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HomeMy WebLinkAbout08-02-11 Planning and ZoningNotice is hereby given of a Special Called Meeting of the La Porte Planning and Zoning Commission to be held on August 02, 2011. at 6:00 P.M. at City Hall Council Chamnbere, 604 West Fairmont Parkway, Lm Porte. Texms, regarding the items of business according to the agenda listed below: l. Call to order I Administer Oath of Office to newly appointed members: Mark Folio (District 4), Helen LaCour (District 3), Phillip Hoot (At-Large 8) 1 Consider approval nf June 21.2Oi1, meeting minutes. 4. La Porte Comprehensive Plan Update A. Overview of Chapter 1. Plan Context ° Overview presentation ° Discussion and comment B. Land Use Planning Exercise i 20-year growth expectations; land use forecast ii Small group mapping exercise * Use/Character ofremaining development areas m |nfiUlaream w Redevelopment areas * Transportation improvements w Corridor enhancement areas and priorities iii. Group presentations C. Next Steps * Chapter 2, band Use and Character (to be submitted late August) * Next Planning and Zoning Commission meeting (scheduled for September 1 5 th ) 5. Administrative Reports 6. Commission Comments on matters appearing on agenda or inquiry of staff regarding specific factual information or existing policy A quorum of'Cio� Council members may be present andparlicipaluin discussionudurh�c, this ineeting; however, no action vwI 6u taken 6yCouncil. In compliance with the Americans/vith Disabilities Act, the 001 qf La Porte will provide jbrmasonable uccom/nooa/iom/ for persons oVonuimg public meetings. To better serve onomobus, /eq^cris o6ou6/ be received 24 hours prior m the /nou/ings. Please contact Pat }ogmo� 00�3eo,e/og<at281,470,5D/9. MAUIFI-MRI MM I certify that a copy of the August 02, 2011, agenda of items to be considered by the Planning and Zoning Commission was posted on the City Hall bulletin board on July 26, 2011. Patrice Fogarty, City Secretary I certify that the attached notice and agenda of items to be considered by the Planning and Zoning Commission was removed by me from the City Hall bulletin board on the day of 1 2011. MM Patrice Fogarty, TRMC, MMC City Secretary Date Posted Out of consideration for all attendees of the meeting, please turn off all cell phones and pagers, or place on inaudible signal. Thank you for your consideration. Form #2204 Rev. 12/2010 Submit to: SECRETARV OF STATE Statutory Documents section P 0 Box 13550 Austin, TX 78711 -3550 512- 463 -6334 Filing Fee: bone. This space reserved for office use Ci rdilliomlr l o[47 Dllwl fmi IN THE DAME AND BY THE AUTHORITY OF THE STATE OF TEXAS, 1, Mark Follis , do solemnly swear (or affirm), that I will faithfully execute the duties of the office of Planning and Zoning Commission District 4 of the State of Texas, and will to the best of my ability preserve, protect, and defend the Constitution and laws of the United States and of this State, so help me Clod. Signature of Officer State of Texas 1 County of Harris Sworn to and subscribed before rite this 2 (seal) day of August , 20 11 Signature of Notary Public or Other Officer Administering Oath Printed or Typed Maine Form 2204 2 l±orin 42201 Rev. 06/2009 Submit to: SECRETARY OF STATE Statutory Documents Section P 0 Box 13550 Austin, TX 7871.1 -3550 512- 453 -5705 512-475-2815 - Fax Filing Fee: None This space reserved for office use f ist f t 1, Mark Follis , do solemnly swear (or affirni) that I have not directly or indirectly paid, offered, promised to pay, contributed, or promised to contribute any money or thing of value, or promised any public office or employment for the giving or withholding of a vote at the election at which I was elected or as a reward to secure my appointment or confirmation, whichever the case may be, so help me God. Position to Which Elected /Appointed: Planning and Zoning Commission District 4 City and/or County: LaPorte, TX Harris County 4M MW x s 6 [ 11 1 Under penalties of perjury, I declare that I have read the foregoing statement and that die facts stated therein are true. Date: August 2, 2011: Signature of Officer Form 2201 Form 92204 Rev. 1212010 Submit to: SECRETARY O STATE Statutory Documents Section P O Box 13550 Austin, TX 78711 -3550 512 -4653 -6334 Filing Fee: ]Wane This space reserved for office use IN THE NAME AND BY THE AUTHORITY OF THE STATE OF TEXAS, 1 , Helen La Cour , do solemnly swear (or affirm), that 1 will faithfully execute the duties of the office of Planning and Zoning Commission District 3 of the State of Texas, and will to the best of my ability preserve, protect, and defend the Constitution and laws of the United. Mates and of this State, so help tie Cod. Signature of Officer State of Texas County of Harris Sworn to and subscribed before me this 2 (seal) day of August , 20 11 Signature of Notary Public or Other Officer Administering