HomeMy WebLinkAbout02-16-12 Regular, Public Hearing and Workshop Meeting of the Planning and Zoning Commission
City of La Porte Planning and Zoning Commission Agenda
RegularMeetingandPublic Hearing
Notice is hereby given of a of the La Porte Planning and Zoning
February16, 20126:00
Commission to be held on , at P.M. at City Hall Council Chambers, 604 West
Fairmont Parkway, La Porte, Texas, regarding the items of business according to the agenda listed
below:
1.Call to order
2.Consider approval of January19, 2012, meeting minutes.
3.Open Public Hearing to receive public input on Special Conditional Use Permit #11-91000007,
which has been requested by Billy Coleman of ACT Independent Turbo Services, Inc., on
behalf of PPG Inc., property ownerfor the property described as Pt. TRS 1, 2A, 2, 4, 4A, and
23D, Bayport U/R, Section 1, Richard PearsallSurvey, Abstract No. 625, La Porte, Harris
County, Texas. The applicant seeks approval of a permit for establishing a turbo machinery
repair services facility to be located along Bay Area Boulevard near Spencer Highway within
Planned Unit Development (PUD) district.
A.StaffPresentation
B.Proponents
C.Opponents
D.Proponents Rebuttal
4.Close Public Hearing.
5.Consider recommendation to City Council regarding Special Conditional Use PermitRequest
#11-91000007.
6.Open Public Hearing to receive public input regarding proposed regulations governing operation
ofGroup Care Facilities (a/k/a group homes, community homes, residential personal care
homes, living centers and assisted living centers).
A.StaffPresentation
B.Proponents
C.Opponents
D.Proponents Rebuttal
7.Close Public Hearing
8.Consider recommendation to City Council regarding amendments to Chapter 106 “Zoning” of
the Code of Ordinances, for the purpose of enacting regulations governing operation ofGroup
Care Facilities.
9.La Porte Comprehensive Plan Update
Overview of Chapters5 & 6,Economic Development & Implementation
Overview presentation
Discussion and comments
10.Administrative Reports
11.Commission Commentson matters appearing on agendaor inquiry of staff regardingspecific
factual information orexisting policy
12.Adjourn
A quorum of City Council members may be present and participate in discussions during this meeting;however,
no action will be taken by Council.
In 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 meetings. Please contact Patrice Fogarty, City Secretary, at 281.470.5019.
CERTIFICATION
I certify that a copy of the February16, 2012, agenda of items to be considered by the Planning and
Zoning Commission was posted on the City Hall bulletin board onthe ____ day of __________,2012.
Title: ______________________________
____________________________________________________
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.
Planning and Zoning Commission
Minutes of January 19,2012
Members Present:
Hal Lawler,Richard Warren, Mark Follis,Helen LaCour,Phillip Hoot, and Lou
Ann Martin.
Members Absent:
Danny Earp, Doretta Finch, and Les Bird.
City Staff Present:
Assistant City Manager, Traci Leach; Planning Director, Tim Tietjens; City
Planner, Masood Malik; City Attorney, ClarkAskins;Planning Assistant,Shannon
Green;Chief Building Official, Debbie Wilmore;
1.Call to order
Meeting called to order by ChairmanHal Lawlerat 6:06p.m.
Chairman Hal Lawler asked for a roll call of members.
Danny Earp, Doretta Finch, and Les Bird were not present.
2.Consider approval of November 17, 2011, meeting minutes.
Motion by Richard Warren to approve the minutes of November 17, 2011. Second by Helen
LaCour. Motion carried.
Ayes:Hal Lawler, Richard Warren, Mark Follis, Helen LaCour.
Nays:None.
Abstain:Phillip Hoot, and Lou Ann Martin
3.Open a Public Hearing to receive public input on Special Conditional Use Permit #11-
91000007,which has been requested by Billy Coleman of ACT Independent Turbo
Services, Inc., on behalf of PPG Inc., property owner for the property described as Pt. TRS
1, 2A, 2, 4, 4A, and 23D, Bayport U/R, Section 1, Richard Pearsall Survey, Abstract No. 625,
La Porte, Harris County, Texas. The applicant seeks approval of a permit for establishing a
turbo machinery repair services facility to be located along Bay Area Boulevard near Spencer
Highway within Planned Unit Development (PUD) district
Commission Member Mark Follis stepped down during item #3. Mr. Follis filed an Affidavit
providing notice of potential Conflict of Interest with the City Secretary’s Office prior to the
meeting.
Chairman Hal Lawler opened the Public Hearing at 6:11pm.
A.Staff Presentation
Masood Malik, City Planner,gave staff’s report.
The subject property (±40acres) is owned by PPG Industries, Inc. The tract in question is
located near theintersection of Spencer Highway and Bay Area Boulevard. The property
is surrounded by GeneralCommercial (GC) use district to the north along Spencer Highway,
Bay Area Boulevard to the east, undeveloped tracts to west and south along Bay Area
Boulevard.
The applicant seeks to develop an industrial complex with three turbo service warehouses,
shops, offices, and an administration building. Either sideacross a pipeline easement
running through the property will be incorporated into landscaping and drainage/detention
facilities along Bay Area Boulevard. An entrance to the proposed complex is shown along
southbound Bay Area Boulevard.
Prior to the meeting, Commission members received a handout from David Janda regarding
the development of ACT Independent Turbo Services.
Planning and Zoning Commission
Minutes ofJanuary 19, 2012
Page 2of 4
Phillip Hoot, Commission member, asked staff how the property is currently taxedand how
many people will be potentially employed.
Phillip Hoot voiced concern with turningdown manufacturing jobs. Mr. Hoot stated he would
like to see the facility move closer to Fairmont rather than Spencer. Mr. Hoot did not want to
see the City loose the potential tax dollars by denying the Special Conditional Use Permit
11-91000007.
Phillip Hoot stated he would vote in favor of the SCUP at this point.
Commission Members discussed possible truck route and the completion of Sens Road by
Harris County. Staff informed the Commission, Harris County has pulled the construction of
Sens Road fromtheir budget indefinitely.
Tim Tietjens, Planning Director, assured the Commission and applicant, the City would love
to have their business within the Cityof La Porte butwould rather see ACT in the Industrial
District.
Richard Warren likedthe possibility of jobs but noted the Comprehensive Plan and the Land
Use Planshould be considered.
B.Proponents
Willis (Billy) Coleman of ACT Independent Turbo Services, Inc, spoke in favor of the
Special Conditional Use Permit. Mr. Coleman informed the Commission their plan is to
expand the company and double their now80 employees,within five years. Mr. Coleman
stated they were not building a truck terminal business.
