7.6a with recreation easements, fishing piers, public beach activity areas. Action 3 Enhance the Parks and Recreation X X X PR, PD perception of safety and OBJ 7.6a security with enhanced lighting and increased police presence. Action 4 Commission a Parks and Recreation X PR, CM, CC study to evaluate the desire OBJ 7.6a for and feasibility of breakwater and beach improvements. If desirable and feasible, subsequently seek local, state and federal funding assistance to construct the improvements. Action 5 Provide recreation Parks and Recreation X X X PR, CM, CC centers and meeting rooms OBJ 7.6a in parks for neighborhood meetings, civic clubs and community organizations. Action 1 Identify minor Parks and Recreation X PR, PL arterial, collector and local OBJ 7.7a residential streets that are suitable for bicycle traffic. Action 2 Identify rights -of- Parks and Recreation X PR, PL way, easements, natural OBJ 7.7a drainage ways, streams and bayous that are suitable for development of hike and bike trails. Action 3Interconnect trail Parks and Recreation X X X PR, PL segments to link major OBJ 7.7a destinations, such as parks, schools, public buildings and facilities, and major employers. Action 4 Utilize the Parks and Recreation X X X PR conservation areas along OBJ 7.7a Little Cedar Bayou and other waterways as greenbelt corridors. Page 13-34 :.... • • . • • ................•....................................................... La Porte Comprehensive Plan Update Implementation Plan................................................................................................... Chapter 13 ..IM111110,311 MUM Action 5 Prepare a strategic Parks and Recreation X PR implementation plan OBJ 7.7a identifying the policies and procedures to acquire recreational easements and/or ri hts-of-wa . Action 6 Encourage the use Parks and Recreation X PL, P&Z, CC of alternate vehicles, such OBJ 7.7a as golf carts, in senior communities with connections between specific activity centers. Action 1 Develop a "tourist Parks and Recreation X PR, HC, CC trail" connecting OBJ 7.8a monuments, museums, and landmarks that are of local significance to the cultural, architectural, and historic value of La Porte. Action 2Increase public Parks and Recreation X PR, HC, CC awareness of local heritage OBJ 7.8a through the incorporation of historic and cultural value into park and recreation programs. Action 3 Provide, operate, Parks and Recreation X X X PR, HC and maintain public OBJ 7.8a recreation facilities and programs that promote tourism and cultural activities. Action 1 Build a new Community Facilities X CM, CC Police/Court complex, OBJ 8.1a Action 2 Provide Community Facilities X X X PD, CM, CC substations in the areas of OBJ 8.1a the City determined most appropriate and feasible. Action 3 Purchase an Community Facilities X X X PD, CM, CC adequate number of OBJ 8.1a vehicles and other equipment to support a larger police force as the community rows. Action 4 Equip all police Community Facilities X X PD. CM, CC vehicles with laptop OBJ 8.1a computers and digital radios to utilize state-of- the-art technologies. Action 5 Periodically Community Facilities X X X PD, CM, CC review staffing needs of the OBJ 8.1a Police Department and hire additional staff to maintain 2.98 staff persons per 1,000 population. Page13-35 La Porte Comprehensive Plan Update.................................................................................: Inrnlenientation Plan Chapter 13 � MUM K9992100=110MOLUNIMM Action 1 Require periodic Community Facilities X X X PD skill checks to ensure OBJ 81b police officers are current in their knowledge and ractice. Action 2 Offer continuing Community Facilities X X X PD, CM, CC education opportunities to OBJ 8.1b enhance the skill base of the force. Action 1 Create awareness Community Facilities X X X PD of the negative effects of OBJ 8.1c drug use with public information campaigns. Action 2 Increase Community Facilities X X X PD, CM community involvement of OBJ 8.1c the police force with civic organizations by providing speakers and education programs. Action 3Increase the Community Facilities X X X PD policing of known drug OBJ 8.1c areas with additional officers and enforcement programs. Action 4 Utilize foot or Community Facilities X X X PD bicycle patrol to increase OBJ 8.Ic the visibility and awareness of police to the community and its visitors. Action 1 Enforce traffic Community Facilities X X X PD safety laws fairly and OBJ 8.1d equally. Policy 1 Action 2 Minimize Community Facilities X X X PD response times for police OBJ 8.Id emergencies. Policy I Action 3 Continue to train Community Facilities X X X PD all police personnel to meet OBJ 8.1d all applicable state and Policy 1 national standards. Action I Establish "PINE", Community Facilities X X X PD "DARE", and other OBJ 8.1d projects in the most Policy 2 vulnerable neighborhoods. Action 2 Partner with local Community Facilities X X X PD organizations, clubs, OBJ 8.1d schools, and other Policy 2 governmental entities (i.e. the County) to promote educational programs that enhance awareness by all citizens of drug abuse and gang activities. Action 3 Establish a Community Facilities X PD cooperative relationship OBJ 8.1d with the Texas Drug Policy 2 Taskforce. Page 13-36 i................................................................................. La Porte Comprehensive Plan Update Implementation Plan.............................too ................... to . to .......... to ..............................: Chapter 13 � 1 1 , , Action 4 Actively pursue Community Facilities X X X PD grants such as the OBJ 8.1d Governor's Criminal Policy 2 Justice Policy grants available for crime and drug programs. Action 1 Require personnel Community Facilities X X X PD, CM to attend educational OBJ 8.2a activities, training seminars, and conferences to maintain an awareness of new ideas, equipment, and trends in the profession. Action 2 Regularly review Community Facilities X X X FD, PL and update fire and OBJ 8.2a building. codes, as necessary. Action 3 Adhere to fire and Community Facilities X X X FD. PL building codes to lower the OBJ 8.2a number of fire incidents. Action 4 Regularly review Community Facilities X X X FD, CM, CC service areas and build OBJ 8.2a additional substations as necessary to maintain a 1.5 mile service area radius from each substation. Action 5 Monitor EMS Community Facilities X X X FD calls to determine when OBJ 8.2a additional personnel are needed on shift for a third ambulance. Action 1 Ensure the new Community Facilities X CM, CC proposed library facility is OBJ 8.3a identified with "LaPorte" in its name. Action 2 Continue to Community Facilities X. X X CM, CC provide strong community OBJ 8.3a library support for the proposed new library. Action 1 Convene a task Community Facilities X LB,. CM, CC force charged with OBJ 8.3b developing strategies to attract new library patrons and visitors. Action 2 Solicit funds to Community Facilities X X X LB, CM purchase additional OBJ 8.3b computers with educational programs and Internet access. Action 3 Encourage public Community Facilities X X X LB awareness and participation OBJ 8.3b in adult literacy program activities and other community education opportunities. Page 13-37 La Porte Comprehensive Plan Update.................................................................................: ............................................................................................... Ininlementation Plan Chapter 13 i i Action 1 Provide funding Community Facilities X CM, CC for the proposed total OBJ 8.4a project costs of $2,009,410.00, in accordance with project documentation. Action 2 Create a more Community Facilities X CM prominent information OBJ 8.4a center in City Hall for ease of use by the public. Action 3 Consolidate the Community Facilities X CM Finance Department and OBJ 8.4a Planning Department for future efficiencies and proper serving of public needs. Action 4 Distinguish the Community Facilities X CM payment counter in the OBJ 8.4a Finance Department and permit counter in the Planning Department from the information center to allow for better service. Action 5 Provide a Community Facilities X CM minimum of an additional OBJ 8.4a 8,472 square feet, according to the Executive - Summary, at the current City Hall location to accommodate the City's current and projected needs. Action 1 Research Community Facilities X CM partnership arrangements OBJ 8.4b with private companies to - - develop a hotel and convention center facility. Action 2 Establish a task Community Facilities X CM force to build support for - OBJ 8.4b development of a hotel and convention center facility. Action 3 Evaluate financial Community Facilities X CM incentives and funding OBJ 8.4b mechanisms such as a tax increment financing reinvestment zone. Action 4 Identify potential Community Facilities X CM sites for locating a hotel/ OBJ 8.4b convention center facility and appropriately zone the property for this use. Action 1 Consider Community Facilities X X X CM cooperative arrangements OBJ 8.5a with surrounding area hospitals to establish a satellite primary medical care facility. Page 13-38 :................................................................................. La Porte Comprehensive Plan Update Implementation Plan...DO* .... DO* ........................................................................DO* ..........: Chapter 13 Action 2 Investigate the Community Facilities X X CM option of creating a OBJ 8.5a 7 corporation for private ownership of the facility and offering incentives for investing,g Action 3 Create incentives Community Facilities X CM to recruit doctors and OBJ 8.5a medical support staff. Action 4 Commission a Community Facilities X CM healthcare consultant to OBJ 8.5a identify strategies and attract a primary health care provider and to assist in recruiting prospective providers. Action 5 Consider Community Facilities X X X CM alternatives to a traditional ON 8.5a hospital facility for primary medical care in LaPorte, Action I Construct and Community Facilities X X X FD, CM, CC staff fire/EMS substations OBJ 8.5b in appropriate locations as needed to adequately serve growth areas. Action 2 Establish a Community Facilities X PD, FD, CM, CC comprehensive training OBJ 8.5b facility for police/fire/EMS to train all personnel to be qualified for appropriate, immediate, humane, and sympathetic treatment of all citizens. Action 3 Acquire and Community Facilities X X X FD, CM, CC maintain modem fire OBJ 8.5b equipment to adequately serve all citizens. Action 4 Establish Community Facilities X X FD, CM, CC electronic links from OBJ III% - ambulances to trauma centers. Action 1 Provide Residential X X X PL information and assistance Development to homeowners for OBJ 9.1a correcting code violations and substandard conditions. Action 2 Conduct a Residential X PL, PL thorough survey of housing Development conditions and identify OBJ 9.la target areas with poor housing conditions and high vacancy rates. Action 3 Provide useful Residential X X X PL information packets listing Development sources of help to OBJ 9.la homeowners who are in violation of City codes. Page 13-39 La Porte Comprehensive Plan Update.................................................................................: ................................................................................. Implementation Plan Chapter 13 Action Element \Objective FIIMIMI I 1 ' Action 4 Continue the - Residential X X X PL City's aggressive program Development of code enforcement. OBJ 9.1a Action 5 Provide and Residential X X X PR, ENG, PW maintain public Development infrastructure such as OBJ 9.la streets, sidewalks and parks throughout the community and specifically in target nei borhoods. Action 6 Develop a Residential X CM financial assistance Development program for low -to- OBJ 9.1 a moderate -income households. Action 1 Develop a Residential X X CM housing rehabilitation grant Development program, 0BJ9.lb Action 2 Facilitate and Residential X X X HC, CM coordinate grant Development applications for housing- OBJ 9.1b related agencies. Action I Provide outreach Residential X X X HC, CM to the public with Development information about housing OBJ 9.2a assistance programs. Action 2 Create incentives Residential X X X HC, CM, CC to encourage development Development of affordable housing on OBJ 9.2a exis ing vacant parcels. Action 3 Review and Residential X PL, P&Z analyze the zoning Development - ordinance, subdivision OBJ 9.2a regulations; and other policies and regulations to identify any potential constraints to development of affordable housing. Action 1 Sponsor pilot Residential X X X CM housing programs such as Development Habitat for Humanity. OBJ 9.2b Action 2 Serve as. an Residential X X X CM organizing agency to Development promote organization of OBJ 9.2b programs and services offered by civic groups, churches, and agencies. Action 3 Develop and Residential X X X HC, CM distribute educational Development materials about the benefits OBJ 9.2b of affordable housing. and the availability of assistance programs. Page 13-40 .................................................................................La Porte Comprehensive Plan Update Implementation Plan ..................................................................................................1 Chapter 13 NE d i i ntinue to Residential X X port, financially 7housing Development e, programs OBJ 9.211 77c'mc itat for d other ams. Action 5 Develop a public Residential X X information program to Development notify citizens of the City's OBJ 9.2b participation in housing programs utilizing radio, TV, utility billings, newsletters etc. Action 1 Consider Residential X HC,. CM establishing an incentive Development program to encourage home OBJ 9.2c ownership. Action 2 Leverage State Residential X X X HC, CM and Federal subsidies to the Development greatest extent possible OBJ 9.2c through creation of local housing programs and provision of local fundin . Action I Locate housing Residential X X X PL, P&Z for elderly and disabled Development persons near social service OBJ 9.2d agencies andother public facilities. Action 2 Consider adding Residential X PL, P&Z retirement communities and Development centers within the OBI 9.2d appropriate zoning district rovision. Action 3 Provide _ Residential X X X ENG, PW sidewalks, accessible curb Development cuts, and other pedestrian OBJ 9.2d improvements in commercial areas, around public buildings and facilities, adjacent to social and health care facilities, and residential neighborhoods. Action 1 Utilize the Land Residential X X X PL, P&Z Use Plan to guide decisions Development pertaining to the OBJ 9.3a appropriateness of manufactured home development. Action 2 Establish criteria Residential X PL in the zoning ordinance for Development the Planning and Zoning OBJ 9.3a Commission to use in making decisions relating to appropriate and compatible development of manufactured homes. Page 13-41 La Porte Comprehensive Plan Update.................................................................................: ................................................................................................. Implementation Plan Chapter 13 1 1 Action 1 Review the Residential X X X PL, P&Z, CC manufactured home park Development ordinance on a regular basis OBJ 9.3b and adopt amendments to ensure high quality, sustainable manufactured home development. Action 2 Consider Residential - X PL, P&Z, CC preparation and. adoption of Development development standards OBJ 9.3b pertaining to structural integrity, habitability, and the appearance of individual manufactured homes (residential and non- residential) and the overall development, including provisions for subdivision perimeter landscaping, foundation plantings, sidewalks, and other enhancements. Action 1 Conduct'a Residential X CM feasibility study on the use Development of tax abatement or other OBJ 9.4a financial programs and adopt recommendations as appropriate, Action 2 Waive or reduce Residential X X X PL, CM, CC building permit fees and Development utility tap fees. OBJ 9.4a Action 3Identify and Residential X X X PL, ENG, CM pursue pilot Development rebabilitation/replacement OBJ 9.4a projects to be funded by governmental agencies or private industry. Action 4 Continue to Residential X X X PL actively pursue demolition Development of substandard and OBJ 9.4a abandoned structures. Action 1 Improve the Residential X X X PL, P&Z, CC standard of quality for Development public housing projects. OBJ 9.5a Action 2 Continue to Residential X X X PL enforce housing codes and Development other ordinances for public OBJ 9.5a health and safety to maintain an acceptable level of housing habitability. Action 3 Encourage Residential X X X PL, P&Z, CC neighborhood Development empowerment and OBJ 9.5a participation by residents in the decision -making process. Page 13-42 e.................................................................................La Pot•te Cotnprehet:sive Plan Update Implementation Plan..................................................................................................