Oath Printed or Typed Narne Form 2204 2 Form 92201 Rev. 06 /2009 $ p OFFICERS NOT APPOINTED BY THE GOV This space reserved for office use �¢d! I, Hcicn La Cour , do solemnly swear (or affirm) that I have not directly or indirectly paid, offered, promised to pay, contributed, or promised to contribute any money or thing of value, or promised any public office or employment for the giving or witlxl -iolding of a vote at the election at which I was elected or as a reward to secure my appointment or confirmation, whichever the case may be, so help me God. Position to Which Elected /Appointed: P'lam and Zoning Commission District 3 City and/or County: La Forte, TX Harris Under penalties of perjury, I declare that I have read the foregoing statement and that the facts stated therein are true. Date: August 2, 2011 Signature of Officer Form 2201 2 1;orarn #2204 Rev. 12 /2010 Submit to: SECRLTARY OF STATE Statutory Documents Section P 0 Box 13550 Austin, TX 78711 -3550 512 -463 ®0334 Filing Fee- None This space reserved for office use 3 I l TI I i 3G W !. IN THE NAME AND BY THE AUTHORITY OF THE STATE OF TEXAS, I, Phillip Hoot , do solemnly swear (or affirm), that I will faithfully execute the duties of the office of Planning and Zoning Commission At Large B of the State of Texas, and will to the best of my ability preserve, protect, and defend the Constitution and laws of the United States and of this State, so help me God. Signature of Officer State of Texas County of Harris Sworn to and subscribed before me this 2 (seal) day of August , 20 11 Signature of Notary Public or Other (Ricer Administering Oattr Printed or Typed Narnc Form 2204 2 Forrn #2.201 Rev. O6/2009 j OFFICERS NOT APPOINTED BY THE I GOVERNOR This space reserved for office use 1, Phillip Hoot , do solemnly swear (or affirm) that I have not directly or indirectly paid, offered, promised to pay, contributed, or promised to contribute any money or thing of value, or promised any public office or employment for the giving or withholding of a. vote at the election at which I was elected or as a reward to secure my appointment or confirmation, whichever the case may be, so help me God. Position to Which Elected /Appointed: planning and Zoning Con2mission At Large B City and /or County: La forte, TX Harris C Under penalties of perjury, I declare that I have read the foregoing statement and that the facts stated therein are true. Date: August 2, 2011 Signature of Officer Form 2201 �, '� �� Present Minutes of June 21, 2011 Members Hal Lawler, Dottie Kaminski, Danny Earp, David Janda, 0oretta Finch, Kirby L|nsoomnbJc. and Lou Ann Martin. Les Bird. and Richard Warren. Assistant City Manager, Traci Leach� Planning Oinao1or, Tim Tletjems� City P|onmer, KNaaomd Malik; City Attorney, Clark Aakina; and Planning Assistant, Shannon Green. 1^ Call &morder Meeting called to order by Chairman Hal Lawler atS:O1p.m. 2, Consider approval mf April 21 meeting minutes. Motion by Dottie Kaminski to approve the regular meeting minutes of April 21, 2011. Second by Oonattm Finch. Motion carried. Ayes. Hal Lamler, Dottie Kambnsd, Donny Eorp, David Jonde, Duretta Finoh, Kirby LinmnombJc. and Lou Ann K8erdm. Nays: None Abstain: None 3. Lo Porte Comprehensive Plan Update Chairman Hal Lawler opened the discussion at8:05pm. Masood Malik, City Planner, reported summary of Comprehensive Plan Update kick-off and introduced the consultant to provide additional information about the project. A. Introductions Bet C.KeaotA|CP and Matt Buoohin.AC|PofKendingKeaat Collaborative welcomed everyone and began introductions with commission members. The City contacted H-GAC through their P|amGouroe program and selected this firm to assist the City ofLa Porte to prepare an update to its 2001 Comprehensive Plan. S. Overview enclosed materials * Organization and use — Provided organizational role ofPlanning and Zoning Commission and City Council for administering the Comprehensive Plan and its use for the betterment of the community. " Roles and reopomaibiNtiea — deacribed nz|ea and responsibilities of the City officials for establishing long-range policies for guiding growth and development of the community with Comprehensive Planning. C. Project Overview = Scope of services — Mr. Keast provided scope of services which includes citizen involvement, review existing information, y|am mahing, and deliverable approach. ~ Pnojectachedu|e — descdbedp jectnohedu|ewhiohvviUrunuptoK8ey2012, w Public involvement process — importance of public involvement and their input to this update is vital, ° Small Group intemiewa — There will be several small group interviews to solicit community input ko plan update. D. Discussion ° Community accomplishments — Since adoption of Comprehensive Plan in2OO1. community has accomplished several goals and further needs of tracking each activity taken to accomplish m specific objective of one specific