Thomas Norbit, PPG representative, spoke in favor of the Special Conditional Use
Permit. Mr. Norbit stated as long as PPG was operating, they would not sellit for
residentialdevelopment. The property in question currently has an Agriculture
Exemption. Mr. Coleman stated the City stands to gain revenue in taxes and higher
paying jobs.
Chuck Rosaof 812 S Virginia,spoke in favor of all property owners being allowed to do
what they want with their property. Mr. Rosa informed the Commission he wanted the
Chairman replaced.
C.Opponents
There were none.
D.Proponents Rebuttal
There were none.
4.Close Public Hearing.
Chairman Hal Lawler closed the public hearing at 7:15pm.
Chairman Hal Lawler called for 5 min break at 7:17pm.
Chairman Hal Lawlercalled the meeting back in session at 7:22pm.
5.Consider ecommendation to City Council regarding Special Conditional Use Permit
r
Request #11-91000007.
Motion by Phillip Hoot to recommend to City Councilapproval of Special Conditional Use Permit
#11-91000007, for establishing a turbo machinery repair services facility to be located along Bay
Area Boulevard near Spencer Highway within a Planned Unit Development (PUD) District.Second
by Richard Warren. The motion carried.
Planning and Zoning Commission
Minutes ofJanuary 19, 2012
Page 3of 4
Ayes:Richard Warren, Mark Follis, Helen LaCour. Phillip Hoot, and Lou Ann Martin.
Nays:Hal Lawler
Abstain:None
After furtherdiscussion, Commission members directed staff to forward Special Conditional Use
Permit11-91000007to City Councilfor approvalwith the expectation City Council will consider
the following:
1.Approve as recommended by Planning & Zoning Commission
2.Deny the SCUP
3.ApprovetheSCUP with staff’s recommendations
4.Refer the SCUP back to thePlanning &Zoning Commission for further review
ChairmanHal Lawler directedstaff to call a mandatory workshop to further educateCommission
Members onthe importance of ethics.
6.Open Workshop to discuss proposed regulations on group care facilities (a/k/a group
homes, community homes, residential personal care homes, living centers and assisted
living centers) housing three (3) persons or less.
Chairman Hal Lawler opened the public hearing at 6:08 pm.
B.Staff Presentation
Debbie Wilmore, Chief Building Official, provided the Commission with staff’s reportby
recapping the October 20, 2011, and November 17, 2011workshop information and
discussions
Ms. Wilmore also reminded the Commission that currently under State and Federal laws,
group homes are considered “protected” and cannot be excluded in residential zones.
Existing city regulations prohibit “group homes” so these regulations need to be updated
to prevent conflict with State and Federal laws. The Commission has the opportunity to
recommend conditions or criteria as part of the ordinance update.
Commission members had no changes and asked staff to bring back as a Public Hearing
to the February 16, 2012 Planning & Zoning Meeting.
7.La Porte Comprehensive Plan Update
A.Overview of Chapter 4, Community Mobility & Draft Thoroughfare Plan
Chapter 3, Infrastructure & Growth Capacity including Public Safety was reviewed at the November
17, 2011, meeting. Chapter 4, Community Mobility and Draft thoroughfare Plan received earlier this
month was distributed to other City Department heads for review.
Matt Bucchin, of Kendig Keast,gave a power point presentation of Chapter 4outlining focus area,
goals, actions, and initiatives. Chapter 4(Community Mobility) is a consolidation of transportation
and Thoroughfare System of theprevious plan chapters.Comments and suggestions will be
incorporated to the plan.
Next step is submission of Chapter 5 (Economic Development) and Chapter 6 (Implementation)
for joint P&Z and City Council meeting on February 16, 2012.
8.Administrative Reports
Masood Malik invited Commission Members to theNorthside Neighborhood Update Plan Meeting
at the JennieRiley Center January 24, 2012 at 6:00pm.
Planning and Zoning Commission
Minutes ofJanuary 19, 2012
Page 4of 4
9.Commission Comments on matters appearing on agenda or inquiry of staff regarding
specific factual information of existing policy.
Philip Hoot informed the Commission; he attended the previous Northside Update Meeting and
thought it was very good.
Richard Warren thanked everyone for attending. Mr. Warren felt there was a lot of confusion and
in the future asked the Chairman to call for a short recess.
Lou Ann Martin agreed with Mr. Warren. Ms. Martin stated, when acting as Commission Members
we should not letour professional lives interfere.
10.Adjourn
Motion to adjourn byMark Follis. Second byPhillip Hoot.The motion carried.The meeting
adjourned at9:06p.m.
Ayes:Hal Lawler, Richard Warren, Mark Follis, Helen LaCour. Phillip Hoot, and Lou
Ann Martin.
Nays:None
Abstain:None
Submitted by,
Shannon Green
Planning Assistant
Approved on this day of , 2012.
Hal Lawler
ChairmanPlanning and Zoning Commission
Staff Report, 2012
February 16
GROUP CARE FACILITIES
Zoning Ordinance Amendments
Public Hearing
Background
Group care facilities (aka group homes, community homes, residential personal care homes,
living centers and assisted living centers) are a vital part of today’s society and the industry is
growing rapidly.These facilities currently existwithin our City’s neighborhoods (including
deed restricted areas) and the need for their registration and/or supervision by governing state
agencies is based upon the number of residents they serve.
Last year, following the receipt of allegations regarding “improper care of a family member”,
Police Department personnel discovered the City has no existing regulations providing them with
right of entry. At that time, they asked for Planning Department assistance in approaching City
Council about potential zoning regulations to assist with these matters. In September 2011,
Council directed Planning Department staff to forward the matter to the Commission for their
review and recommendation.
As discussed at the two workshops (October 20, 2011 & January 19, 2012) and a previous public
hearing (November 17, 2011), current zoning Sect. 106-331, Table A identifies group care
facilities [SIC Code #8361 –Residential Care] as “conditional” in a high-density residential (R-
prohibits
3) zone and the facilities inboth low-density (R-1) and mid-density (R-2) zones.
However, this prohibition can conflictwith Federal Fair Housing laws if otherwise legally
permissible facilities are operated in residential areas, in many situations.
The proposal before you is not intended to prohibit or deter the use of the property as a group
home. In fact, the requirement would benefit the community’s public health, safety and welfare
by providing city personnel right of entry (i.e. fire and building inspections to ensure safe
habitability; police access to investigate public safety concerns) and obtaining critical facility
information (i.e. maximum resident numbers, contact information, etc.).
Commission comments from both previous meetings are included in the report/backup.
Existing Requirements
Sect. 106-1. Definitions.
Group care facilitiesmeans residential facilities designed to provide a transition from traditional
treatment facilities to normal daily living for special populations such as the mentally retarded,
physically handicapped, or substance users. These facilities include but are not limited to half-
way houses and group homes.
