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11-12-12 Regular Meeting of La Porte City Council
LOUIS R. RIGBY DARYL LEONARD Mayor Councilmember District 3 JOHN ZEMANEK TOMMY MOSER Mayor Pro-Tem, Councilmember At Large A Councilmember District 4 DOTTIE KAMINSKI JAY MARTIN Councilmember At Large B Councilmember District 5 MIKE MOSTEIT MIKE CLAUSEN Councilmember District 1 Councilmember District 6 CHUCK ENGELKEN Councilmember District 2 CITY COUNCIL MEETING AGENDA Notice is hereby given of a Regular Meetingof the La Porte City Council to be held November 12, 2012, beginning at 6:00 p.m.in the Council Chambers of City Hall, 604 West Fairmont Parkway, LaPorte, Texas, for the purpose of considering the following agenda items. All agenda items are subject to action. 1. CALL TO ORDER 2. INVOCATION – The invocation will be givenbyMichael Thannisch, Congregation Benim Avraham. 3. PLEDGE OF ALLEGIANCE – The Pledge of Allegiancewill be led by Councilmember Daryl Leonard. 4. PUBLIC COMMENTS (Limited to fiveminutesper person.) 5. CONSENT AGENDA (All consent agenda items are considered routine by City Council and will be enacted by one motion. There will be no separate discussion of these items unless a Councilmember requests anitem be removed and considered separately.) (a) Consider approval or other action regarding the minutes of regular City Council meeting held on October 22, 2012 – P. Fogarty (b) Consider approval or other action authorizing the purchase of furniture for Fire Station No. One through Global Industries Inc., utilizing the Texas Municipal Discount pricing – D. Ladd (c) Consider approval or other action awarding Bid # S13001 for the saleof Lot 10, Block 46, Bayfront Addition of the Town of La Porte, Harris County, Texas – S. Cream (d) Consider approval or other action regarding a Resolution amending the city’sFinancial Management Policies – M. Dolby (e) Consider approval or other awarding Bid # 12031 for plastic garbage bags – D. Mick (f) Consider approval or other action authorizing the City Manager to execute a contract with Aztec Remodeling and Landscaping for waterline and sanitary sewer crossing replacement at Boggy Bayou – D. Mick (g) Consider approval or other action regarding rescinding Resolution 2012-12 designating INEOS USA, L.L.C., as a State of Texas Enterprise Zone Project and consider approval or other action regarding a new Resolution designating INEOS USA, L.L.C., as a State of Texas Enterprise Zone Project – S. Osborne (h) Consider approval or other action regarding the Fiscal Year 2012 Audit/Asset Forfeiture Reportand associated financial records – K. Adcox 6. PUBLIC HEARINGS AND ASSOCIATED ORDINANCES (a) Continue Public Hearing from October 22, 2012 to receive comments regarding the LaPorte Comprehensive Plan Update as recommended by the La Porte Planning and Zoning Commission – T. Tietjens (b) Consider approval or other action regarding the recommendation of the Planning and Zoning Commission to adopt the La Porte Comprehensive Plan Update – T. Tietjens (c) Public Hearing to receive comments from the public regarding condemnation of twelve (12)substandard buildings – D. Wilmore (d) Consider approval or other action regarding Ordinancesauthorizing the condemnation of twelve(12) substandard buildings – D. Wilmore 7.AUTHORIZATIONS/RESOLUTIONS/ORDINANCES (a) Consider approval or other action regarding a Resolution appointing one representative andone alternate to the H-GAC (Houston-Galveston Area Council) 2013 General Assembly and Board of Directors – P. Fogarty (b) Consider approval or other action regardingan Interlocal Agreement with Harris County for the construction of a culvert at P Street – J. Garza (c) Consider approval or other action authorizing the City Manager to execute an agreement with LJA Engineering, Inc., for the engineering design of a culvert extension at P Street at its intersection with the F101-06 Drainage Channel – J. Garza (d) Consider approval or other action regarding a Resolution authorizing the City Attorney to represent the City of La Porte in the acquisition of property for the F216 LittleCedar Bayou Phase 2 Improvements – J. Garza (e) Consider approval or other action regarding anOrdinance amending Ordinance 842-Cto adjust La Porte extraterritorial jurisdiction within the Bayport Industrial District pursuant to Interlocal Agreement between the City of La Porte and the City of Pasadena – T. Tietjens (f) Consider approval or other action regarding an Ordinance authorizing a new Industrial District Agreement with Lyondell Chemical Company – T. Tietjens 8. REPORTS (a) Receive report of Fiscal Affairs Committee – Councilmember Engelken (b) Receive report of La Porte Development Corporation Board – Councilmember Engelken (c) Receive report on utility billing processes, including payment schedules – M. Dolby (d) Receive Delinquent Tax Report – Mayor Rigby 9. ADMINISTRATIVE REPORTS (a) Building Codes Appeals Board Meeting – Tuesday, November 13, 2012 (b) Planning and Zoning Commission Meeting – Thursday, November 15, 2012 (c) Thanksgiving Holidays – Thursday, November 22, 2012,and Friday, November 23, 2012 (d) City Council Meeting – Monday, December 10, 2012 (e) ChristmasHolidays – Monday,December 24, 2012,and Tuesday,December 25, 2012 10. COUNCIL COMMENTS regarding matters appearing on the agenda; recognition of community members, city employees, and upcoming events; inquiry of staff regarding specific factual information or existing policies– CouncilmembersLeonard, Engelken, Mosteit, Clausen, Martin, Moser, Kaminski, Zemanek,and Mayor Rigby. 11. EXECUTIVE SESSION The City Council reserves the right to meet in closed session on any agenda item should the need arise and if applicable pursuant to authorization by Title 5, Chapter 551, of the Texas Government Code. 12. RECONVENE into regular session and consider action, if any, on item(s) discussed in executive session. 13. ADJOURN I n compliance with the Americans with Disabilities Act, the City of La Porte will provide for reasonable accommodations for persons attending public meetings. To better serve attendees, requests should be received 24 hours prior to the meeting. Please contact Patrice Fogarty, City Secretary, at 281.470.5019. CERTIFICATION I certify that a copy of the November 12, 2012, agenda of items to be considered by the City Council was posted on the City Hall bulletin board on November 6, 2012. Patrice Fogarty, City Secretary Council Agenda Item November12, 2012 1.CALL TO ORDER 2.INVOCATION –The invocation will be given by Michael Thannisch, Congregation Benim Avraham. 3.PLEDGE OF ALLEGIANCE –The Pledge of Allegiance will be led by Councilmember Daryl Leonard. 4.PUBLIC COMMENTS (Limited to five minutes per person.) *********************************************************************************** LOUIS RIGBY DARYL LEONARD Mayor Councilmember District 3 JOHN ZEMANEK TOMMY MOSER Mayor Pro Tem Councilmember District 4 Councilmember at Large A JAY MARTIN DOTTIE KAMINSKI Councilmember District 5 Councilmember at Large B MIKE CLAUSEN MIKE MOSTEIT Councilmember District 6 Councilmember District 1 CHUCK ENGELKEN Councilmember District 2 MINUTES OF THE REGULAR MEETING OF THE CITY COUNCILOF THE CITY OF LA PORTE OCTOBER 22, 2012 Monday,October22, 2012, The City Council of the City of La Portemet in a regularmeetingonat the 6:00 p.m City Hall Council Chambers, 604 West Fairmont Parkway, La Porte, Texas, at . to consider the followingitems of business: 1.CALL TO ORDER Mayor Rigbycalled the meeting to order at 6:00 p.m. Members of Council present: CouncilmembersZemanek, Engelken, Mosteit, Kaminski, Leonard, Clausenand Moser. Councilmember Martin arrived at 6:54 p.m. Also present were City Secretary Patrice Fogarty, City Manager Corby Alexander and Assistant City Attorney Clark Askins. 2.INVOCATION -The invocation was given byDr. B.L. Worsham,Second Baptist Church. 3.PLEDGE OF ALLEGIANCE -The Pledge of Allegiance was led by Councilmember John Zemanek. 4.PRESENTATIONS, PROCLAMATIONS and RECOGNITIONS (a) Presentation – Citizen Award of Merit –Mr. Daniel Silvas –Mayor Rigby Mayor Rigby presented the “Citizen Award of Merit” toMr. Daniel Silvas.Chief Adcox also said a few words. Mr. Silvas gave his thanks, as well. (b) Recognition – “Employee of the (Third) Quarter” (George Molnar) (Equipment Services Supervisor) – Mayor Rigby Mayor Rigby recognized Equipment Services Supervisor George MolnarasEmployee of the Third Quarter. 5. PUBLIC COMMENTS (Limited to five minutes per person.) George Houth, 11806 North H, addressed Council withhis concerns abouta letter referencing Harris County’s decision on Sens Road. Mr. Houth proposed they continue Sens like they did Bay Area Boulevard. Danny Earp, 1827 Lomax School Road, addressed Council with his concerns about aletter referencing Harris County’s decision on lowering Sens Road, citingthe City should stand firm, make Harris County do it, and get rid of the flooding in Lomax. Genareed Durbin, 10915 Spruce Drive North, addressed Council with herconcerns about water and sewer billing, billing time and the 10-dayslate shut off. Page 1 of 6 October 22, 2012, City Council Meeting Minutes 6.CONSENT AGENDA (All consent agenda items are considered routine by City Council and will be enacted by one motion. There will be no separate discussion of these items unless a Councilmember requests an item be removed and considered separately.) (a) Consider approval or other action regarding the minutes of regular City Council meeting held on October 8, 2012 – P. Fogarty (b) Consider approval or other action regarding an ordinance vacating, abandoning and closing the south 300’ of the alley in Block 26, La Porte; and authorizing the City Manager to execute a public utility easement within said alley – T. Tietjens (c) Consider approval or other action regarding an ordinance vacating, abandoning, and closing th the South 11Street Right-Of-Way between Block 1 and Block 2, La Porte – T. Tietjens (d) Consider approval or other action regarding an ordinance authorizing an agreement th between the City of La Porte and Bayway Homes, Inc., to construct a home at 222 N. 5 Street – T. Tietjens (e) Consider approval or other action regarding an ordinance authorizing an agreement th between the City of La Porte and Bayway Homes, Inc., to construct a home at 509 N. 7 Street – T. Tietjens (f) Consider approval or other action regarding an ordinance authorizing an agreement th between the City of La Porte and Bayway Homes, Inc., to construct a home at 513 N. 7 Street – T. Tietjens (g) Consider approval or other action designating the location of the Special Meeting of the La Porte City Council on October 27, 2012, at the Monument Inn Restaurant, 4406 Independence Parkway South, La Porte, TX 77571 – Mayor Rigby Ordinance 3439: Regarding Consent Item 6b,Assistant City Attorney Clark Askins read the caption of AN ORDINANCE VACATING, ABANDOING AND CLOSING A PORTION OF THE ALLEY IN BLOCK 26, LA PORTE, HARRIS COUNTY, TEXAS; RETAINING A UTILITY EASEMENT AND AUTHORIZING THE EXECUTION AND DELIVERY OF A DEED TO THE ADJOINING LANDOWNER, FINDING COMPLIANCE WITH THE OPEN MEETINGS LAW; AND PROVIDING AN EFFECTIVE DATE HEREOF. Ordinance3440: Regarding Consent Item 6c,Assistant City Attorney Clark Askins read the caption of AN TH STREET RIGHT-OF-WAY ORDINANCEVACATING, ABANDONING AND CLOSING THE, SOUTH 11 BETWEEN BLOCK 1 AND BLOCK 2, LA PORTE, HARRIS COUNTY, TEXAS; AUTHORIZING THE EXECUTION AND DELIVERY OF A DEED TO THE ADJOINING LANDOWNER, FINDING COMPLIANCE WITH THE OPEN MEETINGS LAW; AND PROVIDING AN EFFECTIVE DATE HEREOF. Ordinance 3441: Regarding Consent Item 6D, Assistant City Attorney Clark Askins read the caption of AN ORDINANCE APPROVINGAND AUTHORIZING A CONTRACT BETWEEN THE CITY OF LA PORTE AND TH BAYWAY HOMES, INC., FOR CONSTRUCTION OF A HOME AT 222 N. 5STREET, ALSO DESCRIBED AS LOTS 5-7 OF BLOCK 65, LA PORTE, TX, 77571, AS PART OF THE HOME INVESTMENT PARTNERSHIP (HOME) PROGRAM FOR THECITY OF LA PORTE, TEXAS; APPROPRIATING $114,900.00 TO FUND SAID CONTRACT; MAKING VARIOUS FINDINGS AND PROVISIONS RELATING TO THE SUBJECT; FINDING COMPLIANCE WITH THE OPEN MEETINGS LAW; PROVIDING AN EFFECTIVE DATE HEREOF. Ordinance 3442: Regarding Consent Item 6E, Assistant City Attorney Clark Askins read the caption of AN ORDINANCE APPROVING AND AUTHORIZING A CONTRACT BETWEEN THE CITY OF LA PORTE AND TH BAYWAY HOMES, INC., FOR CONSTRUCTION OF A HOME AT 509 N. 7STREET, ALSO DESCRIBED AS LOTS 21-22 OF BLOCK101, LA PORTE, TX, 77571, AS PART OF THE HOME INVESTMENT PARTNERSHIP (HOME) PROGRAM FOR THE CITY OF LA PORTE, TEXAS; APPROPRIATING $104,900.00 TO FUND SAID CONTRACT; MAKING VARIOUS FINDINGS AND PROVISIONS RELATING Page 2 of 6 October 22, 2012, City Council Meeting Minutes TO THE SUBJECT; FINDING COMPLIANCE WITH THE OPEN MEETINGS LAW; PROVIDING AN EFFECTIVE DATE HEREOF. Ordinance 3443: Regarding Consent Item 6F, Assistant City Attorney Clark Askins read the caption of AN ORDINANCE APPROVING AND AUTHORIZING A CONTRACT BETWEEN THE CITY OF LA PORTE AND TH BAYWAY HOMES, INC., FOR CONSTRUCTION OF A HOME AT 513 N. 7STREET, ALSO DESCRIBED AS LOTS 23-24 OF BLOCK 101, LA PORTE, TX, 77571, AS PART OF THE HOME INVESTMENT PARTNERSHIP (HOME) PROGRAM FOR THE CITY OF LA PORTE, TEXAS; APPROPRIATING $109,900.00 TO FUND SAID CONTRACT; MAKING VARIOUS FINDINGS AND PROVISIONS RELATING TO THE SUBJECT; FINDING COMPLIANCE WITH THE OPEN METTINGS LAW; PROVIDING AN EFFECTIVE DATE HEREOF. Councilmember Engelkenmoved to approve the Consent Agendapursuant to recommendations by MOTION PASSED. staff.Councilmember Moser seconded. Ayes: Mayor Rigby, Councilmembers Engelken, Zemanek, Kaminski, Clausen, Leonard, Mosteit, and Moser Nays: None Absent:Councilmember Martin 7. PUBLIC HEARING AND ASSOCIATED ORDINANCE (a)Public Hearing to receive comments from the public and City Council members regarding the La Porte Comprehensive Plan Update as recommended by the La Porte Planning and Zoning Commission – T. Tietjens The public hearing opened at 6:27p.m. Planning Director Tim Tietjens presented a summaryof the La Porte Comprehensive Plan Update as recommended by the La Porte Planning and Zoning Commission.He introduced Matt Bucchin, with Kendig Keast Collaborative, who presented a summary on Chapters1– 3of the Supplementary Land Use Assessment. A summary of Chapters 4 – 6 willbepresented at the November 12, 2012, council meeting. Councilmember Martin arrived at 6:54 p.m. Councilmember Zemanek requested an explanation as to the parameters of the new land use of ‘business industrial’ andwhere it will be located. Mr. Bucchingave a definition and showed the location on a map. Phillip Hoot, 927 Seabreeze, addressed Council with his explanation as to how the City of La Porte Planning and Zoning Commission Board made the La Porte Comprehensive Plan Update summary more user friendly for La Porte citizens. Councilmember Clausenmoved tocontinue the Public Hearing of the La Porte Comprehensive Plan Update to the November12, 2012, council meeting. Councilmember Zemanekseconded. MOTION PASSED. Ayes: Mayor Rigby, Councilmembers Engelken, Zemanek, Kaminski, Clausen, Mosteit, Leonard, Martin and Moser Nays: None Absent:None 8. DISCUSSION OR OTHER ACTION (a) Discussion or other action regarding report from Commissioner Jack Morman’s office regarding the widening of Sens Road – Mayor Rigby Page 3 of 6 October 22, 2012, City Council Meeting Minutes Mayor Rigbyintroduced Dave Walden, with Commissioner Jack Morman’s office, who, along with Road and Bridge Superintendent Jack Rodriguez, presented a report regarding the widening of Sens Road and their desire to move forward with this project. Councilmember Moser stated that his position is the sameas stated in prior meetings with the County. Councilmember Mosteit addressed his concernswith drainage.Councilmember Leonard questionedthecost of widening Sens Roadaccording to the original plan.Councilmember Clausen asked whether it is more feasible cost-wise to do the widening a little at a time, or to wait until the County has the funds to complete the entire project all at once. Mayor Rigby stated no formal action is needed at this time. It was the consensus of Council that they have no objection to the County moving forward with Phase 1, which has four lanes, concrete curbs andgutters, and underground sewer, usingthe funds currently available. (b) Discussion or other action regarding funding repairs for Battleship Texas – T. Leach/Bruce Bramlett. Assistant City Manager Traci Leach introduced Bruce Bramlett, President, Battleship Texas Foundation, who presented a summary related to the funding repairs for BattleshipTexas. Mayor Rigby addressed Council before Bruce Bramlett, President, Battleship Texas Foundation, presented his summary with the possibility of using Hotel/Moteltaxmonies if Council chooses for funding repairs for Battleship Texas as this is what these funds are to be used forto try to get people into our city. Bruce Bramlett, President, Battleship Texas Foundation,presented a summary in regards to funding repairs for the Battleship Texas. Councilmember Engelken addressed Assistant City Attorney Clark Askins with the question of whether it is permissible for the City to spend money outside the City limits. Mr. Askins stated no objection if just wanting to use general funds, but that “Type B” monies could be used if Harris County authorizes, andhotel/moteltaxmonies could be used, as this would be promoting the hotel industry in our area. Councilmember Moser asked Bruce Bramlett how much money the state of Texas has for this project. Mr. Bramlett said they have $21.9million at this time. Mayor Rigby asked Assistant City Attorney Clark Askins if this item is a financial item he needs to look into further. Mr. Askins stated that if this were straight general fund money from the City, that he would really want to know what the particulars were,clearlynot being able to make gratuitous contributions and not getting any benefits back, depending on the context. With it being La Porte Economic Development Corporation monies and/or hotel/motel tax monies, Mr. Askins is pretty clear the City can, even if the project is not in the corporate city limits. Mayor Rigby asked if this was something that Council would like to consider. Councilmember Zemanek requested more discussion on this item. Councilmember Martin proposed to come up with answers on what types of monies can be used, and determine how much the City could afford to invest. Mayor Rigby asked Councilmember Zemanek if he would like to discuss more with Bruce Bramlett or whether he would prefer to discuss this amongst Council and staff. Councilmember Zemanek stated with Council and staff. Councilmember Zemanek stated that he thought there was already a project that the City was looking to fund with hotel/motel tax revenue, andhedoes not want to deplete all the funds in a project that is outside the City when we have a project inside the City that we can fund. Page 4 of 6 October 22, 2012, City Council Meeting Minutes Mayor Rigby asked City Manager Corby Alexander for his plan of action. City Manager Alexander proposed that staff come back with options incorporating this project plus any others that may be candidates for hotel/motel tax revenue funding, then workshop it and get direction from Council at that time. No formal action taken. (c) Discussion or other action regarding proposed Mariposa at Pecan Park (Adult Living) – T. Tietjens Planning Director Tim Tietjens presented a summary regarding the proposedproject Mariposa at Pecan Park (Adult Living). Mariposa principles Mr. Bonner and Mr. Carrington presented, as well. There was no objection by Council to their moving forward at this time. 9. REPORTS (a) Receive report from La Porte Fire Department regarding the progression of construction of Fire Station No. 1 – D. Ladd Assistant Fire Chief Donald Ladd presented a summary regarding the progression of construction of Fire Station No. 1. (b) Receive report of La Porte Development Corporation Board – Councilmember Engelken Councilmember Engelken presented a summary of the La Porte Development Corporation Boardmeeting which took place just prior to the start of this Council meeting. (c) Receive Delinquent Tax Report – Mayor Rigby There were no Council comments regarding the Delinquent Tax Report. 10. ADMINISTRATIVE REPORTS (a) Citizens’ Charter Review Committee Meeting – Tuesday, October 30, 2012 b) (Fiscal Affairs Committee Meeting – Monday, November 12, 2012 (c) City Council Meeting – Monday, November 12, 2012 (d) Thanksgiving Holidays – Thursday, November 22, 2012 and Friday, November 23, 2012 (e) City Council Meeting – Monday, December 10, 2012 (f) Christmas Holidays – Monday, December 24, 2012, and Tuesday, December 25, 2012 11.COUNCIL COMMENTS regarding matters appearing on the agenda; recognition of factual information or existing policies – Councilmembers Zemanek, Leonard, Engelken, Mosteit, Clausen, Martin, Moser, Kaminski and Mayor Rigby. Congratulations were extended to Mr. Silvas on his Citizen Awardof Merit and to George Molnar on rd the Employee of the 3 Quarter award; thanks were given to the Planning Department and Planning & Zoning Commission for their work on the Comp Plan; thanks were extended to all City departments supporting the Northside Cleanup event, especially Parks and Public Works; Councilman Zemanek expressed concern for a young man he and others in the community have been helping; Councilman Martin mentioned the open house at Port Crossing and also Project America Run, beginning on the border of Canada, whereMike Ehredt, of Hope, ID, will begin his solo run to honor those who have served and died in Afghanistan. Flags bearing the Name, Rank, Age and Hometown of a fallen U.S. Military Member will be placed each mile, thus creating an invisible holding of hands from our northern border to the Gulf of Mexico outside Galveston, TX. Page 5 of 6 October 22, 2012, City Council Meeting Minutes This isa personal tribute and a gift of thanks to those who have served our country. In 2010Ehredt completed his cross country run of over 4000 miles to honor those who died in Iraq and with the completion of this run, Project America Run II, his invisible wall of honor will grace over 6500 miles of our country in a serene and humble show of gratitude. Mayor Rigby stating thoughts and prayers are with the families of David Wood and Dennis Muska. 12.Executive Session The City Council reserves the right to meet in closed session on any agenda item should the need arise and if applicable pursuant to authorization by Title 5, Chapter 551, of the Texas Government Code, including, but not limited to, the following: Texas Government Code, Section 551.071(1)(A) – Pending or Contemplated Litigation – State vs. Port of Houston - Sound Mediation 13. RECONVENE into regular session and consider action, if any, on item(s) discussed in executive session. Council provided direction to the Assistant City Attorney Askins regarding the sound mediation discussed in Executive Session. 14. ADJOURN Therebeing no further business, Councilmember Engelken moved to adjournthe meeting at 9:00p.m. Respectfully submitted, _______________________________ Patrice Fogarty, City Secretary Passed and approved on November 12, 2012. ________________________________ Mayor Louis R. Rigby Page 6 of 6 October 22, 2012, City Council Meeting Minutes REQUEST FOR CITY COUNCIL AGENDA ITEM Budget Agenda Date Requested:November 12, 2012 Source of Funds:GEN 601 Requested By:D Ladd Account Number:015-9892-601-7121 Department:Fire Department Amount Budgeted:$91,000.00 Report: Resolution:Ordinance: Amount Requested:$57,749.00 Exhibits: Furniture Request Bid Budgeted Item:YES XNO Exhibits: Exhibits SUMMARY & RECOMMENDATION The Fire Departmenthas been in the process of building a new station to replace the old station 1 and Fire Administration. Staff met with representatives from Vesco and their furniture supplier GlobalIndustries Inc. Global Industries Inc., representatives presented numerous possibilities on the types and size of furniture for the offices and waiting areas of the new station. After careful consideration the Fire Department staff made choices for all office area for the building. This includes furniture for Fire Marshall’s officesas they will be moving into the new facility. Staff asksfor and received a large discount by using the Texas Municipal Discount Pricing, which is similar to a buy board that sets pricing for municipalities. This pricing includes installation and is withinthe budgeted amount.Staff recommends that Council approve the purchase of the office equipment for the new station. Action Required by Council: Consider approval or other action authorizing the purchase of the furniture through Global Industries Inc., utilizing the Texas Municipal Discount Pricing. Approved for City Council Agenda Corby D. Alexander,City ManagerDate REQUEST FOR CITY COUNCIL AGENDA ITEM Appropriation Agenda Date Requested:November 12, 2012 Source of Funds:N/A Requested By:Susan Cream Account Number:N/A Department:Finance/Purchasing Amount Budgeted:N/A Report: Resolution:Ordinance: AmountRequested: Exhibits: Resolution 2010-27 Budgeted Item:YESNO Exhibits: Bid Tabulation SUMMARY & RECOMMENDATION Advertised, Sealed Bid#S13001-Sale ofLot 10, Block 46, Bayfront Additionof the Town of La Porte, Harris County, Texaswasopened and read on Tuesday, October30, 2012.Offers to respond were sent to knownresidents/owners surrounding the properties for sale and posted on the City of La Porte website. The property, consisting of 3,125 square feet,was appraisedatavalue of $1.50 per square foot for a total of $4,700. The highest and best responsewas submitted by Jose D. de la Torre, adjacent homeowner, in the amount of $5,001.00. This amount exceeds the appraised value and staff recommends award to the high bidder. Action Required by Council: Consider approval or other action awarding the sale of property, Bid #S13001to the highestand bestresponsein the amount of $5,001.00. Approved for City Council Agenda Corby D. Alexander, City ManagerDate SALE OF PROPERTY - BID #S13001 SALE OF LOT 10, BLOCK 46, BAYFRONT ADDITION BIDDERBID AMOUNT Jose D. de la Toorre$5,001.00 submitted 5% cashier's check Tom D. Whitmore, Houston Moneymakers, Inc.$427.00 submitted 100% cashier's check REQUEST FOR CITY COUNCILAGENDA ITEM Agenda Date Requested:November12, 2012Appropriation Requested By:Michael Dolby, CPA, Director of FinanceSource of Funds: Department:FINANCEAccount Number: Report:Resolution:XOrdinance:Amount Budgeted: Exhibits:ResolutionAmount Requested: Exhibits:Financial Management PoliciesBudgeted Item:YESNO SUMMARY & RECOMMENDATION The City of La Porte Financial Management Policies provide a basic framework for the overall fiscal management of the City. The policies represent a foundation to address changing circumstances and conditions, and assist in the decision making process. The financial policies represent guidelines for evaluating both current activities and proposals for future programs. The Financial Management Policies reflect long-standing principles and practices, which have enabled the City to maintain its financial stability. It is intended that staff review the policies annually so that the guidelines represent a realistic, current framework for public policy decisions. The policies are published in the Annual Budget document. During the Fiscal Year 2013 budget development, the City Council requested that the policy be updated to set a target of 90-120 days of working capitalfor the Utility Fund. Staff has incorporated that request into the existing policy.Staff has previously reviewed the update to the Financial Policies with the Fiscal Affairs Committee, and based on the committee’s recommendations, is bringing the policies forward for Council’s approval. Action Required by City Council: Consider approval or other action of a resolution amendingFinancial ManagementPolicies. Approved for City CouncilAgenda Corby D. Alexander, City ManagerDate City of La Porte, Texas FINANCIAL MANAGEMENT POLICIES Table of Contents 1.Operating Budget Policies Balanced budget Cost Recovery Borrowing for operating expenditures (expenses) Performance evaluation Budgetary controls Basis of Budgeting Self-supporting enterprises Service planning Contingencies GFOA Distinguished Budget Presentation Award 2.Revenue Policies Revenue structure One-time Revenues Revenue collection Sources of services financing Tax base capacity User fees Cost of service Policy and market considerations Bi-annual review Non-resident charges Water and sewer rates Internal service fees Donated revenues Administrative transfers 3.Fund Balance/ReservePolicies General Fund Other operating funds Debt service fund 4.Debt Policies General obligation bonds or certificates of obligations Revenue supported bonds Debt management Bond term Debt limits Structure Refundings 5.Capital Budget Policies Capital improvement program Operated budget impacts Repair and replacement Financing 6.Accounting Policies Accounting standards Internal control Annual audit External reporting GFOA Certificate of Achievement Award 7.Investment Policies The City of La Porte Financial Management Policiesprovides a basic framework for the overall fiscal management of the City. The policies represent a foundation to address changing circumstances and conditions, and assist in the decision making process. The financial policies represent guidelines for evaluating both current activities and proposals for future programs. The Financial Management Policies reflect long-standing principles and practices, which have enabled the City to maintain its financial stability. It is intended that the policies be reviewed annually so that the guidelines represent a realistic, current framework for public policy decisions. Policy statements are included for the following areas: Operating Budget Policies Revenue Policies Fund Balance / Reserve Policies Debt Policies Capital Budget Policies Accounting Policies Investment Policies In addition to the policies listed above, the City has or is implementing the following Recommended Practices established by the Government Finance Officers Association. FINANCIAL MANAGEMENTPOLICIES OBP 1. PERATING UDGET OLICIES The objectives of the operating budget policies are to maintain adequate service levels at reasonable costs by following sound financial management practices. Balanced budget The city shall annually adopt a balanced budget where revenues are equal to, or exceed, operating expenditures.Any increase in expenses, decrease in revenues, or combination of the two that would result in a budget imbalance will require budget revision, rather thanspending unappropriated surpluses or designate reserves to support ongoing operations. Any year end operating surpluses will revert to unappropriated balances for use in maintaining reserve levels set by policy and the balance will be available for capital projects and/or “one-time only” General Fund expenditures. Cost Recovery Government Budgets are under constant pressure to stay within limits. This forces local government to seek ways to lower costs associated with delivering services. The City of La Porteis very proactive in its drive to identify methods for reducing and/or recovering costs. The City staff performs internal reviews of operations to define those services or products in which an element of cost recovery can be implemented, and at what level: full cost recovery, partial cost recovery or no cost recovery. The City has defined four major elements of cost recovery, which include reducing costs, increasing returns, researching alternative service providers and seeking alternative funding sources. When evaluating a reduction in costs, the City will consider downsizing (staff reduction), operating efficiencies, outsourcing and in-kind services as possible alternatives. When implementing cost recovery by way of increasing returns, the City will focus on user fees, fee increases, increasing markets, new products and advertising. Alternative service providers include, but are not limited to, privatization, nonprofit spin-offs and volunteers. Alternative funding sources include foundations, grants, dedicated taxes (hotel/motel tax), corporate underwriting and sponsorships Annually, as part of the budget/planning process, each departmentwillreport their achievements in the area of cost recovery to management and to the City Council. Borrowing for operating expenditures (expenses ) The City shall not use debt or bond financing to fund current operating expenditures (expenses). Performance evaluation Performance measurement and productivity indicators shall be integrated into the annual budgeting process. All departments shall be reviewed annually by the City Manager for such performance criteria as program initiatives, compliance with policy direction, program effectiveness and cost efficiency. Budgetary controls The City shall maintain a budgetary control system to ensure adherence to the adopted budget and associated appropriations. Regular reports shall be provided comparing actual revenues and expenditures (expenses) to budgeted amounts. The legal level for expenditure (expense) budget control is the Fund level. Each Department Director is responsible for the budget in their respective departments. The Directors are given latitude to transfer budget funds within their departments, with the exception of the personal services category. Transfers affecting the personal services category or outside of the department require the approval of the City Manager. Additions to the budget that are not countered by a reduction elsewhere require amendment of the budget by City Council. Article IV of the City's Charter governs the preparation and submission of the budget and the Schedules and Attachments in this budget meet or exceed its requirements. The amendment of a Departmental budget, which affects the total budget, requires approvalby City Council. The City budgets a contingency amount in our operating funds. These contingency amounts are available to be used by the City Manager for any emergency, unforeseen expense or opportunity that might arise. In past years, the contingency has been used to purchase property and for hurricane preparedness. Basis of Budgeting Annual budgets are adopted on a basis consistent with Generally Accepted Accounting Principles (GAAP) with the exception of Capital Projects Funds, which adopt project length budgets. Governmental type fund budgets are prepared on modified accrual basis. Governmental revenues are budgeted when they are measurable and available and expenditures are budgeted in the period in which the liability is incurred. All proprietary fund types are budgeted using a flow of economic resources measurement focus and use the accrual basis of accounting. Revenues are budgeted when they are earned and measurable and expenses are budgeted in the period in which the liability was incurred. The City departs from GAAP in the treatment of depreciation and encumbrances. Depreciation of fixed assets is not recognized in proprietary fund budgets. All annual appropriations lapse at fiscal year end. Under the City’s budgetary process, outstanding encumbrances at year end are reported as reservations of fund balances since they do not constitute expenditures and liabilities, since the commitments will be re-appropriated and honored the subsequent fiscal year. Self-supporting enterprises All enterprise activities of the City shall be self-supporting to the greatest extent possible. These activities include, but are not limited to, Water and Sewer Utility Service, Sylvan Beach Pavilion, Airport, La Porte Area Water Authority, and the Golf Course. Service planning All departments shall share in the responsibility of meeting policy goals and ensuring long-term financial viability. Future service plans and program initiatives shall be developed reflecting policy directives, projected resources and future service requirements. Contingencies The City shall budget a contingency in each of its operating and capital improvement funds. The contingency amount shall be used at the discretion of the City Manager for items that were unexpected or unforeseen during the formal budget process.Funding shall be targeted at one(1) percent of the City's operating expenditures. The City will have in place a budget contingency plan that addresses financial conditions which could result in a net shortfallof resources as compared to requirements. The plan will identify various phases to address the severity of possible budget shortfalls and outline the actions to be taken in such a situation. GFOA Distinguished Budget Presentation Award The City shall annually submit necessary documentation to obtain the Distinguished Budget Presentation Award as awarded by the Governmental Finance Officers Association of the United States and Canada. RP 2. EVENUE OLICIES The objective of the revenue policies is to ensure that funding for public programs is derived from a fair, equitable and adequate resource base, while minimizing tax differential burdens. Revenue structure In the City of La Porte’s fiscal system, the monitoring and control of revenues is a primaryconcern. The City shall attempt to maintain a diversified and stable revenue system to shelter programs from short- term fluctuations in any single revenue source. Potential revenue sources will be evaluated and, if feasible, initiated.To accomplish this, revenues are monitored on a continuous basis to insure that receipts from each revenue source are at maximum levels. An understanding of the economic and legal factors which directly and indirectly affect the level of revenue collections is an important part of the City’s revenue policy. One-time revenues One-time revenues will be used only for one-time expenditures. The City will avoid using temporary revenues to fund mainstream services.One-time / non-recurring revenues include sale of assets, settlements from lawsuits, etc. Acceptable uses include paying down debt, building up reserve levels, and special projects that reduce long-term operating costs. Revenue collection The City shall follow an aggressive, but humane, policy of collecting revenues.The City will, after having considered all possible cost reduction alternatives, explore the possibility of obtaining new or expanded revenue sources as a way to help insure a balancedbudget. Cost recovery revenue sources will be analyzed on an annual basis and modified as necessary to insure that revenue collections reflect the cost of providing associated City services. Sources of services financing Services which have a city-wide benefit shall be financed with revenue sources, which are generated from a broad base, such as property and other taxes. Services where the customer determines the use shall be financed with user fees, charges and assessments directly related to the level of service provided. Tax base capacity The objective of the City is to ensure that local general tax resources are not increased faster than the tax base capacity of the community.The City will attempt to maintain a stable tax base. The local taxing effort of other cities as well as the demand and need for local public services will be major considerations in determining tax rate. User fees The City shall maximize the utilization of user charges in lieu of general revenue sources for services that can be individually identified and where costs are directly related to the level of service. Cost of service-The City shall establish user charges and fees at a level which reflects the costs of providing the service, to the extent legallyallowable. Operating, direct, indirect and capital costs shall be considered in the charges. Full cost charges shall be imposed unless it is determined that policy and market factors require lower fees. Policy and market considerations-The City shall also consider policy objectives and market rates and charges levied by other public and private organizations for similar services when fees and charges are established. Annual review-The City Manager shall direct anannual review of fees and charges for services and will make appropriate modifications to ensure that charges grow at a rate which keeps pace with the cost of efficiently providing the service and to assure that one group of users are not subsidized by the general populace. Non-resident charges-Where practical, user fees and other appropriate charges shall be levied for activities or facilities in which non-residents participate in order to relieve the burden on City residents. Non-resident fees shall be structured at market levels so that resident users are subsidized to the greatest extent possible. Water and sewer rates-User charge fees for water and sewer shall be sufficient to finance all operating, capital and debt service costs for these utilities. Rates will be set such that these enterprise funds are never in a cash deficit position during the year. Additionally, where feasible, rates will be established where each portion of the service will cover the cost of the service provided. Internal service fees-When interdepartmental charges are used to finance internal enterprise functions, charges shall reflect full costs, including all indirect expenses. Donated revenues-All private money donated or contributed to the City for operations, maintenance, purchase of equipment, supplies, land or capital facilities shall be subject to current budget policies. The donated or contributed funds shall be deposited as miscellaneous revenues into the appropriate fund and the expenditure (expense) shall be budgeted (through a formal budget amendment, if required). Percentage of Cost Recovery -The extent to which the total cost of service should be recovered through fees depends upon the following factors: The nature of the facilities, infrastructure or services. In the case of fees for facilities, infrastructure and proprietary services, total cost recovery may be warranted. In the case of governmental services, it may be appropriate for a substantial portion of the cost of such services to be borne by the City’s taxpayers, rather than the individual users of such services. Proprietary services are those which are provided for the benefit and enjoyment of the residents of the City, such as parks and recreation services. Governmental services are those which are provided by the City for the public good such as regulating land use, maintaining streets, and providing police and fire protection. Administrative Transfers The City shall recover from selected enterprise operations an administrative fee. The fee shall be considered a payment for certain administrative functions (oversight management, accounting, human resource assistance, etc) and for payments in-lieu of taxes (i.e. if the operation was operated by someone other than the City, the City would receive property tax revenues). General &Administrative Transfers–A transfer to cover the direct and indirect costs associated with administrative support. For the Utility Fund, the transfer is allocated at a rate of up to5 percent of total expenseswhen appropriations allow. Flat Fee Transfers-Transfers from the Utility and La Porte Area Water Authority Funds to the General Fund will be determined by City management during the budget process and shall not exceed an overhead allocation where administrative fees are distributed to all City divisions based on their share of non-capital expenditures (expenses) as compared to all City non-capital expenditures (expenses). FB/ RP 3. UNDALANCEESERVEOLICIES The objectives of thefund balance reserve policies is not to hold resources solely as a source of interest revenue, but rather to provide adequate resources for cash flow and contingency purposes, while maintaining reasonable tax rates and charges for services. In addition, the City's proximity to the Gulf Coast provides the very real possibility of a damaging tropical storm or hurricane. General Fund Fund balance measures the net financial resources available to finance expenditures of future periods. The City of La Porte’s Unassigned General Fund Balance will be maintained to provide the City with sufficient working capital and a margin of safety to address local emergencies without borrowing. The Unassigned General Fund Balance may only be appropriated by resolution of the City Council. Fund Balance of the City may be committed for a specific source by formal action of the City Council. Amendments or modification to the committed fund balance must also be approved by formal action of the City Council. Committed fund balance does not lapse at year-end. The formal action required to commit fund balance shall be by resolution or majority vote. The City Council delegates authority to assign fund balance for a specific purpose following approval by the Fiscal Affairs Committee to the City Manager of the City of La Porte. For purposes of fund balance classification, expenditures are to be spent from restricted fund balance first and then unrestricted. Expenditures incurred in the unrestricted fund balances shall be reduced first from the committed fund balance, then from the assigned fund balance and lastly, the unassigned fund balance. The City Council recognizes that good fiscal management comprises the foundational support of the entire City. To make that support as effective as possible, the City Council intends to maintain a minimum fund balance of 25% of the City’s general fund annual operating expenditures. If a fund balance drops below 25%, it shall be recovered at a rate of 1% minimally, each year. This policy should be revisited each year for review. Staff develops a General Fund rate model, which is a rolling ten-year average multi-year financing plan that is used to forecast year –end balances. By compiling all projected resources, General Fund disbursements, general capital needs and operating transfers, staff develops a rate model. If the rate model indicates an impending deficit, contingency plans are developed to relieve those deficits such that current levels of excellent customer service may be delivered without interruption to La Porte citizens. Utility Fund The City shall strive to maintain a targeted reserve of 90 to 120 days of operating capital in the Utility Fund. Other Operating Funds The City shall strive to maintain a targeted reserveof 60to 90days of operating capital in all other operating funds. Debt Service Funds The Debt Service Fund will strive to maintain a reservebalance of 60 days of service requirements. Any excesses over this amount will be used over a sufficient length of time as to provide a minimum impact on the City's Interest and Sinking portion of the tax rate. Rate Stabilization Reserves The City will maintain a prudent level of financial resources to protect against reducing service levels or raising taxes and fees because of temporary revenue shortfalls. This will be accomplished through the establishment of rate stabilization reserves, which willbe targeted at a level of90 daysof operating expenditures. If a reserve exceeds the target, the excess is designated as either a rate stabilization reserve or transferred to the capital projects fund, to be reallocated as deemed necessary during the budget process. In the event of weather-induced excesses, the funds may be used for either necessary capital projects (to reduce incurring debt for capital improvements) or placed in the rate stabilization fund to mitigate weather-induced shortfalls. Reserve and rate stabilization balances are analyzed annually to identify funding progress. Where reserves or rate stabilization balances exceed projections, the excess is analyzed to determine if it needs to be reallocated or funding plans are developed within the 10 year rate model for reserve or rate stabilization balances that do not meet projections. DP 4. EBT OLICIES The objectives of the debt management policies is to maintain the City's ability to incur present and future debt at minimal interest rates in amounts needed for infrastructure and economic development of the City without endangering the City's ability to finance essential City services.Debt financing may include, but is not limited to, general obligation bonds, revenue bonds and certificates of obligation. The underlying asset that is being financed should have a longer useful life than the maturity schedule of the debt issued for the financing of the asset. Since issuing debt costs more to the entity than purchasing assets outright, the use of financing will be carefully evaluated to ensure that benefits, tangible and/or intangible derived from financing exceed the related financing costs. General obligation bonds or certificates of obligations The City shall utilize tax supported general obligation bonds or certificates of obligations to finance only those capital improvements and long term assets which have been determined to be essential to the maintenance or development of the City. Revenue supported bonds The City shall utilize, where feasible, revenue supported or backed bonds to finance public improvements for its enterprise operations. Debt management The City shall strive to maintain a balanced relationship between debt service requirements and current operating costs, encourage growth of the tax base, actively seek alternative funding sources, minimize interest costs and maximize investment rate of returns. Bond term The City shall issue bonds with terms no longer than the economic useful life of the project.For revenue supported bonds, principal repayments and associated interest costs shall not exceed projected revenue streams. Debt Limits The City evaluates new debt issuance as it relates to the current debt level. The amount of debt retired each yearis compared to the amount of debt to be issued any given year and an analysis performed to determine the community’s ability to assume and support additional debt service payments. When appropriate the issuance of self-supporting revenue bonds and self-supporting general obligation bonds are also considered. An objective, analytical approach is used to make the determination of whether debt is issued. The process compares generally accepted standards of affordability to the current values for the City. Those standards may include measures such as: debt per capita, debt as a percent of assessed value, debt service payments as a percent of current revenues and/or current expenditures, and the level of overlapping net debt of all local taxing jurisdictions. The City strives to achieve the standards at levels below the median industry measures for cities of comparable size. Structure Bonds are generally issued with an average life of 20years or less for general obligation bonds or 20 years for revenue bonds. Typically interest is paid in the first fiscal year after a bond sale and principal is paid no later than the second fiscal year after the debt is issued. A competitive bidding process is used in offering debt unless the issue warrants a negotiated bid. City staff is committed to providing full and continuous disclosure to rating agencies. Credit ratings are sought from the top three rating agencies as recommended by the Director of Finance. City Staff uses a variety of resources to prepare information that may be useful to rating agencies during a bond rating. The Comprehensive Annual Financial Report (CAFR) contains an annual update of required continuing disclosure under Securities and Exchange Commission Rule 15c2-12 concerning primary and secondary market disclosure. The CAFR and material events are reported to the Municipal Securities Rule Making Board annually via the Electronic Municipal Market Access system.. Refundings City staff and the city’s financial advisor, monitor the municipal bond market for opportunities to obtain interest savings by refunding outstanding debt. As a general rule, the present value savings of a particular refunding should exceed 5% of the refunded maturities. CBP 5. APITAL UDGET OLICIES The objective of the capital budget policies is to ensure that the City maintains its public infrastructure in the most efficient manner. Capital improvement program Within the resources available each fiscal year, the City shall maintain capital assets and infrastructure at a sufficient level to protect the City’s investment to minimize future replacement and maintenance costs, and to maintain service levels. As part of the annual budget process, the City shall prepare and adopt a five-year Capital Improvement Program, which shall detail each capital project, the estimated cost, and funding source. When considering new projects, related costs such as operations and maintenance costs are evaluated along with capital expenditures to assess affordability prior to proposal of the projects. An adopted priority system shall be used to rank recommended projects. Capital Project summaries include the projects and funds necessary over the next five years as part of overall long-term capital planning. Major sources of funding for capital projects are Contributions from operating funds, debt issuance, Federal and State Grants, and surpluses in fund balances/retained earnings. Project costs are capitalized and added to the City’s Fixed Assets. If a project does not meet the criteria for capitalization, the costs will be treated as operating expenses and expensed as incurred. Operating budget impacts Operating expenditures (expenses) shall be programmed to include the cost of implementing the Capital Improvement Program and shall reflect estimates of all associated personal expenditures (expenses) and operating costs attributable to the capital outlays. Repair and replacement The City shall maintain its physical assets at a level adequate to protect the City's capital investments and minimize future maintenance and replacement costs. The capital budget shall provide for the adequate maintenance, repair and orderly replacement of the capital plant and equipment from current revenues where possible. Financing There are three basic methods of financing capital requirements: •Funds may be budgeted from current revenues •Purchases may be financed through surplus unreserved/undesignated fund balance/retained earnings balances, subject to policy •Debt may be issued in accordance with policy (Items financed with debt must have useful lives that are less than the maturity of the debt.) AP 6. CCOUNTING OLICIES The objectives of the accounting policies is to ensure that allfinancial transactions of the City are carried out in accordance to the dictates of the City Charter, State Statutes, and the principles of sound financial management. Accounting standards The City shall establish and maintain accounting systems according to the generally accepted accounting principles and standards (GAAP) of the Governmental Finance Officers Associations (GFOA) and the Governmental Accounting Standards Board (GASB). The central system shall be used for financial transactions of all City departments. Internal Control The City is responsible for establishing and maintaining an internal control structure designed to provide reasonable, but not absolute, assurance that the assets of the City are protected from loss, theft, or misuse. The concept of reasonable assurance recognizes that (1) the cost of a control should not exceed the benefits likely to be derived and (2) the valuation of costs and benefits require estimates and judgments by management. Annual audit An annualaudit shall be performed by an independent accounting firm which will issue an official opinion on the annual financial statements with a management letter detailing areas that could be improved.The auditors must be a CPA firm that has the breadth and depth of staff to conduct the City’s audit in accordance with generally accepted auditing standards and contractual requirements. The auditors report on the City’s financial statements must be completed in sufficient time such that the Comprehensive Annual Financial Report (CAFR) may be presented to the City Council at the second Council meeting in March following the fiscal year end. External Financial Reporting The Accounting Department prepares and publishes a comprehensive annual financial report (CAFR). TheCAFR is the official annual report for the City and contains appropriate statements, schedules and other information for the major operations of the City and its component units. Also included is an official audit opinion,transmittalletter from management,management discussion and analysis, and information that provides continuing disclosure as required by SEC Rule 15c2-12. The CAFR is prepared in accordance with generally accepted accounting principals. The CAFR is published and presented tothe City Council on the second City Council meeting in Marchfollowing the fiscal year end. The CAFR is distributed to appropriate federal/state agencies, and other users, including but not limited to,students, other cities, bondholders, city staff, financial institutions, required information depositories, andothers. The Single Audit report is prepared and presented to grantors no later than nine months following the fiscalyear end. The Single Audit report lists the status and current operations of all federal/state and localfunding awarded and received. The Accounting Department distributes monthly reports that include schedules/statements that present interim results of operations and an executive summary. The Accounting Department prepares such other reports as are sufficient for management to plan, monitor,and control the City’s financial affairs. If delays will occur, the Director of Finance will notify CityManagement and City Council of the delay and the underlying reasons. GFOA Certificate of Achievement Award The City shall annually submit necessary documentation to obtain the Certificate of Achievement for Excellence in Financial Reporting as awarded by the Governmental Finance Officers Association of the United States and Canada. IP 7. NVESTMENT OLICIES The objectives of the investment policies is to ensure that all revenues received by the City are promptly recorded and deposited in designated depositories, and if not immediately required for payments of obligations, are placed inauthorized investments earning interest income for the City according to the adopted Investment Policy. The City's formal Investment Policy, as adopted by Ordinance 1802 on January 13, 1992, governs the City's investments. REQUEST FOR CITY COUNCIL AGENDA ITEM Budget Agenda Date Requested:November 12, 2012 Source of Funds: General Fund Requested By:David Mick Account Number: 001-7072-532-2015 Department:Public Works Amount Budgeted$ 116,280 Report:Resolution:Ordinance Amount Requested: $ 109,175 Exhibits:Bid Tabulation Budgeted Item:yes Exhibits: Bidders List Exhibits SUMMARY & RECOMMENDATION Bids received for the advertized sealed bid (Bid #12031)for plastic garbage bags were opened and read on October 9, 2012. Bid packages were sent to 33vendors, with 8returning bids. A request for bids was also advertized in the Houston Chronicle and posted on the City website. The Solid Waste Division will order 27,500 rolls (1.5 mil thick; 30 gallon size). This is the same quantity and dimensions as recent prior years. 