goal. m |oougs andoppodunities — VVhetonecurrentioaueshsoing and opportunities available to the community. Planning and Zoning Commission Minutes of June 21.2811 Page 2of2 E. Next Steps m Chapter 1. Plan Context will be submitted inby mid July 2O11 for Commission's review. * Next Planning and Zoning Commission meeting will be scheduled for August 2' 4. Discuss Cost Estimates for concrete and asphalt streets along 16m Street area wfLaPorte. Masood Malik, City Planner, gave staff's report. Commission recommends the developer incur the costs to install the required roads, when the adjacent property is ready for development. G. Administrative Reports There were none. 6. Commission Comments There were none. A. Matters appearing on agenda B. Inquiry of staff regarding specific factual information or existing policy 7. Adjourn Motion by Dottie KaminskitoedjournNhenleetng Motion Carried. Chairman Hal Lawler adjourned the meeting at 8. Submitted by, Shannon Green Planning Assistant Approved on this __ day of 1 2811. Hal Lawler Chairman Planning and Zoning Commission CHAPTER I The La Porte 20,30 Comprehensive Plan is a 20-year master plait intended to s e) -o e as a i i of f icial public docuinent, adopted by the City Council, to guide policy decisions relating to the physical and economic developinent of the corninuni(y. In general, the plait indicates how the community desires to develop and redevelop over the course of the next tzven(y years. The original version of the comprehensive plait was adopted in 2001 after extensive community involvement. Since that tiTne, City Council and staff have been ijnplenienting that plan as intended. Even good planning, however, needs to be updated. To ensure the plait continued to represent the future of the counnunity envisioned in 2001, the plan recommended updates at a mininvan of five year intervals. In 2005, Chit staff evaluated the plait to update the goals and objectives, reflect progress and accomplishments, identifiJ goals that required attention or deletion, and to recommend any additional goals that were needed to better achieve the 2001 connnunity vision. In 2011, now 10 years into the implementation of the plan, City Council approved a second revision to the plan. Utilizing the firm foundations set in 2001, and as updated in 2005, this revision is more comprehensive in nature and includes an updated community vision to ensure that the Ciky is still nyoving towards afuture that represents the desires, needs, and aspirations of the conimunity. 1.1 Introduction 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 the future of the community; but it provides clear direction through specific A COMNAUNITY VISION FOR IA l'ORTE, TFAAS - 2010 UF'DATF' statements of action to achieve the desired results envisioned by citizens and the leadership of the community. |n that context, this plan intends tuanswer the following questions: * What are the adequate levels of public facilities necessary to meet the demands of future in-fill development and redevelopment; w What should the future development pattern look like in order to reflect the values nf the community; * How can we bast utilize some of our City's greatest physical myse1u |.e., parks and trails, Main Street, Sylvan Beach, and the bayfrmnt; * How can we improve the image and visual appearance of the community; and m How can we unify and mobilize our residents and leaders around a common vision and future direction? Planning koften the most direct and efficient way to involve members of the public in determining the future of their community. The process of plan preparation provides an opportunity for two-way communication between citizens and local government officials as to their vision of the community and the details of how that vision is to be achieved. The plan results in a 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 and redevelopment efforts. The plan also provides o means of coordinating the 6O3MNAQN|TYVISION FOR L{ PURTF.TEX8 ZUlUUPDAJE 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 City's comprehensive plan must be flexible in responding to changing conditions and needs, yet steadfast in its vision and support for the community goals and objectives. it is precisely for this reason, that this update is important. Since the original plan adoption in 2001, La Porte has been and will continue to be affected and shaped by some fairly significant internal and external influences, changing conditions, and changing priorities, including, but not limited to: Panama Canal Expansion Impacts. In 2447, the Panama Canal Authority started on an ambitious project to double the capacity of the Panama Canal by 2414 by allowing more and larger ships to transit from the Atlantic to the Pacific and vice versa. Although 1,744 miles and over three years away, this y tr project is already having significant influences on the