Group Care Facilities
Zoning Ordinance Amendment
Page 2of 12
Sec. 106-331. Table A, residential uses.
A—Accessory uses (subject to requirements of section 106-741)
C—Conditional uses (subject to requirements of sections 106-216 through 106-218 and
designated criteria established in section 106-334 as determined by the planning and zoning
commission).
*—not allowed.
Uses (SIC Code #)Zones
R-1R-2R-3MHLL
Group care facilities no **C**
closer than 1,000 feet to a
similar use 836)
Freestanding on-premises See article VII of this chapter
identification sign;
townhouses, multi-family
developments, group care
facilities, subdivisions,
education and religious
facilities
Home occupationsAAAAAA
Sec. 106-332. -Interpretation and enforcement.
Property uses, except as provided for by section 106-331, Table A, are prohibited and constitute
a violation of this chapter.
Sec. 106-333. -Table B, residential area requirements.
(a)Table B, residential area requirements.
Uses Min. Minimum Minimum Yard Maximum Minimum Minimum Maximum
Lot
8 Lot Lot Setbacks L.F. F.R.S. Height Site Dev. Open Coverage/Min.
Area Width 2, 3, 4, 5, 6, 10, 11, Area/Unit Space/Unit Landscaping
/D.UL.F. 12,13,14,15 S.F. 5 S.F. Required 9,19
. S.F.
Group care 25-20-1025 Ft.N/AN/AN/A/6%
facilities (less
than 6) and day
care homes
Freestanding See article VII ofthis chapter
on-premises
signs
Group Care Facilities
Zoning Ordinance Amendment
Page 3of 12
Sec. 106-874. -On-premises signs.
(a)Freestanding on-premises signs.
(2)R-1, R-2, R-3, and MH districts.
a.One freestanding identification sign is permitted fortownhouses, multifamily
developments, group care facilities, subdivisions, education and religious facilities.
b.For a bed and breakfast facility one sign not exceeding three square feet in area
and nonilluminated shall be allowed. This sign may be either mounted on the building
or located in a landscaped portion of the yard.
c.For a home occupation facility one sign not exceeding two square feetin area and
nonilluminated shall be allowed. This sign shall be mounted flat against the wallof the
principal building.
d.The size of the sign may not exceed 150 square feet.
e.There are no minimum yard setbacks.
f.The maximum height is 45 feet.
(b)Attached on-premises signs.
R-1, R-2,
(2)and MH districts.
a.The size of the sign may not exceed three square feet.
b.No portion of the sign may have a luminous greater than 200 footcandles and
may not move, flash, rotate or change illumination.
R-3
(3), CR, NC, GC, BI, LI, and HI districts.
a.The cumulative size of the signs may not exceed 15 percent of the wall area.
b.If located closer than 50 feet to an R-1, R-2, or MH district, the sign may not
flash and must be designed so that it does not shine or reflect light into adjacent
residences.
c.One attached canopy sign may be displayed. Such sign shall not exceed 30
percent of the canopy area. Such sign must be contained within the physical limits of
the canopy and shall not extend above or below the canopy.
Group Care Facilities
Zoning Ordinance Amendment
Page 4of 12
Analysis
Table Aneeds amendment to reflect group care facilities as “protected”, “excepted” or
“typical for residential use”.
An evaluation of the listed establishments in Standard Industrial Classification (SIC)
Industry Group # 836 (residential care), Industry #8361is required.
To ensure visual compatibility with residential neighborhoods, current sign regulations
should be amended to coordinate with all residential zones in Table A.
Utilize the current 1,000 feet distance regulation in Table A, but amend the table to
include all residential zones.
Recommended Requirements
Amend the group care facilities definition.
Amend group care facility requirements in Table A (Uses) & Table B (Area
Requirements) with accompanying criteria
Amend sign regulations to address use of group care facility signage within all residential
neighborhoods
Consider “draft” application for issuance of a Group Care Facility Registration
Certificate (See Attached)
Sect. 106-1. Definitions.
Group care facilitiesmeans residential facilities providing food and shelter to persons who are
unrelated to the proprietor of the establishment, designed to provide a transition from traditional
treatment facilities to normal daily living for special populations such as the elderly, mentally
handicapped, physically handicapped, or substance users. These facilities include but are not
limited to half-way houses and group homes.
Group Care Facilities
Zoning Ordinance Amendment
Page 5of 12
Sec. 106-331. Table A, residential uses.
P (ABCa -k)—Permitted uses (subject to designated criteria established in S. 106-334).
Uses (SIC Code #)Zones
R-1R-2R-3MHLL
Group care facilities
(similar to SIC Industry
Group #836 -Except
halfway homes for
delinquents and
offenders; juvenile
correctional homes;
orphanages; homes for
destitute men & women;
self-help group homes for
persons with social or
personal problems; and
training schools for
delinquents):
(3) or less personsP (j)P (j)P (j)P (j)P (j)
(4) or more personsP (k)P (k)P (k)P (k)P (k)
Freestanding on-premises See article VII of this chapter
identification sign;
townhouses, multi-family
developments, group care
facilities(except when
located withina
residential neighborhood),
subdivisions, education
and religious facilities
Group Care Facilities
Zoning Ordinance Amendment
Page 6of 12
Sec. 106-334. Special use performance standards; residential.
(j)Group care facilities that provide food and shelter to 3 or fewer persons (aka community
homes, residential personal care homes, living centers, assisted living centers and similar uses as
identified in SIC Industry Group #836 (Residential Care), Industry #8361.
1.Location:Facilitiesshall be permitted as a use-by-right in R-1 Low Density
Residential, R-2 Mid Density Residential, R-3 High Density Residential, MH
Manufactured Housing and LL Large Lot Districts.
2.Distance Requirement: Group care facilities shall not be closer than 1,000 feet to
a similar use (SIC Industry Group #836). Measurement shall be from the nearest
boundary of the sites on which they are located.
3.Signage:Group care facilities located within a residential neighborhood shall be
allowed to have one (1) sign not exceeding two (2) square feet in area, non-illuminated
and mounted flat against the wall of the principal building.
4.Visual Compatibility: There shall be no change in the outside appearance of the
building or premises. No structural alterations shall be permitted that will cause the
group care facility to be substantially distinguishable from other surrounding residential
properties.
5.Registration Requirement: Facilities providing food and shelter to three (3) or
fewerpersons, whoare unrelated to the proprietor of the establishment, shall comply with
all city regulations and register their facility with the City annually by obtaining a Group
Care Facility Certificate. The certificatecost shall be at the rate established in Appendix
st
A, fees, of this Code, shall expire on December 31of each year. Such fee shall be
th
payable to the City on or before December 15for the next succeeding calendar year.
The fee provided for in this article shall not be subject to proration or reduction for
payment for a period of less than twelve (12) calendar months. Operation of a facility
without first having obtained the required certificate shall be deemed a violation this
article.