� Chapter 13 Arm Action Element I "uJuctivu Action 1 Enforce the City Residential X X X PL code of ordinances with Development respect to property OBJ 9.5b maintenance and environmental or health and sanitation violations. Action 2 Consider adoption Residential X CM, CC of a separate property Development maintenance code. OBJ 9.5b Action 3 Continue to Residential X X X PL condemn and demolish Development abandoned and OBJ 9,56 uninhabitable structures. Action 1 Establish Residential X PL, P&Z incentives to encourage Development builders to adapt housing OBJ 9.6a design consistent with neighborhood character. Action 2 Encourage Residential X X X PL, P&Z, CC neighborhood definition Development such as entry features, OBJ 9.6a perimeter fencing/ landscaping and other identifying features. Action 3 Amend the Residential X PL, P&Z, CC subdivision regulations to Development require open space OBJ 9.6a easements around the perimeter of residential subdivisions that abut existing or planned future nonresidential land uses. Action 4 Adopt screening Residential X PL, P&Z, CC requirements providing for Development opaque screens between OBJ 9.6a incompatible land uses such as fences, landscaping and earthen berms. Action 5 Amend the Residential X PL, P&Z, CC subdivision regulations to Development require increased OBJ 9.6a residential lot depths when adjacent to incompatible nonresidential land use. Action 6 Amend the Residential X PL, P&Z, CC subdivision regulations to Development require additional OBJ 9.6a nonresidential building and parking lot setbacks when adjacent to or abutting residential land use. Action 7 Encourage Residential X X X PD neighborhood watch Development programs to create safe OBJ 9.6a hb netg orh ood s. Page 13-43 La Porte Comprehensive Plan Update.................................................................................: Implementation Plan a........................................................................................... Chapter 13 IJE ' Action 1 Continue to Residential X X X PL require that all exterior Development lighting of nonresidential OBJ 9,611 uses be directed away from residential properties. Action 2 Utilize the Residential X X X PL, P&Z planned unit development Development regulations to allow site OBJ 9.6b design flexibility to address development characteristics such as building height and orientation, and materials on rear elevations. Action 3 Amend the zoning Residential X PL, P&Z, CC regulations to require Development screening of all buildings, OBJ 9.6b wall or ground mounted mechanical equipment and service and loading areas when adjacent or abutting residential development. Action 4 Develop design Residential X PL, P&Z, CC guidelines for non- Development residential development OBJ 9.6b Action I Develop an Residential X PL organized program of Development qualified neighborhood OBJ 9.6c associations. Action 2 Organize and Residential X - PR, PW facilitate "Neighborhood Development Pride" days focusing on OBJ 9.6c beautification and clean up. Action 3 Establish a Residential X CM, CC neighborhood grant Development program for neighborhood OBJ 9.6c initiated enhancement projects such as beautification of vacant lots, landscaping, infrastructure improvement, and other enhancements. Action I Adopt and Residential X X X PL enforce appropriate Development citywide occupancy codes OBJ 9.6d and building standards. Action 2 Review and Residential X X X ENG, PW amend, as necessary, City Development standards pertaining to OBJ 9.6d public improvement projects such as streets, sidewalks, bridges, public buildings and facilities. Action I Conduct detailed Residential X X X PL, PW inventory of all public Development facilities and improvements OBJ 9.7a within the City's nei hborboods. Page 13-44 .................................................................................La Porte Comprehensive Plan Update Implementation Plan..................................................................................................: Chapter 13 , Action 2 Assist Residential X X X PL neighborhood organizations Development to identify improvement OBJ 9.7a priorities within their neighborhoods. Action 3 Schedule capital Residential X X X PL, CM, CC projects within the City's Development capital improvements ORJ 9.7a program (CIP) and provide funding as necessary. Action I Require traffic Residential X X X PL, ENG impact statements for Development nonresidential OBJ 9.7b developments adjacent to residential subdivisions. Action 2 Implement the La Residential X X X PL, ENG, P&Z Porte Thoroughfare Plan to Development provide for an adequate OBJ 9.7b network of streets and thoroughfares to meet the community's mobility needs. Action 3 Conduct traffic Residential X X X ENG impact assessments on a Development periodic basis to identify OBJ 9.7b needed improvements and traffic control within and adjacent to neighborhoods. Action 4 Create a truffic Residential X ENG calming program utilizing Development appropriate techniques such OBJ 9.7b as road narrowing, flush medians, higher visibility crosswalks, one-way streets, rumble strips, gateway treatments, curb radius reduction, narrow street slow -points, speed humpstraised crosswalks, traffic circles, raised intersections, lane narrowing, mid -block roadway narrowing, medians and intersection redesign. Action 1 Amend the zoning Residential X PL, P&Z ordinance, as necessary, to Development incorporate provisions - OBJ 9.7c regarding lot sizes and depths, building setbacks and buffering between incompatible land uses. Page 13-45 La Porte Compreleer:sive Plan Update.................................................................................: Implementation Plan Chapter 13 Action Element \ Objectivu I 1 Action 2 Prepare Residential X X PL, P&Z nonresidential design Development guidelines to address OBJ 9.7c building orientation, building materials, screening of mechanical equipment and loading areas, and other standards of development. Action 3 Utilize the Land Residential X X X PL, P&Z Use Plan to protect existing Development neighborhoods from OBJ 9.7c incom atible land uses. Action 1 Contact Residential X PL neighborhood leaders to Development inform them of the benefits OBJ 9.7d of neighborhood organizations. Action 2 Provide technical Residential X X X PL assistance in the Development preparation of restrictive OBJ 9.7d covenants for subdivisions. Action 3 Provide incentives Residential X X X PL, CM, CC for developers to establish Development neighborhood associations OBJ 9.7d to provide assurance of long term care and maintenance of common areas and neighborhood amenities and facilities. Action 1 Establish a Beautification and X X X PW program to organize and Conservation promote the maintenance OBJ Min and upkeep of neighborhoods and business districts. Action 2 Continue to Beautification and X X X PL actively identify code Conservation violations and proactively OBJ 10.1a pursue compliance with City ordinances. Action 3 Review and Beautification and X X X PL, ENG, PW, amend, as necessary, the Conservation CM, P&Z, CC existing codes and OBJ 10.1a ordinances of the City to ensure that each achieves the desired results of an aesthetically pleasing environment. Action 4 Establish a Beautification and X CM program to publicly Conservation recognize residential and OBJ10.1a business property owners for their role toward enhancing the visual climate of LaPorte. Page 13-46 :.................................................................................La Porte Comprehensive Plan Update Implementation Plait..................................*as ................................... *as .......................: Chapter 13 II Me II 1 I Action 5 Visually enhance Beautification and X X X ENG, PW and maintain public Conservation infrastructure OBJ l0.la improvements such as streets, signals, signage, sidewalks, and parks in highly visible areas of the community. Action 1 Identify and Beautification and X PL, P&Z develop specific locations Conservation for entrance gateways and OBJ 10.110 enhanced corridors such as S.H. 1462 S.H. 2252 Broadway/Old Highway 146, Fairmont Parkway,. Spencer Highway, Main Street, Underwood Road, Bay Area Boulevard, and San Jacinto Street. Action 2 Prepare specific Beautification and X X X PL, ENG gateway and corridor plans Conservation for public improvements OBJ 10.1b such as bridges and traffic signals, landscaping, and entrance signage. Action 3 Design visually Beautification and X X X PL, ENG, PW appealing monument signs Conservation and install them at the OBJ 10.lb identified gateways. Action 4 Utilize Beautification and X X X PW landscaping that is weather- Conservation resistant and resilient for OBJ 10.11i the public rights -of -way environment. Action 5 Acquire excess Beautification and X X X PL, ENG, CM, CC rights -of -way to be used for Conservation open space and landscaped OBJ 10.16 green areas. Action 6 Create a corridor Beautification and X PL, P&Z, CC overlay district along Conservation specified enhancement OBJ10.1b 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 Beautification and X PL, P&Z, CC amend the City's sign Conservation ordinance, as necessary, to OBJ 10.1b control the location, type, style, size, and scale of signs throughout the City with specific standards for the identified entrancement corridors. Page 13-47 La Porte Comprehensive Plan Update................................................................................. i Luplenrentation Plan . .Chapter 13............................................................................. i t . Action 8Incorporate Beautification and X X X CM, CC associated enhancement Conservation costs into the Capital OBJ 10.1b Improvement Program and Annual Budget. Action 1 Design and install Beautification and X X X ENG, PW distinctive street signs, Conservation signals, and directional OBJ 10.1c 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. Action 2 Continue to Beautification and X X X PL actively enforce the sign Conservation ordinance to ensure OBJ 10.1c compliance. Action 3 Partner with the Beautification and X X X CM Chamber of Commerce, Conservation businesses, schools, and OBJ 10.1c organizations to develop an on -going banner program - that promotes local businesses, festivals, and community activities. Action 4Incorporate Beautification and X X X CM, CC enhancement costs into the Conservation Capital Improvement OBJ 10.1c Program and Budget. Action 5 Develop a historic Beautification and X DD, CM trail/corridor on Main Conservation - Street to exhibit the local OBJ 10.1c historic markers. - Action 6 Create an Area Beautification and X PL, ENG, P&Z Redevelopment and Couservatfon Physical Improvement Plan OBJ 10.1c for Five -Comers, including fapade enhancement, creation of open space, landscaping, public statue, streets and sidewalks, and other focused reinvestment projects and activities. Action 1 Support private Beautification and X X X PL, CM initiatives to landscape and Conservation beautify vacant lots. OBJ 10.1d Yagel3-48 c.................................................................................La Porte Comprehensive Plmt Update Iplementation Plan..................................................................................................: Chapter 13 Recommended Time Frame (years) �aWyn%� 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. Beautification and Conservation OBJ 10.1d Beautification and Conservation OBJ 10.1d i X X i X X PL ' CM, CC Action 4 Develop a Beautification and X X X PL, CM, CC program to encourage Conservation property owners to OBJ 10.1d maintain and enhance their property so as to be an asset to the City. Action 1 Establish a Beautification and X X X ENG, CM, CC partnership with local Conservation utility providers to OBJ 10.1e 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 Beautification and X PL, P&Z, CC subdivision ordinance, as Conservation necessary, to require utility OBJ 10.1e lines to be buried, located at the rear of lots, or on the perimeter of subdivisions. Action 3 Incorporate the Beautification and X X X CM, CC costs to bury overhead Conservation power lines along the OBJ 10.1e identified enhancement corridors, such as Bay Area Boulevard, into the Capital Improvement Program and Annual Budget. Action 1 Develop corridor Beautification and X X PL, P&Z enhancement plans for S.H. Conservation 225, S.H. 146, Fairmont OBJ 10.2a Parkway, Underwood Road, Spencer Highway, Bay Area Boulevard, Broadway, Main Street, San Jacinto Street and others as determined appropriate and necessary. Page 13-49 La Porte Comprehensive Plan Update................................................................................. i bnnlementation Plan .................................................................................................... Chapter 13 1'1 it I'll, DIM 1 1 � Action 2 Develop enhanced Beautification and X ENG, PW standards of development Conservation for public improvements OBJ 10.2a such as bridges, sidewalks, streetlights, traffic signals, and signage. Action 3 Amend, for new Beautification and X PL, ENG development, the City's Conservation typical cross sections to OBJ 10.2a increase the width of right- of-way on priority corridors to allow increased setbacks and provision of additional open sace. Action 4 Utilize marginal Beautification and X X X PL, ENG access roads to create Conservation additional open space OBJ 10.2a adjacent to major thoroughfares. Action 5 Develop Beautification and X PL, ENG landscaping standards and Conservation specifications for all OBJ 10.2a classifications of roadways. Action 6 Develop and Beautification and X X