City of La -JSh" Porte. With the Port of Houston's Barbour 's Cut and Bayport container terminals to the 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 Houston Ship Channel and the possibility of adding more rail lines. On the private side, it has been said that a significant number of new hotels rp have been constructed in La Porte over the past few years in order 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 IT development and inquiries for other prospective port supporting businesses. Outside of land use issues (Le., where will these be facilities placed ?), there will also be an increase in heavy truck traffic that will have a direct effect on the community and its major arteries (including State Highways 146 g a and 225, Fairmont Parkway, among others). Economic Sustainability. Economic sustainability was one of the topics that repeatedly surfaced during the Small Group Interviews. Many times 1 Port of Houston Website. http;// www. portofhoustoTi .com /geninfo /facilities.htmi. 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,cc m /I <trl< /story ?section =news/ local &id = 8210166. Retrieved 29 June 2011. A (C)k1h4L Nl IY VISION FOK LA P alp "I F. [. XAS - 2010 UPDA CF DRAFT JULY 15,2011 it was framed imthe terms ofalack of availability and diversity of commercial retail, restaurants, and other non-industry business opportunities vvhhio City limits. Concerns were expressed over the lack of choice (e.g, only one grocery stpre), about the amount of tax money being generated just outside of City limits (and conversely, not being generated to support the City of Lm Portc's tax base), and the apparent disinvestment of certain types of businesses (e.g, the recent closings of the automobile dealerships, among others). Finally, there was a general concern that there was not much that could be done to resolve these problems; that it was an unsolvable dilemma that has been and will continue to plague the community due to being |and'|ooked, not enough rooftops to generate commercial investment, and too much industry was deterring other forms of land use investment. m Need for a New Collective Vision. When the original comprehensive plan was adopted in 2001, theme was a defined consensus about what La Porte should be|* the future. The vision talked about ba Porte becoming a "first-class community" by focusing mn family and youth, committing to sustainobi|itV\ celebrating its history, balancing land uses, 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 City's cultural and recreational resources. However, during the public participation efforts of this update process, the members of the community made it abundantly clear that there is a need to once again seek unity asto their vision for the future mfLaPorte, Presently, there are diverging opinions on several fronts. DV way ofafew examples, many expressed great need for increased access and availability to commercial retail and other businesses within City limits, others felt those needs were sufficiently provided just outside City limits. Many expressed approval of the City's recent investment in the Main Street, while others felt that the City was not doing enough to bring back Main Street. The value and purpose of this plan is to reengage the citizenry and then refname a vision that will guide La Pmrte's future directions. m Need for More Resiliency Planning. In IOOD the Texas Gulf Coast was struck by Hurricanes Guutav, Dolly, and Ike, as well as Tropical Storm 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 Rita Each of those hurricanes caused damage to homes, personal property, businesses, and the environment. Out of those hurricanes, Ike caused the greatest impacts to La Porte (see inset next page), and in many ways A COMMUNII I'Y VISION F01" LA 1`0RIT TFXAS - 2010 UPDATE 4 Federal Emergency Management Agency (FEMA), Hurricane Ike Impact Report, December 2008, http : / /www.fema.gov /pdf /hazard /hurricane /2008 /ike/ impactreport.pdf. Retrieved 13 July 2011. 5 lbid, A COMMUNI 1"YMION FOR LA POR'TE, TEXAS - 2010 UPDATE DRAFT JULY l5.208 see whether mr not the community's vision and aspirations for the future have changed im the past decade. All combined, these influences and more, have the ability to change the character and heel of La Porte. So why is this update important? This mid-pla4 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) c6un8|n8 |mHmeoaes, conditions, and priorities; all to ensure that the quality of life continues to improve and sustain the citizens ofLaPorte. 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 community's capability 1m provide and maintain the necessary public services. This leads to the pivotal discussions about what is °best~ for the City and how everything from taxes to "quality of|ife" will be affected. 1.2 Demographic Economic, and Historical Snapshot Please see the following two 11xD' foldout pages for ademographic, economic, and historical snapshot of the City of La Porte. 