6.Payment of Taxes: All ad valorem taxes on any and all property, personal or real,
necessary to the operation of the facility must be paid prior to the issuance or renewal of
the certificate.
7.Display of Registration Certificate. Every facility so registered shall display an
active registration certificate in a conspicuous place, within the facility common area, so
as to be easily seen by the public.
8.Access to the Facility: City personnel shall have right-of-entry to ensure safe
habitability and public safety. City personnel shall advise on-site facility personnel of the
purpose of their visit.
9.Annual Inspection:The Fire Marshal’s Office shall perform a minimum of one
(1)annual inspection for each group care facility.Facilities shall comply with all
applicable city codes, ordinances, policies and regulations.
Group Care Facilities
Zoning Ordinance Amendment
Page 7of 12
(k).Facilities shall be in compliance with State regulations pertaining to group care facilities.
To ensure compliance with state regulations, a copy of the facility’s active State license shall be
provided to the City,when requested by city staff.
Sec. 106-333. -Table B, residential area requirements.
(a)Table B, residential area requirements.
Uses Min.MinimuMinimum Yard Maximum Minimum Minimum Maximum Lot
8 Lot m Lot Setbacks L.F. F.R.S. Height Site Dev. Open Coverage/Min.
Area Width 2, 3, 4, 5, 6, 10, 11, Area/Unit Space/Unit Landscaping
/D.U. L.F. 12,13,14,15 S.F. 5 S.F. Required 9,19,
S.F. 20
Group care
facilities (less 25-20-1025 Ft.N/AN/AN/A/6%
than 6) and
day care
homes
State Licensed
& Registered
Child-care
homes
(Max. (12) in 9100
private home;60005025-15-535 Ft.4.8N/A40% / N/A
per Tx. Dept. DU/A
of Family &
Protective
Services,
Chap. 747)
Group care
facilities-9100
(3) or less 60005025-15-535 Ft. 4.8N/A40% / N/A
personsDU/A
Group Care Facilities
Zoning Ordinance Amendment
Page 8of 12
Sec. 106-874. -On-premises signs.
(a)Freestanding on-premises signs.
(2)R-1, R-2, R-3, MH and LLdistricts.
a.One freestanding identification sign is permitted fortownhouses, multifamily
developments, group care facilities(except when located withina residential neighborhood),
subdivisions, education and religious facilities.
(b)Attached on-premises signs.
(2)R-1, R-2, R-3,MH andLLdistricts.
a.The size of the sign may not exceed three square feet.
b.No portion of the sign may have a luminous greater than 200 footcandles and
may not move, flash, rotate or change illumination.
c. Signage: Group care facilities located within a residential neighborhood shall be
allowed to have one (1) sign not exceeding two (2) square feet in area,non-illuminated
and mounted flat against the wall of the principal building.
(3)R-3,CR, NC, GC, BI, LI, and HI districts.
a.The cumulative size of the signs may not exceed 15 percent of the wall area.
b.If located closer than 50 feet to an R-1, R-2, or MH district, the sign may not
flash and must be designed so that it does not shine or reflect light into adjacent
residences.
c.One attached canopy sign may be displayed. Such sign shall not exceed 30
percent of the canopy area. Such sign must be contained within the physical limits of
the canopy and shall not extend above or below the canopy.
Action by the Commission
1.Discuss the issues
2.Review attached “draft” application for a Group Care Facility Registration Certificate
3.The Commission may elect to:
Continue the workshop at the next meeting
Complete the review and schedule a public hearing for public input
Group Care Facilities
Zoning Ordinance Amendment
Page 9of 12
SIC
8361RESIDENTIAL CARE
Establishments primarily engaged in the provision of residential social
and personal care for children, the aged, and special categories of
persons with some limits on ability for self-care, but where medical care
is not a major element. Included are establishments providing 24-hour
year-round care for children. Boarding schools providing elementary and
secondary education are classified in Industry 8211. Establishments
primarily engaged in providing nursing and health-related personal care
are classified in Industry Group 805.
Alcoholism rehabilitation centers,Homes for children, with health care
residential: with health care incidentalincidental
Boys' towns“X”Homes for destitute men & women
Children's boarding homesHomes foraged, with health care
Children's homesincidental
Children's villagesHomes for the deaf or blind,
Drug rehabilitation centers, residential:with health care incidental
with health care incidentalHomes for the emotionally disturbed,
Group foster homeswith health care incidental
Halfway group homes for person withHomes for mentally handicapped,
social or personal problemswith health care incidental
“X” Halfway homes for delinquents andHomes for physically handicapped,
offenderswith health care incidental
“X”Correctional homesRest homes, with health care incidental
Old soldiers' homes“X”Self-help group homes for persons
“X”Orphanageswith social or personal problems
Rehabilitation centers, residential: with“X”Training schools for delinquents
health care incidental
LEGEND:
Highlighted= Protected “X”= Excepted = Typical for Residential Use
Group Care Facilities
Zoning Ordinance Amendment
Page 10of 12
APPLICATION FOR
GROUP CARE FACILITY
REGISTRATION CERTIFICATE
Regulations are applicable to groupcare facilitieshousing three (3) or fewerpersons who are
unrelated to the proprietor of the establishment. [Standard Industrial Classification (SIC)
Industry Group # 836; Industry #8361 (Residential Care)]
NEW:RENEWAL:AMENDMENT:
:$100.00( SHALLNOT-RATED)
ST
EXPIRATION DATE:DECEMBER 31OF EACH YEAR.
TH
(SUBJECT TO RENEWAL BY 12/15OF EA. YEAR)
ORDINANCE #:????????Effective ??????
---PLEASE PRINT LEGIBLY---
ADDRESS OFFACILITY:
FACILITY NAME:
OWNER’S NAME
MAILING ADDRESS:
CITY /STATE/ZIP:
CONTACT NUMBER(s):
MAXIMUM # OF PERSONS HOUSED:
Group Care Facilities
Zoning Ordinance Amendment
Page 11of 12
I, , hereby acknowledge that I am the
owner of the facility and that the information provided in this application is factual. I
understand that failure to comply with applicable city regulations (see below) constitutes
a violation of the City’s zoning regulations.
Sec. 106-334. Special use performance standards; residential.
(j)Group care facilities that provide food and shelter to 3 or fewer persons (aka community
homes, residential personal care homes, living centers, assisted living centers and similar uses as
identified in SIC Industry Group #836 (Residential Care), Industry #8361.
1.Location: Facilities shall be permitted as a use-by-right in R-1 Low Density
Residential, R-2 Mid Density Residential, R-3 High Density Residential, MH
Manufactured Housing and LL Large Lot Districts.