27,500 rolls will providefor the distribution of 3 rolls of bags to each residentialcustomer in the cityand an additional 2,000rolls for new services and 2,000for sale. Bags are scheduled for distribution in February. Delivery is scheduled for mid-December. The lowest and best bid was submitted by Dyna Pak Corporation for $3.97per rollrepresenting a total of $109,175for 27,500 rolls. Last 5 years prices: 2011 -$3.92 per roll; 2010 -$3.61/ roll; 2009–$3.45;2008–$3.94; 2007 –$3.51.The FY 12_13 budget for this item is $116,280. Action Required by Council: Consider approval or other action ofthe purchase of 27,500 rolls of 1.5 mil, 30 gallon plastic garbage bags from Dyna Pak Corporationin the amount of $109,175. Approved for City Council Agenda Corby D. Alexander,City ManagerDate BIDDERS LIST, #12031 PLASTIC GARBAGE BAGS: ALL AMERICAN POLY EARTHENCARE 40 Turner Place 288 Leroy Ave. Piscataway NJ 08854 Cedarhurst, NY 11516 JADCORE, INC. EPOLYSTAR 4096 N. Private Rd., 220E 285 Burroughs Ave. Brazi, IN 47834 San Leandro, CA 94577 LONE STAR PLASTICS BORITEX, INC. 2875 Market St., Suite 100 P.O. Box 171088 Garland, TX 75041 Arlington, TX 76003 ALPHA BAGS INTERBORO PACKAGING CORP. th 4238 11 Street 114 Bracken Road Long Island, NY 11101 Montgomery, NY 12549 GULF COAST PAPER DYNA-PACK CORPORATION P.O. Box 1540 112 Helton Dr. Clute, TX 77531 Lawrenceburg, TN 38464 GOVERNMENT OUTSOURCERS, LLC KENT LANDSBERG 1000 W. Sam Houston Pkwy N. P.O. Box 4521 Houston, 77064 Harbor springs, MI 49740 RESOURCEFUL BAG & TAG HIGHPOINT SANITARY SOLUTIONS th 6420 West 127 Street, Ste. 212 301 Garden Oaks Blvd. Palos Heights, IL 60463 Houston, TX 77018 HOUSTON POLY BAG, LTD. AA POLY BAG COMPANY 11726 Holderrieth Road 2201 Midway Rd., #304 Tomball, TX 77375 Carrollton, TX 75006 OCUTURE CENTRAL POLY CORP. 11930 Camby Park Drive L18 Donaldson Pl Houston, TX 77047 Linden, NJ 07036 CENTRAL POLY CORP PHOENIX RECYCLING 18 Donaldson Place 5180 Horry Drive Suite B Linden, NJ 07036 Murrells Inlet, SC 29576 BOXES, ETC. II, LLC 1150 Antioch Pike, Ste. 250 Nashville, TX 37211 Received from Website AGCSETX 548 Ave A Beaumont, TX 77705 NATIVE GREEN, LLC 110 e. Walton Blvd., #200 Auburn Hills, Michigan 48326 PRIME VENDOR, INC. 4622 Cedar Ave Wilmington, NC 28403 UNIPAK CORP. P.O. Box 300027 Brooklyn, NY 11230-0027 JT ELECTRONICS 245565 S. Mc ARTHUR Tracy CA. 95376 GRADYS FOOD SERVICE th 430 West 4 St. Pueblo, Colorado 81003 CALICO INDUSTRIES, INC. 9045 Junction Drive Annapolis Junction, MD 20701 ELEMENT SOLUTIONS INDUSTRIAL, LLC P.O. Box 2135 Sugarland, TX 77487 WASTE ZERO 8540 Colonnade Center Drive, Ste. 312 Raleigh, NC 27615 POLY STAR, INC. 285 Burroughs Avenue San Leadro, CA 94577 JETCO SOLUTIONS 560 Fifth Street, NW Grand Rapids, MI 49504 REQUEST FOR CITY COUNCIL AGENDA ITEM Budget Agenda Date Requested:November 12, 2012 Source of Funds:003, 018, 019 Requested By: David Mick Account Number: 00398906321100 Department: Public Works 01898816691100 01998816901100 Report: Resolution: Ordinance: X Amount Budgeted:$ 105,000 $ 300,000 Exhibits:Bidders List $ 40,000 Amount Requested: $ 100,000 Exhibits: Bid Tabulation $ 40,000 $ 35,000 Exhibits: Plan View Sketch Budgeted Item:YES XNO SUMMARY & RECOMMENDATION Staff is recommending that the agingwater main and sanitary sewer force main that cross under Boggy Bayou between North Shady Lane and Bay Colony Drivebe replaced,and that drainage improvements to the east end of North Shady River be incorporated with the sanitary and water improvements. The City Engineering Division designed this project and structured the bid to obtain a price for two alternates. Alternate 1 (Sections A and B in the bid) included the replacement of the water and sewer lines by open cut/trench method. Alternate 2(Sections D and E in the bid) included high density polyethylene pipe and directional drilling to install the new water and sewer mains. Alternate 2 provides a better final product with aone-piece fused main that will be significantly less susceptible to breaks or separation. Alternate 2 was also the more economical option at $1,740 less than Alternate 1in the low (Aztec Remodeling) bid. Advertised, sealed bids #12029 – Waterline & Sanitary Sewer Crossing @ Boggy Bayouwith Storm Sewer Improvements were opened and read on October 9, 2012. Bid requests were advertised in the Houston Chronicle, posted on the City of La Porte website site and mailed out to thirty one (31) vendors with three (3) returning bids. The low bid was submitted by Aztec Remodeling and Landscaping in the amount of $165,885.00 for the drainage improvements(Section C) and water/sewer improvements Alternate 2 (Sections D, and E). Aztec Remodeling completed several storm sewer projects for the City in the past, and references for Aztec Remodeling’s directional boring subcontractor, A & A Boring, were especially good. Staff recommends that the bid be awarded to Aztec Remodeling and Landscapingin the amount of $175,000 including the base bid amount of $165,885.00 for Bid Sections C, D, and E plus a $9,115(5.5%) contingency. Project Funding Sources: $100,000 UTILITY FUND – 003-890-632-1100; $105,000 originally budgeted for the previously proposed La Porte/Shoreacres interconnect and Sunrise Drive water main extension to Bay Colony. $40,000 SANITARY SEWER REHABILITATION FUND – 018-988-669-1100; $300,000 budgeted for FY 13 sanitary sewer rehabilitation needs. $35,000 DRAINAGE IMPROVEMENT FUND – 019-881-690-1100; $40,000 of the $250,000 budgeted for various FY 13 drainage improvements was set aside for this project. ________ $175,000 Total Project Benefits, Liabilities, and Operating Cost: Benefits: The proposed contract includes the replacement of aging sewer force main and water main located under Boggy Bayou with very durable, single-piece high density polyethylene pipe. The project also includes an additional outlet for storm drainage from the eastern portion of North Shady lane to the bay. Liabilities of Maintaining the Status Quo: An emergency water main repair (in particular) within the limits of the bayou would be a difficult repair to locate and execute under emergency conditions. The water main under Boggy Bayou is the sole system connection for the Bay Colony area. Operating Costs: Decreased risk of emergency repair cost upon completion. Action Required by Council: Consider approval or other action to authorize the City Manager to execute a contract with Aztec Remodeling and Landscaping in the amount of $175,000forWaterline and Sanitary Sewer Crossing Replacement at Boggy Bayou W/ Storm Sewer Improvements including drainage improvement (Section C) and water/sewer improvements Alternate 2 (Sections D, and E)in the amount of $165,885.00 plus a$9,115.00 for contingency. Approved for City Council Agenda Corby D. Alexander, City Manager Date Bidders List Sealed Bid #12029 Waterline & Sanitary Sewer Crossing Replacement at Boggie Bayou with Storm Sewer Improvements Texas Sterling Construction TRCU, Ltd. 20810 Fernbush Lane 17336 West Little York Road Houston, TX 77073 Houston, Texas 77084 Allco, Inc. Reliance Construction 4302 Almeda Genoa P.O. Box 3684 Houston, Texas 77048 Beaumont, TX 77704 Insituform Horseshoe Construction, Inc. 7333 Monroe 2309 S. Battlegorund Road Houston, Texas 77061 La Porte Tx. 77571 Mikels Construction Mar-Con Services 9353 Friendly Road 1410 Preston Ave., Bldg H Houston, TX 77093 Pasadena, TX 77503 Triple B Services, LLP R & L Utilities 820 Old Atascocita Road P.O. Box 1154 Huffman, Texas 77336 La Porte, TX 77572-1154 Cravens Partners, Ltd. SER Construction 11603 Windfern, Suite C 3636 Pasadena Blvd. Houston, Texas 77064 Pasadena, TX 77503 Texcor Construction Services Angel Brothers Enterprises, Ltd. 2500 W. Main Suite G3 5210 West road League City, TX 77573 Baytown, Texas 77521 Deep South Construction, Inc. Paskey, Incorporated P.O. Box 2103 P.O. Box 5724 Alvin, TX 77512-2103 Pasadena, Texas 77508 G.W. Phillips Concrete Construction, Inc. Slack & Co. 117 Oates Road 2990 Holmes Rd Houston, TX 77051 Houston Tx. 77013 Jimerson Underground Metro City Construction, L.P. P.O. Box 1399 5715 Luce Street Stafford, Texas 77497 Houston, TX 77087 Proline Services P.O. Box 6853 Kingwood, Texas 77325 Huff & Mitchell, Inc. D.L. Elliott Enterprises 16410 Huffmeister 13405 southwest Freeway, Suite 210 Cypress, Texas 77429 Sugarland, Texas 77478 MJ Sheridan of Texas Durwood Greene Construction Company, Inc. 9015 Sweetbrush P.O. Box 1338 Houston, Texas 77064 Stafford, TX 77477 North Houston Pole Line, LP BRH-Garver Construction, Ltd. 15410 Henry Road 7600 Sante Fe Dr., Bldg A1 Houston, Texas 77060 Houston, TX 77061 AR Turnkee D & W Contractors., Inc. Dobbins Services P.O. Box 1075 Channelview, Texas 77530 Prime Vendor, Inc. 4622 Cedar Avenue Wilmington, NC 28403 Aztec RemodelingPaskeyHorseshoe Construction, Inc. UOMQTYUnit PriceTOT PriceUnit PriceTOT PriceUnit PriceTOT Price Section A- Waterline Item 1. MobilizationLS1$25,000.00$25,000.00$47,000.00$47,000.00$25,000.00$25,000.00 Iem 2. 8" PVC C-900 Waterline including Excavation & bedding LF40$67.00$2,680.00$50.57$2,022.80$80.00$3,200.00 Item 3. 8" PVC C-900 Waterline in Uncased Bore Hole LF287$120.00$34,440.00$139.70$40,093.90$152.00$43,624.00 Item 4. 8" Gate valve w/boxEA2$2,000.00$4,000.00$1,427.50$2,855.00$1,125.00$2,250.00 Item 5. 8" 45-degree bend w/Certa Lok restraing (MJ) EA4$800.00$3,200.00$352.60$1,410.40$674.00$2,696.00 Item 6. 2" Sample tapsEA1$1,000.00$1,000.00$1,111.00$1,111.00$553.00$553.00 Item 7. Relocate Exist. 1" residential water service (Long Tap) EA1$3,000.00$3,000.00$2,000.00$2,000.00$748.00$748.00 Item 8. Cut & Plug Exist. 8" waterlineEA2$300.00$600.00$979.00$1,958.00$2,704.00$5,408.00 Item 9. 8" PVC-AC adptorEA2$500.00$1,000.00$450.00$900.00$338.00$676.00 Item 10. tie-in to exist. Waterline (wet connection) EA2$1,000.00$2,000.00$2,150.00$4,300.00$2,678.00$5,356.00 Item 11. Well Pointing for entire project LF300$67.00$20,100.00$3.00$900.00$195.00$58,500.00 Item 12. Stormwater pollution prevention for entire project LS1$1,000.00$1,000.00$900.00$900.00$872.00$872.00 Item 13. Hydromulching for entire contract ACRE0.25$1,500.00$375.00$11,000.00$2,750.00$4,550.00$1,137.50 Item 14. 8" x 8" T.S. & V. EA2$1,500.00$3,000.00$3,490.00$6,980.00$7,020.00$14,040.00 Subtotal A $101,395.00$115,181.10$164,060.50 Section B - Sanitary SewerUOM QTY Unit PriceTOT PriceUnit PriceTOT PriceUnit PriceTOT Price Item 1. 6" SDR 26 ASTM D 2241 San. Swr. Force main incl. excavation & bedding LF40$70.00$2,800.00$49.65$1,986.00$65.00$2,600.00 Item 2. 6" SDR 26 ASTM D 2241 San. Swr. Force main in uncased bore hole LF226$120.00$27,120.00$148.39$33,536.14$132.00$29,832.00 Item 3. 6" 45-degree bend w/Certa Lok restraing (MJ) EA4$200.00$800.00$486.50$1,946.00$943.00$3,772.00 Item 4. Cut & Plug Exist. 6" Force MainEA2$300.00$600.00$979.00$1,958.00$1,372.00$2,744.00 Item 5. Tie-in to Exist. ManholeEA1$3,000.00$3,000.00$1,370.00$1,370.00$1,615.00$1,615.00 Item 6. Tie-in to Exist. 6" PVC San. Swr. Force main EA1$1,500.00$1,500.00$1,910.00$1,910.00$1,952.00$1,952.00 Subtotal B$35,820.00$42,706.14$42,515.00 Section C - DrainageUOMQTYUnit PriceTOT PriceUnit PriceTOT PriceUnit PriceTOT Price Item 1. 18" HDPE storm sewerLF34$65.00$2,210.00$50.44$1,714.96$130.00$4,420.00 Item 2. 36" HDPE storm sewerLF118$150.00$17,700.00$86.58$10,216.44$202.00$23,836.00 Item 3. Type "E" inletEA1$3,500.00$3,500.00$3,750.00$3,750.00$6,890.00$6,890.00 Item 4. Type "A" inletEA1$2,500.00$2,500.00$2,011.00$2,011.00$6,760.00$6,760.00 Item 5. Asphalt Pavement RepairSF150$30.00$4,500.00$21.23$3,184.50$40.00$6,000.00 Subtotal C$30,410.00$20,876.90$47,906.00 Subtotal Section A$101,395.00$115,181.10$164,060.50 Subtotal Section B$35,820.00$42,706.14$42,515.00 Subtotal Section C$30,410.00$20,876.90$47,906.00 Total Bid$167,625.00$178,764.14$254,481.50 Aztec RemodelingPaskeyHorseshoe Construction, Inc. UOMQTYUnit PriceTOT PriceUnit PriceTOT PriceUnit PriceTOT Price Section D - Waterline ALTERNATE to Section AUnit PriceTOT PriceUnit PriceTOT PriceUnit PriceTOT Price UOMQTY Item 1. MobilizationLS1$25,000.00$25,000.00$47,000.00$47,000.00$25,000.00$25,000.00 Item 2. 8" HDPE Class 200 waterline (directional drill) LF420$85.00$35,700.00$139.70$58,674.00$163.00$68,460.00 Item 3. 8" gate valve w/boxEA2$2,000.00$4,000.00$1,427.50$2,855.00$1,660.00$3,320.00 Item 4. 8" 45-degree fusible bendEA2$1,000.00$2,000.00$190.00$380.00$300.00$600.00 Item 5. 2" sample tapsEA1$1,000.00$1,000.00$1,111.00$1,111.00$878.00$878.00 Item 6. Relocate Exist 1" residential water service (long tap) EA1$3,000.00$3,000.00$2,000.00$2,000.00$852.00$852.00 Item 7. Cut & plug Exist. 8" waterlineEA2$300.00$600.00$979.00$1,958.00$2,730.00$5,460.00 Item 8. 8" HDPE Mechanical joint adapter EA2$500.00$1,000.00$393.00$786.00$400.00$800.00 Item 9. Tie-in to Exist Waterline (wet connection) EA2$500.00$1,000.00$2,150.00$4,300.00$2,860.00$5,720.00 Item 10. Well pointing for entire project LF300$67.00$20,100.00$3.00$900.00$195.00$58,500.00 Item 11. Stormwater Pollutino Prevention for entire project LS1$1,000.00$1,000.00$900.00$900.00$872.00$872.00 Item 12. Hydromulching for entire contract ACRE0.25$1,500.00$375.00$11,000.00$2,750.00$4,550.00$1,137.50 Item 13. 8" x 8" T.S. & V.EA2$1,500.00$3,000.00$3,490.00$6,980.00$7,020.00$14,040.00 Subtotal D$97,775.00$130,594.00$185,639.50 Section E - Sanitary Sewer ALTERNATE to Section BUnit PriceTOT PriceUnit PriceTOT PriceUnit PriceTOT Price UOMQTY Item 1. 6" HDPE Class 200 Sanitary Sewer Force Main (directional drill) LF380$85.00$32,300.00$139.70$53,086.00$163.00$61,940.00 Item 2. 6" 45-degree fusible bendEA2$150.00$300.00$190.00$380.00$300.00$600.00 Item 3. Cut & Plug Exist 6" force mainEA2$300.00$600.00$979.00$1,958.00$2,509.00$5,018.00 Item 4. Tie-in to Exist manholeEA1$3,000.00$3,000.00$1,370.00$1,370.00$1,647.00$1,647.00 Item 5. Tie-in to Exist 6" PVC San. Swr. Force main EA1$1,500.00$1,500.00$1,910.00$1,910.00$2,860.00$2,860.00 Subtotal E$37,700.00$58,704.00$72,065.00 Subtotal Section D$97,775.00$130,594.00$185,639.50 Subtotal Section E$37,700.00$58,704.00$72,065.00 Subtotal Section C$30,410.00$20,876.90$47,906.00 Total Alternate Bid$165,885.00$210,174.90$305,610.50 REQUEST FOR CITY COUNCIL AGENDA ITEM Appropriation Agenda Date Requested:11/12/12 Source of Funds: Requested By:Stacey Osborne Account Number: Department:CMO Amount Budgeted: Report:Resolution:xOrdinance: Amount Requested: Exhibits:A.Original Resolution 2012-12 Budgeted Item:YES NO B.NewResolutionDraft SUMMARY & RECOMMENDATION On October 8, 2012 City Council approved Resolution No. 2012-12 designatingINEOS USA, L.L.C., as a State of Texas Enterprise Zone Project. While preparing the final application, the consultant for the project, Eric Geisler, noted an error in the original Resolution in Paragraph 4, Section 1 of the resolution. Mr. Geisleris asking Council to rescind Resolution 2012-12 and replace it with a new Resolution that contains the following amendment. Change Paragraph 4, Section 1 to read as follows: “INEOS USA, LLC is a “qualified business” under Section 2303.402 of the Act since it will be engaged in the active conduct of a trade or business at a qualified business site not located in an enterprise zone and at least thirty-five percent (35.0%) of the business’s new employeeswill be residents of an enterprise zone or economically disadvantaged individuals; and” This is amended from the paragraphin the original Resolution No. 2012-12, which read as follows: “INEOS USA, LLC is a “qualified business” under Section 2303.402 of the Act since it will be engaged in the active conduct of atrade or business at a qualified business site located in an enterprise zone and at least twenty-five percent (25.0%) of the business’s new employeeswill be residents of an enterprise zone or economically disadvantaged individuals; and” Mr. Geisler and staff are available to answer any questions Council may have. Action Required by Council: 1.Consider approval or other action rescindingResolution No. 2012-12 designating INEOS USA, L.L.C, as a State of Texas Enterprise Zone Project. 2.Consider approval or other action regarding newresolutiondesignating INEOS USA, L.L.C, as a State of Texas Enterprise Zone Project. Approved for City CouncilAgenda Corby D. Alexander, City ManagerDate RN.2012- ESOLUTION O WHEREAS, the City of La Porte (City) has previously passed Ordinance No. 2010-3248 electing to participate in the Texas Enterprise Zone Program, and the local incentives offered under this resolution are the same on this date as were outlined in Ordinance No. 2010-3248; WHEREAS, the Office of the Governor Economic Development and Tourism (EDC) through the Economic Development Bank (Bank) will consider INEOS USA, LLC as a Triple Jumbo enterprise project pursuant to a nomination and an application made by the City; WHEREAS, the City desires to pursue the creation of the proper economic and social environment in order to induce the investment of private resources in productive business enterprises located in the City and to provideemployment to residents of enterprise zones and to other economically disadvantaged individuals; WHEREAS, pursuant to Chapter 2303, Subchapter F of the Texas Enterprise Zone Act, Texas Government Code (the "Act"), INEOS USA, LLC has applied to the City for designation as a triple jumbo enterprise project; WHEREAS, the City finds that INEOS USA, LLC meets the criteria for designation as a triple jumbo enterprise project under Chapter 2303, Subchapter F of the Act on the following grounds: 1. INEOS USA, LLC is a "qualified business" under Section 2303.402 of the Act since it will be engaged in the active conduct of a trade or business at a qualified business site not located in an enterprise zone and at least thirty-five percent (35.0%) of the business' new employees will be residents of an enterprise zone or economically disadvantaged individuals; and 2. There has been and will continue to be a high level of cooperation between public, private, and neighborhood entities within the area; and 3. The designation of INEOS USA, LLC as an enterprise project will contribute significantly to theachievement of the plans of the City for development and revitalization of the area. WHEREAS, the City finds that INEOS USA, LLC meets the criteria for tax relief and other incentives adopted by the City and nominates INEOS USA, LLC for triple jumbo enterprise project status on the grounds that it will be located at the qualified business site, will create a higher level of employment, economic activity and stability; and WHEREAS, the City finds that it is in the best interest of the City to nominate INEOS USA, LLC as a triple jumbo enterprise project pursuant to the Act; NOW, THEREFORE, BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY OF LA PORTE: That the findings of the City and its actions approving this resolution taken at the councilmeeting are hereby approved and adopted. BE IT FURTHER RESOLVED that INEOS USA, LLC is a "qualified business", as defined in Section 23 03 .402 of the Act, and meets the criteria for designation as an enterprise project, as set f01th in Section2303, Subchapter F of the Act. BE IT FURTHER RESOLVED that the enterprise project shall take effect on the date of designation of the enterprise project by the agency and terminate on December 31, 2017. PASSED BY THE CITY COUNCIL of the City of La Portethis ___ day of ________, 2012. (SEAL) Louis R. Rigby Mayor THE STATE OF TEXAS COUNTY OF HARRIS I, ,of the City of La Porte, Texas do hereby certify thatthe above and foregoing is a true and correct copy of Resolution Number2012- _____passed by the City of La PorteCity Council on the this ___ day of ___________, 20____. (City Seal) Patrice Fogarty City Clerk THE STATE OF TEXAS COUNTY OF HARRIS BEFORE ME, the undersigned authority, on this day personally appeared of the City of La Porte, Texas, known to me to be the person whose name is subscribed to the foregoing instrument, and acknowledged to me that he/she executed thesame for the purposes and consideration therein expressed. GIVEN under my hand and seal of office this ___ day of ____________, 20____ Notary Public, State of Texas My commission expires: (Notary Seal) REQUEST FOR CITY COUNCIL AGENDA ITEM Budget Agenda Date Requested:11-12-12 Source of Funds: Requested By:Kenith Adcox Account Number: Department:Police Amount Budgeted: Report: XResolution:Ordinance: Amount Requested: Exhibits: FY 2011Chapter 59 Asset Forfeiture Report By Law Budgeted Item:YESNO Enforcement Agency and Related Financial Records Back Up SUMMARY & RECOMMENDATION Per Chapter 59 of the Texas Code of Criminal Procedure, Article 59.06 (g) (1),“All law enforcement agencies and attorneys representing the state who receive proceeds or property under this chapter shall account for the seizure, forfeiture, receipt, and specific expenditure of all such proceeds in an audit, which is to be performed annually by the commissioners court or governing body of a municipality, as appropriate.” In accordance with this requirement, acompleted FY 2012Chapter 59 Asset ForfeitureAudit Report By Law Enforcement Agency is attached, along with a summary of the fund balance, revenues and expenditures provided by the Finance Department, a spreadsheet indicating all revenues and expenditures for the fiscal year, a financial print out for all revenues and expenditures reported under the state seizure project number (SZST) and copies of all expenditure receipts are attachedfor Council review. Action Required by Council: Consider approval or other action of theFY 2012audit/asset forfeiture reportand associated financial recordsas required by Chapter 59 of the Texas Code of Criminal Procedure. Approved for City Council Agenda Corby D. AlexanderDate REQUEST FOR CITY COUNCIL AGENDA ITEM Appropriation Agenda Date Requested: November12, 2012 ____________________ Source of Funds: Tim Tietjens Requested By: Account Number:____________________ Department: Planning Amount Budgeted: ________________ Report: _X__Resolution: __Ordinance: ___ Amount Requested: _______________ Budgeted Item: YES NO Exhibits:Comprehensive Plan -Update Presentation SUMMARY& RECOMMENDATION City Council directed staff to split theLa Porte Comprehensive Plan Update presentation between two council meetings due to the volume of information in thisdocument. During an initial part of a public hearing on October 22, 2012, Council received presentation of Chapters 1 through 3.Now, staff is presenting Chapters4 through 6 of the Comprehensive Plan Update, which include: Chapter 4, Community Mobility –ensures orderly development of the City’s transportation system, considering not only facilities for automobiles but other modes of transportation as well, such as pedestrian and bicycle circulation, freight movement facilities, public transportation, and the municipal airport. Chapter 5, Economic Development summarizes analysis, findings, and strategy recommendations ofthe City’s recently completed Strategic Economic Development Planin the context of the Comprehensive Plan. Of relevance to the Comprehensive Plan is the physical planning components that contribute to the City’s ability and readiness to accommodate new investment or reinvestment. The integration of the plan summary focuses on the means for supporting the City’s economic development objectives in a manner that is consistent with the other policies and plan objectives. Chapter 6, Implementation - utilizes the recommendations of the preceding plan elements to consolidate an overall strategy for executing the plan, particularly for the highest priority initiatives that wouldbe first on the community’s action agenda following plan adoption. A large-format,hard-copy Future Land Use Map will be available for viewing at this meeting. The Planning and Zoning Commission, at the September 20, 2012, meeting, held a public hearing to receive citizen input on the Final Draft Plan, which highlights actions and initiatives for the redevelopment efforts and provide directions for the plan implementation. ThePlanning and Zoning Commission by a (6-1)vote recommendsCity Council to adopt the La Porte Comprehensive Plan Update2012. _____________________________________________________________________________________________ Action Required by Council: 1.Continue the Public Hearingfrom October 22, 2012. 2.Consider recommendation of the Planning and Zoning Commission to adopt the La Porte Comprehensive Plan Update. ______________________________________________________________________________ Approved for City Council Agenda ___________________________________________________________ Corby D. Alexander,City ManagerDate P LAN C ONTEXT C1 HAPTER N 3®«N+§N/µ¸º«NusvsN"µ³¶¸«®«´¹¯¼«N/²§´N¯¹N§NusI¿«§¸N³§¹º«¸N¶²§´N¯´º«´ª«ªNºµN ¹«¸¼«N§¹N§´Nµ¬¬¯©¯§²N¶»¨²¯©Nªµ©»³«´º N§ªµ¶º«ªN¨¿Nº®«N"¯º¿N"µ»´©¯ ¶µ²¯©¿Nª«©¯¹¯µ´¹N¸«²§º¯´NºµNº®«N¶®¿¹¯©§²N§´ªN«©µ´µ³¯©Nª«¼«²µ¶³« ©µ³³»´¯º¿ N(´N«´«¸§² Nº®«N¶²§´N¯´ª¯©§º«¹N®µ½Nº®«N©µ³³»´¯º¿Nª«¹¯¸«¹NºµN ª«¼«²µ¶N§´ªN¸«ª«¼«²µ¶Nµ¼«¸Nº®«N©µ»¸¹«Nµ¬Nº®«N´«¾ºNº½«´º¿N¿«§¸¹ N ¼«¸¹¯µ´Nµ¬Nº®«N©µ³¶¸«®«´¹¯¼«N¶²§´N½§¹N§ªµ¶º«ªN¯´Nt|{wN§¬º«¸N«¾º«´¹¯¼«N ©µ³³»´¯º¿N¯´¼µ²¼«³«´º N2¯´©«Nº®§ºNº¯³« N"¯º¿N"µ»´©¯²N§´ªN¹º§¬¬N® ¯³¶²«³«´º¯´Nº®§ºN¶²§´N§¹N¯´º«´ª«ª N$¼«´NµµªN¶²§´´¯´ N®µ½«¼«¸ N´««ª¹NºµN ¨«N»¶ª§º«ª N3µN«´¹»¸«Nº®«N¶²§´N©µ´º¯´»«ªNºµN¸«¶¸«¹«´ºNº®«N¬»º»¸«Nµ¬Nº®«N ©µ³³»´¯º¿N«´¼¯¹¯µ´«ªN¯´Nusst Nº®«N¶²§´N¸«©µ³³«´ª«ªN»¶ª§º«¹N§ºN§N µ¬N¬¯¼«N¿«§¸N¯´º«¸¼§²¹ N(´Nussx N"¯º¿N¹º§¬¬N«¼§²»§º«ªNº®«N¶²§´NºµN»¶ª§º«Nº®«N µ§²¹N§´ªNµ¨°«©º¯¼«¹ N¸«¬²«©ºN¶¸µ¸«¹¹N§´ªN§©©µ³¶²¯¹®³«´º¹ N¯ª«´º¯¬¿Nµ§²¹Nº®§ºN ¸«·»¯¸«ªN§ºº«´º¯µ´Nµ¸Nª«²«º¯µ´ N§´ªNºµN¸«©µ³³«´ªN§´¿N§ªª¯º¯µ´§²N ½«¸«N´««ª«ªNºµN¨«ºº«¸N§©®¯«¼«Nº®«NusstN©µ³³»´¯º¿N¼¯¹¯µ´ N(´Nustt ¿«§¸¹N¯´ºµNº®«N¯³¶²«³«´º§º¯µ´Nµ¬Nº®«N¶²§´ N"¯º¿N"µ»´©¯²N§¶¶¸µ¼«ªN ¸«¼¯¹¯µ´NºµNº®«N¶²§´ N4º¯²¯À¯´Nº®«N¬¯¸³N¬µ»´ª§º¯µ´¹N¹«ºN¯´Nusst »¶ª§º«ªN¯´Nussx Nº®¯¹N¸«¼¯¹¯µ´N¯¹N³µ¸«N©µ³¶¸«®«´¹¯¼«N¯´N´§º»¸«N§ §´N»¶ª§º«ªN©µ³³»´¯º¿N¼¯¹¯µ´NºµN«´¹»¸«Nº®§ºNº®«N"¯º¿N¯¹N¹º¯²²N³µ¼¯´Nºµ½§¸ª¹N §N¬»º»¸«Nº®§ºN¸«¶¸«¹«´º¹Nº®«Nª«¹¯¸«¹ N´««ª¹ N§´ªN§¹¶¯¸§º¯µ´¹Nµ¬Nº®«N©µ³³»´¯º¿ N 1.1Introduction The comprehensive plan is a physical plan; it is long-range; it is comprehensive; and it is a statement of the goals, objectives, and policies of the local government. It is intended to be inspirational; enough to challenge 1.1 FINAL DRAFT OCTOBER 22, 2012 the future of the community; but it provides clear direction thr statements of action to achieve the desired results envisioned band the leadership of the community. In that context, this plan intends to answer the following questions: What are the adequate levels of public facilities necessary to m demands of future in-fill development and redevelopment; What should the future development pattern look like in order to reflect the values of the community; How can we best utilize some of parks and trails, Main Street, Sylvan Beach, and the bayfront; How can we improve the image and visual appearance of the community; and How can we unify and mobilize our residents and leaders around a common vision and future direction? 7§¸ ¨² 0« ¨¦ £ ³§¨² 5¯£ ³¤ )¬¯®±³ ³ ³® , Why Update? Porte? Planning is the process of establishing goals and objectives, an ·w · Ò· ,; -·zÒÒä z·©;7 7 ©;;Þ;7 determining the means by which these ends may be achieved. It enables the City to manage future growth and development activel -¦©;w;zÝ; ¦ Ò· ,; opposed to reacting to (re)development or infrastructure improvement E;ãz,; z ©;¦7zm · proposals on a case-by-case basis without adequate and necessary -w mzm -7z·z 7 ;;7r consideration of community-wide issues. The comprehensive plan is a ä;· ·; 7E · z z· Ýzz 7 and it s Ò¦¦©· E© ·w; -Òz·ä m elected and appointed officials to step back from pressing, day-to-day issues and clarify their ideas as to the kind of community they are trying Source: Kendig Keast Collaborative to create and maintain. Through the plan development process, th can look broadly at programs for neighborhoods, housing, economic development, and provision of public infrastructure and faciliti these efforts may relate to one another. The La Porte 2030 Comprehensive Plan represents a "big picture" of the City, one that can be related to the trends and interests of the broader metropolitan region, as well as the State of Texas. Planning is often the most direct and efficient way to involve members of the public in determining the future of their community. The process preparation provides an opportunity for two-way communication between citizens and local government officials as to their vision of th and the details of how that vision is to be achieved. The plan r series of goals and policies that, ideally, will assist the City in administering development regulations; determining the location, sequencing, and financing of public improvements; and, in guiding reinvestment a 1.2 redevelopment efforts. The plan also provides a means of coordin actions of many different departments and divisions within municipal government. Finally, planning is a dynamic process that must be continuously monitored and renewed as changes occur. The C flexible in responding to changing conditions and needs, yet ste vision and support for the community goals and objectives. It is precisely for this reason, that this update is important. Since the original p 2001, La Porte has been and will continue to be affected and sha some fairly significant internal and external influences, changing conditions, and changing priorities, including, but not limited to: Panama Canal Expansion Impacts. In 2007, the Panama Canal Authority started on an ambitious project to double the capacity the Panama Canal by 2014 by allowing more and larger ships to transit from the Atlantic to the Pacific and vice versa. Although 1,700 miles and over two years away, this project is already having significant influences on the City of La Porte. With the Port of to the 1 north and south of the City, much is being done by the public sector to maximize the future economic benefits stemming from the canal expansion, including widening and deepening the Housto 23 Ship Channel and the possibility of adding more rail lines. On the private side, it has been said that a significant number of new have been constructed in La Porte over the past few years in ord to accommodate increased numbers of shipman and other employees as the port traffic increases. There has also been an increase in warehouse and distribution center development and inquiries for other prospective port supporting businesses. Outside La Porte is bookended by some of the of land use issues (i.e., where will these be facilities placed?), there busiest container terminals in the will also be an increase in heavy truck traffic that will have a direct country. effect on the community and its major arteries (including State Source: Port of Houston website. Highways 146 and 225, Fairmont Parkway, among others). 1 Port of Houston Website. http://www.portofhouston.com/geninfo/facilities.html. Retrieved 29 June 2011. 2 Ibid. http://www.portofhouston.com/geninfo/overview2.html#channel. Retrieved 29 June 2011. 3 ABC News/KTRK-TV Website. http://abclocal.go.com/ktrk/story?section=news/ local&id=8210166. Retrieved 29 June 2011. 1.3 2. v Adopted July 20, 2009 FINAL DRAFT OCTOBER 22, 2012 Economic Sustainability. Economic sustainability was one The Bayfront An Asset and a of the topics that repeatedly surfaced during the Small Group Liability Interviews. Many times it was framed in the terms of a lack of availability and diversity of commercial retail, restaurants, an As discussed throughout the public other non-industry business opportunities within City limits. participation process, the Bayfront is Concerns were expressed over the lack of retail shopping both an asset (for residents and opportunities, the amount of tax money being generated just tourists), but also a liability (for retail development). This is due to the fact outside of City limits (and conversely, not being generated to that support th and the apparent trade disinvestment of certain types of businesses (e.g., the recent area which are identified closings of the automobile dealerships, among others). Finally, in their retail market analyses. The there was a general concern that there was not much that could be done to resolve these problems (see inset); that it was an bayfront areas as effectively halving unsolvable dilemma that has been and will continue to plague the the potential trade area (market loss) needed to development and sustain a community due to being land-locked, not enough rooftops to retail establishment. generate commercial investment, and too much industry was Source: Kendig Keast Collaborative. deterring other forms of land use investment. The other part of economic sustainability is being able to accommodate the normal, but major shifts in local business and regional and global trends (e.g., a dwindling feedstock). For a geographic area that is so closely tied to the industry, this requires a dual approach that both promotes the expansion of existing industry (e.g., the petrochemical industry, but also plans for further economic diversification. Need for a New Collective Vision. When the original comprehensive plan was adopted in 2001, there was a defined consensus about what La Porte should be in the future. The vision (see inset) talked about La Porte becoming -ily and youth, committing to sustainability, celebrating its history, balancing among other things. In the past 10 years, there are many positive examples around the City where the vision has been implemented, such as the recent upgrades to the . However, during the public participation efforts of this update the members of the community made it abundantly clear that there is a need to once again seek unity as to their vision for the future of La Porte. Presently, there are diverging opinions on several fronts. By way of a few examples, many expressed great need for increased access and availability to commercial retail and other businesses within Ci others felt those needs were sufficiently provided just outside City limits. Street, while others felt that the City was not doing enough to Main Street. The value and purpose of this plan is to reengage the 1.4 citizenry and then reframe a vision that will directions. Need for More Resiliency Planning. In 2008, the Texas Gulf Coast was Need for Resiliency struck by Hurricanes Gustav, Dolly, and Ike, as well as Tropical Storm Planning Eduardo, all of which occurred in a span of less than 60 days. Just three years prior, the Texas Gulf Coast was also struck by Hurricane R On September 13, 2008, Each of those hurricanes caused damage to homes, personal proper Hurricane Ike devastated the businesses, and the environment (see inset). Out of those hurricanes, Ike caused the greatest impacts to La Porte, and in many ways the City Texas Gulf Coast. 4 has yet to fully recover. While history shows that the upper Texas Gulf Estimated losses in La Porte: Coast will always live with a constant threat of these natural disasters, research shows that there are ways for cities to reduce or even avoid 3,861 residential units many of the impacts of these storms. First by examining the effects and substantially damaged or greatest areas of vulnerability; followed by the incorporation of long- destroyed term mitigation strategies and implementation tools into the $11 million in commercial comprehensive plan (and other master plans, e.g., master drainage damage plan) policies and its implementing regulations. The evidence shows $2.9 million in damage to that such things as modern building and floodplain codes work when infrastructure and facilities 5 adopted and enforced. While the City has already been proactive in Source: Hurricane Ike Impact Report. many areas, a comprehensive and coordinated approach to resilien planning is addressed by this plan to ensure that such items as land use (e.g., protection of natural resource areas for surface water retention or transfer) and the built environment (e.g., requiring underground own capital projects. Landlocked; Focus on Infill and Quality. As part of the public participation process and interviews with City staff, it was indicated that are going to stay the same during the 20-year planning horizon. Much of the City is already bounded by other municipalities, i.e., Deer Park, Pasadena Shoreacres. In addition, the City has interlocal agreements with the Battleground, Bayport, and South La Porte Industrial Districts. (See Map 1.1, Study Area) be to provide the appropriate infrastructure and services necessary for developing the remaining areas and redeveloping underutilized areas. Hence, the City can prioritize its funds to increase the quality and reliability, as well as focusing on other important quality of life improveme 4 Federal Emergency Management Agency (FEMA), Hurricane Ike Impact Report, December 2008. http://www.fema.gov/pdf/hazard/hurricane/2008/ike/ impact_report.pdf. Retrieved 13 July 2011. 5 Ibid. 1.5 2. x Adopted July 20, 2009 FINAL DRAFT OCTOBER 22, 2012 Timely Planning Opportunity. The original 2001 Comprehensive Plan was drafted with a 20-year planning horizon. To ensure that the plan recommendations to undergo updates at five year intervals. Now, over halfway through the 20-year planning horizon, it is both practical and timely to take a more in-depth look at the planning recommendations, the progress to-date, and to reassess the vision to he future have changed in the past decade. All combined, these influences and more, have the ability to change the character and feel of La Porte. So why is this update important? This mid-plan, comprehensive update, allows the City to celebrate its accomplishments over the past 10 years, determine major and minor course corrections, and to proactively respond to (i.e., embrace and accommodate; or mitigate) changing influences, conditions, and priorities; all to ensure that the quality of life continues to improve and sustain the citizens of La Porte. The process required to create this comprehensive plan and its updates may prove more valuable than the plan itself since the documents are just snapshots in time. The planning process involves major community decisions about how much and where development and redevelopment will occur, the pattern and character of that future development, and the services. This leads to the pivotal discussions Cit $¤¬®¦± ¯§¨¢þ (¨²³®±¨¢ «þ £ Economic Snapshots See Demographic Snapshot and Historical and Economic Snapshot for a demographic, historical, and economic snapshot of the City of La Porte. 1.3 %µ¨²¨®¨¦ ³§¤ &´³´±¤ A vision is the first step toward understanding the past, recognizing exi circumstances, collectively deciding on a preferred scenario, an course of action for realizing what is envisioned in the future. This community v 6 Michael Chandler is a planning consultant based in Richmond, Virginia. He is a former Professor and Community Planning Extension Specialist at and co-founder of the Virginia Institute for Planning Commissioners. 1.6 forms a framework by which each individual element of this plan long-range and intentionally idealistic as a means to stretch the ima of what is possible. Casting a vision allows the community to co to decide what it will be like in 20 years and to put a plan in achieve it. occurred during the development What is a Vision? and subsequently guided Council and staff policy and decision-making To have a vision means to look for the past 10 years (see inset). Evident today, however, is that the ahead: to imagine or dream the community is no longer in agreement as to the future directions. As future to create in our minds was conducted during this update resulting something beyond our present in a new consensus vision; one that will continue to be refined through reality is a distinctly human skill. the course of the planning process. History has shown that seeing The first step in the visioning process is to assess where the community often the first step to actually had been in the past. This effort involved a review of the exist achieving it. comprehensive planning and other demographic and socio-economic information (refer to the Demographic, Historical, and Economic As used in planning visioning, Snapshots). The profile offers a glimpse of where La Porte has been in visioning is a process by which a the past and where it is today. This analysis set the tone for c community envisions its preferred discussions and the overall visioning effort. future. It chronicles the hopes, dreams, and aspirations of a community and helps citizens to Stakeholder Interviews. The vision development process consisted of agree on what they want their several opportunities designed to generate conversation among ci community to become. regarding their current perceptions, but, more importantly, thei 6 expectations for the future. The first opportunity was a series of Source: Michael Chandler interviews with community stakeholders, which occurred over the course of two days. In all, over 60 citizens participated in thi, . The purpose of these small group interviews was to solicit the input of residents concerning common perceptions, issues, problems, opportuniti constraints, assets, and challenges of the City. This input was invaluable in understanding the underlying issues and needs of the community a specifically, the values and priorities of those who know best citizens, Council/Planning and Zoning Commissioners, neighborhood and civic organizations, community service organizations, business and ind leaders, major landowners and developers, and other community le The input received through the interview process was used to formulate the Vision Statement outlined in this chapter. In addition, all of the subsequent 1.7 2. z Adopted July 20, 2009 FINAL DRAFT OCTOBER 22, 2012 plan elements are specifically crafted to address the issues, problems, and improvement needs that were identified through the interviews. During the course of each stakeholder interview, discussion was facilitated in order to encourage and allow participants to speak candidly. In discussions developed and took on a life of its own initiation; in other cases, a series of open-ended questions were asked to prompt participants to express both their concerns, as well a for a positive future. Open-ended questions were posed to capture the answers to some of the following questions: What do you consider to be the greatest assets of living and working in La Porte? What are the downsides, if any, to living and working in La Porte? What are the most important issues facing La Porte today, as well as what may the community confront in the future? What do you envision La Porte being and looking like in 20 years? What is your vision? What do you consider to be the highest priority improvement need and/or projects over the next 10 years and then longer term? How might the City develop in a better and more fiscally respons manner in the future? In what ways could the City be more supportive of business growt retention? Where do you see the greatest potential for improving the appearance and image of the community? Where are good and not-so-good examples of quality development? As part of the visioning process, the La Porte Planning and Zoning by using a single word to describe their vision of La Porte in t second, by going through a strengths, weaknesses, opportunities, and threats (SWOT) analysis. Their input is displayed in Figure 1.1, Planning and Zoning Commission Vision Participation. 1.8 Figure 1.1, Planning and Zoning Commission Vision Participation ONE WORD FUTURE Unity Joy Vibrant Blossoming Dynamic People Family Opportunity SWOT ANALYSIS STRENGTHS Diversity Coastal; by the bay Small town character Waterfront access Open access Schools Dept. Heads/Bus. Owners live in area No brain drain Diversity of housing Access to colleges & other higher education institutions Running, walking, and bicycling opportunities Dual enrollment with high school and San Strategic location for ports (centrally located) Jacinto College Families Lomax Park Arena Employment opportunities to ensure kids have Sylvan Park and the beach future employment opportunities Festivals Other employment opportunities Growing Main Street Welcoming Five Points Town Plaza People helping people WEAKNESSES Lack of diversity of restaurants Truck traffic Families relocating out-of-City Lack of retail opportunities Low self esteem Lack of rooftops Lack of self-promotion to own City residents Not proactive in attracting new residential Loss of community newspaper Disincentives to redevelop Resistant to change Negative perception OPPORTUNITIES Sylvan Beach area redevelopment; possibility More rail opportunities adding restaurants and other commercial Resiliency planning Canal expansion will bring new business and expand choice THREATS Truck drive-through area Adjacent political decisions Short-term profits vs. long-term economic Air quality sustainability Hurricanes Port Encroachment Source: La Porte Planning and Zoning Commission. 1.9 2. | Adopted July 20, 2009 FINAL DRAFT OCTOBER 22, 2012 /´± 6¨²¨®n After assembling the ideas and aspirations heard during the public meetings, a (see inset). This vision incorporates the shared understanding of the nature and purpose community and uses it to guide City leaders and staff in their d- making, and to galvanize the citizens so that everyone is moving towards the same greater purpose which i preferred future. Vision By the year 2030, La Porte envisions itself as a dynamic, vibran-, tourism-, and family- La Porte envisions achieving this by leveraging both its greatest strengths and uniq its strong business base, its proximity to the greater Houston metro and most importantly, its people; all to create a highly livablesustainable community where people have the opportunity to find joy in all aspects of living, working, and playing right outside their front door. Source: Visioning Process '«¨¬¯²¤ ®¥ /´± &´³´±¤ Based upon our core aspirations and our vision, a snapshot of our future would look like this: Our economy is economically diverse and stable. We have facilitated new residential in-fill development that broadened our diversity of housing, ;yet required them to be designed in a way that maintained our sense of small town character. This was the first step in enabling us to grow our commercial retail and business opportunities, which enlarged our regional presence and captured a more significant s spending by residents, workers, and tourists. Our workforce is well-educated and highly trained, made possible by continued strategic partnerships between La Porte and Clear Creek ISDs and San Jacinto College, and easy access to other colleges and higher education institutions. There are better employment opportunities for our youth and for all residents as they mature in their careers. We have coordinated with our industry (e.g., Battleground, Bayport, and South La Porte Industrial Districts) and intergovernmental partners (e.g., Port of Houston Authority, La Porte and Clear Creek ISDs, San 1.10 Jacinto College, Harris County, among others) to sustain and grow our economy by improving the movement of goods and people in ways th embrace our community character and respect the value and enjoym living and working in La Porte; while at the same time, improving the appearance of our corridors. A refocus on our historical roots increased tourism to the area which spurred a coordinated reinvestment in our Main Street and Sylvan Beach areas through better connections, redevelopment, and marketing. All of which further broadened our tax base. Our government has become a top notch municipal corporation, known for finding the right balance between progressiveness and innovation in achieving our vision of a highly livable, quality, and sustainable communi while remaining diligent with our tax dollars and strategic abou expenditures. We continued our investment in those areas that improved our quality of life. We completed our redevelopment of all parks and recreation areas across the City, and we invested in new parks (e.g., a recreational fitness center on the west side of town). We contin investment in the trail system by completing the remaining six miles of the 20 mile system. Now we have a fully interconnected system of sidewalks and community trails, which provides City-wide and region-wide access to parks, places of work, and other community gathering areas. Our government has continued to sponsor City-wide cultural events that have helped to develop a unified sense of community for all of La Porte. Our existing infrastructure has been maintained and well-planned so that we continue to have adequate facilities and services. The transportation system has improved regional mobility, not only on our roadways, but on our rail network, trail system, bus routes, and airport. We have continuously improved the water, wastewater, and drainage systems to meet guidelines and to provide the necessary operating capacities to serve expanded and new industries, which have continued to give us a competitive advantage over less prepared communities. Our excellent public safety services have continued to make us feel safe. Finally, an overall, unyielding commitment to excellence has permeated through all levels of staff, which has resulted in greater responsiveness to our needs and for those who visit or do busine City limits. Our character and appearance has continued to improve over the past 10 years through aggressive implementation of our vision. First and foremost, a continued emphasis on the appearance of our gateways and corridors has had a dramatic effect on the image of the community. Our recent gateway improvements, denoted by significant entry features, have 1.11 2. tt Adopted July 20, 2009 FINAL DRAFT OCTOBER 22, 2012 been expanded outward through enhanced roadway beautification efforts, better litter control, and improved buffering and design controls of the abutting land uses. We have successfully coordinated the efforts of the public and private sectors to finish the infrastructure improvements to Main Street, finished development of the Town Plaza at Five Points, and fully implemented the improvements to S. Broadway Avenue and Texas Avenue, as planned for in the La Porte Beautification Master Plan. The resulting achieve a highly livable, quality, and sustainable community, and in increased private sector investment through such projects as the Gateway Project to La Porte (Fairmont Parkway and Canada Road), and throout the entire City. Consequently, our overall community now exhibits a character that better reflects our expectations, improved our collective self- esteem, and enhanced our external image. 1.4 #®³¤·³´ « &± ¬¤¶®±ª 7§ ³ ¨² ³§¤ 0´±¯®²¤ ®¥ ³§¨² #®¬¯±¤§¤²¨µ¤ 0« 5¯£ ³¤ This master plan is an important policy document because it is: Visionary. It lays out a broad, long-term vision with associated goals and recommendations regarding future investment, resiliency, and enhancement of the community; Comprehensive. It considers the entire geographic area of La Porte, including how the City ties into the surrounding areas, e.g., neighboring municipalities, industrial districts, and port terminals; and Short- and Long-term. It assesses near- and long-term needs and desires across a variety of inter-related topics that represent the key building blocks of La Porte (e.g.; land use, growth management, mobility, housing and neighborhoods, economic development, parks and recreation, utili infrastructure, and public facilities and services). 7§¤±¤ £®¤² ³§¤ !´³§®±¨³¸ #®¬¤ &±®¬ Unlike some other states, municipalities in Texas are not mandat government to prepare and maintain local comprehensive plans. However, governing body of a municipality may adopt a comprehensive plan long-basic reasons for long-range, comprehensive community planning by stating that, sound development of municipalities and promoting public health, es Texas municipalities the freedom to 1.12 Planning Charge 213 suggests that a comprehensive plan may: include but is not limited to provisions on land use, transportation, and public facilities; Section 106-3 of the La Porte Code of consist of a single plan or a coordinated set of plans organized by subject and geographic area; and Comprehensive Plan and its use by City be used to coordinate and guide the establishment of government.It is the policy of the city that development regulations. the enforcement, amendment, and administration of this chapter be Chapter 211 of the Local Government Code authorizes accomplished with due consideration of municipalities in Texas to adopt zoning regulations in accordance the recommendations contained in the with a comprehensive plan. In this way, zoned cities like La Porte comprehensive plan as developed and are called to have a comprehensive plan. According to the state amended from time to time by the statues, the zoning regulations must be designed to: planning and zoning commission and the lessen congestion in the streets; city council of the city. The commission secure safety from fire, panic and other dangers; recognizes the comprehensive plan as the promote health and the general welfare; policy established by the city planning and provide adequate light and air; zoning commission and the city council, prevent the overcrowding of land; respectively, to regulate land use and avoid undue concentration of population; or developments in accordance with the facilitate the adequate provision of transportation, water policies sewers, schools, parks and other public requirements. Source: La Porte Code of Ordinances. As seen in the inset, the City has codified the relationship between the guiding principles of the comprehensive plan and the implementing regulations. (®¶ ³® 5²¤ ³§¨² 0« This master plan, as embraced by both the community and its lead Getting to Action envisioned to take the City to a new level in terms of its prepa livability, and the achievement of prioritized outcomes. However This master plan must go important to understand that this master plan in and of itself is incapable of beyond general and lofty goals. accomplishing the vision, strategies, and objectives articulated While everyone may agree, Rather, the plan is merely a guidance document for City official progress will only occur if the who must make decisions on a daily basis that will determine the future plan establishes a policy direction, financial health, resiliency, and ultimately, the look and feel of the framework and provides community. guidance as to the implementation steps necessary These decisions are carried out through: to achieve success. annual budget process, including routine, but essential, functions such as Source: Kendig Keast Collaborative utility maintenance (including staffing to administer and manage those functions); 1.13 2. tv Adopted July 20, 2009 FINAL DRAFT OCTOBER 22, 2012 major public improvements and land acquisitions funded as capita new and amended City ordinances and regulations closely linked to the master plan objectives (and associated review and approval proce in the case of subdivisions and zoning matters); departmental work plans and staffing in key areas; the pursuit of external funding to supplement local budgets and/or expedite certain projects; and initiatives pursued in conjunction with other public and private to leverage resources and achieve successes neither may accompli alone. Despite these avenues for action, this master plan should not be considered focuses on the responsibilities of the City in the physical plan where it may have a more direct and extensive role than in areas education, social services, and arts and culture. As a necessity, this master plan remains relatively general in terms of its vision and polic and while it may not touch on every individual challenge before meant to motivate concerted efforts to move the community toward action and achievement of its stated goals and vision. It must also be that the full realization of the vision cannot be achieved by Ci staff alone; rather, it will take an equal amount of initiation,ation, and support from the residents who also believe in what the planned bring. It is also important to distinguish between the function of the overall policy for future land use, community character, roads and utiliti parks and open space, and other aspects of community growth and development. development regulations establish standards in conformance with the master plan for the physical subdivision of land, the layout of new street and building sites, and the de construction of roads, water and sewer lines, storm drainage, an infrastructure. In other words, the master plan sets the directi zoning and development regulations are a large part of how it is implemented. 