1.3 Envisioning the Future Avislnn is the first step toward understanding the past, recognizing existing circumstances, collectively deciding on a preferred scenario, and setting o course of action for realizing what is envisioned in the future. This community vision documents citizens' expectations for "tommroxw" and forms a framework 6y which each individual element of this plan follows. It is long-range and intentionally idealistic aoa means to stretch the imagination of what is possible. Casting a vision allows the community to come together to decide what it will be like in2U years and to put e plan in motion to achieve it. ^ Michae| Chandler ioa planning consultant based in Richmond, Virginia. He is a former Professor and Community Planning Extension Specialist at Virginia Tech and co-founder of the Virginia Institute for Planning Commissioners. As part of the "visioning" process that occurred during the development of the original Comprehensive Plan, u consensus "vision" was developed and subsequently guided Council and staff policy and decision-making for the past 10 years. Evident today, however, is that the community is no longer in agreement as to the future directions. As such, a ~visioning" process was conducted during this update resulting in a new consensus vision; one that will continue tobe ref through the course of the planning process. The first step im the visioning process bto assess where the community had been in the past. This effort involved a review of the existing comprehensive planning and other demographic and socio-economic information (refer to the Demographic Snapshot). The profile offers a glimpse of where La Porte has been in the past and where it is today. This analysis set the tone for community discussions and the overall visioning effort. Stakeholder interviews. The vision development process consisted of several opportunities designed togenerate conversation among citizens regarding their current perceptions, but, more |mpnrtnmt|\\ their expectations for the future. The first opportunity was o series of interviews with community stakeholders, which occurred over the course of two days. In all, over 60 citizens participated in this process, including o session specifically designed to engage the community's youth. The purpose of these small group interviews was to su|idL the input of residents concerning common perceptions, issues, problems, opportunities, constraints, assets, and challenges of the Qty. This input was invaluable in understanding the underlying issues and needs of the community and, 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 industry leaders, major landowners and developers, and other community leaders. The input received through the imiendem process was used to formulate the Vision Statement outlined in this chapter, In addition, each of the -subsequent plan elements are specifically crafted to address the issues, problems, and improvement needs that were identified through the interviews. During the course uf each stakeholder interview, discussion was facilitated hn order to encourage and allow participants tn speak candidly, |nsome groups, discussions developed and took on o life ofits uvvn through the participants' own initiation; in other cases, a series of open-ended 4weoLlmns were asked A COMMUNITY VISION FOR, I_A, PORTE, 'I IXA� 2010 UPDATE DRAFT JULY 15,201| Au part of the visioning process, the La Porte Planning and Zoning Commission was also asked to provide their input on Lo PurLe's future; first, by using a single word to describe their vision of La Porto iu the future, and second, by going through o strengths, weaknesses, opportunities, and threats (SWOT) analysis. Their input is displayed in Figure 1.1 Planning and Zoning Commission Vls[um Participation, an the next page. Our Vision After assembling the ideas and aspirations heard during the public meetings, a new vision emerged 10 guide La Purte's future (see inset). This vision incorporates the shared understanding of the nature and DRAFT JULY IS, 20]l community's preferred future. Glimpse of Our Future Based upon our core aspirations and our vision, a snapshot of our future would look like this: Our economy is economically diverse and stable. VVe have facilitated new residential in-fill development that broadened our diversity of housing, brought in the needed "nooftops;" yet required them tobe designed inaway 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 share of spending by residents, workers, and tourists. Our workforce iswell-educated and highly trained, made possible by continued strategic partnerships between La Porte USD and Sam 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 and intergovernmental partners tm sustain and grow our economy by improving the movement of goods and people in