2.Distance Requirement: Group care facilities shall not be closer than 1,000 feet to
a similar use (SIC Industry Group #836). Measurement shall be from the nearest
boundary of the sites on which they are located.
3.Signage: Group care facilities located within a residential neighborhood shall be
allowed to have one (1) sign not exceeding two (2) square feet in area, non-illuminated
and mounted flat against the wall of the principal building.
4.Visual Compatibility: There shall be no change in the outside appearance of the
building or premises. No structural alterations shall be permitted that will cause the
group care facility to be substantially distinguishable from other surrounding residential
properties.
5.Registration Requirement: Facilities providing food & shelter to three (3) or
fewerpersons, who are unrelated to the proprietor of the establishment, shall comply with
all city regulations and register their facility with the City annually by obtaining a Group
Care Facility Certificate. The certificate cost shall be at the rate established in Appendix
st
A, fees, of this Code, shall expire on December 31of each year. Such fee shall be
th
payable to the City on or before December 15for the next succeeding calendar year.
The fee provided for in this article shall not be subject to proration or reduction for
payment for a period of less than twelve (12) calendar months. Operation of a facility
without first having obtained the required certificate shall be deemed a violation this
article.
6.Payment of Taxes: All ad valorem taxes on any and all property, personal or real,
necessary to the operation of the facility must be paid prior to the issuance or renewal of
the certificate.
7.Display of Registration Certificate. Every facility so registered shall display an
active registration certificate in a conspicuous place, within the facility common area, so
as to be easily seen by the public.
8. Access to the Facility: City personnel shall have right-of-entry to ensure safe
habitability and public safety. City personnel shall advise on-site facility personnel of the
purpose of their visit.
Group Care Facilities
Zoning Ordinance Amendment
Page 12of 12
9.Annual Inspection:The Fire Marshal’s Office shall perform a minimum of one
(1) annual inspection for each group care facility. Facilities shall comply with all
applicable city codes, ordinances, policies and regulations.
X
DateSignature
---CityUse Only ---
Zoning District:R-1R-2R-3MHorLL
Sector #:HCAD #
NOTE: Not site specific, check company & individual
Taxes:
names and site)
Tax Dept. Approval:X
DateName
Inspection Approval:X
Date Name
DO NOT COLLECT FEES/ISSUE CERTIFICATE UNTIL ITEMS ARESATISFIED
.
TAX APPROVAL RCVD:INSP APPROVAL RCVD:
Certificate #Copy of Rcpt Attached: Date :
Certificate Expiration:December 31,
Original Appl./Cert. to Insp. File:Copy of Appl./Cert. to FMO:
E
CONOMIC
D
EVELOPMENT
C5
HAPTER
Economic sustainability is essential to La Porte’s future. Simply,
2001 vs. 2011 Plan Comparison
it will determine whether and how the City grows and redevelops
in the coming years. The City’s economic strength will set the
2001 2011 Update
tone and pace for new development/redevelopment and impact its
No chapter on economic
development in 2001
ability to maintain quality public facilities and services, which are
Comp. Plan; but
necessary to help retain, attract, and support future businesses
incorporated Ch. 5, Economic
and the people that fuel them. La Porte is a thriving industrial city
recommendations found Development
in the Economic
with high household/family incomes and housing values, and low
Development Strategic
unemployment and poverty rates (see Chapter 1, Demographic
Plan, Jan. 2009
Snapshot). But, as evident during the public participation process,
a majority of citizens increasingly want to find the right balance between
protecting the City’s industrial roots, while also improving its livability.
In today’s talent-driven economy, the City’s ability to capture new
opportunities will depend somewhat less on having the lowest business costs
than on having a higher “quality of life” than its competitors. Although
“quality of life” is highly generalized, 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
ECONOMIC DEVELOPMENT
DRAFT FEBRUARY 7, 2012
5Ǥͳ
La Porte’s economy does not exist in a vacuum. It is inextricably
Strong Metropolitan Growth
linked to the economic fortunes of both metropolitan Houston and
the global economy. The economic drivers that have historically
The Houston metropolitan area was
sustained the City’s 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, with the City’s proximity to
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 short commute to Houston’s Central Business District
Brookings Institute.
(CBD), and rail linkages to the rest of the country, La Porte is well
positioned to benefit from a resurgence of the global economy.
Source: Houston Chronicle, Houston earns high
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 associated
3
increase in containerized shipping.
Despite these strong indicators, the City has additional issues it must
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 and jobs, this
may not represent the collective vision for the community and its sense of
livability. For this reason, this plan advocates open public dialogue and sound
leadership to make decisions that are in the best and broad interests of the
community.
“Economic
Economic development is as much about quality as it is about quantity. It
Development” is …
needs to be measured not just by gross tax revenues and job growth, but
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. Once begun though, it can start a
virtuous cycle: It helps hold the line on taxes through tax base growth thus,
creating an even more attractive place for businesses, as well as households.
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 Bureau, OnTheMap
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 2007 and
ending June 2009. Business Cycle Dating Committee of the National Bureau of
Economic Research. September 20, 2010.
3
H-GAC Regional Goods Movement Study – Final Report. Dec. 2011.
5.2
Chapter 5
It brings in new income into the community helping to spawn local spending
and wealth creation. And most importantly, it impacts the City’s ability to
retain and return its best and brightest by expanding local employment and
creating opportunities for new businesses.
Economic Development Strategy
The economic development model is based on the Economic Development Model
overlap of industry and innovation, human talent, and
quality of place.
Industry & Innovation. In the economic development
model, “industry” considers the full 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.
“Innovation,” is about the opportunities for expansion
of existing companies, and the best targets for
recruitment. These are important building blocks of an
Economic development occurs where industry and
economic development plan.
innovation find talent in a place that offers a quality
of life that attracts and retains both.
Talent. “Talent” refers to the individuals that possess
the skills and values to make organizations effective.
The concept of “talent” means more than a skilled workforce. It means
bringing talented people to the community, as well as cultivating the existing
talent pool. It refers to groups as diverse as students, retirees, and
entrepreneurs. It also involves ensuring that the employees and companies
that have been responsible for a community’s economic health continue to
see reasons to remain in the area.
Quality of Place. Much has been written about the importance of “quality of
life” to the site selection process. Communities throughout the nation have
positioned themselves by touting their advantages in this regard – good
schools, attractive neighborhoods, strong presence of history and culture,
safe streets, pleasant weather. These factors are obviously important, but
the focus is still too narrow. Quality of life assumes that everyone thrives in
the same environment and is attracted to the same amenities. It assumes
that current residents’ view of what makes a community would be shared by
all.