1.14 #¨³¨¹¤ )µ®«µ¤¬¤³ % ±«¸ £ /¥³¤ Figure 1.2 Public Involvement in the To facilitate the process of creating this master plan update, the City engaged Kendig Keast Collaborative, Planning Process urban planning consultants, and appointed the Planning and Zoning Commission as an advisory committee, to work with City officials, staff, residents, and the consultants. The Planning and Zoning Commission was specifically chosen as the advisory body because Section 213.003 of the Texas Local Government Code explicitly indicates that adoption or amendment of a comprehensive plan can only occur after review by the Planning and Zoning Commission. In addition, the appointed board already has a role in the zoning and land development. The ability to implement the master plan is directly correlated to the sense of ownership derived from the process. The master plan contains many components and serves numerous functions, such as providing information, identifying existing conditions and characteristics, and establishing policies and strategies. Source: Kendig Keast Collaborative As graphically illustrated in Figure 1.2, Public Involvement in the Planning Process, the public involvement strategies included: Planning and Zoning Commission Meetings. The Planning and Zoning Commission was chosen to provide strategic direction for the project. Their website; project materials under consideration were made available to the general- and post-meetings. Mayor/Council Interviews. solicited to ensure the plan incorporates their values and direc future; as the community has already placed their trust in their decision-making abilities. Further, the is a barometer of the area they represent. Key Personnel Interviews. Many interviews were conducted with department heads and other staff from key departments who have a implementing many of the components of the master plan. 1.15 2. tx Adopted July 20, 2009 FINAL DRAFT OCTOBER 22, 2012 Small Group Charrettes. Input from residents, land and business Youth Engagement owners, and City officials occurred through small group charrett that were held over the course of two days. These hour-long One of the small group charrettes charrettes pushed attendees to think about the issues and future that was held was focused on envisioned, and the information obtained was used throughout the receiving input directly from La planning process. its youth. Their understanding of the community City Council Involvement. City Council briefings were held in October was tremendous and their 2011 and February 2012 to update them on the activities to date. As feedback was pertinent to both not only the approval body, but also the chief implementing agen understanding and solving the the City Council was involved throughout the process. eatest issues. In general, A priority-setting workshop with members of the Planning and Zoning quality of life improvements, their Commission and City Council was held in February 2012 to engage in a schools, and their community. discussion about the on-going process and to gather feedback. Analysis of the draft document allowed for establishing near- and Conversely, there was concern long-term priorities for plan implementation. The results of this workshop are incorporated into Chapter 6, Implementation. buildings, the increased truck traffic, and the prevalence of Over a period of 10 months, a variety of public outreach and litter. In addition, many of them involvement activities were completed, and individual elements o expressed that there was a lack of master plan were drafted, reviewed, and refined to produce a summer jobs and places for document for public and official consideration. Throughout the teenagers to socialize together process, citizens were able to review th within City limits. There was also website and provide feedback to City staff. Residents were also a concern about the separation to voice support or opposition at the public hearing. between East and West La Porte, but offered solutions on how to achieve better unification. 1.5 0« 0±¨®±¨³¨¤² They felt that despite the recent One of the most important tasks in developing a plan is to determine improvements, there was still a the key issues that the community needs to address. The lot of work to do. Yet, the reconnaissance efforts early in the process, combined with staff and community was headed in the citizen input resulted in a formulation of a list of priorities in which right direction. the remaining chapters of this plan address. These include: Development of a Consensus Vision and Direction. As Source: Youth Engagement Small Group Charrette. mentioned in the Vision section of this chapter, the citizens and City officials once again needed to determine their preferred future. As his update which resulted in a new consensus vision. Determining Strategies to Achieve the Vision. Once the consensus vision was determined, the focus of the planning efforts turned toward 1.16 determining the appropriate strategies to achieve the new vision The strategies are detailed in the remaining chapters of this plan: Land Use and Character, Infrastructure and Growth Capacity, Community Mobility, and Economic Development. Finally, the strategies are prioritized for near- and long-term action in the Implementation Chapter. Community Character and Image. The general public and City officials are cognizant of the need to enhance the image of the City. Residents voiced a myriad of concerns about La Porte character and appearance, especially citing the desire to beautify the corridors. La Portezoning, land use regulations, and other Many residents supported the City in development ordinances, also warrant updating to achieve the being proactive in using necessary community character or aesthetic quality desired by residents. controls to prompt property owners to The City has recently undertaken some self-initiated rehabilitate abandoned buildings enhancement and beautification programs along its mains located within the City. corridors; however, to sustain a quality, attractive environment will require improved (yet reasonable) development standards Source: Kendig Keast Collaborative. (see inset). Quality of Life Improvements. During the public participation efforts, discussion routinely turned to the recent quality of life improv e.g., expansion of the trail system, the new spray-ground-playground at Brookglen Park, improvements to the three civic and recreation c the opening of Pecan Park, completion of the Gateway Project, and reinvestment in the Main Street area, to name a few. It was clear that these quality of life improvements had positively excited all facets of La Porte; with residents and business owne being equally enthusiastic. This plan will address what quality of life improvements are needed and where and how they fit into the overall prioritization list for implementation (see inset). Addressing Mobility Issues. There are numerous challenges that La Porte must face regarding its mobility system. The most significant is how to accommodate increased truck traffic Excitement for the recent quality of life stemming from the expansion of the Panama Canal, while being improvements, like this new trail segment, permeated throughout the quality of life concerns regarding the same. Equally as significant, will be the transition of State public participation process. Highway (S.H.) 146 into a six-lane, limited access segment of the Source: Kendig Keast Collaborative. Grand Parkway (although not an officially designated part of the project); a 170 mile third loop around the Houston metropolitan region. On a smaller scale, this plan will address such issues as signal timing, an increased demand for more walkable streets (via sidewalks and the City- wide trail system), and how the regional circulator system fits into the overall mobility system for La Porte. 1.17 2. tz Adopted July 20, 2009 FINAL DRAFT OCTOBER 22, 2012 Future Direction Main Street. Like the Sylvan Beach area, Main Street and the downtown area, have a great ability to change the fabric of the community and are an important part of investment, they worked in partnership with the La Porte Economic Development Corporation and recently completed the Gateway Project, the Five Points Town Plaza, and other infrastructure improvements. As a result of this investment, Main Street is on the cusp of attracting new businesses. To stitch these improvements together in a well-coordinated manner and to compliment them with an overall economic and redevelopment strategy; a downtown master plan is warranted. This plan would expand upon the general guidance of this plan to spell out the specific improvements, funding needs and sources, and organization to accomplish its own vision (see inset). Future Direction Sylvan Beach/Bayfront Areas. The 2001 Comprehensive Plan referred to the bayfront area as the Recently, the City partnered with Harris Through a well-planned and County, the Texas General Land Office, and the Army Corps of coordinated effort, Main Street will Engineers to renourish and expand Sylvan Beach Park. The citizens loved the reinvestment and the youth indicated that it top tourism destination. was one of top places they could hang out in within the City. However, it was clearly articulated during the public Source: Kendig Keast Collaborative. participation efforts, that the community feels that the Sylvan Beach area has yet to reach its potential as a top regional tourism destination. A limitation often cited was a near Sylvan Beach; no places to eat or shop. Further, both physical and cultural connections to the greater community could be made. Som view these factors as limiting La Porte from rethe must be made as to the future of this area, e.g., coordinating with the county to determine future of the Sylvan Beach Pavilion damaged by Hurrica, and determining if and when the City is ready to commit to its principal attraction. As seen in the inset, these are not new issues they just need to be further addressed in this plan (see inset next page). 1.18 Future Direction of the Bay Front · Þz·w z7zÝz7Ò Þ;©u a· E ·w; ;ãz·zm ·©Ò-·Ò© 7z©;¦ z©u h7 ¦z;© 7 ¦zzm z··;© ·w; - · Þ ·;©u w;©; ·w; , ä E©· ·w · Þw; ¦;¦; -; · [ t©·;r ·w;ä ©; · Source: 1984 Report to City Council from the Community Facilities Commit-Year Community Facilities Plan). Meeting Future Housing Needs / Aging Populations. population, like the greater population in general, is growing older. As such, there will be an increased demand for adequate services an Problems in housing will become increasingly evident now that the first wave of baby-boomers is entering retirement; this is because Post-World War II suburban housing was primarily designed for young working families, not an older population. While the current housing stock in La Porte do development (e.g., An aging population, like these La a New Urbanism development could be one appropriate example Porte residents at the Senior Center, as it promotes diverse, compact, mixed-use communities where may residential housing areas would have universal design zoning and development regulations. accommodations, low maintenance responsibilities, and walkable that may be Source: City of La Porte website. better suited to accommodate this demographic shift (see inset). . During the public participation efforts, repeated conversations turned to the fact that there exists a separation of east and west La Porte. Often it was expressed in simple stat 1.19 2. t| Adopted July 20, 2009 FINAL DRAFT OCTOBER 22, 2012 the people; rather, it is a broader indication that there is a lack of connectedness between the newer neighborhoods in the west, and older well-established neighborhoods in the east that surround historic downtown and the bayfront areas. This has been further exacerbated by the loss of the local newspaper. This plan addresses strategies to achieve greater unification between the east and west, so that all residents in La Porte understand Continued Commitment to Long-Range Planning. The La Porte 2030 Comprehensive Plan (and the 2005 and 2010 updates) is a principal part s all facets of the community. This plan represents an important step toward achieving the vision and desired goals of the community. The plan is not a static document, but rather must be a continuous process to gather, evaluate and make informed decisions based upon constantly changing conditions. As such, the plan is intended to be reviewed annuall updated at frequent intervals to maintain its accuracy and applicability to current conditions and characteristics of the community. At minimum, the plan should continue to be updated every five years to ensure that it still reflects the true vision and direction of the community. 1.20 LU ANDSE AND D EVELOPMENT C HAPTER 2 As expressed in Chapter 1, Plan Context, La Porte will continue to be affected and shaped by significant internal and external influences, chan conditions, and changing priorities. This chapter and subsequent intended to emphasize how the City can proactively respond to the influences and conditions through policy and recommended programs, ordinances, and investment to ensure the community in 20 years embodies the future the citizens envision a quality, sustainable, and highly livable community. This chapter also introduces the concept of "community character," which considers more than the use of land, including the elements of site and building design, the influence of adjacent sites, and use and integration of open space, and the impacts and relationships between sites and the built and natural environments. It emphasizes that the City could consider the transition of community character at some appropriate time in th )³±®£´¢³¨® The purpose of this chapter is to establish the necessary policy 2001 vs. 2012 Plan Comparison guidance to enable the City to plan effectively for its future i development, redevelopment and revitalization, and character 2001 2012 Update enhancement while respecting the existing land use pattern. Ch. 4, Land Use Sound planning is essential to ensure the community is Ch. 7, Parks and prepared for anticipated (and needed) infill development, can Recreation Ch. 2, Land Use and serve it adequately with public services, and can manage its Ch. 9, Residential Development impacts to maintain compatibility of land uses and preserve and Development enhance community character. Along with the background, Ch. 10, Beautification goals, and strategies in this chapter, the Future Land Use Plan Ch. 12, Redevelopment visually its priorities for 2.1 FINAL DRAFT OCTOBER 22, 2012 well-planned infill development, protection of neighborhood integrity, and by this plan, it is important to follow the guiding principles, and action recommendations set forth; all of which will aid the Zoning Commission and City Council in their decision-making. 2.2 &®¢´² !±¤ ²þ '® «²þ !¢³¨®² É )¨³¨ ³¨µ¤² Throughout the planning process, a number of issues and concerns expressed relating to land use compatibility, infill on the few remaining developable tracts, redevelopment of vacant buildings or underutilized properties, Sylvan Beach and waterfront, neighborhood protection and revitalization, and corridor design and appearance. These discus the basis of the following focus areas, along with an analysis osting conditions and review of current programs, plans, and ordinances. Each focus area contains contextual information, key planning considerations goals, (and their rationales), and advisable implementation acti initiatives. The areas of focus are as follows: Focus Area 1 Transitioning to a Built-Out Community; Focus Area 2 Quality Neighborhoods and Housing; Focus Area 3 Enhanced Community Character; and Focus Area 4 Adequate Parks, Recreation, and Open Space. &®¢´² !±¤ Transitioning ³® "´¨«³-/´³ #®¬¬´¨³¸ Over the 20-year planning horizon of this plan, much of the remaining developable land in La Porte will be built out. As this occurs, will shift from western periphery to smaller- scale infill development, as well as redevelopment and revitalization of the participation process (including feedback from the City Council and Zoning Commission), there are already areas that are in need of revitalization. These areas are displayed in the Map 2.1, Revitalization Areas, and include such areas as the vacant car dealerships along State Highway 146 South Frontage Road and certain residential areas like those located in the area around Downtown and the Spenwick Subdivision, among others. To reverse the disinvestment in these areas, it will require the City to establish and administer a pro-active and ongoing program for revitalization. Generally, revitalization one or more public actions that are undertaken to stimulate activity when the private marke providing sufficient capital and economic activity to achieve th of improvement. This public action usually involves one or more measures such as direct public investment, capital improvements, enhanced 2.2 services, technical assistance, promotion, tax benefits, and oth 1 including planning initiatives. So, what is the difference between redevelopment and revitalization? Typically, redevelopment is transformative in nature and may be undertaken by the private sector without any active public involvement beyond the gover example, a developer could make application to demolish and redevelop the vacant car dealership properties along State Highway 146 South Frontage Road to develop a mixed-use development or business park. In certain instances however, public sector incentives, (e.g., decreased regulatory barriers, streamlined permitting, red fees, etc.), may also be warranted to facilitate the likelihood of private sector reinvestment. Revitalization, in contrast, is more related to an infusion of public funds intended to facilitate the return of a building and/or property useful state by repair, alteration, and modification with the pu preventing further blight from occurring. Generally, it can be acquired through private sector; demolition; or removal of certain buildings and improvements; installation, construction, or reconstruction of streets, utilities, and other public improvements; and rehabilitation of suitably located but structurally substandard buildings. On the commercial side, it may include establishing programs to rehabil A revitalization program could aging and underutilized retail facilities by providing financial incentives provide public investments to to existing retail shopping centers for enhancements. The progra improve aesthetic and architectural could be retention-focused with a primary goal of rehabilitating retail appeal of vacant or underutilized commercial properties, e.g., this is a facilities, i.e., improving their aesthetic, architectural, and functional appeal. The intent of this type of program is to attract new retail rehabiliation project in Carrollton, business that would generate additional sales tax revenue and enhance Texas. the vitality of the area. On the residential side, a revitalization program could include providing grants and/or low-interest, deferred, and/or Source: Photos courtesy of the City of forgivable loans for building code violations, health and safety Carrollton website. essential repairs and upgrades of major component systems (e.g., electrical, plumbing, roofing, heating), and other general impro exterior finishes). It could also include public investment in a neighborhood by improving streets, sidewalks and crosswalks, ped lighting, parks, drainage, etc. The intent of this type of program is to ensure residents are living in decent, safe and sanitary homes; and tha individual homes and the neighborhood, collectively, are able to lues. 1 American Planning Association (APA) Policy Guide on Public Redev http://www.planning.org/policy/guides/adopted/redevelopment.htm. April 25, 2004. 2.3 2. v Adopted July 20, 2009 FINAL DRAFT OCTOBER 22, 2012 Infill development will also play a primary role during the 20-year planning horizon since the City is bound by industrial districts and the limits of other municipalities. Therefore, new development and redevelopment will likely occur in the few remaining vacant or under-utilized parcels adjacent to or within already developed areas. While these remaining areas could be developed using the same policies and regulations that shaped the last 20 years of City growth; it is an opportune time to re- examine how the City facilitates and regulates development, particularly because of an articulated interest to increase residential rooftops and commercial retail opportunities. A successful infill development program must go beyond the piecemeal development of individual parcels; to focus on how the remaining areas may be assembled and developed into the existing community fabric, i.e., creating a healthy mix of uses (that add both vitality and convenience for residents) that are designed and built in a way to The photo on top depicts an example in La Porte improve compatibility while offering additional that may warrant redevelopment, while the photo choices in living and new business opportunities. on the bottom depicts an area that may warrant revitalization . Benefits of mixed-use infill development include a Source: Kendig Keast Collaborative. more compact form of development, which is less consumptive on land and resources and offers increased convenience and mobility for those who cannot or prefer not to drive (e.g., the elderly, youth, or low income residents who lack a car). Infill development also has a positive impa budget as vacant properties are added to the tax rolls, less infrastructure is required, and existing facility operation and maintenance costs are able to be spread across more residents and commercial businesses (which is a benefit for individual taxpayers, too). In addition, as discussed later in this chapter, infill development provides the City an opportunity to increase the supply of housing types available within the City. This remaining housing supply will have to be developed in a way that Sugar Land Town Center is an example of a mixed use infill development project. Source: Kendig Keast Collaborative. 2.4 2 residents. Principles of Smart Growth As discussed later in this chapter and throughout this comprehen Create a range of housing plan, two ways to facilitate successful infill development are to adhere opportunities and choices to the principles of Smart Growth and to consider a character-based Create walkable neighborhoods approach to zoning and land development. Encourage community and stakeholder collaboration Key Planning Considerations Foster distinctive, attractive Key planning considerations for transitioning to a built-out community communities with a strong sense of in the coming years include: place 1)Careful planning for the build-out of remaining developable areas Make development decisions following Smart Growth principles. (see inset) predictable, fair, and cost effective 2)Responding to the expressed Mix land uses whether in the form of Main Street improvements or through Preserve open space, natural development of mixed-use nodes and neighborhood centers. beauty, and critical environmental 3)Taking steps to make redevelopment/revitalization efforts areas attractive in older areas of the community, including incentives Provide a variety of transportation potential relief from regulatory provisions geared toward new choices development. Take advantage of compact 4)Emphasizing neighborhood integrity and protection as both building design residential structures and streets and other local infrastructur Source: Smart Growth Online. continue to age. 5)Stepping up efforts to revive and/or promote re-use of vacant and obsolete retail properties. 6)Ensuring adequate standards and oversight of infill development scattered parcels. 7)Building upon strategic public investments, such as the recent development of Five Points Town Plaza, revitalization of the Sylvan Beach and waterfront, and the communitywide hike and bike trail system. 8)Working to reduce the leakage of retail spending just outside the community by encouraging and providing incentives for more sit-down restaurants and other retail-oriented opportunities that residents wish to patronize locally. Based on these planning considerations, the following goals, actions, and initiatives are intended to address the specific issues and needs identified during the public participation process (and outlined in Chapter 1, Plan Context). 2 Municipal Research and Services Center of Washington. Report No. Infill Development Strategies for Shaping Livable Neighborhoods. June 1997. http://www.mrsc.org/Publications/textfill.aspx. Retrieved on August 31, 2011. 2.5 2. x Adopted July 20, 2009 FINAL DRAFT OCTOBER 22, 2012 GOAL 1: Provide additional attention and resources to promote ne infill development and redevelopment/revitalization of established areas. Redevelopment/revitalization efforts require cooperative action to encourage new and sustained private investment and to provide su rehabilitation of public infrastructure. A key part of the proc determining the strategic actions and initiatives the community should take to achieve its redevelopment goals and objectives. Successful re will often require cooperation and coordination between agencies different levels of government, as well as non-profit community organizations. This should include coordination of physical improvements with social service programs that aim to enhance the health and economic capacity of residents in targeted neighborhoods. There are sever undeveloped and underdeveloped parcels within the City that prov opportunities for infill development where streets and utilities already exist or may be readily extended. There are also many individual lots tha developed. In addition, there are several areas that warrant con redevelopment or revitalization during the 20-year horizon of this plan. Action and Initiatives 1)Conduct individual redevelopment or revitalization plans for those areas identified on Map 2.1, Revitalization Areas. These plans should be created in partnership with the City, land and business owners, adjacent property owners, and other stakeholders to determine the most appropriate courses of action to improve these areas. 2)Determine the appropriate zoning of infill development tracts an initiate rezoning as appropriate. Zoning actions should be in accordance with the Future Land Use Plan, and care must be taken to ensure that the neighborhood character is preserved and compatibility with e uses is observed. 3) resolve regulatory impediments to infill development, redevelopm and revitalization. Incorporate standards that are unique and applicable to these sites. offers a unique opportunity to link multiple destinations that serve a GOAL 2: Continue investment in the Main Street, Sylvan broad market. The prospects to grow Beach, and the original town area around Downtown. synergistically two different kinds of As identified throughout the public process, through previous retail markets (destination and local service), a tourism base, and downtown living, can establish La the Greater Downtown, Sylvan Beach and waterfront of La Porte Porte as one of the best place in - Houston Region to live and visit. term future. Enhancing this and the surrounding areas will Source: City of La Porte Economic encourage economic growth and improve the quality of life for Ci Development Strategic Plan. Chapter 3. May residents. 2009. 2.6 Action and Initiatives 1)Prepare a master plan for the Greater Downtown area. The purpose of the plan is to establish a clear and collectively supported vision and then an implementation framework to guide reinvestment and new investment in the Greater Downtown area of La Porte, including the areas of Main Street, Sylvan Beach and waterfront. This plan should build Town Plaza, the San Jacinto off-street trail/sidewalk, and the City/County improvements at Sylvan Beach and waterfront), identifying opportunities to bolster Downtown as an attractive and lightly functional center of activity based on its unique assets. The plan should identify th appropriate land uses and the arrangement and form of development/redevelopment, along with well-planned and designed improvements to streets and parking areas, vehicular and pedestr access and circulation, streetscape the amenities, signage, lighting, and infrastructure upgrades. In addition, this master plan should: a)Assess the constraints to redevelopment and the effective use of Downtown properties and buildings. Such factors as land and buildings ownership, traffic and pedestrian circulation, parking building sizes, building code issues (such as ADA accessibility) rates, and other contributing factors should be addressed in the plan. b)Address the fringe and/or transitional areas immediately adjacen identify measures to secure their integrity. c)Include details on the use of design elements and unifying treatments (could include wayfinding signage), in addition to the gateway monuments, to demarcate the boundaries of this area so that it is distinguished from other areas of the community. 2)Consider revising regulatory provisions in the Main Street District to ensure new development creates an urban form. This could include: a)Modifying the Main Street purpose statement to include intent of creating a human-scaled urban form comprised of mixed uses. b)Specifying front yard setback provisions as build-to lines, rather than he existing structures on that side of the street on the same side of the street or the setback of the closest struct provisions will not ensure an urban form over the long-term. 2.7 2. z Adopted July 20, 2009 FINAL DRAFT OCTOBER 22, 2012 c)Specifying minimum and maximum height requirements as an urban form requires a visual sense of enclosure. The current provisions only specify that a maximum height is to be determined. d)Adding some level of building standards relating to scale and massing, materials, exterior treatments, site lighting, and signs and awnings. 3)Continue to monitor investor interest in Downtown residentia interests to pinpoint and remove or reduce barriers to new development and redevelopment in and around Downtown. Additional ownership housing options are needed, but such 4)Continue to work with the Economic Development Corporation (EDC) to offer Main Street Enhancement Grants to provide matching funds to enhance existing buildings in the Main Street District, including façade rehabilitation or enhancement; new awnings, canopies, porches, and signage; and other beautification projects. 5)Continue partnering with the county and other stakeholders in the redevelopment of the Sylvan Beach area (e.g. the rehabilitation of the Sylvan Beach Pavilion and other such improvements) so that the park grows as a local attraction (and local amenity) similar in quality to the one envisioned in the 2004 Sylvan Beach Park Master Plan. 6)Continue to pursue an array of waterfront public/private development projects (e.g., restaurants and other retail opportunities, conference facilities, among others) to compliment the beach park and fishing activities and to generate additional revenues. &®¢´² !±¤ 1´ «¨³¸ .¤¨¦§¡®±§®®£² £ Expressed through the sentiments of many who participated in the public Housing participation process, there is a -term future is inextricably tied to its housing strong desire for the future of Main availability and conditions. Housing is central to almost any Street to become a community discussion about City affairs, no matter whether the discussion attraction. The above illustrations on economic development, desire for additional local commercial depict a pedestrian-friendly retail opportunities, or the ability to walk from one neighborho streetscape environment as to another. While one challenge is to sustain the integrity of examples of the types of existing housing, another is to address future housing needs. improvements that could happen in Having a diverse stock of housing new and old, big and small is Downtown La Porte. instrumental in offering choice and providing for the individual Source: Chapter 10 of the 2001 La Porte needs of all households, regardless of economic stature. Besides Comprehensive Plan. price and location, another consideration is the design of 2.8 neighborhoods. The areas that were developed in the late 1960s (with the Spenwick Subdivision) departed from the established town settlem patterns near the core of the City. New housing development and redevelopment needs to reflect a growing demand for neighborhood-style patterns that are once again, integrated into the existing fabric of the community. Key Planning Considerations Percentage of Housing Constructed by Year Key planning considerations for ensuring quality neighborhoods and housing include: 1) offering a wider range of housing types and price ranges so that residents can make lifestyle transitions as they age (e.g., into a larger dwelling to accommodate a family, then finally into a down-sized space and/or -time care facility as Although La Porte had the lowest percentage of housing stock health conditions dictate. constructed before the 1970s for all the comparison cities, the 2)Encouraging mixed-use, compact, and county, and the state (see the Demographic Snapshot located pedestrian-oriented developments that in Chapter 1), this chart illustrates that at least 50 percent o the C residents and include types of amenities corresponds to the time period when housing starts to show currently absent in La Porte (e.g., walkable signs of blight and could benefit from increased maintenance residential/commercial mixed use areas). or rehabilitation. 3)Emphasizing neighborhood integrity and Source: US Census Bureau 2005-2009 ACS. protection as both housing structures and streets and other local infrastructure continue to age. Based on these planning considerations, the following goals, actions, and initiatives address the specific issues and needs identified during the public participation process (and outlined in Chapter 1, Plan Context). GOAL 3: Protect the integrity of existing neighborhoods. foundation for a sound quality of life. Strengthening neighborhoods through organization, communication, coordination, and education is a key for maintaining and improving livable neighborhood environments. Established, stable neighborhoods must be preserved and protected from encroang incompatible development while new neighborhoods should be devel accordance with Smart Growth. In essence, neighborhoods that are well-maintained, and are of a quality, enduring character, will maintain property values and thus, a sound neighborhood environment and stable residential tax base. 2.9 2. | Adopted July 20, 2009 FINAL DRAFT OCTOBER 22, 2012 The City can greatly enhance the quality of life for its citizen ordinances and incentives to protect and enhance the integrity o neighborhoods. Mechanisms to improve the quality of neighborhoods may include ordinances focused on neighborhood conservation; provision of improved or updated public facilities and services such as streets, sidewalks, trails, neighborhood parks, street lighting, drainage systems, pedestrian amenities, traffic control, neighborhood policing and fire prote enforcement of codes and ordinances; providing support for the creation or the organization of qualified neighborhood organizations by providing technical assistance with private restrictions and/or conducting special neighborhood studies (including redevelopment and/or revitalization plans); providing funds for neighborhood improvements, and, generally in Actions and Initiatives 1)Consider an annual registration of neighborhood, home-owner, and tenant associations so that updated contact information can be maintained and used to disseminate important community-wide information (including such things as nearby development applications or rezonings, capital improvement projects, and applicable ordinance changes). 2)Consider formalizing a neighborhood-oriented planning program to: a)Assist developers in their preparation of covenants and restricti for new development. b)Ensure private common areas and amenities are adequately maintained in perpetuity. c)Implement neighborhood watch programs; this may be done in Representative (PAR) program. d)Help older communities develop neighborhood plans, which may include elements that would normally be required for a housing grant submittal and could, thus, be very effective as a grant administration tool. Such a plan would highlight potential development/redevelopment sites, infrastructure improvements, increased buffering (to mitigate such things as noise from increased truck traffic), links to important off-site amenities, etc. e)Establish and facilitate an annual city-wide neighborhood, home-owner, and tenant association meeting to gather input on how to better coordinate efforts and develop partnerships while seeking mutual An example of an existing street calming benefit. project in La Porte. 3)Expand and promote increased awareness of Source: Kendig Keast Collaborative. notifying the neighborhood, homeowner, and tenant 2.10 associations about the program, increasing available funding, and expanding the types of calming measures available, e.g., speed humps, bulb-outs, raised cross-walks, chicanes, etc. 4)Provide technical planning support for established neighborhoods support could address issues related to open space preservation, street and sidewalk improvements, traffic control, crime prevention through environmental design (CPTED), code enforcement or navigating the available housing programs. 5)Consider modifying existing codes to improve compatibility between commercial areas and abutting residential properties. This could include adding bulk and scale limitations (e.g., residential in scale); better design sign, and lighting controls; improved buffering, among others. GOAL 4: Promote opportunities for neighborhood improvement and housing stock rehabilitation of the housing stock. The community must remain cognizant of its older housing stock a rehabilitation and reinvestment will become increasingly importa integrity and vitality of neighborhoods, particularly in the older areas around Downtown, as well as in some areas throughout the community. Com by residents during public participation indicated concerns about some of Actions and Initiatives 1)Encourage redevelopment in target areas through programs that target lots that are abandoned or have recently demolished structures so that those lots are put back onto the market and t rolls. 2)Consider forming a target-area community investment program focused on all infrastructure improvements (e.g., sidewalk installation in addition to repair, driveway culvert cleaning an replacement, alley improvements, tree trimming, parking restrictions, shielded street lighting or other improved pedestr lighting, added greenspace, improved public streetscape/ landscape areas, new signage, etc.) within at-risk neighborhoods. This would be an expansion of the current program that provides dedicated funding for sidewalk repair and maintenance. The purpose of this program is to provide a dedicated source of annual funding for use in making infrastructure improvements and leveraging private reinvestment through rehabilitation, building additions, and/or development. Pursue both code enforcement 3)Consider the use of tax abatement, reduced building permit or compliance through citations and utility tap fees, and other financial programs or incentives to elicit advocacy programs to reduce private sector reinvestment. negative signs of blight, e.g., trash, 4)Consider the use of an advocacy program to aid in code complianc junk vehicles, etc. (e.g., violations such as weeds, debris, and junk vehicles) rather Source: Kendig Keast Collaborative. than citing noncompliant property owners. A key element may be 2.11 2. tt Adopted July 20, 2009 FINAL DRAFT OCTOBER 22, 2012 the cross-training of enforcement advocacy officers in conflict management/resolution or the creation of useful information pack listing sources of help for homeowners who are in violation of C 5)Promote neighborhood pride by stimulating resident involvement in improvement activities, including: a) b) c) assistance of City crews and volunteers. 6)Seek the participation of churches, civic organizations, schools, businesses in neighborhood improvement and revitalization effort 7)Continue the program of identifying and demolishing substandard structures; coordinate demolition with a proactive and effective program to provide incentives for home building on empty lots. This may include coordinate private sector to revitalize, streamlining the permit approval process, and reduced permitting fees. 8)Strengthen the ability for local organizations, e.g., Sheltering Services, Inc., to support weatherization and energy efficiency improvements in existing neighborhoods. The Weatherization Assis Program (WAP) is sponsored by the Texas Department of Housing and Community Affairs and helps low-income persons, particularly the elderly and persons with special needs, control their home energ Local organizations need additional support so that more weatherizatio improvement options are made available. The City may also actively support these local organizations by partnering with them on gra applications or hosting weatherization open houses or organizing energy-efficiency audits. 9)Continue to apply for Community Development Block Grant (CBDG) funds, HOME Grant funds, or other grant or loan programs to create or rehabilitate affordable housing for low-income households. 10)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. GOAL 5: Ensure affordable and sufficient housing options in the future. The availability and affordability of different housing options higher quality of life. In general, as more types and affordable options are supplied, a greater number of residents will be able work in La Porte. Therefore, anticipating and meeting future housing planning will enable the community to respond effectively to the variety of market segments, from young singles and newly married to large families, empty nesters, seniors, and retirees looking 2.12 The City currently has a narrow range of owner-occupied neighborhoods and housing types, with the current mix being predominantly single-family detached residential dwellings. Indeed, as displayed in the Demographic Snapshot in Chapter 1, La Porte has the highest percentage of one-unit structures (84 percent), which is higher than all the comparison cities, the county, and the state. This leaves little room for choice among housing types. In the future, aging residents may desire to have more housing options availabl including maintenance free condominiums and additional assisted Duplex living and continuing care facilities. In addition, units market households that encouraged in appropriate locations. Examples of these varied un are depicted in the inset, which may include duplexes, patio homes, townhomes, and multiplexes. This does not mean that there is not market for single-family homes; rather, it means that future development should incorporate more housing diversity so that existing and future residents will have sufficient options, from lot single-family dwellings (e.g., in the Lomax area), to residential above retail lofts, live/work units, and attached living. Patio Home Lack of affordability is a concern. When there is a lack of affo housing options available, it increases individual and/or family distress and is considered to have negative effects on a communi overall health. The City recognizes the need to ensure that all within livable and attractive environments. Maintaining livabili the City transitions to an infill and redevelopment focus will require creativity and a willingness to coordinate efforts. The qualitie Townhouse make La Porte an attractive place to live are also making La Por expensive place to live. Increasing housing prices creates obsta for low-income households and threatens to push residents to unsatisfactory housing options. The inability to find housing lo poses a hardship for households seeking an affordable home, as well as employers seeking employees. Actions and Initiatives 1)housing options in new developments that Mutliplex will offer alternatives to existing and future residents. New development and redevelopment should include more than one Future development/redevelopment housing type, with ordinance provisions for increased open space efforts should place greater focus on as separation and buffering and other standards to ensure diversifying the housing stock within the compatibility. A combination of housing options and lot sizes will City, by including some of the above result in a diversity of housing choices choices that will be alternate housing types. useful in attracting and keeping singles, younger families, and Source: Kendig Keast Collaborative. older residents. 2.13 2. tv Adopted July 20, 2009 FINAL DRAFT OCTOBER 22, 2012 2)Consider incorporating accessory dwelling units in the zoning ordinance, along with appropriate provisions governing their use and compat They are common and increasing in popularity in many communities to adult family members wanting to live independently but close by, 3)Consider adopting development, which may include provisions for building form and scale, articulated building walls, building orientation, architectural roof types and materials, façade enhancements, and acceptable bu materials, as well as site design standards regarding landscape surface, parking location and arrangement, bufferyards, and site amenities. 4)Consider establishing an average, rather than minimum, lot size in the residential districts whereby lot sizes are required to vary in width, with a certain percentage being narrower and the remaining being widethan the average. For example, the average lot size may allow a variability of 10 percent. 5)In appropriate locations where increased open space is desired o needed to preserve resource features (e.g., wetlands, tree stands, drainage channels) or to protect compatibility between adjacent developments, consider allowing flexible site design and low impact development options that permit alternative treatment of utilities and infrastructure. There can be significant cost savings to development from flexible site design and cluster development techniques, which t into reduced lot and house prices (e.g., reduced linear feet of pipe, sidewalk; fewer street lights, fire hydrants; reduced stor management needs; etc.). 6)Maintain a Large Lot residential district (i.e., the Lomax Area) so that those seeking larger-lot living arrangements with a more open feel be accommodated within City limits. 7)Considering providing a density bonus to offset smaller units or attached housing in order to avoid significantly affecting the feasibility of the residential development. Density bonuses are a type of housing production program where projects are granted additional residential density over and above the maximum limit allowed by existing zoning, with the condition that the additional housing is restricted to occupancy by a certain target group Continue sponsoring Bay Area Habitat for and that the units remain affordable over time. Humanity (BAHFH) houses to ensure an adequate 8)Continue sponsoring the Bay Area Habitat availability of affordable housing within the City. By for Humanity program as one method of increasing 2011, BAHFH has completed 22 houses in La Porte housing affordability within the City. (see inset) including the one pictured above. Photo source: Bay Area Habitat for Humanity website. 2.14 &®¢´² !±¤ %§ ¢¤£ #®¬¬´¨³¸ #§ ± ¢³¤± The appearance of La Porte is the single most evident glimpse of economic vitality, government proactiveness, and civic pride. Th impression is formed by the quality of development, property upkeep, condition of public facilities, amount and quality of public spa design of roadways and other public buildings and infrastructure appeal reinforces the quality of life for those who reside in La Porte, as well as those making investment decisions. The City has a window of opportunity to enact policies and stand influence the quality of its natural and built environments. Wit and development standards to accentuate the design of corridors, districts (like Downtown), neighborhoods, and open spaces, there may be a sense of image) was among the concerns expressed throughout the public process. Indeed, the character of new development and redevelopment will and may attract and maintain new investment. Finally, aesthetic enhancements such as the design of buildings, landscaping and screening, sign control, and site amenities also contribute community character. Key Planning Considerations Key planning considerations for enhancing community character in: 1)Pursuing opportunities to create unique, signature areas in the community (particular destinations, corridors, public facilities open space areas). 2) the aesthetic treatments at community entries. 3)Coordinating gateway improvements so that a consistent, high-quality appearance exists at all entry points to the City. 4)Enhancing wayfinding, not only to help residents and visitors na the community and find its key destinations, but also as a unifying design element across the City. 5) enhanced image of the City is created. Based on these planning considerations, the following goals, actions, and initiatives address specific issues and needs identified during the public participation process (and outlined in Chapter 1, Plan Context). 2.15 2. tx Adopted July 20, 2009 FINAL DRAFT OCTOBER 22, 2012 GOAL 6: Enhance the overall appearance of the built environment in the City. future, proactive efforts should be undertaken to improve the appearance of the built environment within the City. Unfortunately, the needs often outweigh the financial or administrative resources available to achieve the desired outcomes. 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 these enhancement efforts. There are a large variety of components that contribute to the are more apparent than others, although they all contribute to the overall character of the community. Since the last plan update, the City has been proactive in improving the appearance Expand upon existing gateway of the City, including the installation of gateway signage, and improvements to create a consitent investments in public amenities such as the revitalized Five theme and ensure a high quality of Points Town Plaza and the emerging City-wide trail system. appearance of the monument, lighting, However, according to the sentiments expressed during the and surrounding landscaping. public participation process, the citizens feel that continued improvement is a priority. Source: Kendig Keast Collaborative. Actions and Initiatives 1)Expand the efforts started with Ordinance 1501-II (which was intended, partly, as a means to mitigate the visual impacts of container yards) to require existing non- in designated enhancement corridors to be brought into compliance over a reasonable period of time. Similar provisions have been adopted elsewhere in Texas where nonconforming site conditions (e.g., parking lot landscaping and screening outdoor storage and display, fencing, buffering, signage, etc.) must be registered with the City and steadily brought into Consider code modifications and other compliance over a period of years. program support to implement 2)Outside of City limits, partner with the entities in which beautification projects in accordance the City has interlocal agreements to determine strategies to with the San Jacinto Design Standards, increase the level of screening of container yards that exist e.g., conceptual plan to beautify the N. along the C th 9 Street / State Loop 410 intersection. 3)Consider the development of corridor enhancement plans for the primary and secondary enhancement corridors Source: Aerial Image (City of La Porte GIS); Conceptual Plan (San Jacinto Design Standards, depicted in Map 2.2, Beautification Plan. (Additional guidance pg. 29) can be found in Chapter 4, Community Mobility. 4)Enhance the appearance of properties adjacent to street corridors by evaluating and improving codes and standards for be building placement (build-to, maximum vs. minimum setbacks), design (building shape, wall articulation, entry identification, transprency, 360 2.16 degree architecture), and materials; improved parking lot, streetscape and foundation landscaping; higher quality screening of outdoor storage; management of outdoor display; improved lighting and sign controls; and improved buffering of adjacent properties. 5)Expand on previous efforts to consider embellished gateway treatments with more significant monuments, landscaping, and lighting at the locations of greatest visibilit Ensure high quality maintenance of these areas, as depicted on Map 2.2, Beautification Plan. 6)Consider modifying existing codes to adopt appropriate design standards in conformance with the San Jacinto Corridor Design Standards.(see inset previous page) 7)Continue to work with the Economic Alliance Houston Port Region and consider code modifications and other program support to implement the San Jacinto Historic District design standards, including the Project Stars Initiative, which uses industrial infrastructure and landscaping to highlight and 3 Partner with TxDOT to improve the 8)Consider implementing a program to publicly recognize residential and business property owners for their role toward overpasses. The top photo depicts an th overpass in La Porte along S. 9 Street enhancing the visual appearance of the City. This could include and Spencer Highway. The photo on the bottom is an enhanced bridge and communication media. landscape treatment in Sugar Land, 9)Partner with the Texas Department of Transportation (TxDOT) to Texas. enhance overpasses, as depicted on Map 2.2, Beautification Plan. (see Source: Kendig Keast Collaborative. inset) 10)Continue seeking public/public and/or public/private partnerships to master plan and implement site specific enhancements throughout the City. By way of example, continue working with the La Porte Independent School District (ISD) and adjacent retail center owners to implement the enhancements depicted in the Texas Avenue Beautification Project Master Plan, among others. 11)Partner with TxDOT to enhance the visual appearance of the Miller Cut Off Road, Sens Road, and SR 146 interchange areas (see inset). These enhancements could be similar in type and Develop a comprehensive wayfinding quality to the improvements already completed at the State program for Main Street and Sylvan Highway 225/Independence Parkway interchange located just Beach areas. outside City limits, as depicted on Map 2.2, Beautification Plan. Photo Source: City of La Porte Economic Development Strategic Plan. Chapter 3. May 2009. 3 Economic Alliance Houston Port Region. San Jacinto Texas, Histor Standards at http://www.ci.la- porte.tx.us/civica/filebank/blobdload.asp?BlobID=8725. May 2010. 2.17 2. tz Adopted July 20, 2009 FINAL DRAFT OCTOBER 22, 2012 11)Create a comprehensive wayfinding program to project Table 2.1, Existing Parks a consistent image for the entire City and to provide directiona and Neighborhood Parks Sylvan Beach. Partner with TxDOT to develop and obtain Parks Acres approval for a Wayfinding Sign Guide System Plan. (see inset th 14 Street Park 2.40 previous page) Bay Oaks Park 1.20 12)Evaluate program criteria and make necessary improvements to achieve certification through the Scenic City Brookglen Park 2.0 Certification Program. Sponsored by Scenic Texas, this Central Park 4.60 certification recognizes Texas municipalities that implement Creekmont Park 3.50 high-quality scenic standards for public roadways and public Glen Meadows 8.13 spaces, with the long-term goal of improving the image of all Ohio Street 0.93 cities. Pete Gilliam 1.20 13)Evaluate program criteria and make necessary improvements to gain recognition in the Tree City USA Program. Pfeiffer 1.20 Sponsored by the Arbor Day Foundation, this program helps Pine Bluff 0.11 communities become better stewards of their tree resources. Seabreeze 3.13 Spencer Landing 3.99 &®¢´² !