m/uyu that embrace our community character and respect the value and enjoyment nf living and working in La Porte; vvhl|e at the same time, improving the appearance *f our corridors. A refocus on our historical roots increased tourism tothe 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 GO&ernMeflt has become a top notch municipal corporation, known for finding the right balance between progressiveness and |mmnvathnn in achieving our vision of highly livable, quality, and sustainable community, while remaining diligent with our tax dollars and strategic about our 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. m recreational fitness center on the west side of town). We continued our investment in the trail system by completing the remaining six miles of the 20 mile system. Now vve have a fully interconnected system nf 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 ofLa Porte. Our existing infrastructure has been maintained and well-planned mthat we continue to have adequate facilities and services. The transportation system has improved local and 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 has 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 business within City limits. Our character and appearance has continued to improve over the past 10 years through aggressive implementation uf our vision. First and foremost, m 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 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 reinvestment demonstrated to the private sector the community's resolve to achieve a highly livable, quality, and sustainable community, and resulted in increased private sector investment through such projects ax the Gateway Project to La Porte (Fairmont Parkway and Canada Road), and throughout 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 Contextual Framework What is the Purpose of this Comprehensive Plan This master plan bao important policy document because itis: = Visionary. |t lays out a broad, long-term vision with associated goals and recommendations regarding future investment, resiliency, and enhancement of the community; DRAFT JULY l3.2O1l m Comprehensive. h 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 w Shurt- mndLong-texmm.|t assesses near- and long-term needs and desires across a variety of inter-related topics that represent the key building blocks ofLa Porte (e.g.; land use, growth management, mobility, housing and neighborhoods, economic development, parks and recreation, utility infrastructure, and public facilities and services). m facilitate the adequate provision of transportation, water sewers, schools, parks and other public requirements. As seen in the inset, the City has codified the relationship between the guiding principles of the comprehensive plan and the implementing regulations. How to Use this Plain This master plan, ps embraced by both the community and its leadership, is envisioned tm take the City &o a new level in terms of its preparedness, livability, and the achievement of prioritized outcomes. However, it is important to understand that this master plan in and of itself is incapable of accomplishing the vision, strategies, and objectives articulated within. Rather, the plan is merely a guidance document for City officials and staff who must make decisions on m daily basis that will determine the future direction, financial health, resiliency, and ultimately, the look and feel uf the community. These decisions are carried out through: m targeted programs and expenditures prioritized through the City's annual budget process, including routine, but essential, functions such as code enforcement and other staff positions; * major Pmbiiu improvements and land acquisitions funded as capital outlays in the City's annual budget; * new and amended City ordinances and regulations closely linked to the master plan objectives (and associated review and approval procedures in the case of subdivisions and zoning matters); * departmental work plans and staffing im key areas; * the pursuit of external funding to Supplement local budgets and/or = initiatives pursued im conjunction with other public and private partners to leverage resources and achieve successes neither may accomplish alone. Despite these avenues for action, this master plan should not be considered a "cure a0~ for every problem. on one hand, this master plan primarily focuses on the responsibilities of the City in the physical planning arena, where it may have a more direct and extensive role than io areas such as education, social services, and arts and culture. As a necessity, this master plan remains relatively general in terms of its vision and policy statements; DRAFT JULY I3.20\ and while d may not touch on every individual challenge before the City, itb meant to motivate concerted efforts to move the community toward action and achievement of its stated goals