By contrast, “quality of place” considers what is attractive to a range of
residents, both existing and new. Assessing the “quality of place” involves
viewing the assets of the City through the eyes of the talent it wishes to
attract and retain. The idea of quality of place accommodates growth and
recognizes the benefits of change. It recognizes that one person’s “good
5.3
Economic
2.
3 Adopted July 20, 2009
Dlt
DRAFT FEBRUARY 7, 2012
place to raise a family” might translate into another’s “there’s nothing to do
in this town.” Quality of place is about providing options, not just for current
residents, but also for those who will be residents in the future.
While La Porte has made significant strides in the last decade by establishing
its Citywide trail system and improving the Downtown and Sylvan Beach
areas, according to residents, further improvement is warranted. Therefore,
Main Street and Sylvan Beach should still remain high priorities for action
during the horizon of this plan. Expanding La Porte’s 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 core community character theme – and associated action
strategies – that are found throughout this Comprehensive Plan, particularly
in the Land Use and Character chapter.
5.2 Focus Areas, Goals, Actions and Initiatives
Throughout the planning process a number
SWOT Analysis
of issues were identified regarding economic
sustainability, which was often framed in
SWOT analysis (alternately SLOT analysis) is a strategic
terms of a lack of availability and diversity of
planning method used to evaluate the Strengths,
retail stores, restaurants, and other non-
Weaknesses/Limitations, Opportunities, and Threats of a
industry businesses in the City. There were
community and its economic development. Among others,
additional concerns regarding the amount of
it involves specifying the economic and quality of life
retail leakage (and loss of associated tax
objectives of a community and identifying the internal and
dollars) to neighboring jurisdictions, and the
external factors that are favorable and unfavorable to
apparent disinvestment in certain types of
achieve these objectives. Setting the objectives is to be
businesses. In addition to the public
done after the SWOT analysis has been performed. This
participation efforts conducted throughout
allows the determination of achievable goals or objectives
to be set for the community. the planning process, information was
Strengths: characteristics of the community that gives
incorporated from the City’s existing
it an advantage over other communities or regions
Economic Development Strategic Plan
Weaknesses (or Limitations): are characteristics that
(January 2009), which was an in-depth study
place the community at a disadvantage relative to
of the City’s economic issues and strategies
others
to improve them.
Opportunities: external chances to improve
performance (e.g. increase tax base) in the
Strengths, Weaknesses, Opportunities, and
environment
Threats Analysis
Threats: external elements in the environment that
As displayed in Table 5.1, SWOT Analysis (on
could cause trouble for the community in achieving its
next page), one component of the Economic
objectives
Development Strategic Plan was the
facilitation of a Strengths, Weaknesses,
Identification of SWOTs is essential because subsequent
steps in the process of planning for achievement of the
Opportunities, and Threats (SWOT) Analysis,
selected objective may be derived from the SWOTs.
which was performed to frame economic
issues in the City. Articulating the issues in
Source: Kendig Keast Collaborative.
this manner is intended to facilitate the
5.4
Chapter 5
Table 5.1, SWOT Analysis
Strengths Opportunities
Sylvan Beach / Bay Front
Downtown Redevelopment
Historic Main Street
Sylvan Beach Improvement
Strong Industry Base
Beautification
Low Cost of Living
Attracting Tourists
Location within Greater Houston
Retail Readiness
Current and Planned Parks
Weaknesses Threats
Physical Appearance
Truck Traffic
Sales Tax Leakage
Oil and Gas Industry Downturn
Disconnected Downtown / Bay Front
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. January 2009.
development of strategies that address the weaknesses and threats by
building upon the strengths and opportunities.
As evident by the analysis, some of La Porte’s enviable strengths are its
strong industrial base and proximate location. Similarly, the City’s proximate
location is also listed as an opportunity for economic development, as was
improving the City’s overall appearance. The City’s identified weaknesses
included the City’s increasingly limited land available for development,
missed opportunities for generating sales tax revenue, and economic
diversification. Finally, the analysis identified increasing truck traffic and a
negative external perception, among others, as perceived threats to the
City’s livability. 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 current programs,
plans, and ordinances. Each focus area contains contextual information, key
planning considerations, goals, (and their rationales), and advisable
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;
Focus Area 3 – Expanded opportunities for higher quality industrial
operations within the City limits and the ETJ; and,
Focus Area 4 – Continued commitment to placed-based economic
development.
5.5
Economic
2.
5 Adopted July 20, 2009
Dlt
DRAFT FEBRUARY 7, 2012
Focus Area 1 – Expanded economic development toolkit.
La Porte Economic Development
Advantages / Disadvantages of Development Corporations
Corporation
Advantages
Development Corporations are
Can act with greater confidentiality and speed
sometimes structured the same way as
redevelopment authorities. The term
Can help to minimize and mitigate the effects of politics on
“development corporation” however,
development
usually connotes a higher degree of
Can more effectively deal with tax credits and solicit tax
autonomy from City government and is
deductible donations from foundations and philanthropic
often structured as a private or public-
entities
private non-profit organization. It is
Can act as pass-through vehicles for tax-exempt bonds
common for corporations to be
involved in activities other than just
Disadvantages
real estate development to include the
Typically exist as a self-supporting entity
administration of low-interest loan
Frequently suffer from a lack of dedicated public financing
pools that support business and
Some are not fully established, rather they are just off-shoots
economic development.
of existing organizations
Operating capital often derives from
Source: Kendig Keast Collaborative.
the ownership and management of real
estate assets, private donations, development and financing
La Porte Community Library
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 collection of a one-half cent sales
tax (established in 1999), which must be spent on economic
development projects relating to capital investment and job
The La Porte Community Library is a
creation. The most recent activities include the re-nourishment
joint venture between the City of La
of Sylvan Beach, the ball fields at Pecan Park, the library, and
Porte (who is responsible for the
infrastructure improvements along Main Street.
building and furnishings) and the Harris
County Library System (who staffs and
La Porte Redevelopment Authority
4
The City of La Porte Redevelopment Authority was set up as a
runs the library). Construction of the
local government corporation pursuant to the provisions of
library was facilitated by the EDC as one
5
Chapter 394 of the Texas Local Government Code. The Authority
of its first projects.
is organized as a public, nonprofit corporation for the “purposes
Source: City of La Porte website.
of aiding, assisting, and acting on behalf of the City in the
4
The City of La Porte Redevelopment Authority was authorized by Resolution No.
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.
5.6
Chapter 5
performance of its governmental function to promote the common good and
general welfare of Tax Increment Reinvestment Zone (the “TIRZ”) and
neighboring areas, and to promote, develop, encourage, and maintain
housing, educational facilities, employment, commerce, and economic
6
development in the City.”
One of the current projects undertaken by the Authority was to enter in a
Development Agreement with Port Crossing Limited for the purpose of
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 and has resulted in an
inability of the private developer to repay fronted public infrastructure costs.