X PL, ENG implement a street tree Conservation program along defined OBJ 10.2a enhancement corridors, with sensitivity to utility placement and maintenance concerns. Action 7 Develop a Beautification and X PL, P&Z corridor improvement plan Conservation and include it in the Capital OBJ 10.2a Improvement Program and Annual Budget, including costs for design, installation, and long-term maintenance. Action 1 Amend the City's Beautification and X PL, P&Z development regulations, as Conservation necessary, to require OBJ 10.2b provisions for increased building/parking setbacks, open space easements, raised street medians, and traffic calming improvements at entrances to neighborhoods, distinct areas, andspecial districts. Action 2 Amend the City's Beautification and X ENG, PW, CC design criteria, as Conservation necessary, to incorporate OBJ 10.2b provisions for use of traffic calming techniques at the entrances of neighborhoods, distinct areas, andspecial districts. Page 13-50 :.................................................................................LaPorteComprehensiveP[an Update rmnlententation Plan................................................................................................... Chapter 13 Action 3 Create a plan Beautification and X PL, P&Z review process to Conservation coordinate the design and OBJ 10.2b 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 Amend the City's Beautification and X PL, P&Z development regulations, as Conservation necessary, to require entry OBJ 10.2b monuments at all major entrances of residential subdivisions and commercial centers, industrial parks, and other distinct areas to create an identity for the area. Action 1 With the Beautification and X PL, P&Z exception of Historic Conservation Downtown Main Street and OBJ 10.2c other constrained environments, amend 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 roadwa s. Action 2 Require Beautification and X X X PL, P&Z, CC preservation of unique Conservation natural resource areas OBJ 10.2c within and adjacent to development, Action 3 Preserve adequate Beautification and X X X PL, ENG rights -of -way to Conservation accommodate increased OBJ 10.2c setbacks and open space easements. Action 4 Amend the City's Beautification and X PL, ENG development regulations, as Conservation necessary, to require OBJ 10.2c provision for site distance easements at intersections of thoroughfares and collectors. Page 13-51 La Porte Comprehensive Plan Update.................................................................................: ................................................................................................... Implementation Plan Chapter 13 i Action 5 Utilize increased Beautification and X X X PL, P&Z setbacks to buffer Conservation neighboring residential land OBJ 10.2c uses from the potential adverse impacts associated with major thoroughfares, Action 6 Acquire and Beautification and X X X PL, ENG, CM, CC maintain excess rights -of- Conservation way, vacant lots, vacated OBJ 10.2c 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, Action 1 Amend the City's Beautification and X PL, P&Z development regulations, as Conservation necessary, to require OBJ 10.2d consistent, compatible, and cohesive perimeter fencing adjacent to subdivisions as well as nonresidential developments. Action 2 Amend the City's Beautification and X PL, P&Z development regulations, as Conservation necessary, to require OBJ 10.2d 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 Ensure the Beautifcation and X X X PL, CM, CC provision of assurances for Conservation long-term care and OBJ 10.2d maintenance of perimeter fencing and landscaping. Action 1 Establish design Beautification and X X PL, P&Z standards and/or Conservation architectural guidelines for OBJ 10.2e multiple family dwellings, commercial and industrial buildings, and public facilities. Action 2 Develop a site Beautification and X PL, P&Z plan review process to Conservation ensure conformance with OBJ 10.2e standards and policies pertaining to architectural and site design. Page 13-52 :.................................................................................La Porte Comprehensive Plan Update ImIzlementation Plan..................................................................................................0 Chapter 13 � I 1 Action 3 Utilize the Beautification and X X X PL, P&Z, CC planned unit development Conservation provisions to encourage OBJ 10.2e special development features such asretention ponds, lakes, open space, and other visual attractions. Action 4 Develop Beautification and X PL, P&Z compatibility standards for Conservation the design and appearance OBJ 10.2e of commercial office and retail buildings when adjacent or in near proximity to single or two family residential development. Action 1 Create a corridor Beautification and X PL, P&Z overlay district. with Conservation enhanced regulations OBJ 10.2f pertaining to the location, type, style, color, lighting, size, and scale of signage. Action 2 Amend the City's Beautification and X PL, P&Z sign ordinance to include Conservation provisions for submission OBJ 10.2f of master signage plans for commercial centers. Action 3 Require signage Beautification and X X X PL, P&Z that visually blends with Conservation the development and is not OBJ 10.2f out of character with the surrounding area. Action 1 Amend the City's Beautification and X PL, P&Z development regulations, as Conservation necessary, to require OBJ 10.2g enhanced interior landscaping standards within parking and vehicular use areas. Action 2 Establish a ratio Beautification and X PL, P&Z of landscape islands per Conservation parking spaces, such as one OBJ 10.2g island per twenty parking spaces. Vertical curbs should protect each island. Action 3 Establish Beautification and X PL, P&Z landscape island standards Conservation to require them to be OBJ 10.2g designed and grouped to create defined aisles and entrances. Action 4 Establish Beautification and X PL, P&Z installation and Conservation maintenance standards for OBJ 10.2g trees, shrubs, and other landscape materials. Page 13-53 La Porte Comprehensive Plan Update.................................................................................: Implementation Plan Chapter 13 MUMMM Action 5 Require perimeter Beautification and X PL, P&Z parking lot screening to Conservation fully screen the parking OBJ 10.2g area from adjacent roadwa s and properties. Action I Amend the City's Beautification and X PL, P&Z, CC development regulations to Conservation require screening refuse OBJ 10.2h 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. Action 2 Continue to Beautification and X X X PL, P&Z conduct a site plan review Conservation process to ensure OBJ 10,211 conformance with the screening requirements. Action 1 Comprehensive, Beautification and X X X PL consistent use and Conservation application of the existing OBJ 10.3a building code shall be applied when reviewing redevelopment and improvements, (for example, health and risk factors such as electrical, plumbing, fire codes, etc.) to older structures. Action 2 Enhancements of Beautification and X X X DID, CM, CC design features that Conservation maintain the historic OBJ 10.3a - character/appearance for sidewalks, parking, and lighting should be utilized to promote a more attractive appearance of Downtown. Action 3 Utilize incentives Beautification and X X X CM, CC to encourage Conservation redevelopment and OBJ 10.3a adaptive reuse of historical and architecturally significant buildings and structures. Action 4 Appraised values Beautification and X X X HC, CM, CC of improved and restored Conservation buildings should remain at OBJ 10.3a a pre -improvement value for a specified period of time in order to encourage investment in restored structures. Page 13-54 e.................................................................................La Porte Comprehensive Plan Update Implementation Plan..................................................................................................1 Chapter 13 at r Min LVMW 1 i 11 1 Action 5 Encourage Beautification and X CM, CC lease/purchase Conservation arrangements of properties OBJ 10.3a owned by trusts that own Downtown buildings. Action 6 Require buildings Beautification and X X X PL, P&Z, CC to blend with the character, Conservation design, and scale of OBJ 10.3a existing structures in Downtown. Action 7 Promote a safe Beautification and X X X PD environment through Conservation design and community- OBJ 10.3a based law enforcement. Action 8 Upgrade the Beautification and X Pw, CM, CC electric systems in Conservation Downtown to support OBJ 10.3a special events and festivals. Action I Utilize urban Beautification and X X X PL, P&Z design guidelines consistent Conservation with the existing mixture of OBJ 10.3b architectural styles to create a strong and cohesive "sense of lace." Action 2 Prepare design Beautification and X DD, PL, P&Z guidelines or standards in Conservation cooperation with property OBJ 10.3b owners and other organizations, agencies, and stakeholders in the Downtown area. Action 3 Incorporate Beautification and X X X DD, CM, CC distinctive improvements Conservation such as street and sidewalk OBJ 10.3b paving patterns, unique street signage, and pedestrian amenities. Action 4 Construct Beautification and X DD entrance markers as "mini- Conservation gateways" to Downtown OBJ 10.3b with identification signs and landscaping. Action I Partner with the Beautification and X X X CM, CC Chamber of Commerce and Conservation other stakeholder OBJ 10.3c organizations and agencies to establish an aggressive commercial and retail development program to attract and retain desirable uses within Downtown La Porte. Action 2 Offer incentives Beautification and X X X CM, CC to property owners who Conservation lease or develop their OBJ 10.3c buildings with restaurant and other desirable uses. Page 13-55 La Porte Comprehensive Plan Update.................................................................................: Implementation Plan Chapter 13 wit Action 3 Offer a clear and Beautification and X X X PL expedited permit process Conservation for entertainment, OBJ 10.3c restaurant, and other desirable uses. Action 4 Encourage the Beautification and X X X DD, CM, CC location ofmuseums as Conservation well as art and artisan OBJ 10.3c - galleries, Action 1 Designate and Beautification and X PL, PW label routes to Downtown Conservation La Porte and Sylvan Beach OBJ 10.3d so that it is easy to find from Fairmont Parkway, S.H. 146, S.H. 225, and Broadway, Action 2 Create a unique Beautification and X PL, DD gateway to the downtown Conservation to create a sense of arrival. OBJ 10.3d Action 1 Support a Beautification and X X X CM, CC Business Development Conservation Loan Fund,Building Loan OBJ 10.3e Improvement Program, Paint Program, and Historic Tax Credit Program to assist property owners with improvement of properties, facades, and other physical enhancements in Downtown. Action 2 Consider the Beautification and X X CM, CC creation of a municipal Conservation improvement district or OBJ 10.3e _ public improvement district within Downtown, which have the authority to levy an assessment apportioned for the improvements. Action 3 Solicit funds from Beautification and X X X DD, CM businesses to supplement a Conservation pro amgrantfund, OBJ 10.3e Action 4 Solicit the Beautification and X X X CM, CC involvement of local Conservation financial institutions to OBJ 10.3e establish a low interest loan program for property and facade improvements, Action 5 Create a special Beautification and X CM, CC Downtown La Porte fund in Conservation the Ci 's Annual Budget. OBJ 10.3e Action 1 Provide incentives Beautification and X X X CM, CC to encourage property and Conservation business owners to install OBJ 10.3f canopies to provide shade and shelter as well as an attractive cohesive appestance in Downtown. Page 13-56 :..............................................................................son La Porte Comprehensive Plan Update Implementation Plan..................................................................................................: Chapter 13 I I Action 2 Offer a rebate Beautification and X X X (through tax reduction, a Conservation grant fund, etc.) for canopy OBJ 10.3f 7,3R, installation/replacement to property and business owners. Action 1 Publicize and Beautification and X X X encourage participation in Conservation local festivals, celebrations, OBJ 10.3g concerts, and other community activities. Action 2 Create positive Beautification and X X X PR, CM partnerships with Conservation businesses and property OBJ 10.3g owners to sponsor festivals and community activities. Action 3 Consider a Beautification and X X DD, CM regional festival that Conservation showcases Downtown and OBJ 10.3g its historv. Action 1 Update the Public Safety X EC La Porte Hurricane OBJ ]Lin Evacuation Plan to reflect changed conditions such as completion of the Fred Hartman Bridge and associated improvements to the SH 225/146 interchange. This Plan should emphasize westbound evacuation routes such as SH 225 and Fairmont Parkway versus northbound evacuation over the Fred Hartman Bridge Action 2 Continue to Public Safety X X X EC, CM promote better regional OBJ ll.la coordination of evacuation planning in coordination with Harris County and other local jurisdictions. Action 3 Review the Public Safety X X X CM, CC budgets and existing OBJ ll.la resources of each City Department with emergency response duties to ensure each can fulfill its responsibilities. Action 4 Conduct an Public Safety X ENG, PW inventory of unanchored OBJ ll.la mobile homes and other structural concerns to identify potential trouble areas during severe weather. Page 13-57 La Porte Comprehensive Plan Update.................................................................................i ................................................................. Implementation Plan Chapter 13 Action 5 Communicate Public Safety X X X EC regularly with Harris OBJ ll.la County Office of Emergency Management personnel to maintain good working relationships and contacts. Action 6 Include plans for Public Safety X EC clean up and debris OBJ ll.la clearance in overall emergency lannin . Action I Communicate Public Safety X X X EC regularly with other LEPC OBJ I Llb members as well as other neighboring LEPCs to evaluate local LEPC progress and effectiveness. Action 2 Conduct regular Public Safety X X X EC and challenging emergency OBJ ll.lb drills in coordination with LEPC and other appropriate entities to maintain a high level of readiness. Action 3 Coordinate Public Safety X X X EC closely with the LEPC to OBJ ll.lb 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. Action 1 Request that the Public Safety X X X EC, CM Harris County Office of OBJ ll.lc Emergency Management and/or the Texas Division of Emergency Management evaluate the current warning systems and make recommendations. Action 2 Include a margin Public Safety X EC of safety in the timing of OBJ I1.1c local evacuation declarations to account for changed conditions since evacuation time estimates were last prepared by state emergency lanners. Action 3 Make state Public Safety X X X EC, CM evacuation planners aware OBJ I We of changed conditions that could affect evacuation time estimates (e.g., updated population estimates, reduced/ increased capacity of evacuation routes). Page 13-SS :.................................................................................La Porte Comprehensive Platt Update Implementation Plan..................................................................................................1 Chapter 13 i Action 4 Explore the Public Safety X EC feasibility of issuing rapid OBJ 11.1c tomado alerts given advances in weather radar and stone tracking technology. Action 5 Recruit local Public Safety X X X EC groups and individuals to OBJ 11.1c become trained "storm spotters" as part of the National Weather Service's SkyWam program to alert residents to approaching weather hazards. Action 1 Prepare a Public Safety X EC summary version of the OBJ l l.ld Hurricane Evacuation Plan for public distribution. Action 2 Post the City's Public Safety X EC Hurricane Evacuation Plan OBJ 11.1d and other pertinent emergency planning references and information on the Ci 's Web site. Action 3 Plan public` Public Safety X X X EC information materials and OBJ 1l.ld 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 Conduct informal Public Safety X X X EC evacuation surveys to OBJ ll.ld _ encourage citizens to think about their likely destination, transportation arrangements, and shelter options in the event of a full evacuation of LaPorte. Action 5 Ensure that area Public Safety X X X EC, PW evacuation routes are well- OBJ ll.ld marked to increase public awareness of evacuation options before as well as during emergencies. Action 6 Emphasize plans Public Safety X EC for tight security during OBJ ll.ld disaster situations since this. is a key factor in residents' decisions on whether to evacuate and leave their homes and possessions. Page13-59 La Porte Comprehensive Plan Update.mass ..... ate ......................... mew .......... sea sea ..... ate ................: bnnlementation Plan Chapter]3 EN ruffmi Ma ' Action 7 Provide education Public Safety X X X EC and outreach to ensure that OBJ ILid citizens understand the various types of alerts that are possible through the emergency warning system. Action 1 Continue to Public Safety X X X EC maintain up-to-date lists for OBJ ll.le the Hurricane Evacuation Plan of public facilities and special facilities that will require special attention during emergencies. Action 2 Coordinate with Public Safety X X X EC, CM inland jurisdictions to OBJ 11.1e ensure that adequate space is reserved in nearby shelters for public - transportation evacuees as suggested in the Hurricane Evacuation Plan. Action 3 Make special Public Safety X EC provisions for sheltering OBJ l l.le mobile home residents and occupants of other especially vulnerable structures. Action 1 Construct anew Public Safety X CM, CC Emergency Operations OBJ 11.2a Center EO in the City, Action 2 implement Public Safety X X X PD, FD, CM, CC recommendations made in OBJ 11.2a Chapter S — Community Facilities and Services Element related to police and fire facilities, vehicles and staff training and enhanced emergency medical services. Action 3 Implement Goal Public Safety X X X PW, CM , CC 6.2 in the Utility OBJ 11.2a Infrastructure Systems Element and all associated objectives, policies and actions related to improved drainage and flood protection. Action 4 Implement Goal Public Safety X X X PW, CM, CC 6.6 in the Utility OBJ 11.2a - Infrastructure Systems Element and all associated objectives, policies and actions related to maintaining adequate water pressure in the City's water system. Page 13-60 :.................................................................................La Porte Comprehensive Plan Update Implementation Plan............stages ................................................................................� Chapter 13 1 aintain Public Safety X X X EC y plans and 7multiple-victim OBJ 11.2a riodic training phic incidents, ostage situations e-victim injury scenarios, in which EMS and/or police resources and capabilities would be challenged and good coordination would be essential. Action 1 Ensure that La Public Safety X X X EC, PL Porte's development codes OBJ 11.2b include provisions related to hurricane protection and damage reduction. Action 2 Monitor potential Public Safety X X X EC, PL, ENG local applications of OBJ 11.2b county, state and federal initiatives that are focusing on disaster prevention such as FEMA's Project Impact ("building disaster -resistant communities") and Harris County's "Green Sector Initiative." Action 3 Place utility lines Public Safety X X X PW underground whenever OBJ 11.2b 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. Action 1 Conduct condition Redevelopment X X X PL, PW inventories of existing OBJ 12.1a streets, curbs and gutters, drainage facilities, water and wastewater systems, and street lighting to assess immediate and short-term improvement needs. Action 2 Set improvement Redevelopment X X X PL, PW priorities and schedule OBJ 12.1a projects for implementation through the City's multi- year Capital Improvement Program CIP . Page 13-61 La Porte Comprehensive Plan Update.................................................................................i Imnlententation Plan Chapter 13 Recommended Time Fr me (years) i i years 11 +years III Action 3 Work with the La Redevelopment X X X CM, ISD Porte Independent School OBJ 12.1a District to identify needed improvements to neighborhood school facilities and explore potential partnerships for expediting such improvements. Action 4 Provide critical Redevelopment X PW infrastructure OBJ 12.1a improvements as soon as possible. Action 1 Utilize Federal Redevelopment X X X HC, CM and State grant and loan OBJ 12.1b programs for housing Policy 1 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 Redevelopment X X X CM, CC rehabilitation incentives OBJ 12.1b and homeowner assistance Policy 1 programs. Action 3 Provide public Redevelopment X X X PL information regarding City OBJ 12.1b and State codes, standards Policy I and regulations. Action 4Implement Redevelopment X X X HC, CM recommendations in the OBJ 12.1b Residential Development Policy 1 Element related to housing rehabilitation (e.g., housing condition surveys, homeowner assistance, code enforcement, loan and rant programs). Action 1 Aggressively Redevelopment X X X PL enforce codes addressing OBJ 12.1b urban blight problems. Policy 2 Action 2 Maintain a Redevelopment X X X PL detailed housing/structural OBJ 12.1b inventory through routine Policy 2 field observation to identify properties requiring action. Action 3 Implement Redevelopment X X X PL recommendations in the OBJ 12.1b Residential Development Policy 2 Element related to removal of abandoned structures. Page 13-62 .................................................................................La Porte Comprehensive Plan Update Implementation Plan..................................................................................................: Chapter 13 Element \ O' Time Fr me Years Agency 1Recommended i Action 4 Ensure close Redevelopment X. X X PL, CA coordination with the City OBJ 12.1b Attorney's Office and Policy 2 advocate appropriate action against properties with repeat code violations. Action 5 Maintain adequate Redevelopment X X X PL, CM, CC code enforcement staffing OBJ 12.1b to keep pace with Policy 2 municipal growth and annexation. Action 6 Keep code Redevelopment X X X PL enforcement staff up -to- OBJ 12.1b date on the latest changes in Policy 2 municipal authority and tools through required certifications and training and continuing education. Action 7 Keep City Redevelopment X X X - PL Council informed of OBJ 12.1b changing budget needs for Policy 2 code enforcement and demolition. Action 8 Provide a Redevelopment X X X CM, CC reserve/contingency fund OBJ 12.1b so that abandoned Policy 2 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. Action 1 Implement Redevelopment X X X PL, P&Z, CM, CC recommendations in the OBJ 12.1c Land Use Element related to encouragement of in -fill development within existing infrastructure service areas (e.g., reduced development fees, tax and financial incentives, - regulatory flexibility for redevelopment proposals). Action 2 Use the inventory Redevelopment X PL of existing land use to OBJ 12.1 c identify concentrations of vacant lots in the City. AMion 3Implement Redevelopment X X X PR, PL, CC recommendations in the OBJ 12.Ic Land Use Element related to potential acquisition and use of vacant parcels as pocket parks, public recreation areas, or community open space. Page 13-63 La Porte Comprehensive Plan Update.......... *9909999 so 869808*660800 0408869 @400NODGIFEW 00000008 ................................................ Implementation Plan Chapter 13 Action 1 Ensure Redevelopment X X X PL, P&Z appropriate zoning and City OBJ 12,1d code provisions to accommodate affordable housing, Action 2 Work with Redevelopment X X X HC, CM community organizations, OBJ 121d the Southeast Texas Housing Finance Corporation, and other appropriate entities to engage in affordable housing redevelopment efforts in older nei borhoods. - Action 3 Heighten Redevelopment X X X PL, CM awareness among area OBJ 12.1d builders and developers that a demand exists for affordable housing and policies are in place to support their efforts. Action 4 Establish density Redevelopment X X X PL, CM, CC bonuses, tax abatements, or OBJ 12.1d other incentives to promote affordable housing. Action 5Implement Redevelopment X X X CM, CC recommendations in the OBJ 12.1d Residential Development Element related to - encouragement of creative housing initiatives (e.g., Habitat for Humanity volunteer projects) and homeownership assistance. - Action 6 Increase Redevelopment X X X CM advertising and promotion OBJ 12.1d of available housing assistance programs to prospective homeowners. Action 1 Adjust the zoning Redevelopment X X X PL, P&Z, CC ordinance/map as needed to ON 12.1e ensure an adequate supply of land in appropriate locations for new commercial development, Action 2 Implement Redevelopment X X X PL, P&Z, CC recommendations in the OBJ 12.1e 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 planned ments. developments. Page 13-64 :...................................................mesas ......................... La Porte Comprehensive Plan Update Implementation Plan................................................................................................... Chapter 13 T Action 3 Continue to Redevelopment pursue an array of potential OBJ 12.1e waterfront development 77"7 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 4Implement Redevelopment X X X PR, CM, CC recommendations in the OBJ 12.1e Parks and Recreation Element related to encouragement of private development of recreation uses such m a bowling alley, skating rink, movie theater, and an indoorp sports facility. Action 5 Encourage Redevelopment X X X PLO P&Z, CM, CC development of quality OBJ 12.1e eating and drinking establishments in appropriately zoned locations to serve both residents and visitors. Action 6 Provide incentives Redevelopment X X X CM, CC to encourage high -profile OBJ 12.1e businesses (franchises, major shopping center, grocery stores, cafeterias) to build new locations in older areas of town. Action 7 Continue to Redevelopment X X X CM coordinate business OBJ 12.1e 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 Redevelopment X CM, CC an Economic Development OBJ 12.1e Coordinator to the City staff. Page 13-65 LaPorte Comprehensive Plan Update.................................................................................: Implementation Plan Chapter 13 Recommended Time Frnelyear Agency 1 1 Responsibility Action 1 Explore the Redevelopment X X X PD, CM,CC feasibility of providing OBJ 12.11' "store -front" community locations to make police personnel more visible and accessible and improve perceived security in neighborhoods. Action 2 Continue to Redevelopment X X X PD encourage and increase. OBJ 12.If local crime prevention activities such as neighborhood watches in coordination with the La Porte Police Department. Action 3 Implement Redevelopment X X X PR recommendations in the OBJ 12.1f 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. Action 4Implement Redevelopment X X X CM, CC recommendations in the OBJ 12.1f Community Facilities and Services Element related to upgrading of community centers, the local library, and other community facilities. Action 5 Assist non-profit Redevelopment X X X PR organizations in developing OBJ 12.1f activities and expanding programs that meet the needs of youth. 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. Page 13-66 :.................................................................................La Porte Comprehensive Plan Update Im lementation Plan............................................,..,..................................................; Chapter13 I 1 Action 6 Implement Redevelopment - X X7X7PR recommendations in the OBJ 12.1f Parks and Recreation Element related to enhancing the City's youth recreation programs and coordinating with the La PorteIndependent School - -- - District to expand after - school programs. Action 1 Continue a Redevelopment X X X ENG, PW systematic process for OBJ 12.lg identifying and addressing Policy 1 infrastructure maintenance and rehabilitation needs. Action 2 Continue - Redevelopment X X X PL, CM, CC aggressive enforcement of OBJ 12.lg City codes governing Policy 1 building activity and arty maintenance. Action 1 Review Redevelopment X X X PL, P&Z, CC thoroughly all proposed OBJ 12.11; commercial and industrial Policy 2 developments that could impact existing or future residential areas to reduce or mitigate such impacts and to provide appropriate buffering and other protective measures. Action 2Implement Redevelopment X X X PL, P&.Z, CC recommendations in the OBJ 12.1g Land Use Element related Policy 2 to neighborhood protection requirements as part of the City's development review and approval process, including physical screening, increased setbacks, and open sace. Action 3 Work with Redevelopment X X X PL, P&Z owners of existing OBJ 12.lg _ commercial and industrial Policy 2 operations new residential areas to identify ways to - reduce adverse impacts on adjacent neighborhoods. Action 4Implement the Redevelopment X X X PL, P&Z numerous OBJ 12.1g recommendations in the Policy 2 Residential Development Element related to long- term protection of neighborhood inte i . Page13-67 La Pate Comprehensive Plan Update............................................Dome .................................: htiplementatiott Plait Chapter 13 t i Action 5 Avoid zoning Redevelopment X X X PL, P&Z amendments that amount to OBJ 12.lg inappropriate "spot Policy 2 zoning." Action 1 Facilitate Redevelopment X X X PL organization of qualified OBJ 12.lg neighborhood associations. Policy 3 Action 2 Provide technical Redevelopment X X X PL assistance to neighborhoods OBJ 12.1g in drafting new or reviving Policy 3 lapsed deed restrictions and restrictive covenants. Action 3 Communicate Redevelopment X X X CM,. CC regularly with local OBJ 12.1g organizations and churches Policy 3 about identified needs and planned projects and opportunities for public- rivate coordination. Action 4 Implement Redevelopment X X X PL, P&Z, CC recommendations in the OBJ 12.lg Residential Development Policy 3 Element related to support of