and vision. It must also be pointed out that the full realization of the vision cannot be achieved by City officials and staff alone; rather, it will take an equal amount of initiation, motivation, and support from the residents who also believe in what the planned future will bring. It is also important todistinguish between the function ofthe master plan relative to the City's development regulations. The master plan recommends overall policy for future land use, community character, roads and utilities, parks and open space, and other aspects of community growth and development. The City's zoning and development regulations establish standards in conformance with the master plan for the physical subdivision of land, the |uyumL of new street and building sites, and the design and construction of roads, water and sewer lines, storm drainage, and other infrastructure. In other words, the master plan sets the direction, and the zoning and development regulations are m large part of how it is implemented. Nm-pal and Citizen Involvement —Early and Often Tu facilitate the process nf creating this master plan update, the City engaged KencligKeas1Collaborative, 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 bythe City's Planning and Zoning Commission, |n addition, the appointed board already has a nm|e in the zoning and land development. The ability 1u implement the master plan is directly correlated tothe sense cf ownership derived from the process. The master plan contains many components and serves numerous functions, such as providing information, identifying existing conditions Man cov Citizen Involvement —Early and Often Tu facilitate the process nf creating this master plan update, the City engaged KencligKeas1Collaborative, 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 bythe City's Planning and Zoning Commission, |n addition, the appointed board already has a nm|e in the zoning and land development. The ability 1u implement the master plan is directly correlated tothe sense cf 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 Fm|kjes and strategies. As graphically illustrated in Figure 1,2 Public 1mxm|xememt 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 meetings were open tu the public and posted on the City's vvebsite; project materials under consideration were made available to the general public pre-and post- meetings. Interviews. Input from the City's elected leadership was solicited to ensure the plan incorporates their values and directions for the future; as the community has already placed their trust in their guidance and decision-making abilities. Further, the City's elected leadership is e barometer of the area they represent. I(ey Personnel Interviews. Many interviews were conducted with department beads and other staff from key departments who have a role in implementing many of the components of the master plan. Small Group Chonrttes. Input from residents, hand and business owners, and City officials occurred through small group charret es that were held over the course of two days. These hour-long charrettes pushed attendees to think about the issues and future they envisioned, and the information obtained was used throughout the planning process. City Czwmc0 Involvement. [by Council briefings were held in October 2011 and February 2012 to update them on the activities to date. As not only the approval body, but also the chief implementing agent, the City Council was involved throughout the process. A priority-setting workshop with members of the Planning and Zoning Commission and City Council was held in February 2012 to engage in a discussion about the on-going process and to gather feedback. Analysis of the draft document allowed for establishing near- and long-term priorities for plan DRAFT JULY 15, 2011 implementation. The results of this workshop are incorporated into Chapter 6, Implementation. Over period of 10 months, a variety uf public outreach and involvement activities were completed, and individual elements of the master plan were drafted, reviewed, and refined to produce a document for public and official consideration. Throughout the process, citizens were able to review the latest updates oil the City's website and provide feedback 1u City staff. Residents were also able to voice support or opposition at the public hearing. One of the most important tasks imdeveloping a plan isto determine the key issues that the community needs to address. The reconnaissance efforts early in the process, combined with staff and citizen input resulted in a formulation of a list of priorities in which the remaining chapters of this plan address. These include: m Development of a Consensus Vision and Direction. As mentioned inthe Vision section of this chapter, the citizens and City officials once again needed to determine their preferred future. As such, a new ^visiooKn8" process