This has further limited the ability of the Authority to issue more debt, or
7
enter into other notes, bonds, or obligations.
Key Planning Considerations
Key planning considerations regarding expanding the economic development
toolkit include:
1)Expanding the City’s economic development program to
ensure there is a comprehensive and coordinated
What are “Business Incubators”?
resource toolkit to serve the City’s existing and future
business community.
“Business incubators nurture the
2)Ensuring existing and future businesses have a dedicated
development of entrepreneurial
person with whom to collaborate when deciding whether
companies, helping them to survive and
to relocate to the City, and to assist them through the
grow during the start-up period, when they
relocation and/or development process.
are most vulnerable. These programs
3)Increasing coordination with partners to ensure
provide their client companies with
economic development incentives are provided in a
business services and resources tailored to
synergistic, efficient, and cost effective manner.
young firms. The most common goals of
incubation programs are creating jobs in a
Goal 5.1: Re-evaluate and retool the City’s economic
community, enhancing a community’s
development program toolkit.
entrepreneurial climate, retaining
Actions and Initiatives
businesses in a community, building or
1)Consider becoming a member of the National Business
accelerating growth in a local industry, and
8
Incubator Association (NBIA) and establishing a small
diversifying local economies.”
business incubator site within the City in coordination
with the San Jacinto College Small Business Development
Source: National Business Incubator Association (NBIA)
6
Independent Auditor’s Report of the La Porte Redevelopment Authority. Patillo,
Brown & Hill, LLP. September 30, 2010.
7
Ibid.
8
Further information on the National Business Incubator Association can be found at
http://nbia.org/.
5.7
Economic
2.
7 Adopted July 20, 2009
Dlt
DRAFT FEBRUARY 7, 2012
9
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
equipped office space at low cost (City provided) with initial and follow-
along counseling at no cost (SJC SBDC provided) for entrepreneurs of
small and emerging companies. Criteria would need to be developed for
admission to the business incubator for start-up companies. In addition,
the site could be cross-utilized as a temporary headquarters on a short-
term, temporary basis (i.e., one to three months) for new arrivals of
established, major companies relocating to La Porte. The Temple
Business Incubator (in Temple, TX) is an example of a jointly sponsored
and successful business incubator.
2)Consider creating a land banking program, managed by the La
Potential Land Bank Site
Porte Redevelopment Authority, to acquire and/or hold tax delinquent,
condemned, and other City-owned property in key locations for
reassembly and redevelopment (see Chapter 2, Map 2.1, Revitalization
Target Areas). Advantages to the City include greater control over the
quality, scale, and timing of new development. Alternatively, if the City
is not interested in owning property not intended for public use,
consider establishing program support in the Economic Development
Board Department or a local non-profit to improve La Porte’s
neighborhoods by returning vacant, abandoned, and underutilized
residential and commercial properties into productive community
assets (see also Transitioning to a Built Out Community in Chapter 2,
The abandoned Bayside Terrace
Land Use and Character for further actions relating to redevelopment
apartment complex is an
and revitalization).
example of a property that could
3)Continue to provide adequate funding for the Economic
benefit from land bankding,
Development Coordinator/Business Ombudsman and associated staff
where the intent is to remove
positions. These are important functions as they direct economic
impediments to rehabilitation
development planning activities for the City by negotiating with
and/or redevelopment and
business and industry representatives to encourage location (or
facilitate a quicker transition
relocation) to the area. They also conduct research, analysis, and
evaluation of data to determine the economic impact of proposed
back to the private sector and
expansions and/or new development.
public tax rolls.
4)Continue to implement a single-point-of-contact protocol for all
Source: Kendig Keast Collaborative.
new development and business permit applications. This would be
likened to a one-stop project manager or expediter who would help
9
The San Jacinto College Small Business Development Center (SJC SBDC) provides
free business consulting and affordable training seminars to small- and medium-
sized business owners and managers. The SJC SBDC is a business consulting and
training center of the University of Houston SBDC Network, which serves 32 counties
in Southeast Texas through 14 business consulting and training centers. It offers
customized instruction training at its facility in Pearland, Texas, or it could be
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
Chapter 5
shepherd development applications through the process, troubleshoot
problems on the applicant’s behalf, coordinate tax abatement requests
with the county, and lead the applicant in the direction of other
assistance. This person should be the Economic Development
Coordinator/Business Ombudsman.
5)Maintain links to the current digest of local, state, and federal economic
development programs on the City’s website. The Economic
Development Coordinator should be fully abreast of all non-local
economic incentives and should act as a liaison for businesses interested
in using these incentives as part of a location or relocation package to La
Porte.
6)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 partial tax
abatement for the incremental investment associated with obtaining
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.
7)Mobilize top government officials and business leaders as welcoming
committees for promising businesses, site selectors, and selected
developers.
8)Continue to periodically research and keep abreast of the latest state
and federal economic incentives (including grants) so that the City can
expand the toolkit (see inset next page) in the most efficient and cost
effective manner possible.
9)Continue to conduct regular business outreach to understand the plans
and needs of area businesses and to troubleshoot potential problems.
10)Continue use of the industrial payments (the Community Investment
Fund) for economic development, community beautification, and
revitalization programs, rather than supplementing the general fund.
11)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; print,
Internet, and broadcast advertising; membership dues for the Bay Area
Houston Convention & Visitors Bureau; directional and historical (i.e.,
wayfinding) signage; and projects that enhance the City’s image to out-
11
of-town visitors. This also includes continued funding for staff positions
dedicated to economic development.
10
Green Building Certification Institute (GBCI) Certified Project Directory. January 31,
2012.
11
City of La Porte, Texas Annual Budget for Fiscal Year 2011-2012 (October 1 –
September 30).
5.9
Economic
2.
9 Adopted July 20, 2009
Dlt
DRAFT FEBRUARY 7, 2012
12)Continue to support the Economic Development Corporation (EDC)’s
efforts to fund capital investment and job creation as a means of
increasing economic development within the City.
Existing Local Incentives and Programs (Local Toolkit)
The City of La Porte currently offers several local incentives for businesses who are considering locating within
the City.
Tax Abatements – The City offers ad valorem tax abatements for new construction for qualifying facilities,
including regional distribution/service (up to 10 percent), manufacturing/other basic industry (up to 10
percent), and retail/commercial office/regional entertainment (up to 50 percent). To be eligible for an
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 – Sometimes, the City provides incentives to businesses that relocate in the
Extraterritorial 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),
which enables commercial areas to make improvements by spreading out the cost equally among all
properties. Property owners are assessed based on benefits and assessments may be used to pay debt
service on bonds or they may be used to pay for services directly if no bonds are issued. PID funds may also
be used in connection with improvements or enhancments such as water, wastewater, streets, drainage,
parking, landscpaing, etc.