±¤ !£¤°´ ³¤ 0 ±ª²þ 2¤¢±¤ ³¨®þ £ Spenwick 0.50 /¯¤ 3¯ ¢¤ Tom Brown 0.57 Parks and recreation facilities are an essential part of a healt quality, and vibrant community environment. They provide the Wood Falls 8.30 necessary components for events outside the home and after E Street Linear Park 2.50 work and after school activities. Whether for passive or active Neighborhood Park 44.26 use, parks and recreation facilities are an important factor of Subtotal everyday living, active living serving health benefits for Community Parks children, seniors, and people of all ages. The park system also Parks Acres economic development efforts to recruit and retain a skilled Fairmont Park 17.70 workforce; build a strong tax base to finance system expansion, Little Cedar Bayou & 48.70 facility enhancements, and maintenance; and attract retirees. undeveloped Lomax 10.00 It is clear that La Porte places high value on its park and Northside Park 4.6 recreation system. Subsequent to the last comprehensive Northwest & planning process, in 1998, the City prepared and adopted a 35.00 undeveloped separate Parks and Open Space Master Plan (2002; amended Pecan Park 33.6 2008) and Bicycle and Pedestrian Trail Implementation Plan 5 Points Plaza 1.00 (2003); both of which the City has been actively implementing in Community Park the over the past several years. This section of the 150.60 Subtotal Comprehensive Plan is not intended to supplant those separate Total 194.86 specific master plans; rather it is intended to review those pla in terms of how they currently fit within the overall framework of a 20-year planning horizonmeaning, will the full implementation of those plans achieve the goals of creating a park, recreation, and open space system that is high quality (safe and maintained), convenient and accessible (to its users), diversifi 2.18 activities), and interconnected (to the community), while trying and prot part of a park and recreation system, they are an equally import -vehicular mobility system, and as such, will be discussed in Chapter 4, Community Mobility. The City Parks and Recreation Department is responsible for the and maintenance of all parks and recreational facilities. Their innovative programs, and services that will provide our customers with Existing Park Inventory The foundation for establishing an adequate park and recreation Table 2.2, School Playgrounds system is the availability and condition of the existing parks a School Playgrounds recreation areas. To assess the projected future need for additi land, facilities, and improvements, it is essential to first det Parks Acres the level of service provided by the existing parks and recreati Lomax Elementary 2.25 system. Subsequently, the level of sufficiency or deficiency of the Jennie Reid Elementary 0.35 existing system can be determined to assess the current need pri Rizzuto Elementary 1.06 to projecting the future parks and recreation system needs. La Porte Elementary 7.06 Currently, the Department is responsible for 21 neighborhood and Bayshore Elementary 2.62 community parks (comprising over 150 acres), two special use parks th Grade Baker 6 Campus 1.00 (i.e., Five Points Town Plaza and the Bayforest Golf Course), an La Porte High School 5.00 eleven miles of trails (see Table 2.1, Existing Parks and Map 2.3, Park Total 19.34 Inventory). Overall, the City has a total of 23 parks and recreation facilities comprised of playgrounds and playscapes; picnic ameni Source: Google Earth baseball, softball, soccer, football fields; basketball and othe courts; bicycle/pedestrian/exercise/nature trails; a senior cent Table 2.3, Private Parks Special Populations Center; two bayside parks; two fishing piers; a rodeo/open riding arena; three neighborhood pools and one Private Parks sprayground/playground; and other amenities. Over the past 21 Parks Acres years, the City has spent close to $18 million on its parks and Bayside Terrace Park 0.49 recreation system. Bay Colony Park 0.75 In addition to the parks and recreation areas owned and managed by Fairmont East 2.00 the City, there are five school playgrounds located at the elementary Fairmont West 1.18 schools that provide additional recreation and open space that is Shady Lane 2.59 available to residents and visitors of the La Porte area. The school Shady River 2.35 playgrounds are displayed in Table 2.2, School Playgrounds. As Total 9.36 displayed in Table 2.3, Private Parks, there are also six park facilities and one neighborhood pool that are owned and maintained by the . 2.19 2. t| Adopted July 20, 2009 FINAL DRAFT OCTOBER 22, 2012 Parks and Recreation Standards Standards provide a measure for determining the amount of parks, recreation and open space needed to meet the current and project are typically expressed in terms of acres of land dedicated for parks, recreation and open space per unit of population, such as 1 acre per 1,000 persons (for neighborhood parks). While general standards are useful, it is important to establish standards that are based upon unique local considerations, such as participation trends and projections, us characteristics, demographics, climate, natural environment, and considerations. Values related to leisure and recreation are unique to each municipality; therefore, the standards should represent the interests and desires of local parks users. The suggested standards from the National Recreation and Parks Association (are illustrated in Table, 2.4, NRPA Development Standards. (on next page) Needs Assessment To assess the adequacy of the existing parks and recreation supp necessary to look at existing population, the supply of parks pr existing facilities including planned improvements or expansionsand relate them to planning standards for desirable levels of service. In a necessary to consider forecasts in future population to determin needs and to identify deficiencies to address the needs of the s As such, the park and recreation system currently and in the future would meet 4 the needs of the full build-out population of 49,954 persons. Based upon these parameters and displayed in Table 2.5, Parks and Recreation Needs (following next page), the City would not have to add new neighborhood parks and new community parks as it exceeds the standards to meet the needs of the projected future population. However, since parks, recreation, and greenspace are such highly valued community resources (and i there is a diminishing supply), it was suggested that it is important for the City to continue pursuit of additional properties to exceed nati over time. Service Areas Evaluating service areas is an effective means of identifying ge that have sufficient park areas available, but more importantly to identif those in need of additional parks and recreation areas and facil Neighborhood parks have a service area of one-quarter (¼) mile, while community parks have a service area of one mile; which means that the majority of the persons who utilize these facilities live within 4 See analysis of the build-out population in Appendix B, Build-out Population Projection Analysis. 2.20 Table 2.4, NRPA Development Standards Use: Serves a concentrated population within an immediate proximity. Examples are a tot lot in an apartm complex or a vacant lot developed as a passive park. Pocket Park Service Area: Immediate development Desirable Size: 0.25 to 1 acre Density: 0.25 acre per 1,000 persons Site Characteristics: Close proximity to high-density developments. Use: Serves neighborhood residents within walking distance. Facili playgrounds) and passive use (e.g. walking, picnicking). Service Area: Primarily serves neighborhood residents within a one-half mile radius. Neighborhood/ Linear Park Desirable Size: Minimum 3 to 8 acres Density: 1.0 acres per 1,000 persons Site Characteristics: Evenly distributed across the City with convenient and safe acce school/park facilities are highly desirable. Use: Serves the broader community. Includes facilities for active and passive recreatioure, including athletic fields, swimming pools, picnic areas, walking/jogging p restrooms, among other improvements Community Park Service Area: Primarily for neighborhood residents within a one-mile radius, but available throughout the City. Desirable Size: Minimum 10 to 30 acres Density: 3.0 acres per 1,000 persons Site Characteristics: Located to provide full access to the city. Use: Serves the broader community or region by providing key linkages community facilities (e.g., parks, libraries, schools, etc.) whi horseback riding and similar off-street activities. Linear Service Area: Available to all persons. Desirable Size: No minimum standard. Density: No minimum standard. Site Characteristics: Located to provide full access to the city. Use: Serves the broader community or region for specialized, multi-purpose recreation activities (e.g. performance center). Service Area: Available to all persons. Special Use Facility Desirable Size: No minimum standard. Density: No minimum standard. N Site Characteristics: Intended for City-wide or regional use. Source: National Recreation and Park Association; Modified for L Map 2.4, Park Service Areas. Since school playgrounds and private parks also provide neighborhood-scale park and recreation benefits to City residents, their service areas have been included in this analysis. 2.21 2. ut Adopted July 20, 2009 FINAL DRAFT OCTOBER 22, 2012 Table 2.5, Parks and Recreation Needs 4 2010 (Population 33,800) Build-out Population (49,954) % of % of Park Classification Recommended Actual Acres Need Recommended Actual Acres Need Met Met Neighborhood Parks (1.0 ac./1,000 33.80 53.62 >19.82 159% 49.93 53.62 >3.69 107% persons) Community Parks (3.0 ac./1,000 101.40 169.94 >68.54 168% 149.78 169.94 >26.16 113% persons) Total 135.20 223.56 >88.36 -- 199.71 223.56 >29.85 -- Source: Kendig Keast Collaborative. Park System Plan The La Porte Park System Plan is designed to meet the requirements of the Texas Parks and Wildlife Department (TPWD) in order to become el grant reimbursement of up to 50 percent (with a maximum of $500, application cycle when available) for qualified projects. With the City being proactive in adopting separate Parks and Open Space and Trails m these requirements have been met as long as an update is performed every five years. Map 2.5, Park System Plan, is intended to be an intermediary analysis that will facilitate future discussion when those separ plans are updated and could provide additional guidance about where there may be distribution deficiencies within the City limits. As the City moves forward in expanding park acreage to exceed the needs of the future build-out population, the Park System Plan delineates the areas of deficiencies within the City and should be one of the primary considerations used to identify where future neighborhood and community parks are located. Key Planning Considerations Key planning considerations for ensuring adequate parks, recreat open space include: 1)All people should have equal access to recreational areas, activ services, and facilities regardless of personal interest, age, g income, cultural background, housing environment, or handicap. 2)Public recreation should be highly coordinated among public inst and private entities to avoid duplication and encourage cooperat 3)Public recreation should incorporate public services such as edu, health and fitness, transportation, and leisure. 2.22 4)Facilities should be well-planned and coordinated to ensure adequate adaptability to future needs and requirements. 5)The availability of financial resources should be considered in of planning, acquisition, development, operation, and maintenance of spaces and facilities. 6)Public participation is critical to the eventual success of the recreation system and should, therefore, be included in all stag process. 7)There should be established procedures for acquiring land for future parks and recreation areas and facilities prior to development. 8)The design of spaces and facilities should encourage the most ef utilization of land, accommodate other compatible City services libraries, museums, etc.), be constructed in the most sustainable quality possible, and consider the needs and desires of the inte users. Based on these planning considerations, the following goals, act initiatives address the specific issues and needs identified during the public participation process and the above analysis. GOAL 7: Ensure all existing and future parks and recreational facilities are maintained to an equivalent standard of quality and excellence. One of the topics that were discussed during the public particip process was related to inequalities in the quality and condition existing parks within the City. New parks (e.g., Pecan Park) and improvements (e.g., the new sprayground/playground at Brookglen Park) created a higher standard than now exists at some other existing parks. Actions and Initiatives 1)Establish a formalized parks-to-standards program to ensure all parks are brought up to, and maintained in, an equivalent qualit standard. This program should include a general maintenance and repair schedule. The priority maintenance tasks include: a)Resurfacing, restriping, or re-grading unpaved surfaces or parking areas. The two photos above highlight b)Improving drainage. differences in the level of quality c)Increasing park accessibility. between parks in the City. Newer parks such as Pecan Park (top photo) has an d)Increasing the amount of signage and/or repair of existing overall higher level of quality than signage. other parks, such as Pete Gilliam Park 2) (bottom photo). Source: Kendig Keast Collaborative. 2.23 2. uv Adopted July 20, 2009 FINAL DRAFT OCTOBER 22, 2012 3) 4)Enhance landscape plantings and lawn maintenance in all parks. a)Develop a program to improve the turf quality in all parks throu turf restoration and over seeding, re-grading (to address erosion and drainage issues), and improved irrigation. b)Continue to partner with Trees for Houston to add shade trees an shrubs in each park to improve aesthetics, create much needed shade, and improve the overall future beauty of the park system. 5)Conduct an annual condition assessment of park conditions. The assessment should be considered during the budget preparation pr for the following fiscal year. GOAL 8: Continue to increase the quality and diversity of amenities in the existing and future parks to attract and accommodate people of all ages (and non-traditional park users) for both active and passive activities. Actions and Initiatives 1)Focus on park and recreation improvements as a means for elevating neighborhood viability. Highlight the importance of clean, safe, well-maintained, and vibrant neighborhood parks as an anchor for strong, established neighborhoods where residents and kids use public spaces and interact on evenings and weekends. 2)Establish a policy of master planning new/revitalized parks to develop a unique design theme for each park to broaden the types of facilities and activities that are available across the community and to better tie their identity to adjacent neighborhoods. a)Conduct neighborhood design charrettes to gather resident input to determine unique features, types of amenities, and overall theme. Ideas may include parks for special events, a and culture, heritage, eco-tourism, sustainability, etc. Each amenity in the park (e.g., 3)Prepare revitalization plans for each of the existing, well playscapes, parking lots, bathrooms, established parks. Plans should include equipment replacement pavilions, etc.) should be connected and repair, building/structure rehabilitation, new by a handicap accessible walking features/activities, and other refurbishments. path/trail that is designed to 4)Evaluate opportunities to add new types of amenities that accommodate persons with appeal to intergenerational and non-traditional users in existing disabilities, the elderly, parents with and future parks, including community gardens, dog parks, strollers, etc. climbing walls, bike trails, Frisbee golf, spraygrounds, Source: Kendig Keast Collaborative. running/walking trails, checkerboard tables, art walks, sandboxe among others. 2.24 5)Continue to add shade structures to all existing and future parks. Shading should consist of a combination of playscape shade structures, individual picnic shelters, and larger pavilions (which provide more shade and more opportunities for socialization, among other things). 6)Improve on-site and off-site accessibility to each park by developing a sidewalk improvement program to repair, replace, or install new sidewalks, crosswalks, and curb cuts, in high pedestrian use neighborhoods immediately surrounding the parks, schools, and other community facilities. 7)Incorporate on-site handicap accessible walking trails that create a loop around the edge of each park and connect the important amenities within the park, so that users can utilize these trails for walking, running, biking, roller blading, pushing strollers, among other things. (see inset previous page) 8)Continue to provide adequate funding in the annual capital and operating budgets to enhance, improve, and maintain the existing parks, recreation, trails, and open space. GOAL 10: Continue to offer and expand recreational and/or cultural programs that meet the interests and needs of persons of all age and abilities by providing programs independently and in cooperation with partners. Action and Initiatives 1)Continue to proactively pursue additional park and recreation acquisition of property and/or protection of additional greenspace within th limits. As the City nears the build-out population, the availability of these tracts becomes increasingly difficult to identify and secure for the protection and enjoyment of future generations. This recommendat made with the knowledge that the City already meets and exceeds (currently and for the future build-out population) established national standards for park and recreation acreage. 2)Provide opportunities for individuals and groups (including low-income, minority, disabled, elderly, and the youth at risk populations) participate in cultural, recreational, and educational activitie better health and wellness and strengthen both body and mind. 3)Formalize through reciprocal agreements the coordination of programming and joint use of facilities by and between the City and the La Porte Independent School District (LPISD), homeowner associations, among others. 4)Continue to offer and/or enhance the Fun Times Parks and Recreat Magazine. 2.25 2. ux Adopted July 20, 2009 FINAL DRAFT OCTOBER 22, 2012 5)Consider providing on-line registration for any camps, lessons, workshops, or classes available through the City or its program 6)Join with the program partners to make application for outside funding programming. Seek special funding for underprivileged residents (particularly children) who may not have access to pools for pro that would address need for swimming lessons in the bay. 7)Continue to expand sponsorships and investigate opportunities to affiliate with other agencies (i.e., public/public or public/pri partnerships), special interest groups, service clubs, and the p sector in organizing and operating special events, programs, and leagues. 8)Continue to work with youth sport associations to further develo facilities for recreational activities including baseball, softb soccer, football, rugby, swimming, among others. 9)Continue to work with public and private sector groups (i.e., ci associations, etc.) to promote the annual community activities s sports tournaments, festivals, outdoor concerts, fairs, and other special events. 10)Conduct an annual meeting with the community organizations to discuss opportunities for the improve coordination and provision of services. &´³´±¤ , £ 5²¤ The essence of comprehensive planning is a recognition that La P not have to wait to react to development proposals. Rather, it can determine where development and redevelopment will occur and what type of land use the new built environment will reflect. Through active community sup this plan will ensure that development meets certain standards and, thus, contributes to achieving the desired community vision. As a guide for land development and public improvements, Map 2.6, Future Land Use Plan, represents how and where the City will focus new development and redevelopment over the next two decades and beyond. The Future Land Use Plan is an integral part of this Comprehensive Plan and repr most desirable land use based upon the goals and objectives stat Comprehensive Plan in consideration of existing uses and developand physical characteristics of the community. The land use designat the basis for zoning, and thereby, the location of housing, comm industrial areas. The Future Land Use Plan and Thoroughfare Plan Chapter 4, Mobility) are the two most important planning tools available to the City. In the determination of whether a specific zoning classification the land use designation on the map, flexibility should be used land use designations boundaries which are applied on a broad scale. Street 2.26 rights-a-way, lot lines, topography, and other features should be utilize the location of appropriate zoning district boundary lines. Gene district boundaries should follow rear lot lines or alleys to prhe cohesiveness of the streetscape and compatibility of adjacent us Zoning, when applied, breaks these areas into more specific clas with legally binding land use regulations that according to stat 5 hensive Plan. land use designations found in the Future Land Use Plan. During the comprehensive planning process, an existing land use undertaken to determine if there were any major nonconformities the to be reflected in the updated Future Land Use Plan. This abbrev was conducted in April 2012 and focused primarily on commercial industrial zoning nonconformities. The Future Land Use Plan for the City of La Porte is a general physi for future development based on land use. It shows the generaliz objectives identified throughout the Comprehensive Plan. The purpose of the land use plan is to minimize conflicts between adjacent uses efficiency of the transportation network, achieve fiscally sound pertaining to private development and public infrastructure investments, and generally to aspire to create a livable environment for the community. The future land use classifications used on the plan to depict t density of development are as follows: - -- - -- - 5 Texas Local Government Code, Sec. 211.004, Conformance with the Comprehensive Plan. 2.27 2. uz Adopted July 20, 2009 FINAL DRAFT OCTOBER 22, 2012 - --- - - The land use plan is intended to generally guide future land use which are typically made simultaneous to other decisions regardi provision of adequate public facilities and services and infrast 2.28 improvements. Consideration should be given to the following issues to making land use decisions: Character of the surrounding and adjacent neighborhoods; Existing use of nearby properties, and the extent to which a lan 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 permi considering density, access and circulation, adequacy of public and services, and other considerations; Extent to which the designated use of the property would harm th value of adjacent land uses; Extent to which the proposed use designation would adversely aff capacity or safety of that portion of the road network influence use; Extent to which the proposed use designation would permit excessive air, water or noise pollution, or other environmental harm on ad land use designations; and, The gain, if any, to the public health, safety, and welfare due existence of the land use designation. Individual land development proposals should be considered for a the scale of neighborhood, sub-area, and development project planning, which are to be considered in subsequent zoning and rezoning act City. These decisions should be based upon consideration of the established policies and conformance with the Future Land Use Plan. - - 2.29 2. u| Adopted July 20, 2009 I NFRASTRUCTURE AND GC ROWTHAPACITY C3 HAPTER As detailed in , the City experienced "®§¶º«¸Nt N#«³µ¸§¶®¯©N2´§¶¹®µº significant growth rates over a 20 year period from 1970 to 1990. More recently, over the past two decades, the rates of growth have decreased and the remaining developable areas have become finite. While there will growth in population, the City needs to transition its focus from greenfield to infill development. Similarly, the City needs to transition its focus from adding new infrastructure, facilities, and services to one focus the expansion and maintenance of the systems that already exist. The decisions made today will have lasting effects continued abilities to generate economic growth and provide adequate, efficient, and fiscally responsible municipal services to its citizens. 2.1 Introduction This chapter is closely related to other elements of this plan 2001 vs. 2012 Plan Comparison addressing land use and community character, mobility, and economic development as they relate to development, 2001 2012 Update redevelopment, its Ch. 6, Utility demands for providing and improving public facilities and Infrastructure Systems services. The analysis and findings presented in this chapter ar Ch. 3, Infrastructure Ch. 8, Community and Growth Capacity based primarily on known factors regarding existing utility Facilities infrastructure systems, programmed and anticipated utility Ch. 11, Public Safety improvements, existing staffing and service capabilities of the police, fire, and EMS departments, and projected population growth of the City. A general conclusion is that the community i good shape to serve its existing development and also to accommodate new infill development and population within its established jurisdi boundaries. 3.1 FINAL DRAFT OCTOBER 22, 2012 La Porte, like many communities, is increasingly challenged by l resources. While the City has benefitted economically over the years because of its growth, now the City needs to focus more on maintenance, rehabilitation, and replacement of aging infrastructure and to f areas, e.g., poor drainage, inefficient and redundant infrastruc addition, as detailed in Chapter 2, Land Use and Development, the City needs to now provide additional attention and resources to promote new public and private sector development and redevelopment/revitali already existing areas. One of the ways to accomplish this is through public investment in infrastructure and services. 2.2 Focus Areas, Goals, Actions and Initiatives Throughout the planning process a number of issues were identified regarding storm drainage, flood control, and other public infrastructure, and there was a general consensus about maintaining high quality public safety services. These discussions formed the basis of the following focus areas, along with an analysis of existing conditions and review of curr plans, and ordinances. Each focus area contains contextual information, key planning considerations, goals, (and their rationales), and advi implementation actions and initiatives. The areas of focus are a Focus Area 1 Improved Flood Control and Drainage; Drainage Collection Focus Area 2 Adequate, Efficient, and Resilient Public Utilities; Focus Area 3 Maintaining and Improving Public Safety Services; and Focus Area 4 Need for Increased Sustainability. Focus Area 1 Improved Flood Control and Drainage Storm Drainage Summary The City lies within three major watersheds; Armand Bayou, Clear Creek, and Lower San Jacint Open, roadside ditches in Old flat with an average elevation of 24 feet above sea level, and there is Town La Porte approximately three miles of coastline along Galveston Bay. Drainage collection in the built environment is through a combinof methods. In the older areas, e.g., Old Town La Porte, collection is primarily through open, roadside ditches. In the more recently developed areas, e.g., Spencer Landing, collection is primarily through underground storm sewers. (see inset) While there are identified drainage problems across the City, the older areas have greater drainage and flooding problems. Storm sewers in Spencer As displayed in Map 3.1, Drainage System, the City conveys its storm Landing drainage through approximately 35 miles of Harris County Flood Control Source: Kendig Keast Collaborative District (HCFCD) drainage channels, which 3.2 1 mechanism for surface drainage. These primary drainage channels Channels Types consist of natural bayous, man-made, but natural-looking channels, and concrete channels. (see inset) In 2007, the City participated in the Federal Emergency Manageme Agency (FEMA) sponsored Tropical Storm Allison Recovery Program (TSARP), which resulted in revised 100-year flood maps (also known as FIRMs, i.e., flood insurance rate maps) that became effective on 2 2007. In 2009, the City undertook a City-wide drainage study to identify, develop, and recommend improvements to address drainage problems and lessen flooding and its impacts across the City. In addition causes common to coastal areas (e.g., storm surge), the plan identified Natural Bayou 3 drainage and flooding problems. They were: 1)Insufficient flow capacity in ditches and channels; 2)Ponding of waters in streets and adjacent properties; 3)Undersized storm sewers; 4)Temporary blockage of storm water inlets by debris; 5)Backup of storm waters in sewers; and Natural Channel 6)Lack of overland or sheet flow paths. As part of that study, the City requested that past repetitive loss data be studied to determine the level of severity of drainage and flood problems so that the City could identify priority projects on a subdivision- level scale. The report identified 27 subdivisions that had significant drainage or flooding problems, with Brookglen, Creekmont Section Glen Meadows, Fairmont Park East, Pinegrove Valley, and Spencer 4 Highway Estates being the highest ranked problem areas. Concrete Channel As solutions to these identified problems, the plan identified remedies to Source: Kendig Keast Collaborative correct current flooding and drainage problems, as well as mitig techniques to prevent future drainage problems that could arise development. To address current drainage and flooding problems, plan recommended the following four types of projects: 1)Channel improvements; 2)Detention ponds for flood flow diversion; 3)Storm sewer upgrades; and 4)Development of relief swales. 1 La Porte Citywide Drainage Study by Klotz Associates, Inc., Janu 2 Ibid. 3 Ibid. 4 Ibid. 3.3 2. v Adopted July 20, 2009 FINAL DRAFT OCTOBER 22, 2012 To address future drainage problems, the plan discussed two Spencer Landing Joint Use Park common approaches: on-site detention and regional detention. and Detention While there are benefits and costs for each, consideration should be given to the fact that the City has a finite area remaining for both physical and economic development purposes. When regional detention is used, it creates multiple opportunities. First, it lessens the amount of land needed to be set aside on each individual site and maximizes the amount of land that is available for taxable purposes, e.g., residences and businesses. When there is plenty land left to develop, this may not seem as important. However, Spencer Landing Park is one the when there is limited land left to develop, i.e., the limited infill areas s more recent additions to the remaining in La Porte, it becomes increasingly important. Indeed, park system and it serves a dual many of the remaining infill lands may be undeveloped because they purpose of providing both regional are constrained in one form or another, e.g., limited size, presence detention and passive and active of floodplain, incompatibility with adjacent property, etc. So there recreation. may be mutual benefit to multiple property owners to pursue regional detention options. Second, regional detention provides Source: Kendig Keast Collaborative opportunity for the joint purpose of detention and active and passive recreation (see inset). Coincidentally, the Citywide Drainage Study identifies and 44) that coincide with or abut areas of park need as identified in Brookglen Regional Detention Map 2.5, Park System Plan. Coordinating regional detention efforts with park expansion efforts would be a good way to improve flood resources at the same time. Finally, although the Citywide Drainage Study did not specifically identify buy-outs of flood prone homes, it did recognize that some buy-out may be necessary in the future. Currently, HCFCD has been working in collaboration with willing home-owners to buy-out some of the most flood prone homes in the Brookglen Subdivision (see inset). However the City chooses to mitigate increased drainage stemming from future development, i.e., on-site, regional, or a combination of both, it is recommended that it be designed and constructed to combine functionality with the cross purpose of creating an The Brookglen Detention Ponds, attractive and sustainable public amenity that provides citizens with which are currently under accessible opportunities for active and passive recreation, construction, are a good example of particularly trails. an after-the-fact retrofit to solve existing drainage problems within Key Planning Considerations the City. Key planning considerations regarding the planning needs to Source: Kendig Keast Collaborative improve flood control and drainage, include: 1)Implementing the recommendations of the Citywide Drainage Study so that it leads to actionable results. 3.4 2)Continuing to budget for capital projects that reduce the chance of flood damage. 3)Reviewing existing ordinances that guide local development to ensure that existing policies and implementation tools are in accordance with best management practices. 4)Pursuing intergovernmental coordination with HCFCD and neighboring cities in addressing drainage across the broader region. 5)Encouraging the joint use of detention areas for drainage and parks and recreation amenities. Based on these considerations, the following goals, actions, and initiatives address specific issues and needs identified during the public p process (and outlined in Chapter 1, Plan Context). GOAL 1: from causing impacts to life and property. Actions and Initiatives 1)In conformance with the specifications set forth in the Citywide Drainage Study, construct the recommended relief swale and pipe upgrade projects, including: a.Pinegrove Valley: Relief Swale; b.Brookglen: Relief Swale and Outfall Pipe Upgrade; c.Fairmont Park West: Relief Swale and Outfall Pipe Upgrade; d.Glen Meadow: Relief Swale and Outfall Pipe Upgrade; e.Meadow Park: Relief Swale and Outfall Pipe Upgrade; f.Fairmont Park: Relief Swale and Outfall Pipe Upgrade; g.Creekmont Section 1: Relief Swale and Outfall Pipe Upgrade; h.Fairmont Park East: Relief Swale and Outfall Pipe Upgrade; i.Spencer Highway: Relief Swale; j.Villa Del Rancho: Relief Swale; k.Battleground Estates: Relief Swale; and l.Old La Porte: Relief Swale and Outfall Pipe Upgrade. 2)In conformance with the specifications set forth in the Citywide Drainage Study, construct the recommended channel improvement and pond projects, including: a.Fairmont Park, Fairmont Park East: Channel Widening; b.Brookglen: Channel Lining; c.Meadow Park, Villa Del Rancho: Channel Widening; d.Lennox Gardens; L Street: Pond for Diversion; e.Battleground Estates, Pinegrove Valley, P Street: Channel Lining f.Shady River: Channel Widening; g.Woods on the Bay, Pine Bluff, Shady River: Channel Widening; and h.Meadow Crest, Creekmont, Glen Meadows, Fairmont Park, Fairmont Park West: Pond for Diversion. 3)Pursue inter-local agreements with the Harris County Flood Control District (HCFCD) regarding maintenance of drainageways. This would be 3.5 2. x Adopted July 20, 2009 FINAL DRAFT OCTOBER 22, 2012 for those drainageways where agreements may not already exist and for which are of critical importance to the City. These agreements w establish minimal acceptable levels of maintenance, where the Ci permission, under appropriate limitations and constraints, to perform such maintenance for an agreed upon compensation or other considerations. 4)Coordinate with HCFCD to jointly fund and develop mutually benef flood control projects within the City. 5)Eliminate or minimize exceptions that allow development to occur the floodplain. Development exceptions should meet the specifications identified in the Citywide Drainage Study. 6)Consider enclosing certain segments of the drainage ditches for use as a recreational amenity, such as trail space, greenways, and landsc 7)Evaluate the requirements and standards for on-site detention including a minimum site threshold, exemptions for sustainable practices, placement, design, and function of basins and other improvements 8)Consider modifying the Public Improvement Criteria Manual (PICM) for playgrounds, ballfields, miniparks, required green spaces, etc. 9)Facilitate the joint use of regional detention whereby there can be a cost-share arrangement and agreement among multiple properties and owners. 10)Pursue loan or grant funding from the Texas Water Development Board, to implement flood control improvement projects within the City. 11)Revise the standards and specifications for drainage features to correspond with development character expressed by this plan. Fo instance, suburban development requires a high percentage of open space (either by way of larger lots or larger common areas), which allows for on-site collection, infiltration, and positive surface (natural) dr This contrasts with a more densely developed urban character that requires an underground stormwater drainage system. 12)Require riparian buffers along stream and drainage ways to increase filtration and improve water runoff quality. 13)Encourage a development runoff conditions using development types with open space preservationsuch as cluster developments. This provides necessary density for developers in exchange for conserving site resources and preserving sufficient land for stormwater collection and detention/retention. 14)Periodically update the Citywide Drainage Study to reflect changing conditions. 3.6 Focus Area 2 Adequate, Efficient, and Resilient Public Utilities grown outward from its original settlement around what is now Do t was generally compact as a result of the grid street system, traditionally smaller lots and home sizes, and le the automobile. More recently, the development reflects a contem design with curvilinear street systems, the use of cul-de-sacs, and larger more irregularly shaped lots. Similar to many communities across States, the increased reliance on the automobile has caused more patterns of development. To serve this development has required a greater degree of public infrastructure that now needs to be maintained. Water Summary The supply of water is a significant long-term issue for any community, which needs to be planned well in advance of future needs. The primary source Elevated Storage Tank at of water for the City is from the City of Houston via the La Por Fairmont Park Water Authority, which supplies treated surface water to the cities of La s delivered to six City water plants and deposited in groundwater As displayed in Map 3.2, Water System, the six water plants are located at: Fairmont Park (Hillridge) Water Plant (see inset); th Plant 3 (Fairmont/4 Street) Water Plant; Plant 4 (Broadway) Water Plant; th Plant 5 (S. 25 Street) Water Plant; Plant 7 (Bandridge) Water Plant; and 5 Plant 9 (Humprheville) Water Plant. Source: Kendig Keast Collaborative Although each of these water plants distribute surface water, th also capable of distributing groundwater supplied from seven wells 6 located throughout the City. This capability exists because the City previously and exclusively utilized groundwater for its water so the 1980s when the City transitioned to the surface water used today. After leaving the water plants and the groundwater tanks, the tr is then re-- operated water distribution system. The four elevated storage ta are: Main EST; Fairmont EST; 5 City of La Porte Water Master Plan by HDR and Claunch & Miller. October 2009. 6 from seven groundwater wells tapping into the Gulf Coast Water ACity of La Porte Water Quality Report for 2010. 3.7 2. z Adopted July 20, 2009 FINAL DRAFT OCTOBER 22, 2012 Lomax EST; and Bayshore EST. The water supply system is constantly providing potable water to commercial, and industrial customers while at the same time prov er distribution system serves 14,187 water service connections (i.e 7 water meters) through 231 miles of water mains, resulting in an average 8 daily consumption of 3.963 million gallons per day. In 2009, the City worked with consultants to produce a Water Master Plan, which evaluated (using Texas Commission on Environmental Quality requirements) the existing system under current conditions, with known development (i.e., development within the next five years) and under ultimate build-out conditions. To determine the future build-out conditions, the remaining undeveloped land within the City was estimated to reach a population of approximately 52,540 persons, which would translate to an 9 equivalent of 21,746 water service connections. Coincidentally, the population projections correspond to the Year 2060 estimates provided by 10 the Texas Water Development Board. Based on these projections, it was determined that the City already has an adequate water supply to meet the 11 needs of its build-out population. However, recommended improvements were identified to ensure the overall system is capable of serving the build- out population. meets the needs of the build-out population derived during planning process. See Appendix B, Build-Out Population Projection Analysis. To implement the necessary improvements, the plan indicated that the City would have to spend approximately $400,000 to $600,000 annually over the course of 10 years. Its recommendations were based on three priorities: 1) improving the water service in the Lomax Area, 2) removing bottlenecks in the system and improve system performance, and 3) make improvements to accommodate future growth within the City. 7 City of La Porte Website. Retrieved on 10/12/11. 8 City of La Porte Water Master Plan 2009, Table 2 on Water Usage 2008. 9 The future built-out population projection of 52,540 persons was calculated based on applying a fire flow calculation to the remaining undeveloped limits. City of La Porte Water Master Plan 2009. 10 Population projections by the Texas Water Development Board and Water Planning Group indicated a 2060 City of La Porte population reaching 52,539 persons. Texas Water Development Board, 2011 Regional Water Plan Population Projections for 2000-2060. 11 City of La Porte Water Master Plan 2009. 3.8 Wastewater Summary Little Cedar Bayou WWTP As displayed in Map 3.3, Wastewater System, the City maintains an extensive system of 36 lift stations (including the lift station serving the Sylvan Beach Pavilion that is currently inactive) and 187 miles of force 12 mains and gravity sewers. The City also operates the Little Cedar Bayou th Wastewater Treatment Plant (WWTP) (see inset) located on South 4 Street at Cedar Bayou, which has a permitted capacity of 7.56 million gallons per day (mgd) by the Texas Commission on Environmental Quality (TCEQ). The existing wastewater treatment plant was designed in 1980 and Source: City of La Porte Website, Department of Public Works. service in 1982. The plant was expanded in 1986 and again in 2010. These expansions allow the City to treat approximately 21.8 mgd peak two hour period (usually during large storm events). At present, the City treats an average 3.2 mgd (calculated as an average daily flow 2006- 2010), which puts the plant at about 42 percent of its permitted capacity . With the latest round of improvements, 13 -out population. In addition, the City also still contracts with the Gulf Coast Waste Disposal Authority (GCWDA) at a negotiated fee, currently $0.20 per 1,000 gallons, for up to 0.5 mgd. Post treatment, the majority of the water is released into the L Texas Commission on Bayou. However, during certain times of the year, particularly summer, Environmental Quality (TCEQ) City utilizes a maximum of 600,000 gallons per day (gpd) to irri regulations require that a wastewater permittee commence Forest Golf Course and the soccer fields at Little Cedar Bayou P engineering design and financial planning for expansion when a The City has been proactively monitoring and replacing aging plant reaches 75 percent of infrastructure. Currently, the City has budgeted approximately $ permitted average daily flow for a per year to reduce inflow and infiltration (I/I) problems in the was consecuteive three-month period. collection system. Over time, pipes, valves, and manholes start to This rule further requires that the deteriorate consequently, allowing the inflow and infiltration of permittee gain regulatory approval stormwater/groundwater into the wastewater collection system. This and begin construction of increases the volume of wastewater that has to be treated by the WWTP. expanded facilities when a plant The additional volume also increases the wear and tear on plant reaches 90 percent of the infrastructure and can prematurely cause the City to unnecessarily expend permitted average daily flow for a funds on plant capacity increases. The City has also been proact consecutive three-month period. replacing, consolidating, or eliminating its lift stations. As l City had 40 lift stations; today 36. In 2003, the City commissioned a lift Source: TCEQ. station evaluation study to determine the highest priority proje 2008, four out of five of those projects were complete. The City then 12 City of La Porte Website. Retrieved on 10/12/11. 13 Interview with the City of La Porte Public Works Director. 3.9 2. | Adopted July 20, 2009 FINAL DRAFT OCTOBER 22, 2012 commissioned a second lift station evaluation study to determine the next five highest priority projects. That evaluation study identified th 14 priority projects as well as a need for $2,082,000 in funding: Lift Station 13; Lift Station 14; Lift Station 19; and Lift Station 37 (scheduled for completion Jan. 2012). Key Planning Considerations 1)Addressing long-term expansion and rehabilitation needs within the existing systems through targeted capital improvements (e.g., to deteriorated older pipes, increasing line sizes, removing dead-ends, and adding additional water storage). 2)Supporting effective, ongoing planning and system monitoring in parallel with land use and development tracking to ensure that needed infrastructure is available in the remaining areas of future growth and hasing and timing is on target with new and continuing service demands. GOAL 2: Improved data collection and analysis of public utility infrastructure systems to help prioritize the short- and long-term maintenance needs for existing infrastructure. Actions and Initiatives Utility Mapping Program 1)Complete the geographic information system (GIS) mapping database, i.e., Utility Mapping Program, by providing additional In the update to the resources to capture and input the necessary data for a complete Comprehensive Plan in 2005, it asset management program. (see inset) This system should be was indicated that public utilitiy utilized to maintain records on inflow and infiltration (I/I) pr infrastructure GIS mapping and main breaks, types and sizes of piping, dates of improvements should be complete by 2007. and repairs, and other information relevant to an asset manageme Today, some of the data is system. Data should be used as a prioritization tool in the mapped, particularly the preparation of annual budgets and capital improvement programs. 2)Conduct a system-wide condition analysis of all utility infrastructure, However, to realize the full i.e., storm sewer, water, and wastewater, to determine an potential of utlity mapping, appropriate short- and long-term plan of action to repair, additional attribute data is rehabilitate, or replace existing utility infrastructure. Information needed to complete the should be entered into the Utility Mapping Program to identify database. For example, if all targeted geographic areas with the greatest needs. breaks and repairs are mapped, 3)Allocate the necessary funding on an annual basis to implement the the resulting data over time corrections identified in the conditions analysis would help to prioritize limited limited funds can be expended in a cost-effective, efficient, and funding to mitigate the areas timely manner to correct the greatest areas of need. that are in the most need of 4)Continue inter-departmental coordination between the Planning, repair. Engineering, and Parks and Recreation Departments to offer 14 HDR/Claunch & Miller Lift Station Evaluation Study. 2008 3.10 inspection services and plans for enhancement/redevelopment of public facilities servicing the community. Utilize these annual inspections to set priorities for funding in the Capital Improvement Program. GOAL 3: Provide for the long-term supply of water and reliable treatment and distribution systems. Actions and Initiatives 1)Plan accordingly to budget approximately $400,000 to $600,000 per year to expand and/or upgrade , plus additional funding as necessary to replace aging infrastructure -kind. 2)In conformance with the schedule and specifications set forth in Water Master Plan, construct the necessary water system improvems as identified below: a.2011: 12-inch water line on N. L. Avenue (Phase 1); b.2012: 12-inch water line on N. L. Avenue (Phase 2); c.2013: 12-inch water line on N. L. Avenue (Phase 3); d.2014: 12-inch water line on Bandbridge Road, Somerton Drive, Spencer Highway; and Venture Lane; rd e.2015: 8-inch water line on Airport Boulevard and on N. 3 Street.; th f.2016: 12-inch water line on N. 8 Street and W. Barbours Cut; and g.2017: 12-inch water line on Lomax School Road. 3)In response to development proposals, coordinate with the private sector to ensure the construction of the following water system infrastructure improvements as identified in the Water Master Pl a.12-inch water line on N. Avenue P; and b.12-inch water line on State Highway 225. 4)In conformance with the specifications set forth in the Water Master Plan, improve booster pump capacity at the following locations: a.Phase III: Hillridge Water Plant prior to 15,584 water service connections, estimated to occur around 2020; th b.Phase IV: Fairmont/4 Street Water Plant, prior to 16,958 water service connections, estimated to occur around 2040; c.Phase V: Broadway Water Plant, prior to 18,182 water service connections, estimated to occur around 2040; and d.Beyond 2040 through build-out: Bandridge Water Plant. 5)In conformance with the specifications set forth in the Water Ma Plan, construct a new 700,000 gallon elevated storage tank prior 18,500 water service connections that are estimated to occur by the Year 2041. 6)Identify and eliminate any remaining dead-end water mains. 7)Periodically review the existing Surface Water Supply Contract t that it will provide the necessary amount of water build-out development. At minimum, a review should be conducted if water use per capita increases to 400 gallons per day. 3.11 2. tt Adopted July 20, 2009 FINAL DRAFT OCTOBER 22, 2012 8)Continue to fund and implement an aggressive maintenance program and annual water line replacement program. This has become particularly important due to deficiencies identified during the drought, e.g., some of the existing concrete asbestos piping in the City has shown not to be as durable as other types of piping, and thus should be prioritized for replacement. 9)Periodically update the Water Master Plan, Water Conservation Plan, and Drought Contingency Plan to reflect changing conditions. GOAL 4: Sufficient and efficient wastewater systems and capacity to accommodate the build-out population and compliance with state/federal regulations. Actions and Initiatives 1)Conduct a feasibility study to determine if the wastewater treatment plant (WWTP) can be improved to increase the total available quantity of reuse water and to determine where additional public or private reuse opportunities in the City might be located. 2)Continue to allocate approximately $350,000 annually to combat infiltration and inflow (I/I) problems and thus, minimize the amount of water reaching the WWTP that does not need to be treated. 3)Continue to allocate funding, as needed, to conduct lift station evaluation studies as means for identifying the highest priority lift stations to be replaced, consolidated, or eliminated. Currently,funding should be allocated to upgrade the following projects as identif most recent Lift Station Evaluation Study: a.Lift Station 19; b.Lift Station 37 (scheduled for completion Jan. 2012); c.Lift Station 14; and d.Lift Station 13. 4)Continue to allocate funding to replace, consolidate, or elimina one lift annually per the recommendations identified in the lift station evaluation studies. 5)Continue to apply for Community Development Block Grant Police Headquarters (CBDG) funds to increase the resiliency of infrastructure system This should include, among other things, purchasing additional backup generators at the WWTP to ensure sufficient operational capacity during power outages. Focus Area 3 Maintaining and Improving Public Safety Services An increase in population, combined with new development and redevelopment, will create an increased demand for public safety services. To keep pace, the City needs to commit to a gradual expansion of its Police, Fire, and Emergency Medical Services (E Photo: Kendig Keast Collaborative Departments and invest in new facilities, equipment, and staffin 3.12 ensure adequate service capabilities, responsiveness, and geogra coverage in the coming years. Police Services rd The Police Department operates out of its headquarters at 3001 N Street; a new 56,000 square foot police facility constructed in 2007. The building is the Police administrative and general purpose needs. The Police Department currently has 108 employees, two reserve officers, 15 and 96 dedicated volunteers; this includes 75 commissioned, full-time officers (including the Chief). The department is divided into P Operations and Support Services. The Patrol Division is divided patrol shifts. It also operates a traffic/commercial vehicle enfent Best Practices Accreditation section, motorcycle patrol, K9 units, bicycle patrol, SWAT team, an Explosive Ordinance Disposal (a.k.a. bomb disposal) unit. The Police In December 2009, the La Porte the City-limits, but they are occasionally Police Department was recognized as called upon to respond to neighboring jurisdictions such as Shoreacres, an accredited, Best Practices law , and areas in the ETJ where the County Sheriff has enforcement agency by the Texas jurisdiction. one of only 35 in the entire state of Texas. The Support Services Division is divided into Criminal Investiga Source: La Porte Police Department 2010 Annual Support Services (e.g., community services, training, IT, building Report. maintenance, communications (i.e., E-911) and records, animal control, -911 dispatch center is located within and staffed by the Police Department, which handles dispatch for all emergencies for the Police, Fire, and Emergency Medical Services (EMS) 2010, emergency dispatchers dispatched 37,190 police calls, 1,582 fire calls, and 2,976 EMS calls for a total of 41,748 calls for service. As the community continues to grow, the Police Department sees a need for additional jailers and a full-time crime analyst, in addition to adding patrol officers to keep pace with the new population. The Police Department also foresees a need to expand portions of the current facility, particularly for evidence storage needs. The Police Department has also identified that keeping pace with the change in technology is one of their greatest challenges. It is their intent to transition to more in-house training as long as there is adequate training budget available. 15 La Porte Police Department 2010 Annual Report. 