neighborhood initiatives. Action 1 Through the Redevelopment X X X DD, CC downtown plan, take the OBJ 12.2a necessary steps to prepare Policy 1 the City to participate in Main Street and other revitalization programs. Action 2 Review the City's Redevelopment X PL, P&Z zoning ordinance to ensure OBJ 12.2a that downtown is zoned Policy 1 appropriately to promote its long-term viability and encourage redevelopment - activities. Action 3 Evaluate the Redevelopment X X DD, PL pedestrian "friendliness" of OBJ 12.2a downtown and identify Policy 1 needed improvements to pedestrian ways. Action 4 Implement Redevelopment X X X PL, P&Z, CC recommendations in the OBJ 12.2a Beautification Element Policy 1 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. Page 13-68 e.................................................................................LaPorteComprehensive Plan Update Implementation Plan..................................................................................................: Chapter 13 . Action 5 Conduct an Redevelopment X ENO, PW inventory of existing OBJ 12.2a building conditions to Policy 1 identify substandard or dilapidated structures and to set priorities for rehabilitation efforts. Action 1 Implement Redevelopment X X X PL, P&Z, CC recommendations in the OBJ 12.2a Beautification Element Policy 2 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. Redevelopment X PL, ENO, PW tree planting program based OBJ 12.2a on a planting plan that is Policy 2 coordinated with other recommended improvements, such as sidewalk and curb and utter repairs. Action 3 Develop a Redevelopment X X DD, CM, CC comprehensive street OBJ 12.2a lighting program for the Policy 2 downtown area, including installation of antique -style lamp posts and establishment of a street lamp replacement schedule. Action 4 Enhance the Redevelopment X X DD, PL, CC appearance of off-street OBJ 12.2a parking areas through Policy 2 perimeter and interior landscaping improvements in coordination with downtown property owners. Action 5 Encourage private Redevelopment X X X DD, CM initiatives to landscape and OBJ 12.2a beautify vacant and Policy 2 undeveloped properties in the downtown area and step up enforcement of property maintenance codes. Action 6 Determine the Redevelopment X X PL, DD feasibility of providing a OBJ 12.2a pocket park or improved Policy 2 public open space in the downtown area for pedestrian congregation, with benches, a gazebo or bandstand, appropriate plantings, historical information, public art, etc. Page 13-69 La Porte Comprehensive Plan Update.................................................................................i 0*00000 memo 8066808666 *we move was Implementation Plan Chapter 13 Action Element \ Objective Action 7 Develop visible Redevelopment X X DD, PL, CC identification markers and OBJ 12.2a landscaped gateways at Policy 2 7 strategic locations to denote entry into the historic downtown area. Action S Promote a safe Redevelopment X X X PD downtown environment OBJ 12.2a ' through appropriate design Policy 2 and highly visible, community -based law enforcement. Action 9Implement Redevelopment X X X DD, PL recommendations in the OBJ 12.2a Beautification Element Policy 2 related to other ways to enhance the aesthetics and visual appeal of downtown. Action 10 Highlight model Redevelopment X X X DD, CM projects, which exemplify OBJ 12.2a successful implementation Policy 2 of recommended actions in the downtown plan. Action 1 Explore Federal Redevelopment X X X DD, PL, CM and State funding for OBJ 12.2a downtown revitalization. Policy 3 Action 2Implement Redevelopment X X X CM, CC recommendations in the OBJ 12.2a Beautification Element Policy 3 related to incentives, "seed money," and technical assistance for private redevelopment projects (e.g., business loan funds, historic restoration tax - credits, low -interest loans from local financial institutions, a special downtown matching grant fund in the City's annual budget). Action 3 Consider the Redevelopment X X CM, CC creation of a municipal OBJ 12.2a improvement district or Policy 3 public improvement district, which would have the authority to levy an assessment apportioned for downtown improvements. Action 4 Award tax Redevelopment X X X CM, CC abatements over a specified OBJ 12.2a period to property owners Policy 3 who implement physical improvements to downtown structures. Page 13-70 e.................................................................................La Porte Comprehensive Plan Update Implementation Plan..................................................................................................1 Chapter 13 w.vni MINE Action 1 Survey downtown Redevelopment X -DD, CM businesses to determine OBJ 12.2a what incentives and Policy 4 7 improvements are considered important and necessary to attract and retain business. Action 2In partnership Redevelopment X X X DD, CM with other area public and OBJ 12.2a private entities, host Policy 4 periodic downtown development seminars involving business owners to focus on opportunities and improvement needs and develop specific action Tans. Action 3 Annually evaluate Redevelopment X X X DD, CM, CC. and revise downtown OBJ 12.2a development incentives and Policy 4 policies as needed. Action 4 Create a City- Redevelopment X CM, CC sponsored awards program OBJ 12.2a to recognize successful Policy 4 downtown businesses and downtown improvement ro'ects. Action 1 Support Redevelopment X CM, CC development of a marketing OBJ 12.211 plan and materials to attract Policy 1 regional retailers and national franchise businesses to the downtown area. Action 2 Recruit more Redevelopment X X X CM restaurants and OBJ 12.2b entertainment uses to Policy 1 downtown. Action 3 Attract businesses Redevelopment X X X CM that cater specifically to the OBJ 12.2b teen market. Policy 1 Action 4 Support the use of Redevelopment X X X CM, CC financial incentives to OBJ 12.2b attract targeted businesses. Policy 1 Action 5 Host a joint Redevelopment X X X CM, CC City/Chamber seminar OBJ 12.2b periodically for existing Policy 1 and prospective downtown merchants and property owners. Action 1 Implement Redevelopment X X X DD, CM recommendations in the OBJ 12.2b Beautification Element Policy related to promotion and use, of downtown as a place for special events. Page 13-71 LaPorte Comprehensive Plan Update...... Implementation Plan Chapter 13 Action 2 Develop and Redevelopment X X X DD, CM publicize an annual OBJ 12.2b program of downtown Policy 2 activities. Action 3 Work with Redevelopment X X X PR, CM downtown property owners OBJ 12.2b and tenants to explore Policy 2 opportunities for festivals and other community activities. Action 4 Explore potential Redevelopment X X PR "spin-off' activities related OBJ 12.2b to established, major annual Policy 2 events in La Porte such as Sylvan Beach Day and the Bay Day festival. Action 5 Implement Redevelopment X X PR recommendations in the OBJ 12.2b Parks and Recreation Policy 2 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. Action 1 Continue to work Redevelopment X X X DD, CM with the Main Street OBJ 12.2b Association and other Policy 3 community organizations to develop an ongoing banner program that promotes local businesses, festivals and community activities while adding new color to downtown. Action 2 Implement Redevelopment X X PL, P&Z, CM recommendations in the OBJ 12.2b Beautification Element Policy 3 related to distinctive design features for downtown such as sheet and sidewalk paving patterns and store- front awnings and canopies. Action 3 Develop street Redevelopment X DD, PL, PW and directional signs that OBJ 12,211 are unique and compatible Policy 3 with the historic character of the downtown area. Page 13-72 :................................................................................. La Porte Comprehensive Plan Update lnznleznentation Plan.................................ate .................. Do* .........................................i Chapter 13 Action 4 Implement Redevelopment X X PL, ENG, CC recommendations in the OBJ 12.2b Beautification Element Policy related to corridorenhancement to improve vehicular access to downtown and to add appropriate directional signage to guide visitors from major area roadways into the downtown area. Action 5 Step up marketing Redevelopment X X X CM, CC efforts for downtown and OBJ 12.211 the entire city through Policy 3 coordinated advertising in community newspapers, an upgraded City Web site, and other new and expanded efforts. Action 6 Increase the Redevelopment % X CM City's role in marketing OBJ 12,211 and promotion by Policy 3 establishing a Convention and Visitors Bureau and by dedicating a larger share of hotellmotel tax revenues to local tourism and business promotion activities. Action I Implement design Redevelopment R X X PL, P&Z, CC standards and incentives for OBJ 12.2b preservation and Policy 4 enhancement of historic structures in the downtown. Action 2 Provide financial Redevelopment X X X CM, CC support and assistance to OBJ 12.2b local historic preservation Policy 4 activities. Action 3 Promote heritage Redevelopment X X X DD, CM,. CC tourism opportunities. OBJ 12.2b Policy 4 Action 4 Feature historic Redevelopment X CM structures and sites in all OBJ 12.2b informational publications, Policy 4 community Internet sites, and promotional literature and events. Action 5Implement Redevelopment X X X PR recommendations in the OBJ 12.2b Parks and Recreation Policy 4 Element related to support of activities, which promote La Porte's historic landmarks and features for local enjoyment and for tourism potential, 1 Page 13-73 La Porte Comprehensive Plan Updates 0998*0800 so@* Implementation Plan Chapter 13 1• iEME oil Action 1 Establish annual Implementation X X X CM review procedures for OBJ 13.1a individual City departments Policy 1 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 Require the Implementation X X X CM, CC Planning and Zoning OBJ 13.1a Commission to prepare an Policy 1 annual report and recommended updates to the Comprehensive Plan and amendments to the La Porte 2020 Land Use Plan and Transportation Thoroughfare Plan. Action 1 Establish an Implementation X CM, CC ongoing Citizen Action OBJ 13.2a Committee (CAC) to Policy 1 undertake special projects and coordinate citizen activities toward implementation of the Comprehensive Plan. Action 2 Provide an annual Implementation X X X CM report to the citizens of La OBJ 13.2a Porte via the local Policy 1 - 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. Action 3 Provide a copy of Implementation X CM the Comprehensive Plan to OBJ 13.2a local civic groups and other Policy 1 organizations. Action 4 Cite references to Implementation X X X PL, CM the goals, objectives, OBJ 13.2a policies and actions of the Policy 1 Comprehensive Plan in other reports and studies, capital improvement projects, city programs, and development and redevelopment projects Page 13-74 :.................................................................................La Porte Comprehensive Plan Update Implementation Plan..................................................................................................: Chapter13 K2119MM Action 1 Require all City Implementation X X X CM' departments to develop OBJ 13.3a project requests, including Policy 1 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 Implementation X CM coordinator to compile all OBJ 13.3a project requests and Policy 1 coordinate projectreview. Action 3 Establish a fiscal Implementation X CM, CC policy or a series of policy OBJ 13.3a statements to create Policy 1 parameters regarding distinct limits on the amount of annual funding available and methods of financing. Action 4 Establish CIP Implementation X X X CM, CC goals with the City. Council, OBJ 13.3a which are statements of Policy 1 Council intent. Action 5 Establish an Implementation X X X CM, ENG engineering review of cost OBJ 13.3a estimates developed by Policy I individual City departments as well as technical feasibility of projects. Action 6 Establish a Implementation X X X CM financial review process to OBJ 13.3a assess the financial Policy 1 feasibility of projects, develop alternatives to financing improvements, and identify proposed sources of funding for all requested projects. Action 7 Establish a Implementation X X X PL planning review by the. OBJ 13.3a Planning Department as Policy I well as the Planning and Zoning Commission to ensure conformance with the goals and objectives of the Comprehensive Plan. Action 8 Perform a chief Implementation X X X CM administrative review to OBJ 13.3a _ determine the conformance Policy I of each project to the fiscal policies and CIP goals established by the City Council and the relative priority of each project. Page 13-75 La Porte Comprehensive Plan Update.................................................................................: Implementation Plan Chapter13 T' IRMEEIR EMAMM Nimmm Action 9 Develop a Implementation X X X CM, CC formalized City Council OBJ 13.3a review process to review Policy 1 individual projects, projects that require special financing, and those that - require multiple year financin . Action I Assign to a Implementation X X X CM representative of each City OBJ 13.4a department the Policy 1 responsibility of tracking external funding opportunities in their program area, and appoint an overall coordinator for the City. Action 2 Maintain good Implementation X X X CM contacts with federal, state OBJ 13.4a and regional agencies Policy I 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 Implementation X X X CM, CC "grantsmanship" training OBJ 13.4a for City staff involved in Policy 1 tracking funding opportunities through the World Wide Web and other resources. Action 1 As discussed in Implementation X CM, CC the Transportation and OBJ 13.4a Utility Infrastructure Policy 2 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. Page 13-76 :................................................... ...................... La Porte Comprehensive Plan Update Implementation Plan ................................................................................................... Chapter 13 Recommended Time Frame (years) Agency i 1 Action 1 Conduct annual Implementation X X X PL, P&Z, CC reviews of the zoning OBJ 13.5a ordinance and subdivision Policy I 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 Implementation X X X CM departments to identify and OBJ 13.5a draft potential new Policy 1 ordinances that may be used to implement the Comprehensive Plan. Source: La Porte Comprehensive Plan Update, Wilbur Smith Associates, 1999. Responsible A¢encv Abbreviations AB Airport Board CC City Council CM City Management DD Downtown District EC Emergency Coordinator ENG Engineering FD Fire Department HC Harris County ISD Independent School District LB Library Board P&Z Planning Commission PD Police Department (Public Safety) PR Parks and Recreation PL Planning Department PW Public Works Page 13-77 La Porte Comprehensive Plan Update.................................................................................: Implementation Plan Chapter 13 CAPITAL IMPROVEMENT PROGRAM (CIP) A Capital Improvement Program (CIPj is a five-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 remaining four 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 five-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 2, 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 21" 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 five-year CIP that becomes the basis for the City's Capital Budget, Page 13-78 :................................................................................. La Porte Comprehensive Plan Update Nlententation Plan..................................ate .. *am ......................... sea .......... *at ...............: Chapter 13 TABLE 2 PROGRAM OF CAPITAL PROJECTS La Porte Comprehensive Plan Update La Porte, Texas t t I 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 technolo ies 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 Q Fire Public Facilities X FD, CM, CC Training Facility 106 ' E.M.S. Roof 107 Public FacMcs� X Fire Station 3 land purchase Public Facilities X FD, CM, CC 109 Renovation of Police Public Facilities X PD, CM, CC Headquarters/Court Complex Q12 Remodeling of Resource Public Facilities X CM, CC Center 138 La Porte Municipal Landfill Public Facilities X ENG, PW, 144 CM, CC Automatic irrigation Public Facilities X CM, CC Controller 165 City Hall landscape Public Facilities X CM, CC irrigation 166 General golf course Public Facilities X X X PR, CM, CC im rovements 155 Golf Course bunker Public Facilities X PR, CM, CC reconstruction 156) Clubhouse facilities 157 Public Facilities X PR, CM, CC Golf Course fencing 158 Public Facilities X PR, CM CC Replace A/C system at Public Facilities X PR Sylvan Beach Pavilion 179 Page 13-79 La Porte Comprehensive Plan Update ..................................... ........ amp asset ago ........*eggs ....................**&seem@Desoto assets..................,........ Implementation Plan Chapter 13 Projecti, 1 I i 8,000 sq. fl. pavilion at Public Facilities X PR L.C.B. 180 SanJacinto— Update Public Facilities X PR mechanical system 190 SanJacinto— Mechanical Public Facilities PR room renovation 191 City Hall parking lot (254) Public Facilities X ENG, PW, 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" waterline outer loop along Fairmont Parkway Complete water line loops Infrastructure X ENG, PW, CC on Bay Area Boulevard. Construct 500,000 gallon Infrastructure X ENG, PW, CC elevated storage tank near Lomax Install water line along Infrastructure X ENG, PW, CC State highway 225 Complete construction of 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. South Broadway Drainage Infrastructure X X ENG, PW, CC Problem BayMudDMP 129 Infrastructure X X ENG, PW, .CC Page 13-80 :..........................ago ... ago ........... gas ............&a to* 0....ago .....9.La Porte Comprehensive Plan Update rinplementation Plan..................................................................................................: Chapter 13 Recom I _ Project Program I I i 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 Sanitary sewer (rank main. Infrastructure X ENG, PW, CC North La Porte 257 Sanitary sewer extension Infrastructure X X ENG, PW, CC 258 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 Fairmont Parkway. Construct a railroad/street 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 government buildings. Install a raised pedestrian Streets and Sidewalks X ENG, PW, CC crossover across Fairmont Parkway and other major arterial roadways, 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 I I" Street in west La Porte. Construct geometric street Streets and Sidewalks E X ENG, PW, CC improvement at Five Corners to facilitate safe traffic movement. -1 Page 13-81 La Porte Comprehensive Plan Update.................................................................................: Implementation Plan Chapter 13 Recommended Time Frame (years) 1 I4 1 1 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, 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. Extension of Farrington Streets and Sidewalks X X ENG, PW, CC Boulevard 115 ' Refuge/Turn lanes on 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 PWj CC Development of additional Streets and Sidewalks X X X ENG, PW, CC pedestrian walkways 131 Contract overly 14 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 ro am 149 South S Street Streets and Sidewalks X ENG, PW, CC reconstruction Fairmont Parkway to L.C.B. Park ]52 Fairmont Parkway sidewalk Streets and Sidewalks X X ENG, PW, CC 154 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, Page 13-82 :.................................................................................La Porte Comprehensive Plan Update Implementation Plan..................................................................................................: Chapter13 iTi o •11 Ila CODE I I i 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 special 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 in areas of park need. Acquire priority Parks and Recreation X X X PR, CC conservation areas fee simple or protect them through conservation easements. 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 opens aces. Page 13-83 LaPorte Comprehensive Plan Update............................................................fee . go* ..............: Implementation Plan Chapter 13 i �•�On MProvide Mfunding I I ate 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 sace 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. Tennis court overla 169 Parks and Recreation X X X PR, CC Lighting for soccer field Parks and Recreation X PR, CC 172 Asphalt jogging path 174 Parks and Recreation X PR, CC Footbridge 177 Parks and Recreation X PR CC Footbridge 178 Parks and Recreation X PR, CC Tennis court lighting Parks and Recreation X X PR, CC L.C.S. 181. Bike path from S.H. 146 to Parks and Recreation X X PR,. CC Luella 184 Expansion of L.C.B. Park Parks and Recreation X PR, CC from existing park site to S.H. 146 185 Purchase of park property Parks and Recreation X X PR, CC in College View and Spenwick subdivisions ark zone 1 186 Lighted football practice Parks and Recreation X X PR, CC area Baker Jr. High and Lomax Jr. Hi 187 San Jacinto pool renovation Parks and Recreation X PR, CC 188 Waterpark slide 189 Parks and Recreation X PR, CC Page 13-84 i.................................................................................La Porte Comprehensive Plan Update Irttnlententation Plan................................................................................................... Chapter 13 �. t r� - I I t Fairmont Pool deck Parks and Recreation X PR, CC resurfacing 192 San Jacinto Pool deck Parks and Recreation X PR, CC resurfacing 193 Mini golf course 194 Parks and Recreation X PR, CC San Jacinto Pool — Bath Parks and Recreation X PR, CC house renovation 195 Fairmont Pool — Bath house Parks and Recreation X PR, CC renovation 196 San Jacinto pavilion area Parks and Recreation X PR, CC 197 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 chemical storage Parks and Recreation X PR, CC room 201 Wave Pool chemical/pump/ Parks and Recreation X PR, CC filter room 202 Northwest attraction pool Parks and Recreation X PR, CC 203 Wade pool renovation — Parks and Recreation X PR, CC Fairmont 204 Pool covers 205 Parks and Recreation X X PRA CC Fairmont bulinose Parks and Recreation X PR, CC renovation 20 Wave Pool attraction pool Parks and Recreation X PR, CC 209 Central control area (214) Parks and Recreation X PR, CC 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 Tennis courts at EK Park Parks and Recreation X PR, CC 223 Basketball court at EK Park Parks and Recreation X PR, CC 224 Field 4 at L.C.B. 225 Parks and Recreation X PR, CC Renovation of air condition Parks and Recreation X PR, CC 228 Cover over walkway 230 Parks and Recreation X PR, CC Box in basketball court Parks and Recreation X PR, CC 233 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.RT. Center 236 Partitions for ballroom Parks and Recreation X PR, CC 241 Audio/visual equipment Parks and Recreation X PR, CC 242 Paging system (243) Parks and Recreation X PR, CC Page 13-85 La Porte Comprehensive Plan Update.................................................................................: .................................................................................................. Implementation Plan Chapter 13 i ITi Central heating/cooling Parks and Recreation X PR, CC system 244 Deck enclosure (245 Parks and Recreation X PR, CC New carpet for dance floor Parks and Recreation X PR, CC 246 Construction of outside Parks and Recreation X X PR, CC stage 248 Construction of Parks and Recreation X PR, CC amphitheater style seating 249 Replace poles 250 Parks and Recreation X PR, CC L.C.B. park pavilion 253 Parks and Recreation X PR, CC Big Island Slough fitness Parks and Recreation X PR, CC Ian 255 Microfiches stem 142 Administration X CM, CC Fuel management project Administration X X CM, PW, CC 145 Purchase of vehicles and Administration X X X CM, CC trailers 162 Geographic Information Administration X X X PL, CM, CC System GIS 263 Purchase one Sun Administration X PL, CM, CC Microsystems work station and Arcrnfo and ArcView software programs, 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. Prepare and adopt an Studies and Plans X AB, CM, CC airport compatibility plan that addresses land use and development adjacent to the airport. U date water master Ian. 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 masterplan every 5 years. Update wastewater master Studies and Plans X X ENG, PW, plan. CM, CC Develop and implement a Studies and Plans X X X ENG, PW, storm water mgmt, plan, CM, CC Develop a proactive Studies and Plans X CM, CC marketing plan to attract developers to La Porte. 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. Page 13-86 :.................................................................................La Porte Comprehensive Plan Update ImplementationPlan................................................................................................... Chapter13 �•�arne (years) Agency I I Responsibility 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 wastewater 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. ROW Alignment Study Studies and Plans X PL, ENG, CC 118 East Boulevard ROW Studies and Plans X PL, ENG, CC alignment stud 120 Grid street system study Studies and Plans X PL, ENG, CC 123 Taylor Bayou watershed Studies and Plans X X PL, ENG, CC master plan 124 Master watershed plan for Studies and Plans X X PL, ENG, CC Big Island Slough 125 Arizona Street watershed Studies and Plans X X PL, ENG, CC study and improvements 128 Sylvan Beach Park master Studies and Plans X X HQ PR, CC plan 132 Arizona Street drainage Studies and Plans X X PL, ENG, CC stud 260 Source: City of La Porte and Wilbur Smith Associates Consultant Team, 1999 Responsible Agency Abbreviations: AB Airport Board CC City Council CM City Management EC Emergency Coordinator Page 13-87 LaPorte Comprehensive Plan Update.................................................................................i ................................................................................................... Implementation Plan Chapter 13 ENG Engineering FD Fire Department HC Harris County P&Z Planning Commission PD Police Department (Public Safety) PR Parks and Recreation PL Planning Department PW Public Works 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 grocess 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 Figure 1, CIP Process, Step 1— Initiate Program The City Council acts as the lead agency for drafting the capital 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-tip e.................................................................................La Porte Comprehensive Plan Update Implementation Plan................................................................................................... Chapter 13 TABLE 3 STEPS AND PARTICIPANTS IN THE CIP PROCESS La Porte Comprehensive Plan Update La Porte, Texas PARTICIPANTS STEPS c o U U d o = c E > E 0 U U E a m O o c U E > > 0_ .o rn rn c m 4 m N A U N 01 a d U O 1. Inifiate 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 0 X 8. Review Project Requests X 0 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 11. Adopt and Monitor Capital Budget O X X X 12, Review and Revise CIP and Capital Budge 0 0 X 0 X 0 X X X X O Major Role X Supporting Role Page 13-89 LaPorte Comprehensive Plan Update.................................................................................: Imvlementation 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: • Policv 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 Figure 4; 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 inventory 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 updated annually by department heads and the Planning Department. Page 13-90 :.................................................................................La Porte Comprehensive Ptan Updatte Implementation Plan..................................................................................................� Chapter13 FIGURE 4 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 in use by your department. Include a brief description of each facility (e.g., Memorial Building — a recreation facility). Item 2. Year Built or Acquired: Indicate the year that the facility or item was build 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 13-91 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 $10,0000 This limit is to some extent arbitrary and can be changed if inflation or other factors dictate. Frequency —Capital projects should be non -retuning. 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 ahnost 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 capital 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. The program coordinator based upon the City Council's desires 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. Page 13-92 :.................................................................................La Porte Comprehensive Plan Update rinplementation Plan.......got ....... woo ......... age ........ ago ...................................•...................; 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 the 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 Figure 5, Status of Previously Approved Capital Projects, Page 13-93 La Porte Comprehensive Plan Update.................................................................................: Implementation Plan Chapter 13 TABLE 5 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 1. 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 7. Comments INSTRUCTIONS FOR COMPLETING STATUS OF PREVIOUSLY APPROVED CAPITAL PROJECTS FORM Item 1. Project Reference Number and Title: Enter number and title of project. Item 2. Fiscal Year (FY) Project First Authorized: Indicate the fiscal year that the project was initially authorized. Item 3. Project Status: Indicate the status of the project as completed (COM), to be continued (TBC), or to be cancelled (CAN). Item 4. Completion Date: Indicate the completion date for completed project (COM) or the expected completion date for those projects to be continued (TBC). Item 5. 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 expended or encumbered. Item 7. Comments: Indicate any unusual factors relating to the project such as significant changes in the design, scheduling, or funding requirements. Page 13-94 i................................................................................. La Porte Comprehensive Plan Update Implementation Plan..........ago ........................................ goo ............................aa*a a0aa0atgoaa Chapter13 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 Figure 6, 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 13-95 La Porte Comprehensive Plan Update................................................................................,: ................................................................................................... Implementation Plan Chapter 13 FIGURE 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 $ 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 13-96 :.................................................................................La Porte Comprehensive Plan Update ImnlementationPlan................................................................................................:.: Chapter 13 INSTRUCTIONS FOR COMPLETING CAPITAL PROJECT REQUEST FORM Item 1. Project Utle: 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 are 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 -rang 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 estimate 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 Tinge 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 Authoriiy: 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 13-97 La Porte Comprehensive Plan Update.................................................................................e ................................................................................................... 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 Figure 7, 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 C1P 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—Adopt and Monitor Capital Budget The capital budget is a funding plan for the fast 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 fu-st 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 13-98 e.................................................................................La Porte Cornprehensive Plan Update 7»r»lenzentation Plan..................................................................................................: Chapter 13 FIGURE 7 CAPITAL PROJECT SUMMARY La Porte Comprehensive Plan Update La Porte, Texas Page of Date Prepared I IDept./ 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 project 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 13-99 La Porte Comprehensive Plan Update................................................................................. i Implementation Plan Chapter 13 Step 12 — Review and Revise CIP and Capital Budget The CH' 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. Page 13-100 :................................................................................. La Porte Comprehensive Plan Update Miscellaneous Data C U SOURCE: Texas Department of Housing and Community Affairs, Austin, Texas, GUIDE FOR CITY COUNCILMEMBERS OF GENERAL -LAW CITIES. Cities are highly complex organizations. Land areas and structures are used for an endless variety of purposes, which are made possible through local policies, ordinances and an extremely complex physical system. A city's physical system may consist of streets, water lines and storage facilities, -wastewater lines and treatment facilities, storm facilities, parks, public buildings such as schools, post office, city hall, fire stations and other infrastructure. Not only is each service actively provided by the community complex and important as a separate service, but each activity interacts in many ways with one or more of the other functional elements of the community. Community problems that exist today can seldom be solved individually or in isolation because of the complex and interrelated character of our cities. Coordinating community development or redevelopment is the responsibility of the local government. Infrastructure and service improvements provided by local government affect the daily lives of all citizens, develops community character, and assists in stimulating or delaying the development of privately owned land. Approximately one half (1/2) of developed land in most municipalities is in public ownership; streets usually contain the majority of this total. Because of the dedication of streets by private land owners through the platting of property, the city has the obligation and opportunity to influence and regulate the overall design pattern of the community as well as other physical developments by the private sector. The process by which a local government establishes long-range general policies for guiding growth and development of the community in a coordinated and unified way, is called Comprehensive Planning. The development of a comprehensive plan with implementation procedures provide the only workable means for permitting the local government to fulfill all of its coordinating responsibilities relevant to physical development. In particular, coordination and cooperation between various departments within a municipality, such as public works, parks and recreation, library services, and fire and police protection are important. Other public and quasi -public agencies outside of municipal government, such as local school boards and utility companies, are all directly concerned and affected by physical development. Providing these departments and agencies a context into which each one can fit its own plans and programs is in the development of a comprehensive plan. Coordination among the various public activities will be enhanced so that all can and should be working toward the same vision of the desirable future form of the municipality as established by the elected officials. Substantial savings in acquisition, development, and maintenance costs by the public can be achieved through utilizing the coordinative opportunities of the comprehensive pIan. The plan makes it possible to eliminate the duplication of facilities, and it encourages the joint use of common facilities. Often joint usage of a facility can be accomplished at a substantially lower cost than if two separate facilities were to be built 75 and operated. Office buildings constructed and used jointly by city and county government is one effective way to save money. Another way, is jointly acquire adjacent park and school sites and arrange for their joint and complementary use. In addition to governmental coordination, the comprehensive plan coordinates public and private development. The plan minimizes conflicts between different land use types while maximizing the benefits of public investment. With respect to utility improvements, the specific size and location of future water lines, wastewater lines, and storm drainage facilities can be calculated based on planned land uses. In the absence of a comprehensive plan, the infrastructure lines would have to be oversized in order to provide adequate service for a wide range of possible future developments. With the comprehensive plan, the infrastructure can be economically designed according to actual rather than potential need. Improvement or development of the local street system is based on the condition of streets, adopted subdivision ordinance, and transportation needs anticipated in the comprehensive plan. When a city has streets that are unpaved or paved streets that are in poor condition in which elected officials would like to see improvements made, but realize that to accomplish such a job will take many years, the city would benefit by a comprehensive plan to inventory all streets, analyze the problems, and recommend a program to bring all streets up to standard. Such a program would research local priorities and financial resources in determining when and how the streets can best be improved in accordance with the city's existing ordinances. In the development of a comprehensive plan, a study will be made of different land uses, existing and projected, which will generate different travel patterns, which in turn affect the location, function, and capacity requirements of the street system. This process makes it possible to provide the most efficient future transportation system at minimum costs. In the absence of a pIan, expensive and excessive improvements generally have to be made in the street system to correct deficiencies, or unnecessary and expensive improvements will have been made and result in excess street capacities. Community facilities such as schools, parks, libraries, police and fire stations are of vital importance to the quality of life and the general welfare of the community. The comprehensive plan is needed to identify in advance potential sites which can then be reserved or acquired. Site acquisition in advance results in significantly lower acquisition costs, and assures that future facilities are located so as to maximize their service to each neighborhood in the community. Planning or project scheduling permits the community to purchase needed land parcels for facilities and rights -of --way well in advance of construction of private buildings that later, if improperly located, might have to be purchased and demolished. It is also more expensive to provide an addition to a major community facility than to build the larger facility initially. Some communities construct all public buildings in advance of need as a matter of course. This is a part of the formal planning process in which population estimates are used to project the need for public facilities of various FL' sorts, where projects are given a priority in a capital improvement program and are completed in advance of the time that the ultimate need materializes. There are obvious economic benefits provided by developing a comprehensive plan, where a community is growing and need to expand facilities or not growing and need to improve recognized deficiencies. Almost every growing city is plentifully supplied with instances in which money would have been saved if we had planned or if we had done it another way or if we had done something else instead. The city can achieve the most efficient and effective use of public resources through comprehensive planning. With established project priorities elected officials can prevent unwise expenditure of funds which means that more money is available for extra or better services and facilities. Money saved through the comprehensive plan is not a goal in itself, but rather a supplementary attribute to be gained in the process of achieving the quality of life desired by the local citizens. THE CONCEPT OF COMPREHENSIVE PLANNING The comprehensive plan can be characterized as short-range, long-range, comprehensive and general. It is short-range in that it deals with existing pressing problems. It is long-range in that it deals with projects 20 to 30 years into the future. It is comprehensive because it encompasses all geographical parts of the community and all the functional elements which bear on physical development. It is general because the plan designates only the general location, character and extent of the major physical elements of the community, but detailed enough to be clear in directing city policies. Some of the most noticeable features in distinguishing characteristics of a comprehensive plan are as follows: THE COMPREHENSIVE PLAN SHOULD: Focus on physical development, but take into account the social and demographic characteristics of the community. 2. Be long-range. 3. Be comprehensive. 4. Be general, but with sufficient detail to develop specific programs and projects. 5. Clearly relate the major physical design proposals to the basic policies of the plan. 6. Be in a form suitable for public debate. 7. Be identified as the City's Plan as well as that of the City Council. 77 8. Be available and understandable to the public. 9. Be designed to capitalize on its educational potential. 10. Be amenable. PILASE TWO OF COMPREHENSIVE PLAN Just having a planning document on your desk or on a shelf will not accomplish a thing. The city council must accept the document and its plan and recommendations as theirs. They must follow it and implement the recommendations beginning with the first priority. Should there be an insurmountable obstacle to the first priority, then the council should keep that as a priority, but move to the second and then to the third, etc. Should something occur that removes the obstacle to the first priority, then it should be picked up. They must initiate action, and as action begins to take place, the public will see that the council is accomplishing objectives toward the goals that were established. The city needs to keep track of their actions. The following chart shows one very simple method of tracking each activity taken to accomplish a specific objective of one specific goal. This chart should be duplicated for each activity of each objective toward accomplishing each goal. IMPLEMENTATION OF GOALS AND OBJECTIVES Goal No. 1 Description: Objective No. 1 Description: Specific Activity to be undertaken: Council Priority No._ Date Assigned: Person assigned monitoring responsibility: Council Approved Completion: Date: Comments: r'�'.l Committees C . 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L=°cG7NH=CN�.Jy _dG•mO">�N+mCN .£NNOcfEGry�cy Y£cNoNqEEOEEN0 9NN wuu�wOu�0uOTnp La S�dmwU6uCCUmC uCNdau0.C9pcCi0 NC>0EuEOONWiO0 a>NOwNv~WjLvNNo4pCOi •A>Ou"NN aZ•46ue4O> EEEwVNNN GAuNLm.0.LH�E0dfi°ONi0 N>wcOw>�cNNN u•vi6ULw •�wdWmNpNc.m-O� C�N�uGCdi0.n1>W UVNUa.Vy0TUcv.G�u£uimCry. . .ur>NNToW.LOuW . NvuNOPLNu>'uEEEqqO�.uONa '6O>•M6Ow>C'6+ 6�tiwm>Odu>OOUWN dti6=9�LN>OTGuuA�N.A e St C Consensus (7 CONSENSUS "Consensus doesn't mean comprise. It is finding a solution that everyone can live with - a solution that does not compromise any strong convictions or needs. One may not think it is the very best solution, but you can accept it without feeling that you are losing anything important." HOW TO MAKE MEETINGS WORK Michael Doyle and David Straus "Consensus can be described as cooperative problem solving in which the conflicting parties have the joint interests of reaching a mutually satisfactory solution. Advantages are: • Aids open and honest communication of relevant information between the participants; Encourages the recognition of the legitimacy of the other party's interests and of the necessity for searching for a solution which is responsible to the needs of each side; and, • Leads to a trusting, friendly atmosphere which increases sensitivity to similarities and common interests, while differences, mizing the significance of " EFFECTNE PUBLIC PARTICIPATION Dr. James R. Hanchey "Consensus is an overwhelming agreement expressed by most participants in a discussion group. If such agreement is found in a given issue, voting, motions and resolutions are unnecessary. The role of the facilitator is to recognize, define and expand upon such areas of agreement. A facilitator does not push for an artificial consensus, but carefully summarizes the views expressed by participants. There may be no consensus." THE DISCUSSION PROCESS Coughlan, Kellogg, and Tapper No Text k \ z D 0 \ 712 [) 0 - -w |§; k /I)-i§�$\(,\ ME \ k \ mLL ca tL LU �! . o» ( \ / \{ .\\ gymm CO`` t� mom )){( ; §00c _ -{ / ) qE]/ ± (L . ��fƒ{ ) :/«/ ` ® f{]\§ `|f!)§�t1)k,,\ U)0 {. ® {-$®-!�,|»r=:-�«_*%| 2� \m){f\2�®/t(i/)f]!/ k� -- f®®�: &=JJ})7}\k))\/»/2/lk333/// FEE /f )LEE 7!{\\)k g222222] G, �. All LL* LtFill is r INA IN iNq wj NJ �. vl .y 42. jj 1 :i 1u In I IT I Ell h Ii �'. (�n if IN,CF L n 4ITT No N I () 3 I If NIT ul t t o f'' ! a ri e _ �J d ZIP to z tf i 3} ie ra S a U s n 2 j CIN w r cl.' I y� 1 ' 40 IrNj �i , c m .,1 .n o a. ih. 