was conducted during this update which resulted |n a new consensus vision. Quality of Life Improvements. Luring the public participation efforts, discussion routinely turned to the recent quality of life improvements, e.g., expansion of the . trail system, the new spray - ground - playground at Brookglen Park, improvements to the three civic and recreation centers, 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 owners 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. b m Addressing Mobility Issues. There are numerous challenges $ • -. that La Porte must face regarding its mobility system. The most significant is haw to accommodate increased truck traffic stemming from the expansion of the Panama Canal, while being responsive to residents' quality of life concerns regarding the same. Equally as significant, is the transition of j State Highway (S.H.) 145 into a six -lane, limited access segment of the Grand Parkway; a 170 mile third loop around the Houston metropolitan region. On a smaller scale, this s r 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. b £ y fr Future Direction -- Main Street. Like the Sylvan Beach area, Main Street and the downtown area, have a great ability to ; tttafi k change the fabric of the community and are an important part of the City's economic development efforts. As part of the City's 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 f , Yt f 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. A t 0MN iY VIS10N FOR A [ F- FFXAS - 2010 UN )ATE E m Future Direction — Sylvan Areas. The 2001 Comprehensive Plan referred to the bayfmont area as the City's "forgotten area." Recently, the City partnered with Harris County, the Texas General Land Office, and the Army Corps of Engineers tnrenourish and expand Sylvan Beach Park. The citizens loved the reinvestment and the youth indicated that it was one oftop places they could hang out in within the City. However, it was clearly articulated during the public participation efforts, that the community feels that the Sylvan Beach area has yet Lo reach its potential as atop regional tourism destination. A limitation often cited was a lack of "other" things to do near Sylvan Bench; no places to eat or shop. Further, both physical and cultural connections to the greater community could be made. Some view these factors as limiting La Porte from recapturing that "city 6y the sea" image. As part of this planning effort, important decisions must be made as to the future of this urea e.0, coordinating with the county to determine future of the Sylvan Beach Pavilion damaged by Hurricane Ike, 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 tobe further addressed in this plan. = Meeting Future Housing Needs /Aging Populations. La Porte's population, like the greater population in general, is growing older. As such, there will be an increased demand for adequate services and resources for "aging in p|ace." Problems in housing will become increasingly evident now that the first wave of baby-boomers is entering retirement; this is because Post-World War H suburban housing was primarily designed for young working families, not an older population. While the current housing stock inLa Porte does not meet the needs ofanaging population looking tm "age in place," there is an opportunity to facilitate new development (e.g, higher density, mixed use, residential housing areas that have universal design accommodations, low maintenance responsibilities, and walkable connections to La Pmrtc's main commercial areas) that may be better suited to accommodate this demographic shift. w Unifying the Two La Porte/s. During the public participation efforts, repeated conversations turned to the fact that there exists o separation of east and west La Porte. Often it was expressed in simple statements such as "the 3O,8DU residents on the west side ofLa Porte, 6o not even know La Porte exiutc° This was not e criticism of the people; rather, itis a broader indication that there is lack ofconnectedness between the mmvver neighborhoods in the west, and older well-established neighborhoods in the east that surround historic downtown and the bayfrnnt 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 inLo Porte understand and feel what it means tobe 'by the buy." � Continued Commitment to Long-Range Planning. The La Porte 2030 Comprehensive Plan (and the 28Q5 and 2Q1Oupdates) |saprincipal part of the City's overall planning process, which involves 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 bea continuous process to gather, evaluate and make informed decisions based upon constantly changing conditions. As such, the plan is intended to he reviewed annually, and updated at frequent intervals to maintain its accuracy and applicability to current conditions and characteristics of the community. At e 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.