3.13 2. tv Adopted July 20, 2009 FINAL DRAFT OCTOBER 22, 2012 A survey conducted by the Federal Table 3.1, Police Department Officer Needs Bureau of Investigations (FBI) of cities located in the south with a Additional Officers per population between 25,000 and Year Population** Officers Officers 1,000 persons 49,999 persons showed an average Needed*** of 2.2 full-time law enforcement 2010 33,800 75 -- 16 officers per 1,000 citizens. Based 2.2* Build-Out 49,954 110 35 on a 2010 population of 33,800 Population persons, the La Porte Police *Based on a City in the south with a population between 25,000 to 49,999 persons. **Based on the build-out population projections derived during this planning process. Department is currently meeting See Appendix B, Build-Out Population Projection Analysis. this standard. To maintain this *** Officers should be added concurrent with population growth. standard to meet increasing future service demands, the City will need Source: FBI and Kendig Keast Collaborative to provide the necessary budgetary resources to hire additional full- time officers concurrent with population growth. As displayed in Table 3.1, Police Department Officer Needs, the City will need an additional 35 officers to support a build-out population of 49,954 persons. In addition to full-time law enforcement officers, the City will need to ensure there is adequate civilia to support the build-out population. Fire Services Fire protection is provided by the La Porte Fire Department, which covers the City-limits, as well as contract fire protection services for the cities of Fire Department does not have any formal mutual aid agreements in effect except being a member of Channel Industries Mutual Aid (CIMA), which is a non-profit organization combining the fire-fighting, rescue, hazardous material handling, and emergency medical capabilities of the refining and petrochemical industry Houston Ship Channel area. Overall, the Fire exceeds 45 square miles. The Fire Department is currently staffed via a combination of 14 full-time firefighters and 52 volunteers. The volunteers are trained in-house during an annual academy and are responsible for making 25 percent of the fires and 50 percent of the weekly drills. Full-time firefighters are certified as Texas Firefighter I and must Fire Department operates a total of four, 24/7 manned stations. Their headquarters facility is nd located on 124 South 2 Street and is due for replacement in 2011. In addition, the Fire Department operates three other stations that are manned 24 hours per day by a full-time firefighter. The station locations are: 16 Federal Bureau of Investigation, Crime in the United States, Uni 2010, Table 71. 3.14 nd Station 1 124 South 2 Street; Station 2 9710 Spencer Highway; Insurance Services Office (ISO) collects Station 3 2400 Sens Road; and information on public fire protection Station 4 2900 South Broadway. and analyzes the data using a Fire Suppression Rating Schedule (FSRS). ISO The Fire Department also has a fire training facility, located at 12201 assigns a Public Protection Classification N. C. Street, which is used to provide hands-on training to firefighters TM (PPC) from 1 to 10. Class 1 represents so that they become more confident and competent in dealing with the best public protection and Class 10 fire control and extinguishments. The training facility includes indicates less than the minimum concrete multi-story burn facility with a roof simulator, drafting pit, recognized protection. railroad car simulator, and an 80 person classroom. By classifying a community's ability to For fire suppression response, the City utilizes two ladder truc suppress fires, ISO helps communities eight engines, two rescues, two command vehicles, two grass/brus evaluate their public fire protection rigs, a foam trailer, and a fire rescue boat. In addition to fire services. The program provides an objective, country-wide standard that suppression capabilities, the Department is capable of respondin helps fire departments in planning and emergencies dealing with heavy rescue extrication; hazardous budgeting for facilities, equipment, and materials incidents; as well as high and low angle rope, water, training. And by securing lower fire confined space rescue. The Fire Department budget is supplemented insurance premiums for communities by a ¼ of 1 percent sales tax, which generates approximately with better public protection, the PPC $700,000 to $750,000 annually. Subsequent to the adoption of the program provides incentives and last comprehensive plan, the City has been working to reduce its rewards for communities that choose to 17 Insurance Services Office (ISO) rating. As part of this effort, the City improve their firefighting services. has added equipment and updated water systems, which has reduced the ISO rating both within and outside the City from a to a for both inside and outside City limits. In 2010, the Department was dispatched 1,582 times. As the community grows, the Department sees its biggest challeng keeping the volunteers active and generally doing more with less to the economy. As volunteer firefighter numbers and availability continue to decline, primarily during the daytime hours, it may be necessary to add additional paid personnel during those times to provide adequate staffing for response. Another potential concern that may have to be addressed in the future is the fuel source ohe Source: Insurance Services Office. fire training facility. While the facility is currently serving the needs of the Department very well, a transition from burning hay (to crea conditions) to an alternate fuel (which will reduce or eliminate smoke) may be necessary as the population continues to expand surrounding the facility. Finally, they also foresee the need for a third dispatcher to split Fire / EMS so that 911 calls can be taken by-taker and dispatched by another. 17 Insurance Services Office (ISO), Items Considered in the Fire Su Schedule (FSRS). Retrieved 10-10-11. 3.15 2. tx Adopted July 20, 2009 FINAL DRAFT OCTOBER 22, 2012 Bike Medic Team Emergency Medical Services (EMS) Basic and advanced emergency life support services are provided by the Emergency Medical Services (EMS) Department, which covers an approximate area of 75 square miles of incorporated, unincorporated, and contracted areas (consisting of Bayport, Battleground, Port of Houston Barbours Cut Terminal, and -). The EMS Department consists of 26 full-time staff and three part-time staff consisting of a Chief, Assistant Chief, two Captains, 21 paramedics (), EMS interns, and a billing specialist. The EMS Department utilizes five Mobile Intensive Care Unit (MICU) ambulances in its fleet and has two MICU ambulances In 2003, the City implemented a bike on-duty at all times, along with Advanced Life Support (ALS) first medic team which is used on a part- responder vehicles. EMS Headquarters is located at 10428 Spencer time basis for special events (like the Highway and was built in 2007. It consists of 4,000 square feet San Jacinto Day in 2006) and public living and administrative space and 4,000 square feet of apparatus safety education. bays. EMS Headquarters currently houses all three on-duty ambulances until the completion of fire station 1, scheduled to be Source: La Porte EMS Department Website. completed in late 2012, at which time one of the three on-duty ambulances will be housed at fire station 1. Currently, the EMS Department has mutual aid agreements with the cities of Baytown, Deer Park, and Clear Lake, which, in 2010, were utilized by the City approximately 74 times and other agencies 104 times. The City also staffs a part-time Bike Medic Team 18 during special events and for public safety education (see inset), and has specially trained tactical medics SWAT team. In 2010, the EMS Department responded to 3,120 emergency calls. Outside of emergency response, the EMS Department offers of programs to increase public awareness and health and safety o community, including blood pressure tracking, childhood immuniza child safety seat inspections, DWI awareness programs, and others. As the community grows, the EMS Department sees its biggest challenge being able to attract and retain qualified paramedics. Similar tFire Department, they also foresee the need for a third dispatcher to EMS so that 911 calls can be taken by a call-taker and dispatched by another. Shoreacres Local Emergency Planning Committee (LEPC) The City of La Porte Office of Emergency Management (OEM) works local industry and surrounding agencies to mitigate natural and -made disasters by providing education on how best to prepare and trai 18 The Bike Medic Team was implemented in February 2003 due to EMS becoming more aware of the benefits of an extremely mobile team of responders, particularly during crowded special events. Information retrieve EMS Department Website. 3.16 types of emergencies. The OEM also coordinates emergency response Emergency Preparedness and recovery efforts when an emergency occurs, including activat the Emergency Operation Center (EOC) during any major disaster. OEM (and the EOC) is located in the La Porte Police Department and is staffed with two persons who work in coordination with other Cit departments and the LEPC. Committee (LEPC) works with the City to develop emergency plans increase citizen awareness of the appropriate actions to take du coastal location and proximity to major industrial areas, such as the The LEPC participates in many Battleground, Bayport, and South La Porte Industrial Districts, community outreach events each there is, on any given day, potential for a plant fire or explosion, an year, in addition to providing school accidental chemical release, or a transportation-related incident. and community awareness education throughout the community in parks, The LEPC works closely with the cities, schools, and communities to neighborhoods, and along roads. encourage emergency preparedness and provide shelter in place education to those who live and work in and around the City. Source: La Porte LEPC Department Website. As part of an overall emergency notification system, the LEPC (see inset) utilize several means of public notification, including: Emergency Sirens. The Outdoor Warning System is used to notify citizens in the event of a chemical emergency. Currently, the system is c of 12 sirens located throughout the area that are tested every S at noon. CAER Line. The Community Awareness Emergency Response (CAER) telephone system provides information about plant activities for emergency and non-emergency messages. Connect-CTY. Connect-CTY is the City latest system that allows the City to contact citizens with important information by phone, email, and text message. Radio Station AM 830. This a local emergency radio station maintained by the LEPC, which broadcasts instructions during emergencies and weather information/public service announcements otherwise. Alert Beacons. The beacons are stationed at all local schools to shelter-in-place instruction directly to teachers and students. Key Planning Considerations Key planning considerations to maintain and improve public safet include: 1)Providing adequate staffing levels to meet basic response and op standards, ensure personnel safety, and provide relief to person routinely required to work extended hours. 2)Investing in sufficient facilities, in terms of location, design functionality, to provide reliable response and service area cov 3.17 2. tz Adopted July 20, 2009 FINAL DRAFT OCTOBER 22, 2012 3)Budgeting adequately for the periodic acquisition and maintenance of the numbers and types of vehicles necessary to support core departmental responsibilities. 4)Targeting adequate resources to areas that pose particular challenges in a growing community, including traffic- and school-related policing and emergency response. 5)Continuing to pursue inter-governmental approaches to coordinate basic functions and gain cost savings, while remaining sensitive to administrative and operational challenges that may be involved. 6) service demands more efficiently and effectively. Based on these planning considerations, the following goals, actions, and initiatives address specific issues and needs identified during participation process (and outlined in Chapter 1, Plan Context). GOAL 5: Provide for the ongoing needs of the Police Department to ensu adequate protection of the population. Actions and Initiatives 1)Periodically review the Police additional staff to accommodate increased calls for service conc with population growth. Utilize the Federal Bureau of Investigat(FBI) Crime in the United States (latest edition) staff survey as a me comparison for full-time law enforcement professionals and civilian staffing needs. This could include: a.Full-time law enforcement officers concurrent with population growth; b.One additional crime analyst; c.One additional jailer per shift; and d.One additional dispatcher per shift so that Fire/EMS Departments have a dedicated person taking and dispatching their calls. 2)Construct a new joint 6,000 square foot animal shelter that is sufficient to achieve certification requirements. 3)Support the Police Department training throughout the community. 4)Upgrade the firing range so that it has adequate lighting and a target system to increase officer preparedness in emergency situations using force. 5)Establish a formalized replacement and procurement program for vehicles and equipment to keep pace with state-of-the-art law enforcement technology and capabilities. This could include: a.Rotating cars every three years; b.Replacing laptops and software in patrol cars in a timely manner 6)Provide adequate funding to expand the amount and quality of mor cost-effective in-house training for patrol officers and other staff. 3.18 7)Continue to contract with Cry Wolf false alarm management solutions so 19 that the numbers of false alarms continue to decrease, thereby reducing the potential of injury to public safety staff and citi (due to unnecessary dispatch and response) and increasing the amount of available for training and response to actual emergency situations. 8)Continue to pursue grant opportunities, e.g., the Texas Departme others, so that additional public safety programs can be provided at minimal cost to taxpayers. 9)Continue to work in partnership with the La Porte Independent Sc District to provide on-site School Resource Officers (SROs) to maintain a visible presence on campuses for the safety of school children a educators. 10)Continue to operate the Police Area Representative (P.A.R.) prog, which provides a specific liaison (based on zones) between the Police Department and the community so that citizens have a resource to assistance with non-emergent, but important problems, such as abandoned vehicles, traffic problems, graffiti, and gang or drug-related concerns. 11) awareness program that provides hands-on demonstration and interactive instruction during a 13 week course. 12)Continue to provide the Youth Explorer Program, which educates teens interested in law enforcement as a career in such topics as crim investigation, traffic enforcement, SWAT and patrol operations, criminal investigations. 13)Continue to prepare and publicly disseminate the La Porte Police Department Annual Report. 14)Continue to maintain and keep up-to- 19 According to the La Porte Police Department Annual Report 2010, reduction (i.e., 2009:1,327; 2010: 871) in the number of false alarms in the City attributed to active participation in the Cry Wolf program. 3.19 2. t| Adopted July 20, 2009 FINAL DRAFT OCTOBER 22, 2012 GOAL 6: Provide for the ongoing needs of the Fire Department and Fire Actions and Initiatives 1) (ISO) ratings within and rating is very good, lowering it would result in reduced insurance rates in addition to the benefits of improved response and, thus, the pro of life and property. Consideration should be given to capital projects that help improve the rating, including increased fire flows, looped water systems, new hydrants, and a generally improved water supply. 2) additional staff to accommodate increased calls for service concurrent with population growth. Utilize the National Fire Protection Ass (NFPA) or other suitable standard as a measurable comparison to determine adequate staffing of paid and volunteer firefighters. could include conducting a manpower study specifically to determine whether or not a second full-time firefighter is warranted at each fire station. 3)Work in coordination with the Police and EMS Departments to add a third dispatcher to the E-911 call center. 4)Establish a formalized replacement and procurement program for vehicles and equipment to keep pace with state-of-the-art fire rescue technology and capabilities. At a minimum, this should include a replacement schedule as follows: a.Engines: 20 years; b.Ladder trucks: 25 years; and c.Command vehicles: 10 years. 5) so that water supply and other emergency response considerations incorporated into plans and plats for new development/redevelopm 6)Continue Fir process and on-site inspections so that fire and life safety codes are incorporated into construction plans and verified compliant during post- construction inspections. 7)Adequately fund training opportunities for fire personnel to improve personal skills and departmental capabilities. Utilize the new F Training Officer to expand cost-effective in-house training capabilities. 8) of fire prevention through programs such as CPR, first aid training, and fire safety related school events. 9)Continue to monitor fire and building codes to determine if a ne addition would achieve better life safety protection for the City. 10)Continue to conduct fire safety inspections of all businesses and public facilities to ensure compliance with fire and life safety code requirements. 3.20 11)Continue to prepare and publicly disseminate the La Porte Fire C Construction and Development Guide. 12)Continue to maintain and keep up-to-date the Fire Department and Fire GOAL 7 Services (EMS) Department to ensure adequate protection of the population. Actions and Initiatives 1)Periodically review the EMS additional staff to accommodate increased calls for service conc with population growth. This could include adding an additional to relieve the Assistant EMS Chief from being a shift commander. This would allow the Assistant EMS Chief to dedicate more time developing overall strategies to improve the operation of the EMS Department. 2)Work in coordination with the Police and Fire Departments to add a third dispatcher to the E-911 call center. 3)Add a third 24/7 Mobile Intensive Care Unit (MICU) ambulance to shift to ensure adequate emergency life support service protection for the citizens and visitors of La Porte. 4)Adequately support the E and safety of the community through such programs as the Childho Immunization Program, Child Safety Seat Inspection Program, Shat Dreams (i.e., bi-annual DWI awareness program for high school juniors), information in homes), as well as cyclist training (in coordination with the International Police Mountain Biking Association) and CPR traini (American Heart Saver) at the bystander and healthcare professional level, among others. 5)Continue the Bike Medic Program on a part-time basis during special and public safety education events to bridge the gap between an on-foot response and an ambulance response in crowded conditions. This i particularly interconnect the trail system. Consider adding a periodic presen -event, peak summer days. 6)Continue to pursue joint partnerships with the La Porte Independent School District, Galveston County Immunization Coalition, and Texas Department of State Health Services to provide cost effective educational and training programs to the community. GOAL 8: Maximize public safety and protection of citizens during and after natural or man-made disasters. Actions and Initiatives 1)Routinely update the Basic Emergency and Annex Q Plans to ensure they reflect changed conditions (the last update was posted 6/19/09) 3.21 2. ut Adopted July 20, 2009 FINAL DRAFT OCTOBER 22, 2012 and adequate resources in place for effective emergency response under various scenarios. 2)Continue to coordinate with Harris County and other local jurisd to promote better regional evacuation planning. 3)Ensure adequate City representation on the Local Emergency Plann Committee (LEPC) so that the Ci overall progress and effectiveness is routinely evaluated. 4)Continue to encourage and participate in regular and challenging simulated emergency drills in coordination with the LEPC and other appropriate entities to ensure a high level of readiness and to evaluate the adequacy of emergency response plans. 5)Continue to coordinate closely with the LEPC to maintain an up-to-date list of hazardous waste handlers and other facilities that could experience toxic material releases or other dangerous situations during severe weather. 6)In coordination with the Office of Emergency Management (OEM) an LEPC, continue to maintain or expand emergency notification capa to ensure citizen safety during and after natural and man-made emergencies. This includes supporting the emergency siren system, Community Awareness Emergency Response (CAER Line) telephone system, Connect-CTY, Radio Station AM 830, and the system alert beacons, among others. 7)Continue City support for OEM and LEPC school and community outreach programs, e.g., Hurricane Awareness Week, Storm Surge Markers, Shelter-in-Place signs in parks, neighborhoods, and along roads; and the emergency preparedness guides, as well as special events, su as the Health and Safety Fair, Sylvan Beach Parade, the Neighborhood Centers Inc. Community Health Fair, and Christmas on Main Street among others. Focus Area 4 Need for Increased Sustainability In recent years, there has been a renewed awareness and emphasis sustainable development practices. There are many approaches to seek improved sustainability, one of which is the design and construc (or redeveloped) building sites. Infusing Best Management Practices and providing incentives for good design will move the City toward more responsible development / redevelopment outcomes. Many of these techniques also have the added benefit of enhancing community character. Key Planning Considerations Key planning considerations to maintain and improve public safet include: 1)Increasing water conservation through the use of Best Management Practices (BMPs), Low Impact Development (LID), water conservation 3.22 programs, and additional landscaping to reduce demand for treated, potable water. 2)Protecting important and finite natural resources such as air and water quality, wildlife habitat, and open space lands. 3)Reducing solid waste to landfills through continued improvements in recycling, composting, and diversion of solid waste from landfil 4)Reducing the long-term operational costs of public infrastructure, thereby maximizing the use of taxpayer dollars. 5)Increasing the amount of outreach to encourage both the private sector and citizens of La Porte to adopt sustainable practices. Based on these planning considerations, the following goals, actions, and initiatives address specific issues and needs identified during participation process (and outlined in Chapter 1, Plan Context). Actions and Initiatives 1)Determine a plan of action to reduce per capita per day water usage by five percent within five years of 2009 Water Conservation Plan. In the same timeframe, maintain a level of unaccounted water loss at 12 percent or less. Within 10 years should achieve a 10 percent reduction in per capita per day wate 20 and maintain a level of unaccounted water loss at 10 percent or . 2)Adopt a long-term energy strategy to include an energy plan that enumerates reduction goals based on the current energy usage. A modest reduction of 10 percent in building energy usage is achie under such plan. 3)hieving the above stated public communication. 4)Analyze the current water rate structure to determine its effect achieving reduced water consumption, particularly from outdoor watering. 5)Consider sub-metering for all installed irrigation systems so that individual watering of landscapes can be tracked and managed over time. 6)Incentivize clustered development, e.g.; through density bonuses that larger areas of natural resources are protected; more natural areas are available for flood and drainage control, and less infrastru required to serve the development; which means that there will b infrastructure for the City to maintain over the long-term. 20 For the purposes of calculations, the 2009 Water Conservation Pl per capita water use is equated to the use per connection. The f- and 10-year targets are based on a five- and 10-year rolling annual average. 3.23 2. uv Adopted July 20, 2009 FINAL DRAFT OCTOBER 22, 2012 7)Consider methods that either encourage, by education and Examples of Low Impact information, or require/incentivize by regulation, water Development conserving landscaping by residential customers and commercial establishments. Municipal projects, e.g., gateways and bridge treatments, public rights-of-way and other landscaping, etc., should also be designed to survive in prolonged drought conditions. This has become increasingly more evident during the recent drought. 8) (BMPs) to ensure the City remains up-to-speed on the latest available technologies. 9)Incorporate provisions in the zoning and subdivision regulations for low impact development (LID) practices. This approach uses site design techniques to store, infiltrate, evaporate, and detain runoff, which address runoff volumes, frequency, and water quality. Examples of site design elements include on-lot micro-storage, functional landscaping, open drainage swales, reduced imperviousness, minimal grades, and depression storage. (see inset) 10)Require the use of bio-swales in parking lots and along roadways to collect and hold stormwater, enhance recharge rates, and improve water quality. Source: Low Impact Development Center, Inc. 11)Use bio-retention areas or rain gardens to collect rainwater after storms and divert it from the stormwater system. For instance, runoff from parking areas can channel water into Continue Municipal Sustainable constructed wetlands or native planting areas. 12)Consider phasing in incentives for private sector development Design and Construction that meets an established third-party green standard, e.g.; LEED for Neighborhood Development (LEED-ND) or LEED for New Construction (LEED-NC), through reduced plan review fees or review times, reduced tax rates, etc. 13)Consider pursuing third-party certification, e.g., LEED-NC, for the design and construction of all new municipal projects. Similar to the energy efficient and environmentally sound Municipal Court Building (see inset), these sustainable projects can be used as educational features (to inform residents about the science and conservation efforts behind the pilot project), as well as resulting in financial savings over the long-term, new Muncipal Court Building Beyond standard building features, consider using municipal serves as a model for our commuity projects as demonstration sites for such things as innovative that municipal growth can proceed in rainwater capture and treatment, xeriscaping, energy a way that promotes energy production, etc. efficiency and delivers a cleaner 14)Establish community drop-off recycling locations in each park. As a long-term strategy, coordinate with Waste Management Quote Source: City of La Porte Website. to establish curbside recycling. Photo Source: Turner Construction Website. 15)Continue participating in the Harris-Galveston Coastal 3.24 students about water conservation. 16)Adopt a more proactive approach to educating the development community and the general public including the use public property as demonstration sites or including specific education program on water saving measures, including how and where to find additional information. 3.25 2. ux Adopted July 20, 2009 C OMMUNITY M OBILITY C4 HAPTER Advanced transportation planning and thoroughfare development hel communities prepare for future traffic demands and create a safe system of travel to, from, and within a community. For La Porte, a community that is relatively built out, advanced transportation planning relies more on filling in missing linkages; maintaining connectivity to the east and west side, refining existing corridor appearance, functionality, and efficiency; and improving the balance of transportation choices for the community during new and revitalization/redevelopment projects. If designed well, these projects will not only improve mobility, but will al safety and the overall quality of life in the community. 4.1 Introduction A 2001 vs. 2012 Plan Comparison quality of life and economic potential of a community. When residents cannot move with relative ease throughout their 2001 2012 Update community, this leads to frustration and detracts from local Ch. 5, Transportation Ch. 4, Community quality of life. Likewise, retaining and attracting businesses Thoroughfare System Mobility requires having adequate roadway, rail, air, and other facilitie move people and goods to and from the area in an efficient manner. Indeed, traffic congestion, street maintenance, and safety along roadways are often the most prevalent and talked about issues when addressing current and future community needs. 4.1 FINAL DRAFT OCTOBER 22, 2012 While travelling by car is the predominate form of people mobility in La 1 Porte and is typically the topic that receives the most attention, planning for future travel needs in the City will involve looking at transpor interconnected system of roadways, paths, trails, and sidewalks, multiple options for getting around including by transit and bikIn fact, the commitment to constructing a City-wide trail system is already starting to be a game-changing influence on the discussion of mobility in La Porte. 4.2 Focus Areas, Goals, Actions and Initiatives Throughout the planning process a number of issues were identified regarding truck traffic, lack of connectivity, trails, sidewalks, and the airport. These discussions formed the basis of the following focus areas, an analysis of existing conditions and review of current programs, ordinances. Each focus area contains contextual information, key planning considerations, goals, (and their rationales), and advisable imp actions and initiatives. The areas of focus are as follows: Focus Area 1 Maintained, safe and efficient street transportation network; Focus Area 2 Improved alternative modes of people mobility; and, Focus Area 3 Expanded opportunities for water, rail, and air movement of goods. Focus Area 1 Maintained, safe and efficient street transportation network Since La Porte is a composite community that is part of a larger , which provide access throughout the City, and regional thoroughf (e.g., state and county roadways), which provide access to other parts of the region. Both are necessary to create an efficient transportation system. Depicted in Map 4.1, Streets By Jurisdiction, is an inventory of the roadways in the City by jurisdictional authority. Regional Transportation Network La Porte is well-connected to the region and is located along two major state highways: State Highway (S.H.) 225 and S.H. 146. The existing street network currently provides adequate north-south (i.e., Underwood Road, Sens Road, and S.H. 146) and east-west connections (i.e., S.H. 225, Spencer Highway, and W. Fairmont Parkway). Many of these roadways provide efficie 1 Over 95 percent of La Porters workers, age 16 and older, commute automobile. U.S. Census Bureau, 2006-2010 American Community Survey 5-Year Estimates. 4.2 convenient access to the greater metropolitan area, The Grand Parkway (S.H. 99) including Houston, Baytown, Kemah, and Galveston. Due to the significant increases in growth in the metropolitan area, numerous studies and improvement projects have been proposed for these roadways so that their capacity is maintained and/or improved as the area continues to grow. Grand Parkway (S.H. 99) One of these projects is the construction and completion of the Grand Parkway (S.H. 99), a proposed (and under construction) 180+ mile, six-lane highway, which will eventually become the third outer loop to serve the regional mobility needs of the metropolitan area (see inset). The Grand Parkway is comprised of 11 segments which inset in red, the area of S.H. 146 that passes through La The Grand Parkway does not currently connect 2 Porte is not part of the official Grand Parkway alignment. through La Porte. Despite not being officially designated as part of the Grand Source: www.grandpky.com Parkway, this section of S.H. 146 through the City will undoubtedly see increased usage when the loop system is complete. Construction is being undertaken by the Texas Department of Transportation (TxDOT) and there are currently two segments complete. State Highway 225 S.H. 225 extends from its interchange with S.H. 146 west along t corporate limits of La Porte, extending across Beltway 8 and Interstate 610 and terminating at Broadway Boulevard. The freeway is access-controlled with grade separated partially or fully constructed interchanges at Sens th Road/26 Street, Miller Cut Off Road, and Battleground Road. The Union Pacific Railroad runs along the southern boundary of the freeway In 2003 through 2005, TxDOT conducted a Major Corridor Feasibility Study (MCFS) for an approximate 16-mile segment of S.H. 225 from Interstate 610 and ending at S.H. 146. The impetus for the plan was that the corridor serves as a primary access route for the Barbours Cut Container Termina 3 perceived to have heavy truck traffic. 2 Grand Parkway (S.H 99) Environmental Review (June 1993); www.grandpky.com website; phone interview (01/09/12) with David Gornet, P.E., Exe The Grand Parkway Association. 3 TxDOT, Houston District. S.H. 225 Major Corridor Feasibility Stu Final Report, prepared by Carter & Burgess, Inc., November 2005. 4.3 2. v Adopted July 20, 2009 FINAL DRAFT OCTOBER 22, 2012 As part of that study, an Interchange/Ramp Improvements alternat received the highest ranking and is currently being implemented. However, there were no improvements planned for the interchanges within or 4 adjacent to the City of La Porte. State Highway 146 S.H. 146 traverses La Porte on a north/south alignment and extensouth to Interstate 45 in Texas City and north across the Fred Hartman Bridge and over the Houston Ship Channel eventually intersecting with Interstate 10 and then continuing north to S.H. 90. This corridor has been identified by the Houston-Galveston Area Council (H- Organization (MPO), as a candidate for significant infrastructur Currently, S.H. 146 is undergoing a significant improvement project, which will add sufficient capacity to meet the mobility needs of corridor through 5 the Year 2022. On its northern segment (i.e., north of Fairmont Parkway), it is access- controlled freeway and there are no proposed improvements at this time. On the portion south of Fairmont Parkway, the highway was an open highway consisting of two lanes in either direction. This portion of the highway is currently under construction, which, when finished, will consist of a six lanes with some areas having two, three-lane frontage roads. This improvement project also includes the addition of three grade-separated interchanges at Shore Acres Boulevard, Port Road, and Red Bluff , and a direct special connection to the Bayport Terminal so that heavy trucks can enter the highway corridor without intermixing with local traffi 6 frontage roads. Finally, as a result of public involvement in the planning process, each proposed alternative, including the chosen preferr alternative, included improved bicycle and pedestrian facilities within the corridor. Fairmont Parkway Fairmont Parkway is a major east-west connector for the City as it connects directly to Beltway 8 and terminates near Downtown La Porte at S Beach. Previously, the corridor was under consideration to be converted into a toll road. That proposal is no longer under consideration and Harris County, Precinct 2, has moved forward with a four-phase widening project. 4 Phone interview with Patrick Gant, Engineer with the Texas Depar Transportation. 01/09/12. 5 TxDOT S.H. 146 Major Investment Study (MIS). 6 Phone interview with Patrick Gant, Engineer with the Texas Depar Transportation. 01/09/12. 4.4 Local Transportation Network The City is also comprised of local streets which move residents community from their homes to employment and shopping centers, s and places of leisure. As development and redevelopment continues in and around the City, ensuring through-movement along the arterial street system, adequate connectivity, and ample options for travel on t network will be important for enhancing local mobility. The City is already well-interconnected and given limited resources (i.e., financial) and S.H. 146 Improvement Project Source: SH 146 Corridor MIS. www.txdot.gov. constraints (i.e., limited vacant areas for new thoroughfare pla maximizing existing roadway assets through access management and techniques (e.g., adding connections) will be important for optimizing local mobility. providing good connectivity within and through neighborhoods. Ev 4.5 2. x Adopted July 20, 2009 FINAL DRAFT OCTOBER 22, 2012 new neighborhoods (e.g., Fairmont Park West) have Transportation System relatively good connectivity where there is multiple access points Management (TSM) and limited reliance on dead-end and cul-de-sac streets. As detailed later in the actions and initiatives section, there are some res The Transportation Systems areas where it is recommended to extend existing streets to Management (TSM) approach to congestion mitigation seeks to improve connectivity. Many of these connections were identified in identify improvements to enhance the previous thoroughfare plan and are still important today. the capacity of existing system However, there was one previously identified connection, through better management and Farrington to S.H. 225, which, due to changing conditions, may no operation of existing transportation longer be as important today as it was in the past. Over the pas facilities. These strategies are low- years, the City has proactively determined that the Lomax area cost but effective in nature, which should remain rural in character, which also has a direct correl include, but are not limited to: to transportation and traffic, as rural areas naturally have lesser Intersection and signal traffic volume and a more rural appearance (i.e., open grass swa improvements; vs. curb and gutter). In addition, both arterials on either side (i.e., Freeway bottleneck removal Underwood Road and Sens Road/Bay Area Boulevard) have been, or programs; will be improved to ensure an efficient roadway network for that Data collection to monitor area. Therefore, in that area, it recommended to extend Farrington system performance; and, Boulevard just to Lomax School Road and to extend the stubbed out Special events management Valley Brook Drive, which would provide a northern entry/exit point strategies. for the Glen Meadows subdivision and provide better fire and EMS access/protection for area residents. Source: NCTCOG. Key Planning Considerations Key planning considerations regarding the needs to ensure a maintained, safe, and efficient street transportation network include: 1)Improving roadway conditions through reconstructing failing stre striping roadways, seal-coat or overlay those needing surface improvement, installing and/or improving underground or ditch drainage systems, replacing traffic signs, and synchronizing traffic signals. 2)Implementing a comprehensive streets-to-standards program to concentrate on bringing all roads throughout the community to an equivalent standard. This program is essentially a City-wide initiative to inventory all street conditions and institute a pavement managem system. 3)Coordination with regional partners to implement the necessary improvements to S.H. 146 (i.e., constructing frontage roads and three grade-separated intersections or flyovers) and Fairmont Parkway (i.e., constructing an additional lane in each direction). 4)Being cognizant of the fact that full implementation of the Grand Parkway (S.H. 99) will impact traffic patterns in the City. 5)Facilitating an adequate arterial and collector street system that provides for multiple connections and options. 6)Accommodating and mitigating the effects of increased freight movement in and through the City, including being proactive in protecting the two east to west access routes (i.e., Fairmont Pa and Spencer Highway) from increased truck traffic. 4.6 7)Maximizing flow and reducing traffic conflicts on existing facilities H-GAC 2035 Regional through access management and other Transportation System Transportation Plan (RTP) Management (TSM) strategies. Prioritization 8)Thoroughfare development that is aesthetically pleasing and compatible with and complements desired character. The character of a corrid Public Improvement Criteria Manual (PICM) standards which regulate the form of development, including the location and design of sites and buildings which interact with the thoroughfare system. Based on these considerations, the following goals, actions, and initiatives address specific issues and needs identified during public participation process (and outlined in Chapter 1, Plan Context). The H-GAC 2035 RTP groups projects into three timeframes: GOAL 4.1: Coordinate with federal, state, and local partners in 1)TIP transportation enhancing regional mobility to facilitate moving people and goods improvement program to, from, and through the community in an efficient and effectiv imminent for construction; manner. 2)Short-range four to 10 years; and, Actions and Initiatives 3)Long-range 11 to 25 years. 1)Actively participate with TxDOT, The Grand Parkway Association, and other agencies as additional planning and design efforts are Source: H-GAC 2035 RTP. undertaken on the S.H. 99 segments north and south of the City. Since these segments will have an effect on the City, it is important the City to evaluate its planning and design implications. 2)Actively participate in regional and statewide transportation pl activities to promote funding and improvements that benefit La P 3)Continue to coordinate with the Houston-Galveston Area Council (H- GAC), TxDOT, and other regional partners to consider implementation of the following planning projects identified in the 2035 Regional 7 Transportation Plan (RTP). a. TIP (2012) Sens Road from N. H. St. to Spencer Highway; Widen to 5-lane concrete pavement with storm drainage; estimated to cost $8,725,292 (Harris County). b.TIP (2011) S.H. 146 southern access road and Port Road; construct eastbound exit; estimated to cost $2,943,369 (Port of Houston Authority). c.TIP (2012) BNSF railroad and Port Road; construct northbound direct connector; estimated to cost $8,394,099 (Port of Houston Authority). 7 Bridging Our Communities 2035 The 2035 Houston-Galveston Regional Transportation Plan Update, 1/25/11. 4.7 2. z Adopted July 20, 2009 FINAL DRAFT OCTOBER 22, 2012 d.Short-range RTP (2016) S.H. 146 Southbound southern access road; construct direct connector from southbound lanes; estimated to c $13,379,661 (Port of Houston Authority). e.Long-range (2020) Broadway St. from Barbours Cut Blvd.to N. L. St.; widen to 4-lane road; estimated to cost $2,632,382 (Port of Houston Authority). f.Long-range RTP (2023) City of La Porte Bike Trail for comprehensive bike and pedestrian trail system; estimated to cost $13,012,801 (City of La Porte). th g.Long-range RTP (2023) N 16 St. from W. Main to SH 146; 12 ft. construct 4-lane divided arterial and crossover/underpass at intersection; estimated to cost $8,686,337 (City of La Porte); h.Long-range RTP (2020) W&E Main St., San Jacinto St., Fairmont Parkway, Park St., E. St.; City of La Porte streetscape improvements; estimated to cost $8,015,360 (City of La Porte). i.Long-range RTP (2020) RTP Wharton Weems Blvd. from Powell Rd. to SH 146; construct a new 4-lane divided arterial concrete curb & gutter & underground storm sewer; estimated to cost $7,547,378 (City of La Porte). 4)Continue to monitor other planning projects identified in the 2035 Regional Transportation Plan (RTP) needs are addressed. Goal 4.2: A local transportation system that moves people through the community in a safe and efficient manner. Actions and Initiatives 1)Continue to utilize the Thoroughfare Plan to address Conformity Clause transportation improvement needs and to preserve future rights-of- way needed to accommodate long-term development of the arterial and collector thoroughfare system. This also includes, to the extent such a manner that they will not feasible, minimizing the existence and new construction of dead-end obstruct future streets which may streets and cul-de-sacs. be constructed using existing 2)Maintain the conformity clause in the zoning regulations rights-of-way or dedicated rights- requiring conformance with the adopted Thoroughfare Plan. (see of-way in accordance with the inset) adopted thoroughfare plan of the 3)Extend collector roads to arterial roads to increase connectivity within and between subdivisions. This can be achiev requiring, concurrent with subdivision approval, continuous coll Source: La Porte Code of Ordinances Sec. 106- roadways between all arterials, aligning with existing collector 237, Conformance with Thoroughfare Plan roadway segments. 4)Explore the concept of incorporating volume-based standards for local development regulations. Under this approach, the type of access, number of dwelling units served, and the -of-way, pavement width, and other design requirements such as parking lanes, curb 4.8 parkways, and sidewalks (this would apply only to Street Connectivity Index local streets with no potential for future connection or extension). Therefore, the required right-of-way and street design is directly tied to development density and generated traffic volumes as opposed to -size-fits- Where appropriate, sidewalks or off-street trails could be required as a tradeoff for reduced pavement width. Alternatively, modify the PICM standards to include a standard cross section and an alternative cross section that provides more flexible options based on conditions on the site, e.g., developer wants to install a narrower street, planted center median, and offset trails, rather than A connectivity index increases the number of street connections in a neighborhood and improves directness of the standard 28-foot, two lane local street with routes. sidewalks offset two feet from the pavement. Source: Kendig Keast Collaborative. 5)In conformance with the Thoroughfare Plan (see Map 4.2, Thoroughfare Plan and Section 4.3 of this Chapter), work with affected stakeholders to consider the following street connections on existing streets: a.Collingswood Road and Collingswood Drive; b.Catlett Lane from Roseberry Drive to Valley Brook Drive; c.Venture Lane from Aston Lane to Somerton Drive; d.N. Avenue H just east of Meadow Lark Lane; e.West Barbours Cut Boulevard to Sens Road (would require an overpass over the railroad); f.Bayou forest Drive to McCabe Road with an extension to Hollow Tr Street; and, g.Valley Brook Drive to N. Avenue H. 6)Adopt a street connectivity index (for the remaining larger undeveloped areas) to ensure there are adequate street connections in a neighborhood and to improve directness of routes. The purpose of connectivity requirements would be to create multiple, alternate routes for automobiles and create more route options for people on foot and bicycles. The connectivity ratio would be identified in the development regulations and would be based on existing subdivisions in La Porte. Features of the ordinance should include: a.An appropriate connectivity index (e.g., street links divided by street nodes). b.Requirements for connecting local and collector streets to adjac developments to ensure a minimum level of external connectivity. c.Requirements to establish pedestrian routes between land uses. T is particularly important where natural features or other constraints make it impractical to connect streets. Provisions to discourage cut-through traffic and speeding. (see inset) d. 4.9 2. | Adopted July 20, 2009 FINAL DRAFT OCTOBER 22, 2012 Coordinate with the county, as necessary, to 7) Access Management Needs conduct signal warrant studies to determine if signals are needed at the below specified intersections. Indicative of a rural area, Lomax has long lengths of roadways and limited connectivity. As such, the terminus of each of these roadways segments may warrant the need for a signal now, or in the future as infill development/redevelopment continues. a.North P Street and Sens Road; b.North L Street and Sens Road; c.North Avenue H and Sens Road; and, In this section of Spencer Highway, the number of vehicles d.North Avenue H and Underwood Road. that will be entering and exiting (particularly left-hand turns) 8)Coordinate with the county to request signal the multipe accesss points (denoted in yellow) will cause a timing studies to be done on Fairmont Parkway and worsening of congestion as this corridor fully develops or redevelops. Spencer Highway. Source: Kendig Keast Collaborative. 9)Periodically conduct signal warrant studies as area travel volumes increase with new development and as truck traffic increases due to the Panama Canal expansion and 8 regional growth. In areas that are already managed by traffic signals th (e.g., and the new signal at 16 Street was identified as having existing signal timing problems), signal timing should be reviewed, particularly in congested areas, to determine if timed traffic signals are appropriate relative to the volume and peaks in traffic flow. Adjustments s made to traffic signals so they are timed accordingly. Pedestri- and bicycle-actuated traffic signals should be installed at intersections near schools, parks, and other areas with high pedestrian traffic. 10)Develop an access management program and guidelines that provide appropriate strategies and access design requirements based on t identified on the Thoroughfare Plan. Further, coordinate with the state, county, and other partners, as necessary, to prepare access management studies to identify and evaluate appropriate TSM measures that would be suitable and feasible along corridors of concern. These measures could include the addition of right or left turns lanes at certain locations (with or without planted center medians), consolidation of driveways, and signal timing. There are a number of sources and criteria that could be used in determining appropriate TSM measures in the community, including those identified (see inset on page 4.6) 11)Amend the development regulations and/or the Public Improvement Criteria Manual (PICM) to restrict and/or guide the number, location, 8 Truck volumes are expected to grow by 77 percent by 2035 along the major corridors serving the Houston--GAC Regional Goods Movement Study Final Report. Dec. 2011. 4.10 and spacing of driveways, street intersections, medians and median openings, marginal access roads, turn lanes, and acceleration/ deceleration lanes at major intersections. This is particularly important in preserving capacity along roadways that are not currently lined development. The regulations should require marginal access road and/or cross-access easements along all commercial frontage abutting arterial and collector roads to minimize the number of driveways. 12)Amend the development regulations and/or the PICM to require shared driveways and cross-access easements between adjacent and abutting properties to eliminate the need to use the public street for acs between adjoining businesses. 13)Amend the development regulations and/or PICM to limit or prohibit residential driveways along collector roadways to preserve the i function of these roadways. Ideally, side lot lines should face collector street. 14)Create a Strategic Corridors Program by identifying strategic corridors within the community and direct aesthetic and infrastructure improvements along those corridors as a priority. Coordinate with the state and county, as necessary, for non-City roadways. This allows the City to improve key corridors in a more holistic fashion, making improvements including infrastructure, property maintenance, acc management, aesthetics, and landscaping to a corridor all at onc corridor streetscape plan should be prepared for these strategic corridors. The plans should include a detailed inventory and ass of existing conditions, including land use and zoning, building numbers and locations of driveways and parking lots, numbers and locations of signs, trees, and vegetation, power poles and overhead lines, street cross sections and rights-of-way, sidewalks and pedestrian improvements, pervious and impervious surfaces, and general visu characteristics. The enhancement and design plans should include any regulatory recommendations and identified improvements and their estimated costs. An implementation plan should identify prioriti funding options and sources, and a timeline. As identified in Chapter 2, Map 2.2, Beautification Plan, primary corridors should include S.H. 225, Fairmont Parkway (in conjunction with the Harris County widening project), Underwood Road, and S.H. 146 frontage roads. Secondary corridor enhancements should be completed on Spencer Highway, Sens Road, San Jacinto Drive, and Broadway Street. 4.11 2. tt Adopted July 20, 2009 FINAL DRAFT OCTOBER 22, 2012 9 15)Expand the formal traffic calming program to include City- City initiated travel speed studies to determine appropriate speed restrictions in neighborhoods and pedestrian areas. Perform On xx-xx-xxxx, the La Porte City localized traffic calming studies where there are observed unsaf Council voted unaminiously to reject conditions of cut-through and/or high-speed traffic to determine if a legislative attempt to create a any potential mitigation strategies are viable without undermini Heavy Haul Corridor, which would roadway capacity and creation of traffic congestion issues. (see also allowincreased truck weights along S.H. 225 and S.H. 146. Chapter 2, Land Use and Development, Goal 3, Action Item # 5) 16)Continue to take necessary action to avoid implementation {Ò©-;t /z·ä E [ t©·; of a Heavy Haul Corridor on S.H. 225 and S.H. 146. (see inset) 17)Coordinate with state, county, industrial districts, and other regional partners to address increasing truck traffic in the are Benefits of Complete Streets could include determining potential long-term solutions for reducing and/or removing some or all truck traffic from Fairmont Parkway as other road improvements in the area are completed (e.g., Canada to Red Bluff Road connection, widening and grade-separated crossings on S.H. 146, Spencer Highway and Sens Road widening, etc.). 18)Maintain funding and support for the Clean City Street Program as it improves the appearance of existing corridors and . 19)Maintain established regulations allowing golf carts to be 10 utilized on certain public rights-of-way within City limits. Complete Streets: Focus Area 2 Improved alternative modes of people Make economic sense; mobility Improve access; Improve safety; Currently, the private automobile is the primary form of Promote active living and good transportation for most individuals in La Porte. However, with an health through encouraging aging population, escalating fuel costs, continuing environmental walking and bicycling; concerns, and the high cost of planning and building roadways, Can help ease transportation opportunities exist for providing and accommodating alternate woes; modes of transportation, including transit and bike pedestrian Can lower transportation costs facilities. Indeed, as a testament to the change in times since for families; comprehensive plan, the City now participates in a jointly funded Help keep kids safe; constructed almost 14 Improve mobility for people 11 miles (out of 38 miles) of a planned City-wide trail system. In fact, with disabilities and the elderly; the trail system was one of the most talked about topics during Make fiscal sense; and public participation process. Foster strong and livable communities. One of the best ways to increase alternative modes of people mobility is to adopt and implement a Complete Streets policy (see tw· 7 ;ã· {Ò©-;t b ·z /¦;·; {·©;;· / z·zu 9 City of La Porte Public Works Department, Traffic Humps. http://www.ci.la- porte.tx.us/gov/pw/streets/th.asp. 10 La Porte Code of Ordinances, Sec. 70-304. Operation of golf carts permitted. 