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LLIC Y. i1 n I J, Need z " r u. + III, ; 4 rtl L 1r; "I f I ° — R • t i 5 ,[ ll) Ilya, Z ,L ] l F L 1 Y'. ', 4r r 4,Ip \( 2 k! { ` ! ate§0 ! )(�330 £ ! \\«# Co CL�.2Z M\)))\ {/]\\\{\��`� !°!=a3lmƒ7)/ ii 11 L. 21. 1 ? ;J 'a .._i _ II ti i .- Y I ,� . } _I '° ii j. ri m [1i S , . . T } � ± r 7 Er gP' V�• hI. r , ) - , o t rp ri r h �- - v u 1' tt t; i•• m w b� �� j ? n ai r fi 1 1, 1 Ei yn S f y 11. 1 I,v. r i i � h . loss of federal and state funds for transportation. The City should plan now to reduce vehicle emissions and encourage the use of alternative modes of transportation. GOAL T1: Provide a system of convenient and safe transportation facilities through comprehensive, cooperative and continuing transportation system planning and development. Objectives: A. The transportation system should offer efficient accessibility to all residential areas as well as major traffic generators such as the downtown area, Gruene, Schlitterbahn, Landa Park, the airport, shopping centers and major employment facilities. 1B.The planning and implementation of transportation system improvements should be coordinated through a cooperative effort between the responsible local, state and federal agencies. 1C.In planning and developing the transportation system, the City should encourage the preservation and enhancement of green space. Policy 1A1: The City should plan, fund and construct improvement projects to provide for the free flow of people, goods and services, and to ensure minimum response time for emergency vehicles. Action 1A1A: Investigate roadway improvement option for improving access between the McKenna Hospital Medical Center and Loop 337. Action 1A1B: The City should investigate the current feasibility of constructing a connection from California Street to Fredericksburg Road crossing Panther Canyon northwest of the Comal Springs. Action 1A1C: The City should consider extending County Line Road from Pahmeyer Road southwestward to the proposed realignment of FM 1044 and beyond as deemed prudent and necessary. Action 1A1D: The City should study all at -grade railroad crossings, existing and proposed, to assure response capabilities of emergency vehicles. Action 1A1 E: The City should consider reconstruction of the East San Antonio Street bridge over the Comal River to remove the current load restriction and widen to four (4) lanes. Action 1A1 F: The City should take steps to regulate or prohibit on - street parking on West San Antonio Street from Clemens Street to Loop 337, on Union Street from Torrey Street to Garden Street and on Torrey Street from Elizabeth Street to Gruene Street. Action 1A1G: The City should take the initiative, working with New Braunfels Comprehensive Plan •Planning for the New Millenium 14 'i 1r.:;.I • _, :id �_„ �� _ ?.vSF' `tt�V nj;�^ r: C.. ,• "t+. K;li.''1 tJ, �.1 pa'il nh 1''i l.. it Ir1�. _, �n'3ik-•'.1 dp;:� 7J ITr. •... t;ls"'uel':ri i. p. i-. it , �:! 4'7 'rhtr'r }Srr ;/Trh n[t.F .ntst.;r ',I IriJ:LIN. 111, , firit..i,'t• 1011•ii� .. '�V hi+i'It 1:�14:r'• �,. It.{ At ,r �.'I t nti'i,i"itiit'ffie:•'.i !-<:'�1fs�i_,�': "r1':rl-.Irr�;ati, Ir,7l+„}j1d�°att��1:',,I.A} .;i. '.i.^•a lR ;11r•��! a}J:iI'ji�rl4 h.•�?11d df�. {i;?+.yi: rit •. .il�pr l!,f'r u'i;1 not Alt, ,. :ia +FI'a lrhltl..rc� r°wrtS'�,j::l )Ir't :I',� lain'� ••'ll �tll'F?1rl:�tr!+;rrrp Yrbi �j.tirIT- 1111 ,r1L.r 1 rirIIre) I L"1f,vlfM ail bILIif: r d.lf lI rt,1 •_•:)V;JrTf.�;�'I,'hY!"�1 W1c!;}.�I'4�,V1ul�l,]i.��Ert,To-,,,.i.,ri]11nl;:�t;il�ai!h]II°+ iiI f"t:dkp R^,iF�,I n3;1, xtt:.1;; lit t'hltt''}ull fir alai (Fi'i91ri!'!r iiI ;sr wilco,, Itcortorrisaf,lexiiiii I liLls• I r•11KVw.1iLt riln EllJI igjtaua.irlg blunr , Ss04RI irrwI )urrrgtnr}ault 1i+�1r iF �;ar l Y+l„'rttl t+'l:lt"''1 �g�l! ' 17riEa r ,rv)G ;71t1� r� rr, ^ Lill L FJ ?(if] QI i , tg o) R!"I F 1•-:�J r I,l il!l � l .�� u1Si!', � r i.;: t f11'JSTI1CI If/1 F-'t!2`,tr^' "I : II! x� �.G'I,;'r ll::.artv,rlyrii �rs;'fPar�:;•1 �':fela'sa:>ur�11 :a',h�ki )u�+Ii,a�t L"!?hl 'T',M.�,CYu�t� It •1'!' I all(10;ym 6C!t ri19wiflo J.2u7Ill';. ril1'i`'' t1U:'1l .. .ti.:. '•I 5L' 41 , liii•!,c'. hi( (Jzj711 ��•,Pb1, tl Hill- III : dlfILI 5 :•riill a3II'.hJ` tl•_iLl,+:T1 cur ti1311$lI I 'r. r,,3a Lip �C�d;lfi't�f��r r'lil ���i 'iIC?�'., .I i•dDfll t.'fli it iflui• .iiihnod, lr:flil r..1 f-A l,l:) )ci$4Vrillro r10�'f'@ ))^)f i'II'I:,'� (:n:ru417 ' 1•r'.� ti l 1 �,Rq�t'!'T �[li'uJ �'s:t�ai^s74vr'j}j:rz,.; r• •r 'i ,ash <I1i`f'�T htt�'il irn�] Isi IG, ir 1t?h!.rlq l,f�T1:•�9�, t_ l� I:C"�' ''!I �^ i1'' Irl-' I'' :Irt9r11{kfj7V�'�1 F,p11 i.rf,a iu all,:,l .,.r • 1 , !! • � t'I I'lr'W(i'. }i 1 ,31� -Ulifl r i161ra ++ rldiac.'gF �r:ts{iT.,,1 r.�'!l: 1^.; :.il Yi a.,rgsll?t F, .;ri'r•.Nt Ytc:'�r,.T�:+ntl'��I:;��r�..r4q�lr�F'i,.tr,;�t.}t�.�1,�^rl.�J?r'!-! aqV �'Wi+n 101 r 1 15+tiv." 11 +rrC%,7 col^h rs If �� ri:lrV'.i i b'• 1 ,'f+',si'�f1''•� i 1nf r' (:pr: >ru,if 111Ii1 dpl';lI !,•Iu !'rI Ii I djIlp i, iso;, I IT • rto lii!ii i irl, h• ..n-h , f: �l oil :a5:'13.uc::5>IE,I, I;�' ,r " � ' i' � rt., ! I I I � r.i1 S1r� 11..5. :^:{l;;F!rinf.l bb)71 afl_11p� , 61u kJ1 rlA� n:'•:• 1!r'9'1. 111 1 11 ''^I'`fr C'i}.!'',i!''rl TA .1.iiu:4r 0 It 1 ilir -1I F• �.1jl r I it I I .- Ir i..l " . ! ..r r' 11''S .. if P,lo.. bait . 1; downtown businesses, to develop a coordinated system of off-street parking close to Seguin Avenue and/or San Antonio Street which should be free of charge and open to the public. These public parking areas should not be restricted to those shopping at specified businesses. There should be signs along the main streets directing shoppers to those parking areas. These public parking areas should be attractively landscaped and have marked walkways leading to the nearest main street. This should be a "shopper friendly' service. Action 1A1G: The City should perform a traffic impact study to analyze the feasibility of constructing a connection Kerlick Lane to Loop 337 crossing the canyon on Ridge Hill Drive. Policy 1A2: The City should coordinate with the Union Pacific Railroad Company to develop an alternate route for through freight trains, i.e., use of the old Southern Pacific track between San Antonio and Seguin and SH 130 right-of-way from Seguin to Lockhart and Austin and points northward. Policy 1A3: All subdivision plats and proposed developments should be reviewed for conformance with the New Braunfels Airport Master Plan to assure protection of airspace requirements and through ordinance powers, etc, proposed right -if -way for runway extensions must be protected from private development. Policy 1B1: Priorities for implementation of transportation system improvement should be established on the basis of need, cost and funding requirements. Policy 1 B2: Costs for improvementlexpansion of the transportation system should be equitably distributed to the responsible governmental agencies and to the private sector, where applicable. GOALT2: The City should plan and develop a unified roadway system of thoroughfares based on function and relative importance, providing a proper balance of arterials, collectors and local streets. Objectives A. The transportation system should adequately accommodate and encourage through traffic on the arterial street system and discourage it on collector and local neighborhood streets. B. The City should cooperate with the Texas Department of Transportation (TXDOT) and other local jurisdictions to develop a thoroughfare system that adequately meets the demands for intracity and intrastate trips. 2C. Dedication of public right-of-way and construction of street improvements should be required as development occurs, in accordance with thoroughfare requirements shown on the City's adopted Major Thoroughfare Plan. New Braunfels Comprehensive Plan •Planning for the New Millenium 15 l:a,Flt rlip. _ 6 •ll r'jIl I iLI :-IL'=a. "`I 1 111 !l: ns'r; , • , -. 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If AIR 4 kill i B zr? j • � i fins ell r NA73 IlL 61 IN 10 rr r ;Iflif _ — .Ito } i.,iLlIr I,'I ti if L'S IN IL IN ri s j i a 1 �� Preparation of Community Visioning Technical Element Review and Adoption Process Reports Project Kick -Off 0 1 Conduct Base Studies/ Outline each Technical Data Collection Report Element Prepare Text o , Comprehensive Outline Issues and Prepare Technical Report Plan Update Considerations for each for each Element Element Prepare *Demographic and Economic Implementatiou Analysis Plan Survey Prepare *Future Land Use Plan Public Existing Inventory *Thoroughfare Plan irtici ation Prepare P Conditions of Existing •Utilities Systems Analyses Public Capital PresentationEFa are Conduct Presentation Forum for each Conditions *Open Space and Pedestrian Participation Improvements °f Plan Public of 0/27/98 Element for each System Plan Draft Planort Program Hearing Final Plan Element *Communities Facilities Plan ♦ *Residential Development Visioning - Plan Outline Prepare •Beautification and Goals, Goals and Conservation Plan Objectives, Objectives *Public Safety Plan and Policies for each •Redevelopment Strategy for each Element •Capital Improvement Element Program Prepare Draft Implementation Plan Citizen Participation • Surveys Workshops Meetings Interviews Steering Pro ram Committee Hearings Information 2 Time Line in Months 3 E 7 0 10 11 12 Planning Process Flow Chart Comprehensive Plan Update Note: Coordination and exchange of information between interrelated tasks are included in each phase. La Porte Texas Inter -Office Memorandum To: Comprehensive Plan Steering Committee From: Doug Kneupper, Planning Director 47 Subject: Meetings Date: 2-3-99 C: The February 2"' meeting of the Comprehensive Plan Steering Committee was not held since the majority of members were unable to attend. The packet that was mailed to you for the February 2nd meeting wilt be used at our next meeting on Thursday, February 11". I am enclosing an Agenda that reflects the new meeting date and a copy of a letter I received from the Bayside Terrace Civic Club. Please call Peggy at (281) 471-5020, ext. 257, if you will not be attending the February 11" meeting. AGENDA A REGULAR MEETING OF THE LA PORTS COMPREHENSIVE PLAN STEERING COMMITTEE WILL BE HELD FEBRUARY 11 1999, IN THE COUNCIL CHAMBERS OF THE CITY HALL, 604 WEST FAIRMONT PARKWAY, LA PORTE TEXAS, BEGINNING AT 7:00 P.M. CALL TO ORDER. II. CONSIDER APPROVAL OF JANUARY 25, 1999, MINUTES. III. RECEIVE CITIZEN COMMENTS. IV. REVIEW TRANSPORTATION THOROUGHFARE SYSTEM ELEMENT. V. ADJOURN. BAYSIDE TERRACE CIVIC CLUB January 24, 1999 Mr. Douglas K. Kneupper, P.E. Director of Planning/City Engineer ` City of La Porte P.O. Box 1115 LaPorte, Tx. 77572-1115 RE: La Porte 2020 Comprehensive Plan Dear Mr. Kneupper: We received the December summary of the progress to date on the above plan. We applaud your efforts in this area and pledge our continued support. As you may or may not be aware, several of our board members were at the October meeting and we hope to stay involved in the process. We reviewed the goals and objectives and wished to reiterate a couple of points that we had made during the meeting that either did not appear in this summary, or we felt needed further clarification. We have gone over these items at our meeting and will follow up in our newsletter to be sure we are presenting you with an accurate representation of our goals and desires. 1. Environment - you have, under noise pollution, included coordination with the Port of Houston at both Bayport and Barbour's Cut. I believe our discussion in the breakout sessions was a little more involved and may cover more areas. In fact, we had suggested that the City be proactive in all areas of the planning of the Bayport expansion. We understand that although many of your citizens are actively opposing the port expansion, politically, the City cannot and due to economic benefits, may not wish to do so. However, it is more than just noise that will affect us as these areas continue to expand. We have been told about 7,000 additional tractor -trailers per day, many carrying hazardous cargo. Hence, transportation and infrastructure are important to handle these, as is emergency response should there be a hazardous material accident. The State of Texas has told us their planning to construction phase on 146 has been about 13 years, which is why we don't have the needed flyway at Barbour's Cut Blvd., now, when we already need it. We do not feel it is too early to have the State start planning for the traffic that is sure to come. Likewise, the recent incident of the tanker with hazardous material getting lost and stuck on Todville tells us that we are not yet prepared to deal with this type of emergency. This area must be coordinated with all neighboring cities, as the truck might have been in Pasadena, but the wind might have carried the gas to La Porte. And, thank you for including sound walls. We hope you are incorporating this with the Bayport expansion. The current pile driving occurring there due to the BayTank expansion is absolutely nerve wracking and can be heard basically during all daylight hours. It would be most beneficial then, to ask he Port to implement these before construction begins rather than after. 2. Development - Encourage waterfront development - there is probably no more controversial issue in La Porte right now than the hotel at Sylvan Beach. Although the "City" appears to have unified support, the populace appears, to us, to be passionately and about equally divided on the issue. Our suggestion in our breakout session was, while certainly not abandoning the hotel idea, was to continue to C/O VIRGINIA PIERSON-TURNER, 271 BAYSIDE DRIVE LA POATE, TX. • 77571 PHONE: {281) 842-8012 •FAX: (281) 471-8588 — 2 — January 24, 1999 explore alternatives. In both Biloxi and Corpus, for instance, they have aquariums that seem successful and are more of `park and recreation" type facility that might be more widely accepted by our citizens. J. Regarding sidewalks and bike lanes, as well as creative uses of drainage... and parks, our group had discussed the Seabrook new trail system that seems to incorporate all three. Through creative land use, they have improved drainage, created greenbelts, and provided safer and scenic walk/bikeways, 4. We noticed that although the EMS and EMT were included in the plan, no mention was made of the police department. As the city continues to grow and change, the way we protect our citizens and enforce our laws will too. La Porte is much bigger than it was a few year years ago. One breakout session discussed a more neighborhood approach to law enforcement. We have heard that Pasadena is moving in this direction. The idea seems to incorporate certain officers being responsible for certain neighborhoods, allowing the officers to really get to know those citizens and for the citizens to know the officers and to work more closely together. Although I personally did not sit in that session, this was the idea as related to me. Mr. Kneupper, again, we applaud your efforts and strongly support and appreciate the Cities desire to plan for our future with the citizenry's input. Although I was unable to attend the January 14 meeting, we do intend to attend as many as possible. If we may be of any other assistance, please let me know, Sincerely, Virginia Pierson -Turner President, Bayside Terrace Civic Club