11 City of La Porte, Bicycle and Pedestrian Trail Implementation Pl 4.12 inset), which means that streets are designed for all modes of transportation 12 walking, bicycling, transit, and vehicular movement. Sidewalks Pedestrian Connectivity justifies and increases the value of improving s existing and future sidewalk system. This can be accomplished in two ways: th installation of sidewalks where they do not currently exist, and repair of sidewalks that are in disrepair. Prioritization for sidewalk installation should include key routes to schools, parks, and trails, as wells as those areas connecting residential developments and are of employment and commercial services. Sidwalk connectivity is equally as important as street connectivity. In The design of public streets and their amenities greatly influences this photo, the street and both the safety and enjoyment of pedestrians and encourages people to sidewalks dead end, thereby choose alternative modes of transportation. Sidewalks with a preventing connectivity (and minimum width of five feet should be constructed on both sides of furthering reliance on the all new public streets, with wider eight foot sidewalks along automobile) to San Jacinto College designated arterial streets and within commercial areas. Parkways, and other parts of the City. or separations between the street and the sidewalk, should be required for all new streets. The combination of parkways and street Source: Kendig Keast Collaborative trees help to slow traffic and separates pedestrians from the noise, exhaust, and danger of adjacent automobile traffic. Although the City requires all new sidewalk installations to conform to the Federa with Disability Act (ADA) requirements, there are many existing idewalks where there remain barriers to persons with disabilities due to condition or lack of accessible ramps and curb cuts at street intersections. Similar to street connectivity provisions, pedestrian connections provide a great many benefits, including the promotion of increased exercise and alternate forms of transportation. Within subdivision reviews, l and future pedestrian destinations (such as parks, schools, th system, nearby shopping and dining establishments, etc.) should examined and pedestrian pathways should be required in mid-block or cul- de-sac locations to provide more direct and efficient pedestrian ro opportunities. (see inset) 12 Complete Streets are designed and operated to enable safe access Complete Street policies direct transportation planners and desi consistently with all users in mind. Elements of Complete Street sidewalks/trails, bus pull-outs, bike lanes, raised crosswalks, wide shoulders, audible pedestrian signals, sidewalk bulb-outs, refuge medians, pedestrian amenities, special bus lanes, shade and shelter, and trees and landscaping. National Complete Streets Coalition, www.completestreets.org. 4.13 2. tv Adopted July 20, 2009 FINAL DRAFT OCTOBER 22, 2012 Trails In 2003, the City Council adopted the La Porte Pedestrian-Bicycle Master Plan with the intent of creating a City-wide trail network that connects both the east and west sides of town. Prior to adoption of the comprehensive trail plan, the City had less than two miles of trails, mostly compris paths within existing park and recreation areas. can be i lanes, and routes that are multipurpose, accessible where possib convenient and connect to residential neighborhoods, parks, scho workplaces, shopping and major open spaces as well as tie into the 13 The plans goals were to: Enhance the quality of life for La Porte citizens by providing t opportunity for non-motorized travel from home to recreation, school, shopping, work or visiting friends; Create and preserve green belt linkages of parks, open spaces, dr ways, irrigation canals, bikeways, paths, and natural areas thro the City; Use linear parks and greenbelts to create low maintenance additi the park system; and, Coordinate with Harris County, H-GAC, the City of Baytown, City of Pasadena and other municipalities, Texas Parks and Wildlife Depa U.S. Fish and Wildlife Service, U.S. Army Corps of Engineers, In Boundary and Waterway Council, and other federal, state, and local governmental entities in efforts to preserve and enhance the wat 14 green spaces, and natural areas within the La Porte area. As displayed in Table 4.1, La Porte Trail System Phasing, the result of the plan identified and defined a City- Table 4.1, La Porte Trail System Phasing wide network of trails of different types, including connector, hike and Soft Striped Phase / Paved bike, equestrian, and nature trails. Surface On-Street Total Type Trail The plan suggested implementation Trail Trail over a period of 20 years, identifying Phase I 7 3.95 1.35 12.3 three phases of improvements. Phase II 4.25 4.4 5.3 13.95 Phase III 9.4 0 2.8 12.2 To implement the City-wide trail Total Trail System: 38.45 system in the most efficient way possible, the plan recommended Source: City of La Porte Bicycle and Pedestrian Trail Implementation Pla using a variety of trail corridors and trail types, many of which were 13 City of La Porte, Bicycle and Pedestrian Trail Implementation Pl 14 Ibid. 4.14 already permanent, existing corridors through the City. The corr included: Drainage channels / bayous; Railroad / utility corridors or easements; and, Right-of-way easements / on-street connectors. The types of trails included: Shared use paths; Bicycle lanes; Design of Safe At-Grade Trail Crossings A Priority Shared roadways; and, Designated bicycle routes. Finally, the plan recommended the design and construction of safe trail crossings, including both grade- separated (i.e., above- and below- grade) and at-grade crossings. While most trails are originally constructed using at-grade crossings, over time and as trail usage increases, grade- separated crossings should be added. (see inset) Source: City of La Porte Bicycle and Pedestrian Trail Implementation Pla As displayed in Table 4.2, Completed Trail Segments 2011, the City has Table 4.2, Completed Trail Segments 2011 constructed approximately 14 miles of Miles the trail system, which now allows Trail Segment of Trail citizens to ride a bike on a paved trail from the Five Points Town Plaza to the Little Cedar Bayou / LP Recreation and Fitness Center 0.4 Pasadena Convention Center and Fairmont Parkway 6.7 many other parts of the City that were Broadway 2.1 not previously accessible just years Bayshore Elementary 0.4 15 ago. San Jacinto 0.8 Park Street 0.8 Transit In 2006, a Comprehensive Transit East E. Street 0.5 Strategy study was undertaken to Driftwood 0.7 determine the needs of those county Sens Road 1.2 citizens who live outside of the Total 13.6 Metropolitan Transit Authority of Harris County (METRO) service area. Source: La Porte By the Bay Community Information 2011 The study recognized that there was ical services, and higher education facilities particularly for those households with lowe 15 La Porte By the Bay Community Information 2011, New Hike and Bike Trails Connect Citizens, Neighborhoods. 4.15 2. tx Adopted July 20, 2009 FINAL DRAFT OCTOBER 22, 2012 16 As part of that study, it was determined that there were over 420,000 citizens who lived iHarris County goals were to: Identify areas of transit needs; Provide mobility options to underserved portions of the county ( Enhance existing services through coordination of providers/programs; Capture fair share of federal funding; Impact the value of local investments and match federal funding; and, Utilize transit as a tool for community revitalization and econo 17 development. Some of the recommendations that came out of that study for Precinct 2 were the creation of a park-and-ride along S.H. 225 to serve La Porte and Pasadena and to create a Baytown-Pasadena-La Porte Circulator. To fund these initiatives, the Harris County Commissioners Court authori Community Services Department (CSD) to be the administrator of all non- infrastructure Federal Transit Administration (FTA) and Texas De Transportation (TxDOT) Transit funds. CSD also obtained consent Metropolitan Planning Organization (MPO) and Harris County METRO to become an additional Federal Transit Administration (FTA) recipient of Section 5307 funds, which was the first step in the process of gaining access to $4.5 million annually in Federal grant funds. These funds will be used to provide transportation alternatives to county residents who previous not have access to these types of services. To be eligible for rFederal 18 funding, local share funding and commitments are required. In 2007, the Harris County Office of Transit Services was create and operate a multitude of transportation services in areas of t served by METRO. These services include Park and Ride, fixed-route, and para-transit services. In January 2010, a fixed- and sponsored by the Pasadena Second Century Corporation, San Ja College, and the cities of South Houston, Pasadena, and La Porte. In October 2010, La Porte entered into an Interlocal Agreement with Harris County and 19 contributed $90,000 to continue the circulator bus service for a 16 Houston-Galveston Area Council (H-GAC) Regional Transit Framework Study Related Plans and Studies Report. HDR Engineering, June 29, 2010 http://www.harriscountytransit.com/news.html 17 Harris County Transit Strategy Enhancing Mobility & Economic Development Through Transit. Presentation by The Goodman Corporation to the Mayors of Precinct 2. January 25, 2006. 18 Ibid. 19 La Porte By the Bay Community Information, Harris County Bus Route Serves La Porte Citizens. 2011. 4.16 Harris County Transit Circulator Route 4 Map Source: www.harriscountytransit.com. In less than 15 months of operation, averages 2,500 boardings per month and is growing. (see inset next page) About a third of that ridership is attributed to younger San Jacinto College students looking for efficien dependable alternate transportation options. These students were also the first to utilize the bike racks attached to the buses so that th options pre- and post- transit are also increased. In addition to travelling to and from college and work, the circulator is also used for mall shopping, doctor visits, and library visits. Despite being a relatively neh limited signage, marketing, benches or covered shelters, this alternative 20 mobility option is being used by hundreds daily. Key Planning Considerations Key planning considerations regarding the needs to improve alternate modes of people mobility include: 1)Constructing or reconstructing sidewalks that are in poor condition (particularly adjacent to schools and public buildings), installing pedestrian amenities including crosswalks and signals, and installing street lights. 20 City of La Porte website: Harris County Transit Fixed Route Bus : Pasadena / La Porte Corridor Video. http://www.ci.la-porte.tx.us/about/transportation.asp. 4.17 2. tz Adopted July 20, 2009 FINAL DRAFT OCTOBER 22, 2012 2)Working with Harris County to expand public transit Sidewalk Design opportunities to additional residents. 3)Identifying needs and innovative transportation options for accommodating an aging population and disabled residents (e.g., those using motorized wheelchairs and scooters), including appropriate transit services and parking facilities. 4)Expanding connectivity between neighborhoods and commercial and public areas through an interconnected system of sidewalks and trails. 5)Finding a balance between the social service aspect of providing public transit and the overall community benefit of increased mobility. Sidewalk Expansion Retrofit 6)Neighborhood design that calms traffic and encourages slower speeds, including narrower streets where appropriate. GOAL 4.3: reconstructed roadway corridors to facilitate alternate modes of people mobility. Actions and Initiatives 1) and constructing the remaining areas of new New Sidewalk Construction development (and in any area undergoing revitalization or redevelopment), which will provide for the mobility and safety of all Increasing the minimum sidewalk users of the system, rather than just automobile traffic. A Complete width, allowing variation in setback Streets approach may be more difficult to apply to already from right-of-way, providing larger established thoroughfares, although it should be able to be incorporated during road reconstruction and/or streetscape etc., will help to increase usage of improvement projects. On thoroughfares that are constrained by the sidewalk system because users narrow rights-of-way, only some Complete Street features, such as feel more comfortable. The newer wider sidewalks or streetscape enhancements, may be feasible sidewalks are much better designed and constructed (bottom photo) through a redesign and retrofitting process. than many previous installations (top photo). GOAL 4.4: Increase the prevalence and functionality of existing and future sidewalks in order to facilitate increased usage. Photo Sources: Kendig Keast Collaborative Actions and Initiatives 1)Modify the Public Improvement Criteria Manual (PICM) to increase the standard sidewalk from four feet to a minimum of five feet. This to prevent having to widen sidewalks after installation. (see inset) 2)Establish a policy to add sidewalks along roadways where they are not already present when such roadways are improved or widened. 3)Establish requirements within the PICM relating to the location sidewalks within the right-of-d standards, there is sufficient right-of-way beyond the minimum required 4.18 pavement width to accommodate a parkway, which separate Sidewalk Design 21 sidewalks from the back of the curb or street edge. 4)Maintain the provisions within the PICM requiring the installati of sidewalks on both sides of public streets; in addition to other areas as required; including parks, drainage channels, public utility easements, and detention ponds. Provisions should be added requiring external connection points to the existing and/o 22 planned City-wide trail system. 5)Maintain the provisions within the PICM disallowing dead-end collectors and dead-end major and minor thoroughfares. Provisions should be added requiring public access easements at the end of cul-de-sacs. Such easements should be a minimum width of 15 feet and improved with a five foot wide sidewalk or Provisions should be added to 23 trail connections. provide a safe pedestrian connection 6)Maintain the provisions in the PICM requiring sidewalk between the public street and the 24 pedestrian refuge areas for all esplanade roadways. Where building entrance. An example is warranted, proactively install medians in the rights-of-way of denoted in yellow. existing arterial roadways, particularly near public parks and buildings, for use as a pedestrian refuge to shorten the Source: Kendig Keast Collaborative unprotected distance across roadways. 7)Identify and stripe appropriate roadways for bike lanes. Many of te bike lanes without the need for additional right-of-way acquisition or street widening. Bike lanes should be located along collectors and mino arterials where driveways and access points are limited. 8)Add provisions to the PICM requiring commercial development to provide sidewalk connections from the front of the commercial establishment to the sidewalk located in the public right-of-way. This is to ensure there is a marked, safe connection from the street, th the parking lot, and into the building. (see inset) 9)Target pedestrian/bicycle improvements at key locations within t community, particularly around the San Jacinto College, Downtown, and Sylvan Beach. 10)Prepare a Safe Sidewalks Program to identify those locations whe unsafe conditions and/or poorly maintained sidewalks exist particularly around, adjacent to, and leading to/away from schools; near and adjacent to public buildings and spaces; and other areas prone t utilization of the sidewalks. In these priority areas, conduct r inspections of safety conditions to ensure the walking surface is from hazards and dangerous obstructions. Also, organize a public education program to notify the community of the Safe Sidewalks 21 Ibid. 22 Ibid. 23 Ibid. 24 Ibid. 4.19 2. t| Adopted July 20, 2009 FINAL DRAFT OCTOBER 22, 2012 Program, the priority pedestrian areas, and the individual responsibilities for care and maintenance. Due to the significant costs of initia construction, maintenance of the existing sidewalk system should be a priority and should be adequately funded in the annual operating budget. Additional grant funding should also be pursued from such sources as Federal, State, private entities. 11)Identify intersections in the community that are heavily used by pedestrians and prioritize and implement safety improvements at intersections. Intersections should be prioritized based on use and pedestrian risk. Improvements could include walkovers; installin accessible ramps for persons with disabilities; marked, signed, signaled pedestrian crossings; and pedestrian-actuated signal detectors. Examples of intersections that are in need of pedestrian improvements include the intersection at Five Points and Oakhaven Road and Lu Boulevard near San Jacinto College. GOAL 4.5: Continue to implement the planned trail network and facilitate increased connection points over time. Actions and Initiatives 1)Continue to coordinate with the La Porte Independent School District (La Porte ISD) and the Texas Department of Transportation (TxDOT) to pursue funding for, and construction of, This program was used to fund the 2.1 mile Broadway Trail completed in 2005. 2)Periodically update the Bicycle and Pedestrian Trail Implementat as changes in conditions occur. Subsequent updates should include a detailed analysis to determine where additional connections can be made to maximize access to the already established trail system. Future trail segments and crossings should be designed to be safe for all users, including families. In addition, benchmarking should be incorporated into the plan to establish goals and to monitor the success of the trail system over time. 3)Continue to budget, or pursue additional outside funding, to con the remaining trail segments as identified in the Bicycle and Pe Trail Implementation Plan, with priority given to developing trail segments consecutively so that it results in a continuous and cohesive trail system. Due to the significant costs of initial construction, maintenance of the existing trail system should be a priority anshould be adequately funded in the annual operating budget. Additional grant funding should also be pursued from such sources as federal, state, private entities. 4)To facilitate the increased availability of using a bicycle as a form of mobility over time, amend the development regulations to add provisions for requiring bicycle racks at office and retail esta 4.20 exceeding 15,000 square feet and businesses employing more Bus Stop Investment Can than 10 persons. Increase Ridership GOAL 4.6: Further invest in the Harris County Transit System to increase usage as an alternate mode of mobility for the citizens of La Porte. Actions and Initiatives 1) portion of the costs to maintain and operate the Route 4 circulator bus service. As ridership increases, pursue grant funding or other funding sources to further invest in amenities for those bus stops located within the City limits. Implementation should be prioritized on the average number of Existing Bus Stop boardings per day at the stop. The amenities should include all- weather shelters (for protection from rain and other elements), benches (for seating), trash cans (for maintaining cleanliness), concrete or paved connections to the curb (for disabled users), appropriate maps and signage (for fare and route information), monitors for real-time information on the arrival of buses, public art, lighting, and advertisements (potentially to offset the costs of installing and maintaining each bus stop). 2)Coordinate with the Harris County Office of Transit Services (an other partners) to implement an online (and mobile app), real- Future Bus Stop time transit information system using GPS technology to notify passengers when the arrival of the next bus will occur. Studies A bus stop is a designated place have shown that this can increase ridership. where buses stop for passengers to 3)Consider coordinating with the Harris County Office of Transit board or leave a bus. As ridership Services (and other partners) to initiate and implement a increases, investment in bus stop Summer Youth Pass Program, where high school-aged children areas (e.g., shelters, benches, trash are given unlimited access to buses (for a nominal fee) during cans, etc.) can further help to increase ridership numbers. increased access to a range of activities along the bus route an Photo Sources: Kendig Keast Collaborative provides greater independence to the youth while their parents (top); Wikipedia.org (bottom) are at work. Coordination with the La Porte Independent School District (ISD) could also be done to market the program prior to the end of the school year. 4)Coordinate with the Harris County Office of Transit Services (and other partners) to conduct a study to determine additional placement of bus stops. Additional scheduled stops could be located at the entrances of each major subdivision (e.g., Brookglen Subdivision), multi-family housing, large commercial developments, assisted living facilities, etc.) Alternately, programs could be implemented where the bus would s cords where a rider would pull a cord to request a stop. 4.21 2. ut Adopted July 20, 2009 FINAL DRAFT OCTOBER 22, 2012 5)Coordinate with Harris County Office of Transit Services (and ot providers) to conduct a study to determine the feasibility of ex the existing route to include stops at designated areas within t surrounding industrial districts and terminals, e.g., adding a Bay Area Boulevard to Shore Acres Boulevard to Broadway loop. 6)Coordinate with the Harris County Office of Transit Services to the feasibility of constructing a Park-and-Ride in the City for commuter access to Downtown Houston. Focus Area 3 Expanded opportunities for water, rail, and air movement of freight or goods. Freight, or goods movement, refers to the transportation of phys from one location to another and includes everything from chemic machinery, and anything else shipped from one place to another. The water ports, pipelines and freight terminals, including truck, r -modal transportation system, of which La Porte is a primary contributor, moves nearly 700 million tons of freight annually and is expected to grow 58 percent (to 1.2 billion tonsof freight annually) by 2035. Consequently, identifying and implementing improvements to accommodate increasing demand for goods movement is regions, economic vitality. In fact, a large part of the Houston-Galveston region relies on its diverse transportation assets, including deep water ports, the Gulf Intracoastal Waterway, and Class I 25 railroads. The La Porte Municipal Airport The La Porte Municipal Airport is located on 300 acres on the no Spencer Highway east of Farrington Street and west of Driftwood Drive. It was originally constructed in the mid-1940s by the United States Government and served as a second auxiliary landing field to Ell Force Base. Ownership was deeded to the City of La Porte in June 26 was reclassified as a local service airport in 1959. According to the Fe Integrated Airport Systems (NPIAS), the La Porte Municipal Airport is classified as a General Utility airport with Reliever status. Th airport designation refers to the particular Aircraft Approach Categories and Airplane Design Groups (ADGs) that can be accommodated at the airport. Reliever airports are general aviation airports in metropolitan intended to reduce congestion at large commercial service airpor 25 H-GAC Regional Goods Movement Study Final Report. Dec. 2011. 26 La Porte Municipal Airport Airport Master Plan Update (Final), April 1992. 4.22 providing general aviation pilots with alternative landing areas, an more general aviation access to the community. In 1991, the Houston- Galveston Areas Council (H-GAC) identified the La Porte Municipal Airport as one of 10 designated reliever airports. As established in the Airport and Airway Improvement Act of 1982, a minimum of 10 percent of Airpo Improvement Program funds must be reserved for reliever airports The La Porte Municipal Airport Master Plan was prepared for the 1992. The plan identifies existing and future airport conditions and facil including details on fixed base operators, aircraft parking, maintenance, navigational aids, airport layout plan, terminal area plan, airs approach zones surfaces, on-airport land use plan, and an environmental consequences review. However, an operational plan was not included. Historically, the airport has not met the use and revenue projections of the Airport Master Plan. Further complicating the problem is the recent vacancy th of the 27 Squadron of the Texas Air National Guard and a general perception that the airport grounds have not been well maintaine Consequently, one of the topics that came up during the public participation process was whether or not the airport property should be redeve another use. Reusing the property for non-airport purposes, however, would be difficult due to Federal regulations attached to the property 27 conveyance. Railroads Rail transportation in the La Porte area is provided by the Union Pacific Railroad, which operates in 23 states across the western two-thirds of the United States. A Union Pacific Railroad line runs along the north City limits, along the southern rights-of-way of S.H. 225. The line provides port terminal service to the Battleground Industrial District north of S.H. 22, as well as the 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 servic 27 the head of the department, agency, or instrumentality of the Un Government owning or controlling land or airspace to convey a pr the land or airspace to the public agency sponsoring the project controlling the airport when necessary to carry out a project un at a public airport, to operate a public airport, or for the fut airport u be made only on the condition that the property interest conveye Government, at the option of the Secretary, to the extent it is airport purpose or used consistently with the conveyance. 49 USC Chapter 471, Airport Development Code, Sec. 47125, Conveyance of United State land. (paraphrased for clarity). 4.23 2. uv Adopted July 20, 2009 FINAL DRAFT OCTOBER 22, 2012 Bayport Industrial District south of Fairmont Parkway and the Ba Terminal. In the Houston-Galveston Region, the Union Pacific Railroad operates 1,248 freight trains weekly, which accounts for over 57 28 the regions freight movement. Both in the past and present, railroads have had a major influence on growth and development of the region and perform an important transport service contributing to the area's economic vitality based on in trade in and out of the Barbours Cut Terminal, Bayport Terminal, and the Port of Galveston. Therefore, care should be taken to preserve the functional utility of rail corridors while Fairmont Parkway Overpass 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 alignments. 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 Source: Kendig Keast Collaborative. existing crossings are potential solutions. In fact, the recent completion of the grade separated crossing over Fairmont Parkway was well received and considered a success. (see inset) Port of Houston rways of the Houston Galveston region are of vital regional, national, and international significance, chemical, oil, and agriculture industries with markets and suppl borne freight tonnage is expected to grow by approximately 45 percent with the Port of Houston projected to experience an increase of 29 million tons. 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 and private docking facilities and industrial parks that extend along the Houston Ship Channel. The ship channel and its tributaries and 28 H-GAC Regional Goods Movement Study Final Report. Dec. 2011. 29 Ibid. 4.24 basins are a 50-mile long waterway that reaches from the head of Galveston , 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. facilities of the port are located along the upper west side of Bay at Bayport near Red Bluff, which is adjacent to the south of 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 p-chemicals. Public terminal docking facilities along the Houston Ship Channe and operated by the Port of Houston Authority, which is an autonomous subdivision of the State of Texas and official sponsor of the Ho Channel. Public facilities owned by the Port Authority include Cut Container Terminal and the Bayport Terminal, both of which a immediately adjacent to the City limits of La Porte. In 2005, the Port Authority completed a five-and-one-half-year plan, which deepened the Houston Ship Channel from 40 to 45 feet and widened it from 400 to 530 30 feet. Barbours Cut Terminal Container Yard Barbours Cut Terminal The Barbours Cut Terminal Galveston Bay opening to the Houston Ship Channel, adjacent to the north City limits of La Porte (see inset). It is the largest container terminal on the U.S. Gulf Coast. It operates under a computerized inventory control system that tracks the status and location of individual containers. The terminal also provides electronic data interchange capabilities and has six berths and 31 13 wharf cranes. Bayport Terminal Source: Kendig Keast Collaborative. The Bayport Container and Cruise Terminal were developed to relieve pressure on the Barbours Cut Terminal. It is a state-of- the- capacity. It will have seven container berths with a capacity to handle 2.3 million twenty-foot equivalent units (TEUs). In addition, it includes the Bayport Cruise Terminal, which will provide three berths for modern cruise 32 vessels. The opening phase was in 2007. The Bayport Terminal complex comprises chemicals and chemical specialty facilities. S.H. 146 would be the 30 Port of Houston website. 31 Ibid. 32 Ibid. 4.25 2. ux Adopted July 20, 2009 FINAL DRAFT OCTOBER 22, 2012 major arterial for truck traffic to and from the terminal, which 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. Key Planning Considerations 1)Coordination with railroad providers to maximize the ability to move freight in and out of the City, while minimizing the adverse imp quality of life. Because roads intersect with rail lines throughout the City, they must be designed to include adequate safety provisions to e safe crossings for pedestrians, cyclists, and motorists. Signal signage, and pavement markings are ways to provide for safe intersection crossings. While the railroad presents some challen also presents an opportunity in terms of transporting goods through the region. 2)The railroad is a constraint for east/west movement of automobil in the La Porte area. 3)The airport makes a significant economic impact and benefits the economic development potential for the La Porte area. 4)Airport-related industrial development is a significant opportunity for future growth on and around the airport. 5)The Port of Houston, Barbours Cut Terminal, and Bayport Terminal are Actions and Initiatives 6)At a minimum, grade crossing safety and traffic control devices gate arms, flashing lights, signage and pavement markings should be installed and maintained at railroad-roadway crossings. As regional and local traffic volume increases, consider coordinating with the r and other regional partners to study the need to construct grade separated crossings for those street/railroad intersections that may warrant it, e.g., along Bay Area Boulevard and Choate Road. 7)Coordinate with the railroad to ensure train speed limits are observed and enforced for train operations in the La Porte area. 8)Coordinate with regional agencies and partners to ensure that the planned expansion of rail service through the City will observe and mitigate the impacts on the cities and businesses of La Porte. 9)Due to the recent decreases in tenant occupancy at the airport, th leaving of the 27 Squadron of the Texas Air National Guard, and due to the length of time since the last update, it is important for th undertake an airport master plan update. The airport master plan update should include the following: 4.26 a.Operations plan; b.Updated facilities and development plan (if priorities have chang c.Economic development strategy to increase both commercial use and use of the airport by nearby industry; and, d.Overall site and landscape improvement plan, which includes a gateway entrance and adequate buffering of the airport property from neighboring subdivisions and other public rights-of-way. 10)Continue to monitor zoning and development in the areas immediat - term operational interests from encroaching incompatible develop 11) to the State Highway and regional rail system; where such actions will not be detrimental to the City. Typical Thoroughfare Network 4.3 Thoroughfare Plan future travel needs of the community by ensuring orderly development of the street system, including the extension and improvement of existing streets, as well as planned future roadways. The Thoroughfare Plan is designed to ensure that adequate rights-of-way are preserved with a general alignment and sufficient width to allow for efficient expansion and improvement of the street transportation system. In addition, it is designed to provide opportunities for other transportation modes so as to not place a fiscal burden on the community to fund extensive road improvements, which, in turn, require long- term maintenance. A typical thoroughfare network forms a grid defined by arterial and collector thoroughfare system is nearly built out, roadways, within which are superblocks there are areas where there is opportunity for improvement, and the local street network. particularly with regard to connectivity. Displayed in Map 4.2, Thoroughfare Plan (and detailed in Goal 4.2 are the proposed alignments for the extensions of existing collector and arterial roadways. 2® £¶ ¸ $¤²¨¦ 3³ £ ±£² While street classification reflects the functions that roadways serve as part of the street network, roadway design standards are related to traffic requirements are shown in Table 4.3, Existing Paving Design Criteria. In the administration and enforcement of the Thoroughfare Plan, special cases and unique situations will occasionally arise where physic and development constraints in certain areas conflict with the n widening of designated thoroughfares to the planned right-of-way width and 4.27 2. uz Adopted July 20, 2009 FINAL DRAFT OCTOBER 22, 2012 roadway cross section. Such special circumstances require a degr flexibility and adaptability in the administration and implementation of the plan. Acceptable minimum design criteria and special roadway cro Table 4.3, Existing Paving Design Criteria Principal Minor Major Minor Local 2 Street Classification Arterial Arterial Collector Collector Lanes (1) Right-of-Way Width 100 feet 100 feet 80 feet 80 feet 60 feet Curb Face to Face Distance 80 feet 70 feet 60 feet 40 feet 28 feet Total Paved Width of Travel Lanes -1 Dir. 33 feet 25 feet 24 feet 20 feet 14 feet (2) Median Width 14 feet 30 feet 12 feet 0 feet 0 feet (3) Distance from Curb Face to ROW line 10 feet 30 feet 10 feet 20 feet 16 feet Distance from ROW Line to Sidewalk 2 feet 2 feet 2 feet 2 feet 2 feet Max. Number of Lanes (one direction) 3 2 2 2 1 (1)With on-street parallel parking (2)Median turning lanes are included in median widths (3)On non- Source: City of La Porte Public Improvement Criteria Manual (PICM), Chapter 6, Paving Des may have to be applied in constrained areas where existing condi 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 these exceptions should be subject to review and recommendation of the Departments of Planning and Public Works and approval by the Planning and Zoning Commission. Otherwise, adopted roadway cross sections should be used in all newly developing ar whenever possible, in revitalization and redevelopment of existing developed areas. In addition, relying on a single set of standards for development may be 33 problematic. and 34 , all new streets within the City will be concrete curb and gutter. Rather, standards for development should reflect its urban, auto-urban, and suburban character, with provision for curb and gutter construction, sidewalks, stre signage, and sufficient open space. By way of example, new development in the Lomax area (where the character of development is rural), the standards should be varied to mirror the character (i.e., open channel construction), yet remain reasonable and feasible. 33 La Porte Comprehensive Plan 2005 Update, Obj. 5.5a. 34 City of La Porte Public Improvement Criteria Manual, Chapter 6, Criteria, Table 6.1. 4.28 3³±¤¤³ #« ²²¨¥¨¢ ³¨® State Highways / Freeways Freeways are devoted entirely to traffic movement with limited or no dire land service function. Freeways are multi-lane divided roadways with a high degree of partial access control, meaning few, if any, intersect Full or partial control of access distinguishes freeways from other classes of roadways. Freeways serve large volumes of high-speed traffic and are primarily intended to serve long trips. In La Porte, S.H. 225 a 146 are classified as state highways/freeways. Although the freeway/state highway classification includes the main lanes of designated facilities, continuous frontage roads (also termed se feeders) are more appropriately classified as secondary arterial roadways or collectors. It is desirable to have another parallel arterial roadway offset one- half to one mile along either side of a freeway, to provide circulation for traffic movement along one-way frontage roads. Since these roadways are sthem is limited. Principal Arterials Principal arterials are also intended to carry large amounts of regional traffic. Within La Porte, the designated principal arterials include Canada Street, Fairmont Parkway, Barbours Cut, Bay Area Boulevard, and Sens Road. These arterials are commonly two- to five-lane facilities (in some cases six) that are designed to accommodate 20,000 to 60,000 vehicles per day. Access is generally limited along streets of this classification in order to preserve their vehicle carrying capacity. In urbanized settings implementing access control becomes increasingly important. Minor Arterials Minor arterials are intended to carry less traffic than primary arterials. Generally, Minor arterials can be anticipated to accommodate 5,000-30,000 vehicles per day and they are typically fed by collectors, although local streets may also connect to them. Spencer Highway, Underwood Road, and the frontage roads along the state highways are good examples of minor arterials. Access to these streets from neighboring properties should be controlled to limit conflicts. Minor arterial streets should include bike lanes, parkways and street trees, sidewalks, and transit facilities. Collectors (Major and Minor) Collectors are intended to carry fewer trips than principal and secondary arterials, but they roads can typically be expected to accommodate 1,000 to 15,000 vehicles per day. To adequately serve their role to collect and distribute traffic from local streets to the arterial street system, collectors are generally placed between arterial streets, with a desired spacing of no more than approximately one- half mile. To maximize mobility it is essential that collector roads traverse 4.29 2. u| Adopted July 20, 2009 FINAL DRAFT OCTOBER 22, 2012 adjacent neighborhoods to provide access and circulation not only within, but also among, neighborhoods. Old 146 Highway is a good example of a Major Collector, while Farrington Street is a good example of a Collector. Access via driveways to individual residential properties along collectors should be limited. Where numerous residential driveways exist, the City should require access spacing, on-site turn-arounds, or alley access (where available) when properties with direct access to the road are substantially improved or redeveloped. All collector roads should include bike lanes, parkways and street trees, sidewalks, and transit facilities (where necessitated). Local Streets Local streets are principally intended to provide access to abut properties. Traffic on local streets is generally slow and relatively sparse. Such streets can typically be anticipated to accommodate between 500 and 1,000 vehicles per day. Local streets in areas of cut-through traffic are candidates for traffic calming. Where local streets provide only local access to adjacent residential developments, narrower streets may be al reduce the amount of impervious surfaces (to reduce storm water runoff) and to slow local traffic through residential areas. Local streets s include parkways, street trees, and sidewalk facilities. )¬¯«¤¬¤³¨¦ ³§¤ 4§®±®´¦§¥ ±¤ 0« Implementation of thoroughfare system improvements occurs in sta time as the community grows and, over many years, builds (and rebuilds) toward the ultimate thoroughfare system shown by the Thoroughfare Plan. The fact that a future thoroughfare is shown on the plan does not represent a commitment to a specific timeframe for construction or that the City or another jurisdiction will build the roadway improvement. Individual thoroughfare improvements may be constructed by a variety of implementing agencies, including the City, Harris County, and/or TxDOT, as well as private developers and land owners for sections of roadways loca within or adjacent to their property. Road construction can be implemented by individual entities or in partnership. The City, Harris County, and TxDOT, as well as residents, land owners, and subdividers, can utilize the Thoroughfare Plan in making decisio relating to planning, coordination, and programming of future development and transportation improvements. Review of preliminary and final plats for development regulations and Public Improvement Criteria Manuals (PICMs) 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 on the plan. It is particularly important to provide for continuous roadways and through connections between developments to ensure mobility. By identifying thoroughfare locations 4.30 where rights-of-way are needed, land owners and subdividers can consider the roadways in their subdivision planning, dedication of public rights-of- way, and provision of setbacks for new buildings, utility lines, and other improvements located along the right-of-way for existing or planned thoroughfares. 4.31 2. vt Adopted July 20, 2009 E CONOMIC D EVELOPMENT C5 HAPTER 2001 vs. 2012 Plan Comparison will determine whether and how the City grows and redevelops in the set the tone and pace 2001 2012 Update for new development/redevelopment and impact its ability to maintain No chapter on economic development in 2001 quality public facilities and services, which are necessary to help Comp. Plan; but retain, attract, and support future businesses and the people th incorporated Ch. 5, Economic them. La Porte is a thriving industrial city with high household/family recommendations found Development in the Economic incomes and housing values, and low unemployment and poverty Development Strategic rates (see Chapter 1, Demographic Snapshot). But, as evident during Plan, Jan. 2009 the public participation process, a majority of citizens increasingly want to find the right balance between protecting industrial roots, while also improving its livability. - opportunities will depend somewhat less on having the lowest bus , and is difficult to gauge how the City measures up in things like personal safety and security, neighborhood integrity, recreational opportunities, access to healthcare and social services, availability of retail and other shopping opportunities, quality schools and higher learning, etc.; but one that is increasingly important in helping to attract and retain the people the companies need and desire. 5.1 FINAL DRAFT OCTOBER 22, 2012 )³±®£´¢³¨® st in a vacuum. It is inextricably Strong Metropolitan Growth linked to the economic fortunes of both metropolitan Houston and the global economy (see inset). The economic drivers that have The Houston metropolitan area was economy, including manufacturing, recently rated among the 20 fastest- construction, and transportation and warehousing, have suffered growing economic regions in the 1 during the recent recession. However, w world, coming in at No. 19 on a list the Port of Houston, including both the Barbours Cut and Bayport compiled by the Washington-based Terminals, a Central Business District Brookings Institute. (CBD), and rail linkages to the rest of the country, La Porte is well Source: Houston Chronicle, Houston earns high positioned to benefit from a resurgence of the global economy. marks for strong economy. Jan. 21, 2012. Accordingly, as the national and global economies fully recover 2 from this recession, the City will be primed for growth, particularly with the expansion of the Panama Canal and its predicted 3 associated increase in containerized shipping. Despite these strong indicators, the City has additional issues it should consider. First, there is limited land remaining for development. In these areas, the City should seek a balance of land uses: residential, commercial, industrial, as well as park and recreation areas, streets, drainage, etc. While industrial expansion is attractive due to an increased tax base may not represent the collective vision for the community and its sense of livability. For this reason, this plan advocates open public dia leadership to make decisions that are in the best and broad interests of the community. Economic development is as much about quality as it is about qua needs to be measured not just by gross tax revenues and job grow also by job quality and security; the impact on local wages, public services, the application of public and the environment; and the proportion of locally-owned to absentee- resources to stimulate controlled businesses; among other factors. private investment. Secondly, economic development does not happen on its own. It requires a deliberate, proactive strategy, as well as up-front public investment in new infrastructure and program development (see inset). Once begun though, it can start a positive and self-sustaining cycle: It helps hold the line on taxes through tax base growth thus, creating an even more attractive place for 1 Comparison of total jobs in zip codes 77571 and 77507 between 2006 versus 2009 shows a slight decrease in total number of jobs. U.S. Census Bur Application and LEHD Origin-Destination Employment Statistics (Beginning of nd Quarter Employment, 2 Quarter of 2002-2010). 2 The 2008/2009 recession has been defined as starting in December ending June 2009. Business Cycle Dating Committee of the Nationa Economic Research. September 20, 2010. 3 H-GAC Regional Goods Movement Study Final Report. Dec. 2011. 5.2 businesses, as well as households. It brings in new income into community helping to spawn local spending and wealth creation. A brightest by expanding local employment and creating opportunities for new businesses. Economic Development Strategy Economic Development Model The economic development model is based on the overlap of industry and innovation, human talent, and quality of place. (see inset) L7Ò·©ä µ LÝ ·zu In the economic development model, complement of economic activities, from traditional industrial employers to entrepreneurship, as well as the physical infrastructure (industrial parks, sites, transportation etc.) and business climate to support those activities. the opportunities for expansion of existing companies, and the best targets for recruitment. These are important Economic development occurs where industry and building blocks of an economic development plan. innovation find talent in a place that offers a quality of life that attracts and retains both. ;·u skills and values to make organizations effective. The talented people to the community, as well as cultivating the existing talent pool. It refers to groups as diverse as students, retirees, and It also involves ensuring that the employees and companies that have b conomic health continue to see reasons to remain in the area. vÒ z·ä E t -;u Much has been written about the importance of quality of life to the site selection process. Communities throughout the nation positioned themselves by touting their advantages in this regard good schools, attractive neighborhoods, strong presence of history and cultu safe streets, pleasant weather. These factors are obviously important, but the focus is still too narrow. Quality of life assumes that ever the same environment and is attracted to the same amenities. It assumes community would be shared by all. By contrast, quality of place considers what is attractive to a range of residents, both existing and new. viewing the assets of the City through the eyes of the talent it attract and retain. The idea of quality of place accommodates growth and 5.3 2. v Adopted July 20, 2009 FINAL DRAFT OCTOBER 22, 2012 do ng options, not just for current residents, but also for those who will be residents in the futur While La Porte has made significant strides in the last decade by establishing its Citywide trail system and improving the Sylvan Beach, bayfront, and Downtown areas, according to residents, further improvement is warranted. The bayfront established this community and remains one of our p amenities. These should remain high priorities for action during the horizon of this plan. Expanding quality of place amenities and enhancing its community character will go far in making the City an attractive location for educated and skilled workers. This chapter builds upon the c community character theme and associated action strategies that are found throughout this Comprehensive Plan, particularly in the Land Use and Development chapter. SWOT Analysis 5.2 Focus Areas, Goals, Actions and SWOT analysis (alternately SLOT analysis) is a strategic Initiatives planning method used to evaluate the S trengths, Throughout the planning process a number of W eaknesses/Limitations, O pportunities, and T hreats of a issues were identified regarding economic community and its economic development. Among others, sustainability, which was often framed in it involves specifying the economic and quality of life terms of a lack of availability and diversity of objectives of a community and identifying the internal and retail stores, restaurants, and other non- external factors that are favorable and unfavorable to industry businesses in the City. There were achieve these objectives. Setting the objectives is to be additional concerns regarding the amount of done after the SWOT analysis has been performed. This retail leakage (and loss of associated tax allows the determination of achievable goals or objectives dollars) to neighboring jurisdictions, and the to be set for the community. apparent disinvestment in certain types of Strengths: characteristics of the community that gives businesses. In addition to the public it an advantage over other communities or regions Weaknesses (or Limitations): are characteristics that participation efforts conducted throughout place the community at a disadvantage relative to the planning process, information was others Opportunities: external chances to improve Economic Development Strategic Plan performance (e.g. increase tax base) in the (January 2009), which was an in-depth study environment Threats: external elements in the environment that improve them. could cause trouble for the community in achieving its objectives Strengths, Weaknesses, Opportunities, and Threats Analysis Identification of SWOTs is essential because subsequent As displayed in Table 5.1, SWOT Analysis (on steps in the process of planning for achievement of the next page), one component of the Economic selected objective may be derived from the SWOTs. Development Strategic Plan was the Source: Kendig Keast Collaborative. facilitation of a Strengths, Weaknesses, Opportunities, and Threats (SWOT) Analysis 5.4 (see inset), which was performed to frame economic issues in the City. Articulating the issues in this manner is intended to facilitate the development of strategies that address the weaknesses and threat building upon the strengths and opportunities. are its location is also listed as an ¦¦©·Òz·ä for economic development, as was Table 5.1, SWOT Analysis Strengths Opportunities Sylvan Beach / Bay Front Bayfront Enhancement Historic Main Street Downtown Redevelopment Strong Industry Base Sylvan Beach Improvement Low Cost of Living Beautification Location within Greater Houston Attracting Tourists Current and Planned Parks Retail Readiness Weaknesses Threats Physical Appearance Sales Tax Leakage Truck Traffic Disconnected Downtown / Bayfront Oil and Gas Industry Downturn Division of east and west side External Perception Intracity Communication Flooding Limited Undeveloped Land Growth Management Economic Diversification Source: City of La Porte Economic Development Strategic Plan, Chapter 2: SWOT Analysis. J missed opportunities for generating sales tax revenue, and economic diversification. Finally, the analysis identified increasing tru and a negative external perception, among others, as perceived threats to the All of these issues were again discussed during the public participation process of this Comprehensive Plan Update. As such, these discussions formed the basis of the following focus areas, along with an analysis of existing conditions and review of curr plans, and ordinances. Each focus area contains contextual information, key planning considerations, goals, (and their rationales), and advi implementation actions and initiatives. The areas of focus are as follows: Focus Area 1 Expanded economic development toolkit; Focus Area 2 Improved business friendliness of the City; 5.5 2. x Adopted July 20, 2009 FINAL DRAFT OCTOBER 22, 2012 Focus Area 3 Expanded opportunities for higher quality industrial operations within the City limits and the ETJ; and, Focus Area 4 Continued commitment to place-based economic development. Advantages / Disadvantages of Development Corporations Focus Area 1 Expanded economic development toolkit. Advantages Can act with greater confidentiality and speed La Porte Economic Development Can help to minimize and mitigate the effects of politics on Corporation development Development Corporations are Can more effectively deal with tax credits and solicit tax sometimes structured the same way as deductible donations from foundations and philanthropic redevelopment authorities. The term entities usually connotes a higher degree of Can act as pass-through vehicles for tax-exempt bonds autonomy from City government and is Disadvantages often structured as a private or public- Typically exist as a self-supporting entity private non-profit organization. It is Frequently suffer from a lack of dedicated public financing common for corporations to be Some are not fully established, rather they are just off-shoots involved in activities other than just real estate development to include the of existing organizations administration of low-interest loan Source: Kendig Keast Collaborative. pools that support business and economic development. (see inset) La Porte Community Library Operating capital often derives from the ownership and management of real estate assets, private donations, development and financing fees, and fees from tax exempt bonds and special taxes. The La Porte Economic Development Corporation (EDC) is an example of a development corporation already established in La Porte. It offers a full complement of economic development programs and incentives, which are primarily coordinated by the Economic Development Division of the EDC. The Department and its activities are funded through a The La Porte Community Library is a collection of a one-half cent sales tax (established in 1999), which joint venture between the City of La must be spent on economic development projects relating to Porte (who is responsible for the capital investment and job creation. The most recent activities building and furnishings) and the include the re-nourishment of Sylvan Beach, the ball fields at Harris County Library System (who Pecan Park, the library (see inset), and infrastructure staffs and runs the library). improvements along Main Street. Construction of the library was facilitated by the EDC as one of its first projects. 5.6 La Porte Redevelopment Authority 4 The City of La Porte Redevelopment Authority was set up as a local government corporation pursuant to the provisions of Chapter 394 of the 5 Texas Local Government Code. The Authority is organized as a public, behalf of the City in the performance of its governmental functi promote the common good and general welfare of Tax Increment ) and neighboring areas, and to promote, develop, encourage, and maintain housing, educational facilities, 6 employment, commerce, One of the current projects undertaken by the Authority was to enter in a Development Agreement with Port Crossing Limited for the purpose constructing TIRZ public infrastructure in the Lakes at Fairmont Green development. Unfortunately, the national recession and downturn in the local residential housing market slowed growth. Future use of the TIRZ should include a cost benefit analysis along with established go 7 addition, other types of incentives should be considered includi. Key Planning Considerations Key planning considerations regarding expanding the economic dev toolkit include: 1) a comprehensive and coordinated resource toolkit to serve existing and future business community. 2)Ensuring existing and future businesses have a dedicated person with whom to collaborate when deciding whether to relocate to the City, and to assist them through the relocation and/or development process 3)Increasing coordination with partners to ensure economic development incentives are provided in a synergistic, efficient, and cost ef manner. Goal 5.1: Re-evaluate and retool the ment program toolkit. Actions and Initiatives 1)Consider becoming a member of the National Business Incubator 8 Association (NBIA) and establishing a small business incubator site 4 The City of La Porte Redevelopment Authority was authorized by R 2009-19 passed on December 11, 2000. 5 Texas Local Government Code, Title 12, Chapter 394. Also known as the Texas Housing Finance Corporations Act of 1987. 6 Indepen Brown & Hill, LLP. September 30, 2010. 7 Ibid. 8 Further information on the National Business Incubator Associati http://nbia.org/. 5.7 2. z Adopted July 20, 2009 FINAL DRAFT OCTOBER 22, 2012 within the City in coordination with the San Jacinto College Small 9 Business Development Center (SJC SBDC). Priority consideration should be given to already-owned property located in the Downtown area or in an area near San Jacinto College. The jointly sponsored incubator could include fully development of entrepreneurial equipped office space at low cost (City provided) with initial companies, helping them to survive and and follow-along counseling at no cost (SJC SBDC provided) grow during the start-up period, when they for entrepreneurs of small and emerging companies. Criteria are most vulnerable. These programs would need to be developed for admission to the business provide their client companies with incubator for start-up companies. In addition, the site could business services and resources tailored to be cross-utilized as a temporary headquarters on a short- young firms. The most common goals of term, temporary basis (i.e., one to three months) for new arrivals of established, major companies relocating to La incubation programs are creating jobs in a Porte. The Temple Business Incubator (in Temple, TX) is an example of a jointly sponsored and successful business entrepreneurial climate, retaining incubator. businesses in a community, building or 2)Continue to provide adequate funding for the accelerating growth in a local industry, and Economic Development Coordinator/Business Ombudsman divers and associated staff positions. These are important functions as they direct economic development planning activities for Source: National Business Incubator Association (NBIA) the City by negotiating with business and industry representatives to encourage location (or relocation) to the are also conduct research, analysis, and evaluation of data to determine the economic impact of proposed expansions and/or new development. 3)Continue to use a single-point-of-contact protocol for all new development and business permit applications. This would be like a one-stop project manager or expediter who would help shepherd development applications through the process, troubleshoot probl county, and lead the applicant in the direction of other assista This person should continue to be the Economic Development Coordinator/Business Ombudsman. 4)Maintain links to the current digest of local, state, and federa Development Coordinator should be fully abreast of all non-local economic incentives and should act as a liaison for businesses i 9 The San Jacinto College Small Business Development Center (SJC SBDC) provides free business consulting and affordable training seminars to sma- and medium- sized business owners and managers. The SJC SBDC is a business c training center of the University of Houston SBDC Network, which serves 32 counties in Southeast Texas through 14 business consulting and training c It offers customized instruction training at its facility in Pearland, Tex facilitated at the future established incubator site in La Porte. More information can be found at http://www.sjcd.sbdcnetwork.net/sanjacinto/default.asp 5.8 in using these incentives as part of a location or relocation pa Porte. 5)Consider adopting local tax abatement provisions for commercial construction registered with the Leadership in Energy and Environmental Design (LEED®), or other similar programs. This would include pa abatement for the incremental investment associated with obtaini such certification. While the City does not have any certified LEED 10 projects, nearby City of Houston has 165 certified projects. Any private sector projects utilizing this incentive should agree to their involvement in marketing the community and the program. 6)Mobilize top government officials and business leaders as welcoming committees for promising businesses, site selectors, and selected developers. 7)Continue to periodically research and keep abreast of the latest and federal economic incentives (including grants) so that the C expand the toolkit (see inset next page) in the most efficient and cost effective manner possible. 8)Continue to conduct regular business outreach to understand the plans and needs of area businesses and to troubleshoot potential problems. 9)Continue use of the industrial payments (the Community Investment Fund) for economic development, community beautification, and revitalization programs, rather than supplementing the general fund. 10)Continue to use the Hotel/Motel Fund for projects that encourage visitors to the City. This includes Main Street revitalization efforts; the creation, promotion, and sponsorship of festivals and events; pr Internet, and broadcast advertising; membership dues for the Bay Houston Convention & Visitors Bureau; directional and historical wa- 11 of-town visitors. This also includes continued funding for staff positions dedicated to economic development. A cost benefit analysis should be conducted along with establishing goals so that results can be measured. 11) efforts to fund capital investment and job creation as a means o increasing economic development within the City. 10 Green Building Certification Institute (GBCI) Certified Project 2012. 11 City of La Porte, Texas Annual Budget for Fiscal Year 2011-2012 (October 1 September 30). 5.9 2. | Adopted July 20, 2009 FINAL DRAFT OCTOBER 22, 2012 12)Annually evaluate return on investment and consider continuing partnerships with the La Porte-Bayshore Chamber of Commerce, Bay Area Houston Convention & Visitors Bureau, Bay Area Houston Econ Partnership, Economic Alliance Houston Port Region, Greater Houston Existing Local Incentives and Programs (Local Toolkit) The City of La Porte currently offers several local incentives f the City. Tax Abatements The City offers ad valorem tax abatements for new construction f including regional distribution/service (up to 10 percent), manufacturi percent), and retail/commercial office/regional entertainment (u abatement (averaged over five years), qualifying companies must also have a minimum $3 million capital investment and create at least 10 jobs. Industrial District Agreements The City provides incentives to businesses that relocate in the Jurisdiction (ETJ). Agreements are approved where the City agrees not to annex the property for a specified period of time and sometimes includes annual fee-in-lieu of taxes for the use of City facilities or contractual services (e.g., fire department response). Public Improvement Districts The City has the ability to establish a Public Improvement District (PID), whic enables commercial areas to make improvements by spreading out t Property owners are assessed based on benefits and assessments mervice on bonds or they may be used to pay for services directly if no bonds are connection with improvements or enhancments such as water, waste landscpaing, etc. Foreign Trade Zones The City supports the Port of Houston in its efforts to apply fo from state and local ad valorem taxes on tangible property impor held in Foreign Trade Zones (FTZ). Freeport Exemption The City supports the La Porte Independent School District (La Porte ISD) Freeport Exemption. These are intended to exempt personal proper other than oil, natural gas, and petroleum. Municipal Grants The City Council has the authority to provide loans and grants of Ci economic development projects within the City. In addition, the City incentivizes economic growth and expansion compan 2013) or 63 percent (value years 2014 2019) of the amount of ad valorem taxes payable if it was within Further, new construction is incentivized for substantial increases in the value of land and tangible prope the amount equal to 25 percent (value years 2008 2013) or 20 percent (value years 2014 2019) of the amount of ad valorem taxes if it was within the City limits. Source: City of La Porte Website Economic Development Department 5.10 Partnership, and the Houston-Galveston Area Council (H-GAC) to work towards enhancing economic development within the City. Consider convening an annual meeting with partners to ensure a synergisti efficient, and coordinated plan of action is realized. 13)Consider expanding the business retention and expansion program. While recruiting new businesses is important to growing its econ base, La Porte cannot afford to ignore its current businesses an losing one of them to closure or relocation. A strong business retention and expansion program should include regular visits with local employers. These visits can include formal surveys or be informal interviews. However, they should establish a relationship with t takes a long time to employer and serve as a mechanism by which the Economic review plans. Developers Development Coordinator can ascertain any major challenges or plans make seven corrections, for expansion, and help to identify suppliers or customers who could and when it is re- benefit from relocating to La Porte. In addition to site visits, the business reviewed, there are 10 retention and expansion program could be expanded to include such initiatives as shop local programs, advertising cooperatives, sh guides, frequent shopper programs, small business seminars, etc. Source: Interview with Louis Rigby, 14)Budget to update the La Porte Economic Development Strategic Plan, Mayor of La Porte. which was prepared as a five-year plan of action (2009-2013). Focus Area 2 Improved business friendliness of the City. One topic that was frequently discussed during the public partic process was the perceived lack of business friendliness of the C Moving Forward regard to how projects moved through the development process. In The City should consider was a topic that came up in almost every small group charrette, many consolidating and streamlining stakeholder interviews, and in public meetings. It was typicallfrom the standpoint that it takes longer to permit a project than it actually takes its development codes and to construct a project, or that it was overly difficult to permit rehabilitation associated processes by or other improvement projects. Other times, it was framed as adding combining them into a single and requirements during each subsequent submittal, rather than being identified comprehensive Unified during the original submittal. Some of this discontent may be attributed to Development Code (UDC). See the normal course of doing government business. But, a large part of it may /w ¦·;© r L¦;;· ·z, for d zoning and development codes and further information. administrative and public approval processes. What is important,though, is for the City to dedicate time and resources to pinpoint the issues, and then Source: Kendig Keast Collaborative. determine an action plan to correct them. 5.11 2. tt Adopted July 20, 2009 FINAL DRAFT OCTOBER 22, 2012 As the City moves forward with the recommended zoning and develo code changes contemplated throughout this Comprehensive Plan Update, it is highly recommended to reach out to, and involve, the development community in the process. Consolidating all the zoning and development codes into a single and comprehensive Unified Development Code (UDC) is an opportunity to implement the regulatory provisions discussed while at the same time, providing an opportunity to greatly improve the administrative and public Benefits of a Unified Development Code (UDC) approval processes all of which can improve La business friendliness and contribute to the A UDC offers procedural consistency and a single source of standards and definitions. It greatly simplifies the amendment process, Key Planning Considerations helping to ensure consistency among the Key planning considerations improve the business different codes. friendliness of the City include: It makes the regulations more user-friendly for 1) determine where processes can be streamlined. the development, real estate, and consultant 2) communities. codes in conformance with the actions identified There can be better cross-referencing to ensure throughout this plan. that all related provisions are taken into account 3)Increasing communication with the pertaining to any particular development development community to determine and solve proposal. impediments to development. The administration of the codes is consolidated 4)Providing the necessary online and other into one section, thereby simplifying the roles resources needed to successfully navigate the and responsibilities of each official and body. development process. The applications and procedures for all Goal 5.2: development processes can be clearly defined, development codes to implement the regulatory including use of a flow diagram to illustrate the improvements as a means to aid economic submission and review process. development. It allows application of subdivision requirements - Actions and Initiatives access and site circulation review for a single- 1) user site plan when subdivision is not required. regulations to provide for greater predictability in land use decisions while ensuring land use Source: Kendig Keast Collaborative. compatibility and enhancing community character. Further, consider consolidating all development- related provisions into a comprehensive Unified Development Code (UDC) that makes the regulatory specifics easier to navigate and - estate, and consultant communities (see inset). Developers and the businesses that finance them want timeliness and certainty. Deve will almost always prefer to be held to a higher standard than to be subjected to an arbitrary, lengthy, and unpredictable approval p 5.12 financially feasible. The latter (e.g., a typical Planned Unit Example Guidebook Development process) requires a very high tolerance for risk. Consequently, undefined development approval provisions force get a project approved, which may discourage development when the profitability of the end-product is not known. Additionally, businesses usually need space on a relatively short notice, particularly for start-ups, who will not have the time or resources to hire a team of professionals to navigate a process for obtaining may cause businesses to locate elsewhere. Goal 5.3: Conduct a thorough review of the City intake procedures for development projects, business permits, and fee structures w view toward adopti- permitting processes. Actions and Initiatives 1)Consider conducting customer service training for front desk personnel and other key staff members and implementing a survey tool to monitor customer satisfaction. 2) development review and permitting process with neighboring communities (e.g., Deer Park, Pasadena, etc.). If no such baseli comparison already exists, then the City should begin tracking the review time for different categories of permitting. Once the dat been collected, the City should hold monthly or quarterly meetin with the development community to review the benchmark data and obtain their feedback regarding their dissatisfaction with the development process. Feedback should be requested on how to improve both regulations and the process. Develop a short- and long-term action plan to resolve issues that do not compromise the integrity of the process or conformity with established regulations. Typically, the development community wants and needs consistency and predictability. So, in some cases, streamlining may not reso A well-designed development the issue. Sometimes, larger issues with the review process lie in the guidebook can faciliate improved subjectiveness of project approvals. This can be particularly evident outcomes (e.g., these pages from when trying to navigate the Planned Unit Development (PUD) Zachary, LA). process. Relevant feedback from this analysis should be presented to the Planning and Zoning Commission and City Council. Source: Kendig Keast Collaborative. 3)Complete the guidebook for the development community and residents to utilize during the development process. The guidebo should include descriptions of the types of applications availab flowcharts of each process, tables of submittal and hearing dates, details 5.13 2. tv Adopted July 20, 2009 FINAL DRAFT OCTOBER 22, 2012 as to where further information may be found, and other items pertinent to the successful navigation of the process. 4)Update the website to make it easier to access information requi the public to secure approval for projects. This could include Adobe PDF fillable application forms, expanded GIS data (e.g., locations a public infrastructure), etc. 5)Consider surveying applicants once the development process is co to determine and quantify overall satisfaction with the department and processes, and to gather feedback on suggested improvements. Focus Area 3 Expanded opportunities for higher quality industrial operations within City limits and the ETJ. La Porte is an industrial City. It is located just 25 miles from Houston and is located directly between the Barbours Cut and Bay to the north/south Interstate 45 corridor and the east/west Interstate 10 corridor is further served by more than 130 trucking lines provi all of the United States, Canada, and Mexico. The Union Pacific railroads, with rail hubs in Houston and other Texas cities, serve thousands 12 of miles of track and all Gulf Ports. Combine this with the fact that the Port of Houston is expected to increase its freight tonnage by 42 million tons by 13 tonnage); La Porte is well-positioned to be an ideal location for businesses in warehousing and manufacturing industries. It is precisely this reason why the City should maintain its focus on industrial economic development activities. With this being said, the U.S. manufacturing industry continues a transformation that has profound effects on the practice of econ development. It is forcing us to rethink what we mean by a ¦©z ©ä ,, how we measure economic impact, and how we design incentives. This in large part, because manufacturing employment continues to declint overstatement that an economic strategy built solely around manufacturing jobs may be destined for failure. For this reason, it is recommended to direct economic development efforts to a few key target industries that are industrial base. These target industries were identified by the Economic Development District (GCEDD) as being favorable for loc economic conditions: Biomedical/Biotechnical; 12 City of La Porte Economic Development website. 13 H-GAC Regional Goods Movement Study Final Report. Dec. 2011. 5.14 Chemical & Chemical Based Products; Fabricated Metal Product Manufacturing; and, 14 Machinery Manufacturing. Since the growth of clusters (e.g., biotech cluster) is signific local economic factors that can be modified or improved by local policy makers, it is critical that further evaluation is undertaken. However, (or targeted clusters) cannot, Conversely, new industrial development should be in conformance with the -, tourism-, and family-friendly community (see section on Vision in /w ¦·;© ). Achieving this business/tourism/family balance may require the City to think differently about its approach in the coming years. One of the primary ways to achieve this balance is to strengthen development regulations to implement the Business Park and Auto-Urban Industrial character areas. As detailed in the Appendix A, Future Consideration of Character-based Planning, business parks are primarily for office, medical, and technology/research uses, but can also incl industrial (including warehousing/distribution) when well screen buildings with enhanced materials and design. Business parks also have areas of common open space, extensive landscaping along the perimeters, special streetscape and design treatments at entries (and other areas), operations that are conducted indoors with limited or no outdoor storage or display. Auto-Urban Industrial, by contrast, is more typical of the industrial operations currently in existence within the City and the ETJ. They are characterized by large parking and storage areas (e.g., containe unscreened or lesser screened outdoor activities. For future developed areas, strengthened regulations should mitigate these areas thro landscaping and buffering standards, including screening of any activity and storage from the public rights-of-way and adjacent uses and properties. Key Planning Considerations Key Planning Considerations for expanding opportunities for high industrial operations within the City and the ETJ include: 14 The Gulf Coast Economic Development District conducted a regiona analysis to assess regional competiveness in attracting and retaining industry clusters. It revealed dominant clusters in the region as well as emerging or transforming. Gulf Coast Economic Development Distri 2009-2011 Comprehensive Economic Development Strategy. July 17, 2009. 5.15 2. tx Adopted July 20, 2009 FINAL DRAFT OCTOBER 22, 2012 1) Barbours Cut and Bayport Terminals. 2)Strengthened regulations for new Business Park and Auto-Urban Industrial development/redevelopment. 3)Pursuing and offering economic incentives for those industrial a (or targeted clusters) that complement the Ci Goal 5.4: Balance increased economic development incentives for industry (and targeted clusters) with improved regulatory provisions to p Actions and Initiatives 1)Strengthen the language in Development Agreements to require new industrial development in the ETJ to adequately screen operation storage areas from public rights-of-way, provide additional landscaping, etc.character and livability. 2)Continue to promote industrial development within the City and industrial districts in the Exterritorial Jurisdiction (ETJ). 3)Assess local economic factors to determine favorable conditions for locating identified industry clusters. This would include identifying the most appropriate target clusters, followed by surveys, interview focus group discussions with industry experts to identify their preferences. 4)Update the zoning and development codes to ensure higher quality standards are achieved for those uses that would be allowed in B Park and Auto-Urban Industrial areas. Additionally, provisions need to be strengthened to improve compatibility between areas of differing character and to achieve better community livability (see /w ¦·;© r [ 7 ; 7 5;Ý;¦;·, for additional information on needed regulatory improvements). Goal 5.5: Proactively prepare undeveloped (and appropriate) areas for future industrial development and target clusters. Actions and Initiatives 1)Proactively zone land within the City for needed commercial, office, and light industrial uses, as identified on a ¦ ur CÒ·Ò©; [ 7 ; t . In anticipation of the 45 percent increase in expected freight tonne, this is particularly important to pre-zone those areas designated as Business Park and Auto-Urban Industrial. 2)Market and provide incentives for these pre-zoned areas to create large- scale business parks. This could include incentives to install tic infrastructure needed for multi-lot developments, so that future individual businesses have shovel-ready lots where all that is remaining to do is to construct the building. 5.16 3)Consider facilitating the discussion with property owners, state county economic officials, and the Union Pacific Railroad, among others, to test the idea of creating a special logistics park in the vac bounded by State Highway (S.H.) 225 and S.H. 146 and adjacent to existing Union Pacific rail line. There are a number of distribu-related companies in the region. The key in maximizing this opportunity is for the City to go beyond warehousing to create opportunities to add value to the goods passing through the area. Specialized facilities that allow for easy off-loading of freight combined with special financial incentives for the modifications of imports and exports (such as through a Foreign Trade Zone) could be a key in making La Porte even stronger for value- added manufacturing and distribution. This would include: a.Facilitate discussion with state and federal officials on the process of creating a general-purpose Foreign Trade Zone, which can be sponsored by economic development corporations and typically involve public facilities that can be used by more than one firm are most commonly industrial parks used by small to medium sized businesses for warehousing/distribution and some processing/ 15 assembly. b.Facilitate rezoning and permitting the property to allow high-quality, large site industrial warehousing. c.Approach Union Pacific on the possibility of building special rail sidings (i.e., a low-speed track sections distinct from the main line to be used for loading and unloading freight) into a proposed park. 4)Work with large undeveloped landowners to discover their goals f property and help facilitate their goals in conjunction with the objectives of this plan or modify this plan to match mutual goals of the ow City. Focus Area 4 Continued focus on expanding retail and commercial service businesses within the City. One of the topics that came up repeatedly during the public participation process was a lack of commercial retail opportunities within the City. Indeed, 16 per capita retail sales in La Porte were $1,844 in 2007, which is significantly lower than the neighboring cities of Deer Park ($4,220), Texas City ($4,561), and Baytown ($7,024), and Harris County as a whole ($5,938). Thi that the City could potentially capture a higher level of spending by residents. Although most retail developers have sophisticated approaches for site selection, and are primarily driven by demographics, it is beneficial to bu 15 Trade Information Center. June 2000. 16 City of La Porte Economic Development Strategic Plan. Confirmed by the U.S. Census Bureau as the most recent year comparable numbers were av 5.17 2. tz Adopted July 20, 2009 FINAL DRAFT OCTOBER 22, 2012 relationships with these businesses. As mentioned in the La Porte Retail Development: Economic Development Strategic Plan, continued attendance at the Fairmont and Main Street International Conference of Shopping Centers (ICSC) and the ICSCxas Conference and Deal Making Event could provide increased Fairmont Parkway has been developing as the new location to bring future retail shopping opportunities to the City. (or relocation) of some of the Providing incentives to attract retail is already being done. Providing once anchors for Main Street, incentives for retail has its advantages and disadvantages; and including City Hall, the U.S. Post accordingly, only certain cities choose to do it. Though retail provides an Office, and many of the newer improved quality of life, increased tax revenues, and improves the retail businesses. As business property tax base on and/or near the operation, sales collected at these expanded on Fairmont Parkway, locations are often sent to a headquarters based elsewhere (and in business declined on Main some cases, out of state) and rarely are re-invested to expand the Street. operation or provide above-average wages to local residents. To this extent, most retail, but not all, cause local dollars to flow out of the local Today, there is opportunity to economy. Given the lack of retail opportunities in La Porte, however, it have complimentary retail in is important to pursue additional opportunities for attracting reta both locations. Main Street commercial service businesses to the City. This should include the offers a place well suited for entertainment, fine dining, neighborhood cafes, boutique new construction of retail/commercial office/regional entertainm shopping, and tourist-based businesses. businesses, all in an urban, pedestiran-scaled and walkable Outside of marketing, incentives, and other procedural streamlining environment. On the other measures, the Citydevelopment action may be hand, Fairmont Parkway has - developed as an auto-urban commercial corridor, which best set up shop where they are concentrated. Since La Porte serves the automobile and is less is constrained on one side by the bay, and since there is limited area left conducive to pedestrians and for residential development, the City should be smart and strategic with tourist-based businesses. regard to its zoning and development decisions so that there remains a sufficient area for higher quality (and in some cases, higher deity) Source: City of La Porte Economic Development Strategic Plan; modified residential development. by Kendig Keast Collaborative. Key Planning Considerations Key planning considerations for continuing the focus on expanding retail and other commercial service business include: 1)Analyzing demographic and retail market conditions to determine appropriate market segments for which to provide incentives. 2)Expanding the types of incentives and/or procedural streamlining to help attract retail and commercial service businesses. Goal 5.6: Increase retail and commercial service business opportunities through targeted incentives and streamlined permitting. 5.18 Actions and Initiatives 17 1)Consider the use of retail sales tax grants, which are tax rebates based upon a percentage of the sales and use tax received by the City sale of taxable items. The City may also condition the incentive upon the creation of employment, construction of improvements, certain development, continued operations for a specified period of time other public consideration. 2)Undertake a retail market analysis to help identify opportunities for The analysis should include a competition. The outcome of this analysis should be to develop a coordinated economic development strategy comprised of four main elements: retail development, tourism, a convention center (consistent with the available space at the soon-to-be-renovated Sylvan Beach Pavilion), and support for industry. Prepare to proactively market La Porte to identified market segments identified in the report. 3)Consider non-cash incentives for stimulation of new development/redevelopment of retail and other commercial service businesses, including such things as: a.Fast-track plan review and permitting (as staff work allows); b.Dedicated inspections; c.Corporate relocation assistance for employees and their families d.Employee recruitment and training, as funded through state grant programs and potentially San Jacinto College; e.Business promotion and assistance; and, f.Assistance with demolition of existing structures for redevelopm and new investment. 4)Implement the recommendations identified in /w ¦·;© r [ 7 ; 7 5;Ý;¦;· as it relates to housing development. This includes such things as encouraging life-cycle housing options in new developments, incorporating accessory dwelling units in the zoning ordinance, design standards for high-density residential development, establishing average lots size provisions, adding density bonuses, adopting a-right housing palette, among others, so that there is a sufficient and diverse housing supply (i.e., the rooftops needed to support retail expansion). 5)Look for ways to increase dollars available for retail spending. Some of the variables effecting increased retail dollars are number of d (i.e., roof tops), household income, cost of living expenses, an understanding of demographics. 17 Retail sales tax grants are authorized by Section 380.001 of the Texas Local Government Code. 5.19 2. t| Adopted July 20, 2009 FINAL DRAFT OCTOBER 22, 2012 Focus Area 5 Continued commitment to place-based Quality of Life Challenge economic development. One challenge facing local Businesses that do not depend on or need the local and regional governments in their endeavor to infrastructure established for the shipping and container indust accommodate future growth is the ports, state highways, railways and rail yards) will choose to locate ensuring an adequate quality of (or not choose to locate) in La Porte for a multitude of reasons. Years life for area residents and ago, these decisions were primarily related to location and costs of businesses. doing businesses. While these are still extremely important, the st business environment in the 21 Century has undergone drastic Public services such as health, changes as the national economy is transitioning from being safety, and education, along with manufacturing-based to service-based. Traditionally, economic amenities such as cultural and development was mostly focused on recruiting businesses to locat recreational opportunities, scenic your community. This approach depends heavily on large incentives, such as tax abatements, free land, and reduced costs for infrastructure. increasingly important factors in While these types of services certainly remain an important part the economic competition among overall business/industry attraction process, most organizations and within regions. this point. Fortunately, these are only the most basic tools in t economic development toolkit. Investments and public policies aimed at improving quality of life Nurturing and attracting talent is perhaps the most fundamental appear to have the potential to st for creating long-term sustainable economic vitality in the 21 Century. yield economic benefits by Much of this is due to the changing needs of U.S. employers as the maintaining or improving the goal implies more than workforce development and training. It al live and work. encompasses the idea of recruiting people. Source: 2009-2011 Comprehensive Economic Development Strategy, Gulf As denoted in /w ¦·;© { ¦w·decreasing Coast Economic Development District. rate of population growth signifies that the City will not meet the expectations established by the H-GAC 2035 Forecast due to limited Attracting Talent areas remaining for residential development, combined with a relatively low-density pattern of development that currently exists in National demographic trends, the City today (and is expected to continue in the future). Further, the most notably the aging of the 5;m© ¦wz- { ¦w· (i.e., 40 baby boomers, suggest that to 44 years and younger) are decreasing, while the older cohorts (i.e., demand for workers may soon 45 to 49 years and older) are increasing in size. This will result in an outstrip supply. As a result, competition for labor is expected sustainable workforce, La Porte should focus on attracting and to increase among companies as retaining younger workers. (see inset) well as communities. Focusing on the development, attraction, and The quality of e retention of talent should, and retain a younger demographic, as well as talent, in general. The therefore, be an important part of quality of schools plays a pivotal role in attracting families and any economic development strategy. major deterrent to moving to a particular community. As such, a Source: Kendig Keast Collaborative. community cannot afford to ignore its public schools. Higher edu 5.20 also plays a pivotal role. Not only must employers be assured of acce educated and skilled workers, but talented individuals are often drawn to places that offer access to higher education and related amenities. As a result, it is imperative that the City remains supportive of La Porte Independent School District (La Porte ISD) and San Jacinto Colle to ensure the City remains a more attractive option for new residents and employers. Increasingly, companies rely on the skills and talent of their w retain or gain a competitive advantage. Only recently have employers discovered that one way to tap into talented workers is by locat operations in communities with a strong sense of place. This is because communities offering a multitude of amenities are the ones attra ability of choices in housing, entertainment, culture, recreation, retail, and employment. In La Porte, the same assets that make it a desirable tourism and recreation destination enhance its quality of place. The historic Main Street, proximity to Sylvan Beach and the bay front, and the recently constructed Citywide trail system are attractive to residents and visitors alike. For this reason, as the City supports projects to revitalize Main Street, the greater Downtown area, and Sylvan Beach; improve its physical appearance; and expand the number of choices available, marketing these opportunities is of the utmost importance. Increasing the number of visitors to a expanding the population of La Porte is a necessary component of sustainin an enhanced quality of place. Key Planning Initiatives Key planning considerations for continuing to commit to place-based economic development include: 1)Strengthening partnerships with San Jacinto College as a means t conditions. 2)Developing a targeted tourism and internal / external marketing strategy. 3)Facilitating infrastructure improvements to enhance community livability. Goal 5.7: investing in the community and making La Porte an attractive place to live and work. Actions and Initiatives 1)Develop collaborative programs with engineering, business, and other projects that aid in the betterment of the community. Examples of such 5.21 2. ut Adopted July 20, 2009 FINAL DRAFT OCTOBER 22, 2012 design and planning, student consulting projects for area busine the City, internship programs with local employers, and communit service programs such as Habitat for Humanity or the Keep La Porte Beautiful Program. 2)Support the creation of a program designed to retain San Jacinto graduates and attract alumni. This program should involve the City, San Jacinto College, the Chamber of Commerce, and the La Porte Econo Development Corporation. The program could include scholarships to place graduates with area employers and provide incentives for them to remain in La Porte after graduation. The program should also include a marketing component to establish and maintain communication with San Jacinto College alumni to keep them informed of changes, and the opportunities and benefits of living in La Porte. This can be ac publishing a mont other people with ties to La Porte. 3) much wider role in the community as an economic development asse The City should explore ways it could partner with the college to help it carry out its goals and mitigate its challenges. In addition, the City Pedestrian Improvements Can should work to enhance San Jacinto Colleges student experience by Improve the Economic encouraging improved pedestrian infrastructure around the colleg Bottomline for Local Businesses and supporting programs that promote student involvement in the community (see inset). Utilizing representatives from San Jacinto College as a featured speaker at the Main Street Morning Brew is good beginning point for improving this relationship. 4)Develop a coordinated tourism strategy that goes beyond trying to attract visitors to the area, as this is not sufficien the tourism strategy should by local businesses, so that the full economic benefit can be realized by the City and area businesses. In coordination with area partn (e.g., the La Porte Bay Area Heritage Society), the City should In the City of Lodi, California, a series of public-private pedestrian- attract visitors, a retail strategy that provides outlets for visitors to oriented projects were completed spend money, and a marketing plan that effectively targets those along five street blocks (including groups who are likely to come to La Porte. widening sidewalks, bulb-out 5)Implement the recommendations identified in /w ¦·;© r intersections, and other [ 7 ; 7 5;Ý;¦;· as related to continued investment in improvements) and were credited Main Street, Sylvan Beach, bayfront, and the Downtown area, for a large economic turnaround. including establishing connections between the bayfront and the Vacancy rates dropped from 18 to Downtown area, developing a Downtown master plan, revising six percent and upon completion, regulatory provisions to ensure a strengthened urban character, the City saw a 30 percent increase in facilitating additional housing choice (e.g., residential over retail Downtown sales tax revenue. units), and continued pursuit of public/private bayfront Source: Alliance for Biking and Walking. development projects. Photos Source: LODI.Com 6)Implement the recommendations in /w ¦·;© r [ 7 ; 5.22 7 5;Ý;¦;· as related character and appearance overall livability. 7)Implement the recommendations in /w ¦·;© r /Òz·ä a,zz·ä as related to sidewalk and trail improvements. 8)Continue to pursue infrastructure and facility improvements on M Street and at Sylvan Beach. For Main Street, the City should bui the recent gateway and Five Points Town Plaza improvements to implement other pedestrian Sylvan Beach Pavilion improvements along the entire length of Main Street. For Sylvan Beach, the City should build off of the recent beach re-nourishment project and planned renovation of the Sylvan Beach Pavilion to determine other projects that will have a similar economic impact in these areas. These types of s can be significant economic development generators for the City (see inset). 9)Continue to sponsor festivals and events in Downtown and other parts of the City, including Christmas on Main Street, The La Porte by the Bay The Sylvan Beach Pavilion restoration project, like s Day concert, and Art Walk other historic preservation projects, may yield (see inset ), among others. significant economic development benefits for a 10)Promote Main Street as the primary entertainment community. Below are a few of the benefits: and retail destination for residents, students, and Historical designations improve property values tourists. Downtowns are typically the lifeblood of a Incentives for historic properties attract community, where residents, employees, and reinvestment tourists can be seen walking, shopping, entertaining, Historic building rehabilitation rebuilds Texas and dining. The recent improvements made along communities Main Street are a good start, but there are still significant improvements to be made. Preservation of historic properties creates jobs 11)Once the Sylvan Beach Pavilion is renovated, utilize 18 its historic status as part of an overall marketing History museums draw tourists and economic strategy for weddings, dances, and other community vitality to communities events (see inset). Historic preservation activities can Revitalization of Texas Main Street cities makes good business sense 19 development and overall livability. Additionally, continued support for implementing the Source: 18 The Sylvan Beach Pavilion is individually listed in the National Places (NRHP), as well as designated as a Recorded Texas Histori and a State Archeological Landmark (SAL). Letter from the Texas Historical Commission. 11/15/11. 19 The Center for Urban Policy Research at Rutgers University, Texa and The LBJ School of Public Affairs at the University of Texas Preservation at Work for the Texas Economy. 1999. 5.23 2. uv Adopted July 20, 2009 FINAL DRAFT OCTOBER 22, 2012 recommendations found in the San Jacinto Historic District Corridor Standards Report can help to bring in tourism dollars. 12)Maximize the recent improvements to Seabreeze Park and Sylvan Be by incorporating the City-owned property into an overall bayfront experience for the citizens of La Porte. 13)Fully implement the economic development internal and external marketing campaign envisioned in the La Porte Economic Developme Strategic Plan. La Por build consensus for a primary theme/message to market La Porte t will be shared by all community development, economic developmen is critical to identify target audiences and to focus efforts on th primary target audiences for La Porte should be: a.Local and regional business leaders who can influence business location and other investment decisions; b.Key allies, such as state and regional economic development organizations; c. d. The most important target audience for La Porte should be the pe and businesses who are already invested (either financially or emotionally) in the community (e.g., the Main Street Business Alliance). They are also the ones who represent La Porte on a daily basis i business and personal interactionsboth regionally and nationally. A sustained internal marketing campaign should be undertaken to generate and promote a positive image of La Porte. This includes publication. Making sure that existing residents and local business leaders have a positive image of the community is critical to th of any external campaign as these are the people who can best te La Porte story to the outside world. La Porte needs to set itself apart from the competition throughout the region. The most effective marketing strategies are those that p specific initiatives and opportunities. In other words, the vari audiences must be swayed by the message that their interests can be maximized by investing social and economic capital in La Porte. 14)To compensate for the closed w; . äw©; {Ò newspaper, the City should continue to pursue additional media opportunities to ensu residents are kept fully abreast of local government news. 5.24 I MPLEMENTATION C6 HAPTER N 3®¯¹N¶²§´N¹«º¹N¬µ¸º®N§N¼¯¹¯µ´N§¹NºµN®µ½N+§N/µ¸º«N¹®µ»²ªNª«¼«²µ¶N 2001 vs. 2012 Plan Comparison µ¼«¸Nº®«N´«¾ºNusN¿«§¸¹NN§´ªN¨«¿µ´ª NN6¯º®Nº®«N¼¯¹¯µ´N¯´N¶²§©« Nº®«N ©µ³³»´¯º¿N³»¹ºN´µ½Nª¯¸«©ºN¯º¹N¸«¹µ»¸©«¹Nµ¬Nº¯³«N§´ªN³µ´«¿NºµN 2001 2012 Update ¶²§´N¯³¶²«³«´º§º¯µ´ N$§©®Nµ¬Nº®«Nµ§²¹ N§©º¯µ´¹ N§´ªN¯´¯º¯§º¯¼«¹N Ch. 13, Implementation Ch. 6, Implementation ¯ª«´º¯¬¯«ªNº®¸µ»®µ»ºNº®¯¹N¶²§´N³»¹ºN¨«Nº»¸´«ªN¯´ºµN¹¶«©¯¬¯©N ¶¸µ¸§³¹ N¯´¯º¯§º¯¼«¹ N§´ªCµ¸N´«½N¹º§´ª§¸ª¹ N3®¯¹N©®§¶º«¸N «¹º§¨²¯¹®«¹N¶¸¯µ¸¯º¯«¹N§´ªN¹«º¹N¬µ¸º®N§N¶¸µ©«¹¹NºµN«´¹»¸«Nº®«N¶² ¯³¶²«³«´º«ªN§´ªN±«¶ºN©»¸¸«´ºNµ¼«¸Nº¯³« N 6.1 Introduction Implementation is a team effort, requiring the commitment and le of elected and appointed officials, staff, residents, business a and other individual and collective influences that will serve a this plan. This includes close coordination and joint commitment from local, regional, and state partners that significantly impact the futur of La Porte, including: Harris County; Texas Department of Transportation (TxDOT); Port of Houston Authority, and the Barbours Cut and Bayport Terminals; Battleground, Bayport, and South La Porte Industrial Districts; La Porte Independent School District (La Porte ISD); La Porte Economic Development Corporation; La Porte Redevelopment Authority; Bay Area Houston Convention & Visitors Bureau; La Porte-Bayshore Chamber of Commerce; San Jacinto College; Main Street Business Alliance; and, Other organizations, agencies, and groups. 6.1 FINAL DRAFT OCTOBER 22, 2012 Each chapter of this plan outlines specific issues to be address what is envisioned by community residents. In response are a large number of recommended actions that relate to regulatory changes, progra initiatives, and capital projects. While these recommendations a comprehensive and intended to be accomplished over the 20-year horizon of this plan, near-term strategies must be put in place to take the first step toward implementation. These strategies must then be prioritized decisions as to the sequencing of activities, the capacity to fu initiative, and the ability to obligate the necessary funding. Those deemed as top priorities and viewed as feasible in the short term are plac- year action plan. In addition to implementing these targeted str broader policies set forth by the plan text and maps may be used in making decisions related to the physical and economic development of th community. The purpose of this chapter is to integrate the elements of the provide a clear path for sound decision making. This chapter out organizational structure necessary to implement the plan, strategi directions and priorities for implementation, and a process for evaluation and appraisal of the plan to ensure it is kept releva 6.2 Methods and Responsibility for Implementation To be successful, the City should utilize this plan on a daily basis, and it should be integrated into ongoing governmental practices and programs. The recommendations should be referenced often and widely used to make decisions pertaining to the timing and availability of infrastructure improvements; proposed development/redevelopment applications; z change requests; expansion of public facilities, services, and p annual capital budgeting, among other considerations. Each Councilman, staff person, and member of boards, commissions, and/or committees has an obligation to use this plan in guiding their d plan is designed to guide the growth and economic development of community. It is intended to guide staff of all departments in managing their individual activities, annual work programs, and capital p The primary means of implementation include: Amendment of current and preparation of new land development regulations to ensure a quality and character of development that development ordinances, in particular, should be re-written to improve use compatibility, conserve natural resources and open space, preser character and integrity of neighborhoods and valued areas, improve the efficiency of facility and service provisions, and contribute to responsible pattern of urban growth. 6.2 Formation of policies, directly and indirectly, through recommendations by City staff, the Planning and Zoning Commission, other boards, and the decisions of the City Council. As new development/redevelopment is Council, must abide by the policies and recommendations of this plan. The text of this plan, coupled with the future land use, beautification, and thoroughfare plans, provides the requisite guidance for achi what has been envisioned by the residents and stakeholders of this community. Regular updating of a capital improvement program (CIP); a five-year plan identifying capital projects for street infrastructure; wat wastewater, and drainage improvements; park, trail, and recreati facility provisions; and other public buildings and municipal se These capital improvements must be coordinated with the objectives of this plan and implemented consistent with the future land use, beautification, and thoroughfare plans, and other relevant plans. Identification and implementation of special projects, programs, initiatives to achieve organizational, programmatic, and/or developmental objectives. These may include further studies, det area plans (individual neighborhoods or special districts), or i expanding upon key City programs. These tend to be more manager function, which may support or influence physical improvements o enhancements, but themselves focus on community betterment. 6.3 Plan Administration maintain a commitment for its ongoing, successful implementation. The committees, and organizations, will have essential roles in impl plan and, thus, ensuring its success. Education and Training Due to the comprehensive nature of this plan update, it is necessary to conduct individual training workshops with the Planning and Zoning Commission, City Council, and City department managers, as well as each of the other boards and committees who have a role in plan implementation. These are the groups who, individually and collectively, will be for implementation. The importance of their collaboration, coord communication cannot be overstated. The training initiative shou Discussion of the roles and responsibilities of each individual commission, board, or committee and their function in the organi A thorough overview of the entire plan, with particular emphasis segments that most directly relate to their charge. Implementation tasking and priority setting, allowing each group to establish their own one-, two-, and five-year agendas in coordination with the strategic agenda of the Mayor and City Council. 6.3 2. v Adopted July 20, 2009 FINAL DRAFT OCTOBER 22, 2012 Facilitation of a mock meeting to exhibit effective use of the pnd its policies and recommendations. A concluding question-and-answer session. Role Definition The City Council will assume the lead role in implementing this plan. Their chief responsibility is to decide and establish the priorities a by which each action will be initiated and completed. In conjunction wi City Manager, they must manage the coordination among the variou also responsible for the funding commitments required, whether it involves capital outlay, budget for expanded services, additional staffin studies, or programmatic or procedural changes. The hierarchy and roles of implementation are as follows: City Council Establishes overall action priorities and timeframes by which each action of the plan will be initiated and completed. Considers and sets the requisite funding commitments. Offers final approval of projects/activities and associated cost the budget process. Provides direction to the Planning and Zoning Commission and the City management and staff. Planning and Zoning Commission Recommends to City Council an annual program of actions to be implemented, including guidance as to the timeframes and priorit Prepares an Annual Progress Report for submittal and presentation to the Mayor and City Council. Ensures decisions and recommendations presented to the City Council This relates particularly to decisions for subdivision approval, site plan review, zone change requests, ordinance amendments, and annexati Ensures that the plan influences the decisions and actions of ot boards and committees. City Departments and Plan Administrator All departments are responsible for administering this plan, specifically as relates to their function within the organization. Many departme involved in the plan development process and are, therefore, fam content and outcomes. They must now be enrolled as implementers to ensure their budgets and annual work programs are in line with t The Planning Director will serve as the Plan Administrator and will role in coordinating among the various departments. 6.4 Intergovernmental Coordination Increasingly, jurisdictions are acknowledging that issues are re than local, in nature. Watersheds and other ecosystems, economic conditions, land use, transportation patterns, housing, and the growth and change are issues that cross the boundaries of the community and impact not only La Porte, but also Harris County and each of the other adjacent communities. As a result, the economic health of La Porte is partly reliant upon the county and neighboring communities, meaning that the success of one is largely dependent on and, thus, responsible fo of the other. Perhaps of greatest importance to the effective implementation o is recognition that all levels of government and the private sec participate. For example, the idea of improving the overall appearance of corridors in the City, for instance, will not be effective without the coordination of the Texas Department of Transportation (TxDOT), Harris County, and in large part, the private sector as new development or redevelopment occurs along these corridors. Strong intergovernmental cooperation will also be instrumental in effective implementation of this plan. Each of the governmental agencies s common interests and goals, including enhancing economic development and providing for quality housing, services, and infrastructure goals can be more effectively achieved through mutual cooperatio coordination. Recommended Strategies for Intergovernmental Cooperation Create an intergovernmental planning advisory council, which should include representatives from different entities and agencies inc the City, Harris County, Economic Development Corporation, La Porte, ISD, San Jacinto College, Port of Houston Authority, the industrial districts, and others. The council should meet quarterly to consider and act on projects and initiatives that are of mutual interest and Develop agreements with La Porte ISD to address potential joint acquisition of park land, improvement and maintenance of land and facilities, and use and management of areas and buildings. This could also include a joint agreement to construct and operate a natato 6.4 Implementation Strategies Shown in Table 6.1, Summary Action Plan, are the key strategies for implementation, with more detail found within the individual pla These strategies highlight the steps to be taken by the City, of coordination with other jurisdictions, organizations, or agencie designed to be kept up-to-date and used on an annual basis as part of the regular review process. Projects should be further prioritized into a five-year action plan. Each year, the projects that are substantially com 6.5 2. x Adopted July 20, 2009 FINAL DRAFT OCTOBER 22, 2012 be removed, with the corresponding years advanced one year and a fifth year of programmed actions added. In this way, this table may be ongoing basis and provided to the City Council to keep them apprised of the progress of implementation. Table 6.1, Summary Action Plan Priority Primary Action Items Chapter Reference Highest Priority Actions (in order of priority) Streamlined Permitting Process. Study existing development processes and regulations to determine a plan of action to resolve issues without 1 compromising the integrity of the process or enforcement of esta regulations. This also could include such things as fast-track permitting, assistance with demolition of structures, etc.. Public Safety Improvements. Continue to support an excellent system of public safety services. In addition, consder: expanding police, fire, and EMS personnel concurrent with popula growth; 2 constructing a new animal shelter; establishing a formalized replacement and procurement program for vehicles and major equipment; and, providing adequate funding for training and community education programs. Neighborhood Improvement Program. Develop a formalized neighborhood improvement program that ensures the quality of existing neighborhoods are maintained or improved over time. This would i additional planning (e.g., facilitating the development of 3 neighborhood plans) and technical support; development of a target-area community investment fund; streamlined regulations and processes (focsed to faciliate and incentivize reinvestment); and, development of an advocacy-based code enforcement program. Business Retention and Expansion Program. Improve efforts to maintain 4 relationships with existing businesses in order to determine pub strategies to overcome challenges or facilitate plans of expansi Continued on next page. 6.6 Table 6.1, Summary Action Plan Continued. Priority Primary Action Items Chapter Reference Highest Priority Actions (continued in order of priority) Park and Trail System Improvements. Improve the existing quality of existing parks and recreation areas through: adopting and implementing a parks-to-standard program; master planning for all new/revitalized park development; increasing the diversity of amenities; 5 improving accessibility and connectivity; establishing an on-line registration system for programs; adding neighborhood and community parkland in areas of need and concurrent with population growth; and completing the trail system per th. Market Retail Analysis. Undertake a market retail analysis separately or in 6 coordination with an update to the Economic Development Strategi Infrastructure Improvements. Continue to implement the er Master Plan, Water Conservation Plan, and Drought Contingency Plan. In addition, consider the followin completing the geographic information systems (GIS) utility mapp database; 7 conducting a system-wide condition analysis of all utility infrastructure to determine an appropriate short- and long-term plan of action to repair, rehabilitate, or replace existing utility infrastructure identifying and eliminating any dead-end water mains; and, studying to identify expanded opportunities for reuse of wastewater. Unified Development Code / Modification of Regulatory Provisions Prepare a Unified Development Code (UDC) to ensure an effective from comprehensive plan to the implementing regulations. Modifie provisions should include,but not be limited to: building placement, design, and materials; 8 parking lot, streetscape, and foundation landscaping; screening, lighting, and buffering; lot design and open space; street and pedestrian connectivity and access management; and, sidewalk design, placement, and amenities. Continued on next page. 6.7 2. z Adopted July 20, 2009 FINAL DRAFT OCTOBER 22, 2012 Table 6.1, Summary Action Plan Continued. Priority Primary Action Items Chapter Reference Highest Priority Actions (continued in order of priority) Downtown Master Plan. Prepare a master plan for the Downtown area, including Main Street and Sylvan Beach, the connections between, transition to adjacent areas. This includes: setting a clear and collectively supported vision; 9 determination of implementation framework to guide new/ reinvestment; and, coordinating with previous work completed on marketing and branding. Drainage Improvements. Continue to implement the recommendations identified in the Citywide Drainage Study. In addition, consider designing and constructing all future/redeveloped flood control 10 on-site drainage proejcts as community enhancements and/or recreational amenities; and, encouraging vegetative buffers along stream and other drainagewa Coordinated Tourism Strategy. Develop a coordinated tourism strategy to 11 Business Parks. Proactively zone and market areas for higher quality 12 business parks for those areas identified on the Map 2.6, Future Land Use Plan. Business Incubator. Establish a small business incubator site within the City in coordination with San Jacinto College Small Business Development 13 Center (SJC SBDC). Priority consideration should be given to loc site in Downtown or near San Jacinto College. Safe Sidewalks Program. Prepare a safe sidewalks program to identify 14 and correct unsafe and poorly maintained sidewalk segments at key locations throughout the community. Continued on next page. 6.8 Table 6.1, Summary Action Plan Continued. Priority Primary Action Items Chapter Reference Highest Priority Actions (continued in order of priority) Increasing Sustainability. sustainability, including: reaching the identified per capita water reduction targets; pursuing third-party certification (e.g., LEED-NC®) for design and construction of all new municipal projects; 15 offering tax abatement incentives for private-sector development registered with LEED or other similar sustainable design and construction programs; utilizing drought resistent landscaping for public improvement projects and providing incentives for private sector projects; a establishing community drop-off recycling locations in each park in the short-term and curbside recycling in the long-term. Strategic Corridors Program. Develop a strategic corridors program to 16 direct aesthetic and infrastructure improvements for those corri identified on a ¦ u r .; Ò·zEz- ·z t . Mid- to Long-Term Priority Actions (requires further prioritization in subsequent years) Community Enhancement. Partner with the Texas Department of Transportation (TxDOT) and the county to enhance the appearance existing corridors, gateways, interchanges, and bridges, as depi Map 2.2, Beautification Plan. This could include: strengthening ordinance 1501-II; developing corridor enhancement plans for the primary and secondary corridors identified on a ¦ u r .; Ò·zEz- ·z t ; partnering with area partners to determine other strategies for l improvement of the corridors; and, implementing a comprehensive wayfinding program. Scenic Texas Certification. Continue to make necessary improvements to achieve certification through the Scenic City Certification Prog sponsored by Scenic Texas. Continued on next page. 6.9 2. | Adopted July 20, 2009 FINAL DRAFT OCTOBER 22, 2012 Table 6.1, Summary Action Plan Continued. Priority Primary Action Items Chapter Reference Mid- to Long-Term Priority Actions (requires further prioritization in subsequent years) Revitalization Program. Develop a comprehensive revitalization program for those areas identified on Map 2.1, Rehabilitation Target Areas. This program should include: a detailed public participation process; the development of revitalization plans; and, remove regulary impediments to infill development, redevelopment and revitalization. Existing Street Connectivity Improvements. Work with public and private stakeholders to determine a plan of action and funding source to the additional connections on existing streets as identified on Map 4.1, Thoroughfare Plan. Signal Warrant Studies. Conduct signal warrant studies to determine if signals are warranted at the terminus of roads traversing and bo the Lomax Area and along Fairmont Parkway and Spencer Highway. Access Management Studies. Conduct access management studies along corridors of concern to identify and evaluate Transportation Sys Management (TSM) measures to enhance the capacity of the existin street system. Complete Streets Policy. Adopt a Complete Streets policy and commit to implemeting it during all new development/redevelopment projects. Expand Mass Transit Availability. Coordinate with area partners to determine the feasibility of additional bus stops and routes to increased ridership over time. Improved Mass Transit Quality. Improve the quality of each dedicated bus stop located within the City (e.g., installation of all-weather shelters, benches, ADA accessibility, online transit arrival information, Summer Youth Pass Program. Coordinate with the Harris County Office of Transit Services (and other partners) to implement a Summer Yout Program for high school-aged children to have unlimited access during the summer. Source: Kendig Keast Collaborative. 6.10 Table 6.1, Summary Action Plan Continued. Priority Primary Action Items Chapter Reference Mid- to Long-Term Priority Actions (requires further prioritization in subsequent years) Airport Master Plan. Update the Airport Master Plan which should include an: an operations plan; updated facilities and development plan; economic development strategy; and, overall site and landscape improvement plan. Facilitate Industry Clusters. Assess local conditions to determine favorable conditions for identified industry clusters. This includes: identifying appropriate clusters; and, conducting surveys, interviews, and focus group discussions. Logistics Park. Facilitate discussion with the Union Pacific Railroad (and others) to develop a special logistics park in the vacant area b State Highway (S.H.) 225 and S.H. 146 and adjacent to the existi This could include the creation of a general-purpose Foreign Trade Zone and development of special rail sidings into the proposed park. Source: Kendig Keast Collaborative. 6.5 Plan Amendment This plan must remain flexible and allow for adjustment to change over Plan Amendments time. Shifts in political, economic, physical, and social condit other unforeseen circumstances will influence the priorities of Minor Amendment community. As growth continues, new issues will emerge, while others Similar to what occurred in may no longer be relevant. Some action statements may become les 2005, City Staff should under practical, while other plausible solutions will arise. To ensur take another minor update continues to reflect the vision and remains relevant and viable revision sometime around 2015- time, the plan must be revisited on a routine basis, with regular 2016. amendments and warranted updates. Major Amendment Revisions to the plan are two-fold: minor plan amendments should By 2020-2021, the City should occur bi-annually and more significant updates handled every five years. undertake a complete rewrite of Minor amendments may include revisions to the future land use, this plan. beautification, or thoroughfare plan as the development/redevelopment pattern unfolds and enhancement 6.11 2. tt Adopted July 20, 2009 FINAL DRAFT OCTOBER 22, 2012 projects get implemented. Major updates will involve reviewing the base conditions and growth trends; re-evaluating the goals, policies, and recommendations; and formulating new ones in response to changing nee and priorities. Annual Progress Report A progress report should be prepared annually by the Planning an Commission, with the assistance of the Plan Administrator, and pto the Mayor and City Council. This ensures that the plan is regularly reviewed and modifications are identified for the minor plan amendment pr an essential part of this effort. The Annual Progress Report should include: 1)Significant actions and accomplishments during the past year, in the status of implementation for each programmed task. 2)Implementation constraints, including those encountered in administering the plan and its policies. 3)Proposed amendments that have come forward during the course of year, which may include revisions to the plan maps, or other recommendations, policies, or text changes. 4)Recommendations for needed actions, programs, and procedures to developed and implemented in the forthcoming year, including a recommendation of projects to be included in the CIP, programs a initiatives to be funded, and priority coordination needs with p private implementation partners. Bi-annual Amendment Process Plan amendments should occur on a bi-annual basis, allowing proposed changes to be considered concurrently so that the cumulative eff understood. The proposed amendment must be consistent with the g and policies set forth in the plan. Careful consideration should also be given to guard against site-specific plan changes that could negatively impact adjacent areas and uses or detract from the overall vision and c the area. Factors that should be considered include: 1)Consistency with the goals and policies of the plan. 2)Adherence with the future land use, beautification, thoroughfare, economic development, and parks and trails plans. 3)Compatibility with the surrounding area. 4)Impacts on infrastructure provision. 5)Impact on the ability to provide, fund, and maintain adequate services. 6)Impact on environmentally sensitive and natural areas. 7)Contribution to the vision of the plan and character of the comm 6.12 Five-Year Update/Evaluation and Appraisal Report Similar to the process that was undertaken in 2005, City Staff should undertake a more comprehensive evaluation in about five years. A report should be prepared by the Plan Administrator, with input from va departments, Planning and Zoning Commission, and other boards and committees. The report involves evaluating the existing plan and how successful it has been in implementing the vision and goals. purpose is to identify the successes and shortcomings of the pla what has changed, and make recommendations on how the plan should be modified. The report should review baseline conditions and assum about trends and growth indicators, and it should evaluate imple potential and/or obstacles related to any unmet goals, policies, recommendations. The result of the evaluation report will be a revised Comprehensive Plan. More specifically, the report should identify and evaluate the f 1)Summary of plan amendments and major actions undertaken over the last five years. 2)Major issues in the community and how these issues have changed over time. 3)Changes in the assumptions, trends, and base studies including t following: a.The rate at which growth is occurring relative to the projection forward in the plan. b.Shifts in demographics and other growth trends. c.The area of land that is still remaining vacant and its capacity to meet projected demands. d.Citywide attitudes and whether changes necessitate amendments to the vision and goals. e.Other changes in the political, social, economic, or environmental conditions that dictate a need for plan amendment. 4)Ability of the plan to continue to successfully implement the vi a.Individual statements or sections of the plan must be reviewed a rewritten to ensure that the plan provides sufficient information and direction to achieve the intended outcome. b.Conflicts between goals and policies that have been discovered i the implementation and administration of the plan must be resolved. c.The action agenda should be reviewed and major actions accomplished should be highlighted. Those not accomplished should be re-evaluated to ensure their relevancy and/or to revise them appropriately. d.The timeframes for implementing the individual actions should be re-evaluated. Some actions may emerge as a higher priority given new or changed circumstances, while others may become less important. 6.13 2. tv Adopted July 20, 2009 FINAL DRAFT OCTOBER 22, 2012 e.Based upon organizational, programmatic, and procedural factors, well as the status of previously assigned tasks, the implementat task assignments must be reviewed and altered to ensure timely accomplishment. f.Changes in laws, procedures, and missions may impact the ability achieve the goals. The plan review must assess these changes and their impacts on the success of implementation, leading to any suggested revisions in strategies or priorities. 6.14 REQUEST FOR CITY COUNCIL AGENDA ITEM Budget Agenda Date Requested:November 12, 2012 Source of Funds: General Funds Requested By: D. Wilmore Account Number: #001-9092-524-6021 Department: Planning Amount Budgeted:$75,000 Report: Resolution:Ordinance:X Amount Requested: Exhibits: List of Dangerous Buildings Budgeted Item:YESX NO Exhibits: Map of Locations Exhibits: Dangerous Building Inspection Reports Exhibits: Sample Condemnation Ordinance SUMMARY & RECOMMENDATION A regular Council meeting was held on October 8, 2012 to review the findings of the Dangerous Building Inspection Boardand a November 12, 2012 public hearing date was granted to consider formal action. Subsequent to this meeting, as required by Chapter 82, Article VIII of the Code of Ordinances, anotice waspublished twice in the Houston Chronicle. Also, certified and regular mail letters (including the inspection report and public notice) were mailed to the building owners, deed owners and other interested parties. The purpose of this public hearing is to receive property owner, citizen and staff comments as to why the buildings should or should not be condemned and demolished. Following the close of the hearing, Council will be asked to consider condemnation of the structures. At this time, updates include: 213 Bayshore Dr. (aka N. Bayshore Dr.); executed “voluntary consent to demolish” form, no Council action is needed so . th 129 N. 10Street (aka Hwy146 North–Old Happy Cajun);owner/realtor advise they have an earnest moneycontract that includes a 30-day feasibility study and subsequent Staff recommends continuing the publichearing for 90-days to 15-day closing date. allow interaction with the potential buyer and actual sale . nd 303 W. Polk St. (on same property w/115 N. 2St.); executed “voluntary consent to demolish” form signed by owner; however, deed revealed name of a deceased party and Staff recommends proceeding with the the will/probate process has not been done. condemnation process . The Board recommends passage of eleven (11) condemnation ordinances and granting a th 90-day continuance on the property at 129 N. 10 .The Finance Department has confirmed Dangerous Building Acct. #001-9092-524-6021has $75,000 in budgeted funds. Action Required by Council: th 1.Continue public hearing for a period of 90-days on the property located at 129 N. 10 Street 2.Consider approval or other action of ordinanceauthorizing condemnation of eleven (11) substandard buildings. Approved for City Council Agenda Corby D. Alexander, City ManagerDate SUBSTANDARD BUILDING LIST (Summer 2012 Group) 1)9510 Belfast Rd. (Single Family Dwelling in an R-1, Low-Density Residential Zone) HCAD:#084-294-000-0253 Legal Description:Blk. 15; Lot 253; Spenwick Place, S. 2 Improvements:$20,668 Taxes Owed:$3,264.60 (In October) Mowing/Clean-up:$1,705.00 (As of 08/02/12) Utility Billing:$450.20 Write-Off, Year 2009 2)2223 Underwood Rd. (Non-Residential Building in a GC, General Commercial Zone) HCAD:#023-141-000-0686 Legal Description:Tr. 490B-1; La Porte Outlots Improvements:$2,656 Taxes Owed:0 Mowing/Clean-up:$125.00 (As of 08/02/12) Utility Billing:$151.21 Write-off, Year 2000 3)1829 Valley View Dr. (Single Family Dwelling in an R-1, Low-Density Residential Zone) HCAD:#095-333-000-0033 Legal Description:Blk. 1; Lot 33; Greendale U/R Improvements:$26,131 Taxes Owed:$1,805.90 (In October) Mowing/Clean-up:$540.00 (As of 08/02/12) Utility Billing:$440.16Write-off, Year 2009 th 4)129 N. 10St. (Hwy 146 North) (Non-Residential Building in a GC, General Commercial Zone) HCAD:#023-183-050-0027 Legal Description:Blk. 50; Trs. 27-33; La Porte Improvements:$122,912 Taxes Owed:0 Mowing/Clean-up:0 (As of 08/02/12) Utility Billing:0 5)402 Bay Oaks Rd. (Single Family Dwelling in an R-1, Low-Density Residential Zone) HCAD:#063-021-002-0009 Legal Description:Blk. 2; Lot 9; Bay Oaks Improvements:$100 Taxes Owed:0 Mowing/Clean-up:0 (As of 08/02/12) Utility Billing:0 Substandard Building List, Summer 2012 Group Con’t….Page 2 6)3031S. Broadway (Old Highway 146) (Apartments in an R-3, High-Density Residential Zone) HCAD:#061-057-001-0013 Legal Description:Blk.1; Res. A3; Bayside Terrace R/P Improvements:$168,255 Taxes Owed:0 Mowing/Clean-up:0 (As of 08/02/12) Utility Billing:0 7)135 Pine Bluff St. (Single Family Dwelling in an R-1, Low-Density Residential Zone) HCAD:#058-012-008-0011 Legal Description:Blk. 8; Lot 11; Pine Bluff Improvements:$30,039 Taxes Owed:$3,105.67 (In October) Mowing/Clean-up:$ 595.00 (As of 09/21/12) Utility Billing:$ 360.79 Write-offs in 2010 & 2012 8)213 Bayshore Dr.(aka N. Bayshore Dr.) (Single Family Dwelling in an R-1, Low-Density Residential Zone) HCAD:#035-211-012-0001 Legal Description:Blk. 12; Lots 1-3; Sylvan Beach Improvements:$45,403 Taxes Owed:$904.27 (In October) Mowing/Clean-up:0 (As of 08/02/12) Utility Billing:$411.95 Write-off, Year 2012 9)508 Donaldson St.(aka S. Donaldson Ave.) (Single Family Dwelling in an R-1, Low-Density Residential Zone) HCAD:#006-123-000-0019 Legal Description:Blk. 33; Lots 19-26; Bayfront to La Porte Improvements:$87,069 Taxes Owed:0 Mowing/Clean-up:0 (As of 08/02/12) Utility Billing:0 10)111 S. Carroll St. ( Single Family Dwelling in an R-1, Low-Density Residential Zone) HCAD:#006-177-000-0006 Legal Description:Blk. 87; Lots 6,7; Bayfront to La Porte Improvements:$48,731 Taxes Owed:$13,945.45 (In October) Mowing/Clean-up:$3,875.00 (As of 08/02/12) Utility Billing:0 Substandard Building List, Summer 2012 Group Con’t….Page 3 nd 11)303 W. Polk St.(On same property w/ 115 N. 2St.) (Secondary Garage Apartment in aMSD, Main Street District) HCAD:#023-191-000-0032 Legal Description:Blk.58; Lots 32,33; La Porte Improvements:$45,952 (includes Duplex + Secondary Structure) Taxes Owed:$92.02 (In October) Mowing/Clean-up:0 (As of 08/02/12) Utility Billing:$260.33 (Account is active; no payment since Dec. 2011) th 12)318 N. 5St. (Single Family Dwelling in an R-1, Low-Density Residential Zone) HCAD:#023-204-080-0007 Legal Description:Blk. 80; Lots 7,8; La Porte Improvements:$30,173 Taxes Owed:$5,368.65 (In October) Mowing/Clean-up:$815.00 (As of 08/02/12) Utility Billing:$298.25 Write-off, Year 2007 13)500 W. Main St. (Non-Residential Building in the MSO, Main Street Overlay District) HCAD:#023-189-000-0021 Legal Description:Blk. 56; Lots 21-23; La Porte Improvements:$44,653 Taxes Owed:0 Mowing/Clean-up:0 (As of 08/02/12) Utility Billing:0 ORDINANCE NO. AN ORDINANCE DECLARING THE BUILDING(S) LOCATED ATTR. 490B-1, LA PORTE OUTLOTS,HARRIS COUNTY, TEXAS, TO BE IN FACT A NUISANCE; ORDERING SUCH BUILDING(S) CONDEMNED; FINDING THAT RICHARD P. GRIFFIN, PRES. % HEALTH & SAFETY MGMT. INC & JAMES H. GRIFFIN, MGR. % THREE POINTS INVESTMENTS, LTD.ARE THE RECORD OWNER(S) OF SAID PROPERTY; ORDERING THE SAID OWNER(S) TO ENTIRELY REMOVE OR TEAR DOWN SUCH BUILDING(S); ORDERING THE SAID OWNER(S) TO COMMENCE SAID REMOVAL OR DEMOLITION WITHIN TEN (10) DAYS FROM THE EFFECTIVE DATE OF THIS ORDINANCE; AND TO COMPLETE SAID REMOVAL OR DEMOLITION WITHIN FORTY-FIVE (45) DAYS FROM THE EFFECTIVE DATE OF THIS ORDINANCE;ORDERING THE DANGEROUS BUILDING INSPECTION BOARD TO PLACE A NOTICE ON SAID BUILDING(S); ORDERING THE CITY SECRETARY TO FORWARD A COPY OF THIS ORDINANCE TO SAID OWNER(S); PROVIDING FOR THE REMOVAL OF SAID BUILDING(S) BY THE CITY OF LA PORTE IF NOT REMOVED BY SAID OWNER(S) IN THE MANNER PROVIDED HEREIN; PROVIDING AN EFFECTIVE DATE HEREOF; AND FINDING COMPLIANCE WITH THE OPEN MEETINGS LAW. WHEREAS, the City Council of the City of La Porte, passed and approved Section 82- 472 of the Code of Ordinances, creating a Dangerous Building Inspection Board (the Board) to be composed of the Building Official or his duly authorized representative, the Fire Chief or his duly authorized representative, the Fire Marshal or his duly authorized representative; and WHEREAS, Section 82-474 (a) provides that: Whenever it shall come to the attention of the Board orany member thereof, by reason of the carrying out of the necessary duties of such member, or by reason of a complaint of any citizen of the City or of the City Council, that a dangerous building exists, the Board shall make a thorough inspection of such building(s); and WHEREAS, Section 82-474 (e) provides that: After the inspection provided for in this Section has been made, with or without the aid of experts, the Board shall report its conclusion in writing to each of the members of the City Council and to the City Attorney. Such report shall state the circumstances and the condition of Ordinance No. Page 2 the building(s) upon which such conclusion was based. The report shall be filed in all cases no matter what conclusion is stated by the Board; and WHEREAS, it has heretofore come to the attention of the Board that the building(s) located atTR. 490B-1, LA PORTE OUTLOTSwhich is further described as 2223 UNDERWOOD RD., Harris County, Texas,has become dangerous or substandard and thereby a public nuisance, as establishedin Section 82-473 of the Code of Ordinances of the City of La Porte; and WHEREAS, said Board has heretofore made and filed its written report, dated SEPTEMBER 10, 2012finding said building to be in fact a dangerous building; WHEREAS, City Council received such report, and ordered notice to the record owner(s) of said property, RICHARD P. GRIFFIN, PRES. % HEALTH & SAFETY MGMT. INC, whose address is 1245 W. CADINAL DR., BEAUMONT, TX 77705 andJAMES H. GRIFFIN, MGR. % THREE POINTS INVESTMENTS, LTD.,whose address is1245 W. CADINAL DR., BEAUMONT, TX 77705 that a hearing as provided in Section 82-477 of said Ordinance would be held at 6:00 PM on NOVEMBER12, 2012, at 604 W. Fairmont Parkway, at the Council Chambers, City Hall, City of La Porte, Texas, at which time the Council would hear evidence for and against the conclusions of the Board; WHEREAS, the City Secretary has heretofore served notice of said hearing upon said owner(s), by registered mail, return receipt requested, which return receipt indicated that said POST OFFICE RETURNED AS “REFUSED”ON OCTOBER owner(s) received said notice on 12, 2012(CADINAL ADDRESS) AND POST OFFICE RETURNED AS “REFUSED”ON OCTOBER 12, 2012(CADINAL ADDRESS)a date more than ten (10) days before the date set for said hearing; Ordinance No. Page 3 WHEREAS, at said date, time, and place, City Council met in regular session to conduct such public hearing, at which time evidence was presented both for and against the conclusions of the Board; WHEREAS, City Council, after due deliberation, and within fifteen (15) days after the termination of the hearing, is required to make its decision in writing and enter its order; and NOVEMBER12, 2012a day WHEREAS, City Council entered its order on which is within fifteen (15) days after the termination of the hearing; NOW THEREFORE: BE IT ORDAINED BY THE CITY COUNCIL OF THE CITY OF LA PORTE: Section 1.This Ordinance contains the Findings of Fact, Conclusions of Law, and orders of the City Council of the City of La Porte, based upon the evidence presented at said hearing. Section 2.Based on the evidence presented at said hearing, the City Council hereby adopts the attached report of the Board, in full, and incorporates such by reference herein as fully as though set out herein. Section 3.The City Council hereby finds, determines and declares such building(s) to be a publicnuisance, and orders such building(s) condemned. Section 4.The City Council hereby finds, determines and declares RICHARD P. GRIFFIN, PRES. % HEALTH & SAFETY MGMT. INC, who resides at 1245 W. CADINAL DR., BEAUMONT, TX 77705 andJAMES H. GRIFFIN, MGR. % THREE POINTS INVESTMENTS, LTD., who resides at1245 W. CADINAL DR., BEAUMONT, TX 77705 and is the record owner(s) of the property on which this building is situated, and that as such record owner(s), the said RICHARD P. GRIFFIN, PRES. % HEALTH & SAFETY MGMT. INCand JAMES H. GRIFFIN, MGR. % THREE POINTS INVESTMENTS, LTD.have been duly and legally notified of those proceedings. Ordinance No. Page 4 Section 5.The City Council hereby orders the RICHARD P. GRIFFIN, PRES. % HEALTH & SAFETY MGMT. INCandJAMES H. GRIFFIN, MGR. % THREE POINTS INVESTMENTS, LTD.to entirely remove or demolishsuch building(s), and further orders the said RICHARD P. GRIFFIN, PRES. % HEALTH & SAFETY MGMT. INCandJAMES H. GRIFFIN, MGR. % THREE POINTS INVESTMENTS, LTD.to commence such removal within ten (10) days from the effective date of this Ordinance, and to complete said removal or demolition within forty-five (45) daysfrom the effective date of this ordinance. Section 6.The City Council hereby orders the Board of the City of La Porte to cause a notice of the dangerous, unsanitary condition of the building(s) to be affixed in one or more conspicuous places on the exterior of the building(s), which notice or notices shall not be removed or defaced by any person, under penalty of law. Section 7.The City Council hereby orders the City Secretary to forward a certified copy of this Ordinance, to the record owner(s) of said property (the said RICHARD P. GRIFFIN, PRES. % HEALTH & SAFETY MGMT. INCandJAMES H. GRIFFIN, MGR. % THREE POINTS INVESTMENTS, LTD.)and to any and all lienholders or mortgagees, by registered mail, return receipt requested; file a copy of this Ordinance in the office of the City Secretary; and, publish in the official newspaper of the city a notice containing: 1) the street address or legal description of the property, 2) the date of the public hearing, 3) a brief statement indicating the results of the hearing, and 4) instructions stating where a complete copy of this Ordinance may be obtained. Section 8.Should the said RICHARD P. GRIFFIN, PRES. % HEALTH & SAFETY MGMT. INCandJAMES H. GRIFFIN, MGR. % THREE POINTS INVESTMENTS, LTD., not comply with the orders contained in this Ordinance relating to the removal or demolition of such building(s) within forty-five (45) daysafter hereof, then the City of La Porte shall enter upon the said premises with such assistance as it may deem necessary, and cause the said building(s) to be removed or demolished without delay, and the expenses of such procedure shall be charged against the saidRICHARD P. GRIFFIN, PRES. % HEALTH & SAFETY MGMT. INCand JAMES H. GRIFFIN, MGR. % THREE POINTS INVESTMENTS, LTD., record owner(s) of said property, and shall thereupon become a valid and enforceable personal obligation of said owner of such premises, andthe said City shall carefully compute the cost of such removal or Ordinance No. Page 5 demolition, which cost shall be hereafter assessed against the land occupied by such building(s), and made lien thereon. Section 9.The City Council officially finds, determines, and recites and declares that a sufficient written notice of the date, hour, place and subject of this meeting of the City Council was posted at a place convenient to the public at the City Hall of the City for the time required by law preceding this meeting, as required by the Open Meetings Law, Chapter 551, Texas Government Code; and that this meeting has been open to the public as required by law at all times during which this ordinance and the subject matter thereof has been discussed, considered and formally acted upon. The City Council further ratifies, approves and confirms such written notice and the contents and posting thereof. Section 10.This Ordinance shall take effect and be in force from and after its passage and approval. PASSED AND APPROVED this theday of ,2012. CITY OF LA PORTE By: Louis R. Rigby, Mayor ATTEST: Patrice Fogarty, City Secretary APPROVED: Clark T. Askins, Assist. City Attorney REQUEST FOR CITY COUNCIL AGENDA ITEM Appropriation Agenda Date Requested November 12,2012 Source of Funds:N/A Requested By:Patrice Fogarty Account Number:N/A Department:City Secretary Amount Budgeted:N/A ReportResolution:XOrdinance: Amount Requested: N/A Exhibit:Resolution Budgeted Item:YESNO SUMMARY & RECOMMENDATION According to H-GAC’s bylaws, the City is authorized to select one councilmember as a representative and one as an alternate to the H-GAC General Assembly and Board of Directors. H-GAC’s bylaws stipulate that the representative is also the General Assembly delegate; and as such, is also designated to serve on H-GAC’s Board of Directors. The 2013designated representatives begin their terms of office the first of January. The 2012representative is Chuck Engelken, and the alternate is Jay Martin. Both have indicated a willingnessto serve again should Council name them. Action Required by Council: Consider approval or other action of aresolution appointing one representative andone alternate to the H-GAC 2013General Assembly and Board of Directors. Approved for City Council Agenda Corby D. Alexander,City ManagerDate REQUEST FOR CITY COUNCIL AGENDA ITEM Appropriation Agenda Date Requested: November12, 2012 :N.A. Source of Funds Julian Garza Requested By: Account Number:N.A. Department: Planning Amount Budgeted: N.A Report: _X__Resolution: __Ordinance: ___ Amount Requested: _N.A. Budgeted Item: YES NO Exhibit: Interlocal Agreement for Drainage Improvements along P Street Crossing F101-06 SUMMARY On September 12, 2011, City Council authorized Klotz Associates to proceed with the first phase of the Battleground Estates Preliminary Engineering Design report. This phase was performed to evaluate the culvert restriction at North P Street and the F101-00-00 channel. The report concludedthat removing the dual 42 inch CMP restriction and extending the dual 8 foot by 10 foot box culverts would reduce the water surface elevation at P Street and upstream approximately 1,000 feet. Staff hasbeen working with Harris County Precinct 2 over thepast year in an effort to fund this project. Harris County Pct. 2 has agreed to partner with the City by funding construction of the improvements estimated at $85,000,on a not-to-exceed basis, while the City will be responsible for design and project management. The engineering services contract with LJA, Inc. for this project is also included on this agenda as a subsequent item for Council consideration. The agreement is scheduled for Harris County Commissioner’s Court in November for approval pending La Porte’s approval. _____________________________________________________________________________________________ Action Required by Council: Consider approval or other action authorizingthe Mayorto execute anInterlocal Agreementwith Harris Countyfor the construction of a culvert extension at P Street in the amount not to exceed $85,000. _____________________________________________________________________________________________ Approved for City Council Agenda ___________________________________________________________ Corby D. Alexander,City ManagerDate INTERLOCAL AGREEMENT FOR DRAINAGE IMPROVEMENTS ALONG P STREET CROSSING F101-06 STATE OF TEXAS COUNTY OF HARRIS This Agreement is made and entered into this ____day of 2012 _________________ , between the CITY OF LA PORTE, TEXAS, a political subdivision und State of Texas, (hereinafter "LA PORTE") and HARRIS COUNTY, TEXAS, a body corporate and politic under the laws of the State of Texas, (her Pursuant to the authority of the Texas Interlocal Cooperation Ac Texas Government Code, providing for the cooperation between loc parties hereto, in consideration of the mutual promises containe I. The purpose of this Agreement is to establish and allocate the responsibilities for design, construction and payment of costs associated with the installati consisting of drainage improvements along the P Street right-of-way at that point at which it intersects the F101-06 Drainage Channel, and located in the territorial limits of La Porte, Texas. The governing bodies of each party find that this Agreement is nbenefit of the public and that each party has the legal authority to perform angovernmental function which is the subject matter of this Agreement; furthermore, the governibodies of each party find that the performance of this Agreement is in the comm that the cost fairly compensates the performing party under this II. A.LA PORTE proposes to remove existing dual forty- and replace with dual eight (8) foot by ten (10) foot box culverts along the P Street right-of-way at C.A. File No.: 12GEN1601 that point at which it intersects the F101-06 Drainage Channel in La Porte (the B.LA PORTE shall be responsible for the design and engineering of necessary construction documents, including reports, specificati plans produced in connection with the design and engineering of shall be completed by January 31, 2013, and shall be made available to HA review and comment. If HARRIS COUNTY should desire to make changes to the design of the Project, the parties shall agree to meet as necessd finalize an agreed design for the Project. C.La Porte shall be responsible for the construction of the Projec will advertise the Project for bid and administer all phases of Construction of the Project shall commence on or before March 4, 2013 with substantial completion estimated for June 30, 2013. D.It is agreed by the parties that HARRIS COUNTY will be responsib and/or expenses for the Project up to a maximum of EIGHTY-FIVE THOUSAND AND NO/100THS DOLLARS ($85,000.00). The total of all costs and expenses of the Project that will be incurred by HARRIS COUNTY are not to exceed $85,000 COUNTY shall remit said $85,000.00 to LA PORTE no later than the construction commencement date of March 4, 2013. E.Should the cost of the Project and related expenses come in at l PORTE shall reimburse HARRIS COUNTY the difference, due and payable wi (30) days after completion of the Drainage Project. III. LA PORTE and HARRIS COUNTY have reviewed and approved this Agreement. Payments hereunder shall be from Prior to the execution of this Agreement, LA PORTE has been advised by HARRIS COUNTY, and LA PO Interlocal Agreement | 2 C. A. File No.: 12GEN1601 understands and agrees, such understanding and agreement being o this Agreement, that HARRIS COUNTY shall have available the total maximum sum of $85,000.00 specifically allocated to fully discharge any and all of its liabilities, which may be charged to HARRIS COUNTY. In no event will HARRIS COUNTY have any obligation under this Agreement to expend more than $85,000.00. This Agreement shall take effect upon execution by both signatories. IN WITNESS WHEREOF, the parties hereto have caused this agreemen their authorized officers the day and year first above written. Interlocal Agreement | 3 C. A. File No.: 12GEN1601 CITY OF LA PORTE By: Louis R. Rigby Mayor ATTEST: Partice Fogarty, City Secretary APPROVED AS TO FORM: Clark T. Askins City Attorney HARRIS COUNTY By: Ed Emmett County Judge APPROVED AS TO FORM: VINCE RYAN Harris County Attorney By Trevor Smith Assistant County Attorney C.A. File No.: 12GEN1601 Interlocal Agreement | 4 C. A. File No.: 12GEN1601 AUDITOR'S CERTIFICATE I hereby certify that funds are available in the amount of $85,000 to accomplish and pay the obligation of Harris County under the above referenced Agreement __________________________ Barbara J. Schott - County Auditor Interlocal Agreement | 5 C. A. File No.: 12GEN1601 THE STATE OF TEXAS § § COUNTY OF HARRIS § The Commissioners Court of Harris County, Texas, convened at a m Court at the Harris County Administration Building in the City of Houston, Texas, on the ________ day of ______________________, 2012, with the following members present, to-wit: Ed Emmett County Judge El Franco Lee Commissioner, Precinct No. 1 Jack Morman Commissioner, Precinct No. 2 Steve Radack Commissioner, Precinct No. 3 R. Jack Cagle Commissioner, Precinct No. 4 and the following members absent, to-wit: __________________________________, constituting a quorum, when among other business, the following ORDER APPROVING AND AUTHORIZING EXECUTION OF AN INTERLOCAL AGREEMENT WITH THE CITY OF LA PORTE FOR DRAINAGE IMPROVEMENTS ALONG THE P STREET RIGHT-OF-WAY Commissioner ____________________________ introduced an order an motion that the same be adopted. Commissioner _________________ the motion for adoption of the order. The motion, carrying with order, prevailed by the following vote: Yes No Abstain Judge Emmett Comm. Lee Comm.Morman Comm. Radack Comm. Cagle The County Judge thereupon announced that the motion had duly an carried and that the order had been duly and lawfully adopted. The order thus adopted follows: The City of La Porte and Harris County desire to establish and allocate the responsibilities for design, construction and payment of costs a of public infrastructure consisting of drainage improvements along the P Street right-of- way at that point at which it intersects the F101-06 drainage channel, and located in the territorial limits of La Porte, Texas. The governing bodies of both the City of La Porte and Harris County find that such an agreement is necessary for the benefit of the public and that each party has the legal authority to perform and provide the governmental function which is the subject matter therein; furthermore, the governing bodies of each party find that the C.A. File No.: 12GEN1601 performance of such an agreement is in the common interest of both parties; and that the cost fairly compensates the performing party. BE IT ORDERED BY THE COMMISSIONERS COURT OF HARRIS COUNTY, TEXAS THAT: Section 1: The recitals set forth in this order are true and correct. Section 2: County Judge Ed Emmett is hereby authorized to execute, for and on behalf of Harris County, an Interlocal Agreement with the City of La Porte for drainage improvements along the P Street right-of-way at the point of intersection with the F101-06 drainage channel, said Interlocal Agreement being incorporated herein by reference and being made a part hereof as though fully for word. C.A. File No.: 12GEN1601 REQUEST FOR CITY COUNCIL AGENDA ITEM Appropriation Agenda Date Requested: November 12, 2012 :GEN 957 Source of Funds Julian Garza Requested By: Account Number:050-9892-957-1100 Department: Planning Amount Budgeted: $53,425.00 Report: _X_Resolution: __Ordinance: ___ Amount Requested: _$53,425.00 Budgeted Item: XYES NO Exhibit: Agreement for Engineering Services Exhibit:Exhibitof Proposed Improvements SUMMARY On September 12, 2011, City Council authorized Klotz Associates to proceed with the first phase of the Battleground Estates Preliminary Engineering Design report. This phase was performed to evaluate the culvert restriction at North P Street and the F101-00-00 channel. The report concluded that removing the dual 42 inch CMP restriction and extending the dual 8’by 10’box culverts would reduce the water surface elevation at P Street and upstream approximately 1,000 feet. Staff hasbeen working with Harris County Precinct 2 over the past year in an effort to fund this project. Harris County Pct. 2 has agreed to partner with the City by funding construction of the improvements estimated at $85,000.00,while the City will be responsible for design and project management. The City contracted with LJA Engineering, Inc. for Engineering and Surveying services for drainage projects and thus was asked to submit a proposal for these services. LJA Engineering, Inc. proposes to provide engineering and surveying services at a cost not to exceed $53,425.00.The specific scope of this project includes preparation of a no impact analysis and design of an extension to the existing double barrel 10 foot by 8 foot reinforced box culverts. Project Benefits, Liabilities and Annual Operation Cost TheCity Wide Drainage Report identified F101-00-00 in Battleground Estates as the potential cause of structural flooding. These improvements are needed to reduce structural flooding in the areas. There are no annual operating costs associated with this project. _____________________________________________________________________________________________ Action Required by Council: Consider approval or other action authorizingthe City Manager to execute anagreementwith LJA Engineering, Inc. for the Engineering Design of a culvert extension at P Street in the amount of $53,425.00. _____________________________________________________________________________________________ Approved for City Council Agenda ___________________________________________________________ Corby D. Alexander,City ManagerDate REQUEST FOR CITY COUNCIL AGENDA ITEM Appropriation Agenda Date Requested: November12, 2012 :N.A. Source of Funds Julian Garza Requested By: Account Number:N.A. Department: Planning Amount Budgeted: N.A Report: ___Resolution: _X_Ordinance: ___ Amount Requested: _N.A. Budgeted Item: YES NO Exhibit: Resolution for Acquisition of Right-of-Way Exhibit: F216 Phase II Proposed Acquisition Resolution No. 2008-11 Exhibit: SUMMARY On September 22, 2008, Council approved Resolution No. 2008-11, prohibiting the issuance of building permits within an area designated for right-of-way acquisition associated with Harris County Flood Control District Project F216-00-00 Phase II watershed improvements. Since that time, the City was awarded a grant related to Disaster Recovery Supplement Program-Community Development Block Grant Contract No. 12-218-000-5518 for F216, Little Cedar Bayou Channel Improvements from approximately 450 feetSouth of Spencer Highway North to the North side of the North Madison Street Right-of-Way.The City will pursue fee simple land acquisition for this projectwith the intentto acquire undeveloped properties or properties with minimal improvements. The City will subsequently retain professional acquisition services to assist with these acquisitions. This Resolution authorizes the City Attorney to represent the City of La Porte in the acquisition of the property for this projectin conjunction with the subsequent professional acquisition services. _____________________________________________________________________________________________ Action Required by Council: Consider approval or other action ofaResolution authorizingthe City Attorney to represent the City of La Porte in the acquisition of the described property for the F216, Little Cedar Bayou Phase 2 Improvements. _____________________________________________________________________________________ Approved for City Council Agenda ___________________________________________________________ Corby D. Alexander,City ManagerDate F216 PHASE II - PROPOSED ACQUISITIONS 7 8 52651 650 649 81682683 684 6 5 88687 686 685 4 3 719 720 17718 2 # OWNER ADDRESS HCAD LEGAL DESCRIPTION HAZWASTE 1628 BIG THICKET DR 0240900220007LTS 7-10, BLK 722, LA PORTE 1 ENVIRONMENTAL, LLC CEDAR PARK, TX 78613 2 STACY LOWE & 1408 W MAIN ST 0240890190021LTS 21-23, BLK 719, LA KIM DEYOUNG LA PORTE, TX 77571 PORTE 3 STACY LOWE & 1408 W MAIN ST 0240890190025LTS 25&26, BLK 719, LA KIM DEYOUNG LA PORTE, TX 77571 PORTE 1 SHIRLEY FEINSTEIN & PO BOX 1970 0240890190027LTS 27-30, BLK 719, LA 4 MARLENE FRIEDMAN BELLAIRE, TX 77402 PORTE 5 LINDSAY & JENIFER PO BOX 1116 0240790860001LTS 1-16 & TRS 17-32 BLK PFEIFFER LA PORTE, TX 77572 686 & ABANDONED E 1/2 N 14TH ST, LA PORTE JAMES M JACKSON 435 BAYWOOD ST 0240780830001LTS 1-32, BLK 683, LA PORTE 6 LA PORTE, TX 77571 LOUIS C & ANNA M 604 S CLEAR CREEK DR 0240700500001LTS 1-10, BLK 650, LA PORTE 7 SPAUNHORST FRIENDSWOOD, TX 77546 722 8 CYNTHIA L COLVIN PO BOX 232 0240700510001LTS 1-32, BLK 651, LA PORTE & TRUST ROMAYOR, TX 77368 FOR CITY COUNCIL AGENDA ITEM REQUEST Appropriation Agenda Date Requested: November 12,2012 ______N/A___________ Source of Funds: Tim Tietjens Requested By: Account Number:______N/A__________ Department: Planning Amount Budgeted: _____N/A___________ Report: _ __Resolution: ____Ordinance: _X__ Amount Requested: ____N/A__________ Budgeted Item: YES XNO Exhibit:Ordinance842C Exhibit: Area Map SUMMARY & RECOMMENDATION rd, On July 32012, Council approved Ordinance 2012-3421 thatauthorized an Interlocal Agreement between the cities of La Porte and Pasadenatoreapportiontheextraterritorial jurisdictionalboundaries between the two cities. La Porte’s adjusted ETJ boundary will include an additional 75 acres of the Lyondell Chemical site located in the 12000 block of Bay Area Boulevard and removes a 100 acre site on the west end of the Bayport Industrial District adjacent to Willow Spring Gully,currently owned by the City of Pasadena. The attached ordinance updates the current industrial district ordinance by redefining the boundary of the Bayport Industrial District to reflect these changes. _____________________________________________________________________________________ Action Required by Council: Consider approval or other action of Ordinance 842-C to amendthe boundary of the La Porte ETJ within the Bayport Industrial District pursuant to theInterlocal Agreement between the Cities of La Porte and Pasadena. ______________________________________________________________________________ Approved for City Council Agenda ___________________________________________________________ Corby D. Alexander,City ManagerDate REQUEST FOR CITY COUNCIL AGENDA ITEM Appropriation Agenda Date Requested: November 12, 2012 _______N/A__________ Source of Funds: _Tim Tietjens______ Requested By: Account Number:_______N/A_________ Department: __Planning____________ Amount Budgeted: ______N/A_________ Report: _ __Resolution: ____Ordinance: _X_ Amount Requested: _____N/A ________ Budgeted Item: YES XNO Exhibits: 1.Ordinance 2.Industrial District Agreement 3.Land Swap Map 4.Lyondell Tract Map SUMMARY& RECOMMENDATION In January2012, Council conducted a workshop to review the concept of a swap of Extraterritorial Jurisdiction (ETJ) as part of aproposed interlocal agreement between the City of La Porte andthe City of Pasadena.Council subsequently authorized theinterlocal agreement with Pasadenain June of 2012,which callsfor each city to swap respective tracts of landwithin their ETJs (see Exhibit 3–Land SwapMap). OnOctober 30th, 2012,Pasadena City Council approvedOrdinance2012-168, which rescindsits boundaries acrossthe Lyondell Chemical Company tract thereby allowingLa Porte to include an additional 75 acres of property into an updated Industrial District AgreementwithLyondell Chemical Company (see Exhibit 4 –Lyondell Map). AnewIndustrial District Agreement (2007-IDA-29A) between the City of La Porte and Lyondell Chemical Company, incorporating the additionalLyondell Chemical Company acreage is hereby submitted for Council’s consideration. Staff recommends Council’s approval of Ordinance 2007-IDA-29A with Lyondell Chemical Company. _____________________________________________________________________________________ Action Required of Council: Consider approval or other action ofOrdinance 2007-IDA-29A authorizing a new Industrial District Agreement with Lyondell Chemical Company. Approved for City Council Agenda __________________________________________________________ Corby D. Alexander, City ManagerDate EXHIBIT A TO 2007-IDA-29A Being 100.0000 acre (4,355,782 square feet) tract of land situated in the George B. McKinstry Survey, A-47, Harris County, Texas, save and except a 10 foot strip of land annexed by the City of P situated north of and parallel to the south line of said tract, and being that 100.0000 acre tract of land conveyed to ARCO Chemical Company by instrument recorded under F728181 and Film Code 182-70-1786 of the Harris County Official Public Records of Real Properand being that 100.0000 acre tract of land being further identified as Tracts 1-1 & 10B-2, Bayport Section 1, U/R (Harris County Appraisal District Tax I.D. No. 100-515-000-0499), said 100.0000 acres (4,355,782 square feet) of land being more particularly described as follow BEGINNING at a point marking the northwest corner of the above described 100.0000 acre tract,said point being on the east right-of-way line of Bay Area Boulevard, based on 150 feet in width; THENCE, in an easterly along the north line of said 100.0000 acre tract, to the northeast corner 100.0000 acre tract, said point being on the west line of a Harris County Flood Control District Fee Strip, called Ditch C , Tract 2, recorded under File Number D23-38-0888 of the Harris County Official Public Records of Real Property; THENCE, in a southeasterly direction with the east line of said 100.0000 acre tract, same being the west line of said Ditch C , Tract 2, to a point 10 feet north of the southeast corner of said 100.0000 acre tract; THENCE, in a westerly direction, along the north line of a 10 foot strip of land annexed by the City of Pasadena and located north of and parallel to the south line of said 100.0000 acre tract to a point 10 feet north of the southwest corner of said 100.0000 acre tract, same being on -of-way line of said Bay Area Boulevard; THENCE, in a northerly direction along the west line of said 100.0000 acre tract, same being the east right-of-way line of said Bay Area Boulevard to the POINT OF BEGINNING. EXHIBIT "B" TO 2007-IDA-29A 1 inch = 600 feet LYONDELL CHEMICAL 100.0000 ACRE TRACT 1005150000499 SAVE & EXCEPT 10' STRIP NORTH OF & PARALLEL TO SOUTH LINE OF 100.0000 AC. TR. ANNEXED BY CITY OF PASADENA LEGEND LYONDELL CHEMICAL TRACT LA PORTE CITY LIMITS BAYPORT INDUSTRIAL DISTRICT LLEWOP Council Agenda Item November12, 2012 8. (a)Receive report ofFiscal Affairs Committee–Councilmember Engelken *********************************************************************************** Council Agenda Item November12, 2012 8. (b)Receive report ofLa Porte Development Corporation Board–Councilmember Engelken *********************************************************************************** REQUEST FOR CITY COUNCIL AGENDA ITEM Agenda Date Requested: November 12, 2012Appropriation Requested By:M. DolbySource of Funds: Department:FinanceAcct Number: Report:XResolution: Ordinance: Amount Budgeted: Attachments:Utility Billing ProceduresRequested: Budgeted Item(s): YES NO _____________________________________________________________________________________________ SUMMARY & RECOMMENDATION At the request of the City Council, staff is providing a report on the processes for utility billing, including payment schedules. Staff will be present to answer questions from City Council. ction Required by Council: A Receive report on the processes for utility billing, including payment schedules. Approved for City Council Agenda ___________________________________________________________ Corby D. Alexander, CityManagerDate City of La Porte Interoffice Memorandum To:Mayor and Council From:Michael G. Dolby, CPA,Director of Finance Date:November 12, 2012 Subject:Utility Billing Procedures The Utility Billing Procedures are as follows: Bills are mailed monthly to our water customers for our two billing cycles (3 and 4) Customers have fifteen (15) days to pay their bill. If payment is not made during the (15) days, the customer’sbill is considered delinquent anda10 percent penalty is added to their bill. We also send them a letter stating they are delinquent and services will be disconnected if payment is not made withinten(10) days. Following the 10 day period, if no paymentis made; services are disconnected and we add a twenty-five (25) dollar reconnect fee. Payments madewith check, credit card or cash areprocessed by: In Person at our UB Counter or through the drive-thru window Mail Automatic BankDrafting Online (Credit card or check) As an added convenienceto better serve our customers,the City has put in place the following services: Citizens can elect to receive e-notification of their water bills. Inquire/access account online Make payments online via check and credit card REQUEST FOR CITY COUNCIL AGENDA ITEM Agenda Date Requested: November 12, 2012Appropriation Requested By:Traci LeachSource of Funds: Department:AdministrationAcct Number: Report:XResolution: Ordinance: Amount Budgeted: Attachments:October2012 ReportRequested: Budgeted Item(s): YES NO _____________________________________________________________________________________________ SUMMARY & RECOMMENDATION At the request of the City Council, staff is providing an update of delinquent taxes paid for Council review. The report for October2012 is attached as an exhibit. Additional back up information is provided for each accountas well. Staff will be present to take note of any accounts that Council has questions about and will provide follow up as necessary. A ction Required by Council: None. Approved for City Council Agenda ___________________________________________________________ Corby D. Alexander, CityManagerDate Council Agenda Item November12,2012 9.ADMINISTRATIVE REPORTS (a) Building Codes Appeals Board Meeting –Tuesday, November 13, 2012 (b) Planning and Zoning Commission Meeting –Thursday, November 15, 2012 (c) Thanksgiving Holidays –Thursday, November 22, 2012, and Friday, November 23, 2012 (d) City Council Meeting –Monday, December 10, 2012 (e) Christmas Holidays –Monday, December 24, 2012, and Tuesday, December 25, 2012 10. COUNCIL COMMENTS regarding matters appearing on the agenda; recognition of community members, city employees, and upcoming events; inquiry of staff regarding specific factual information or existing policies–Councilmembers Leonard, Engelken, Mosteit, Clausen, Martin, Moser, Kaminski, Zemanek, and Mayor Rigby. 11.EXECUTIVE SESSION The City Council reserves the right to meet in closed session on any agenda item should the need arise and if applicable pursuant to authorization by Title 5, Chapter 551, ofthe Texas Government Code. 12. RECONVENE into regular session and consider action, if any, on item(s) discussed in executive session. *********************************************************************************** Council Agenda Item November 12, 2012 13.ADJOURN ***********************************************************************************