Foreign Trade Zones – The City supports the Port of Houston in its efforts to apply for federeal exemptions
from state and local ad valorem taxes on tangible property imported from outside the United States, and
held in Foreign Trade Zones (FTZ).
Freeport Exemption – The City supports the La Porte Independent School District (La Porte ISD) which
offers Freeport Exemption. These are intended to exempt personal property consisting of inventory goods
or ores, other than oil, natural gas, and petroleum.
Municipal Grants – The City Council has the authority to provide loans and grants of City funds to promote
economic development projects within the City.
In addition, the City incentivizes economic growth and expansion of facilities in the industrial districts, where
the company renders to the City an amount “in lieu of taxes” based on 62 percent (value years 2008 – 2013) or
63 percent (value years 2014 – 2019) of the amount of ad valorem taxes payable if it was within the City limits.
Further, new construction is incentivized for substantial increases in the value of land and tangible property to
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
13)Continue to partner with the La Porte-Bayshore Chamber of Commerce,
Bay Area Houston Convention & Visitors Bureau, Bay Area Houston
5.10
Chapter 5
Economic Partnership, Economic Alliance Houston Port Region, Greater
Houston 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
synergistic, efficient, and coordinated plan of action is realized.
14)Continue with Initiate a strong business retention and expansion
program. While recruiting new businesses is important to growing its
economic base, La Porte cannot afford to ignore its current businesses
and risk 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 the
employer and serve as a mechanism by which the EDC Economic
Development Coordinatorcan ascertain any major challenges or plans
for expansion, and help to identify suppliers or customers who could
benefit from relocating to La Porte.
15)Budget to update the La Porte Economic Development Strategic Plan,
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 participation
“What we hear is that it
process was the perceived lack of business friendliness of the City with
takes a long time to
regard to how projects moved through the development process. Indeed, it
review plans. Developers
was a topic that came up in almost every small group charrette, many
make seven corrections,
stakeholder interviews, and in public meetings. It was typically framed from
and when it is re-
the standpoint that it takes longer to permit a project than it actually takes
to construct a project, or that it was overly difficult to permit rehabilitation
reviewed, there are 10
or other improvement projects. Other times, it was framed as adding
more new things.”
requirements during each subsequent submittal, rather than being identified
Source: Interview with Louis Rigby,
during the original submittal. Some of this discontent may be attributed to
former Mayor of La Porte.
the normal course of doing government business. But, a large part of it may
be attributed to the City’s outdated zoning and development codes and
administrative and public approval processes. What is important,
Moving Forward
though, is for the City to dedicate time and resources to pinpoint the
issues, and then determine an action plan to correct them.
The City should consider
consolidating and streamlining its
As the City moves forward with the recommended zoning and
development codes and
development code changes contemplated throughout this
associated processes by
Comprehensive Plan Update, it is highly recommended to reach out to,
combining them into a single and
and involve, the development community in the process. Consolidating
comprehensive Unified
all the zoning and development codes into a single and comprehensive
Development Code (UDC). See
Unified Development Code (UDC) is an opportunity to implement the
Chapter 6, Implementation, for
regulatory provisions discussed in this plan, while at the same time,
providing an opportunity to greatly improve the administrative and
further information.
public approval processes – all of which can improve La Porte’s business
Source: Kendig Keast Collaborative.
5.11
Economic
2.
11Adopted July 20, 2009
Dlt
DRAFT FEBRUARY 7, 2012
friendliness and contribute to the City’s ability to facilitate economic
development.
Key Planning Considerations
Key planning considerations improve the business friendliness of the City
include:
1)Analyzing the City’s permitting process to determine where processes
can be streamlined.
2)Updating the City’s zoning and development codes in conformance with
the actions identified throughout this plan.
3)Increasing communication with the development community to
determine and solve impediments to development.
4)Providing the necessary online and other resources needed to
successfully navigate the development process.
Goal 5.2: Update the City’s zoning and
development codes to implement the regulatory
Benefits of a Unified Development Code (UDC)
improvements as a means to aid economic
development.
A UDC offers procedural consistency and a
single source of standards and definitions.
Actions and Initiatives
It greatly simplifies the amendment process,
1)Update the City’s zoning and development
helping to ensure consistency among the
regulations to provide for greater predictability in
different codes.
land use decisions while ensuring land use
It makes the regulations more user-friendly for
compatibility and enhancing community character.
the development, real estate, and consultant Further, consider consolidating all development-
related provisions into a comprehensive Unified
communities.
Development Code (UDC) that makes the regulatory
There can be better cross-referencing to ensure
specifics easier to navigate and comprehend (i.e.,
that all related provisions are taken into account
more “user-friendliness”) for the development, real
pertaining to any particular development
estate, and consultant communities (see inset).
proposal.
Developers and the businesses that finance them
The administration of the codes is consolidated
want timeliness and certainty. Developers will
into one section, thereby simplifying the roles
almost always prefer to be held to a higher standard
and responsibilities of each official and body.
than to be subjected to an arbitrary, lengthy, and
unpredictable approval process. The former allows
The applications and procedures for all
the developer to “pencil out” the project to see if it
development processes can be clearly defined,
is financially feasible. The latter (e.g., a typical
including use of a flow diagram to illustrate the
Planned Unit Development process) requires a very
submission and review process.
high tolerance for risk. Consequently, undefined
It allows application of subdivision requirements
development approval provisions force potential
to “zoning-only” projects, such as driveway
developers to jump through many regulatory
access and site circulation review for a single-
“hoops” to get a project approved, which may
user site plan when subdivision is not required.
discourage development when the profitability of
5.12
Source: Kendig Keast Collaborative.
Chapter 5
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 multiple zoning approvals. Indeed, undefined or
multiple “hoops” may cause businesses to locate elsewhere.
Example Guidebook
Goal 5.3: Conduct a thorough review of the City’s intake
procedures for development projects, business permits, and fee
structures with a view toward adopting more expedited and
“business-friendly” 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)Establish a “streamlined permitting process” for desirable
developments. Develop a baseline comparison of La Porte’s
development review and permitting process with neighboring
communities (e.g., Deer Park, Pasadena, etc.). If no such
baseline comparison already exists, then the City should begin
tracking the review time for different categories of permitting.
Once the data has been collected, the City should hold monthly
or quarterly meetings 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 resolve the issue. Sometimes, larger
issues with the review process lie in the subjectiveness of
project approvals. This can be particularly evident when trying
to navigate the Planned Unit Development (PUD) process.
Relevant feedback from this analysis should be presented to
the Planning and Zoning Commission and City Council.
3)Complete Consider creating a guidebook for the development
community and residents to utilize during the development
process. The guidebook should include descriptions of the
types of applications available, flowcharts of each process,
A well-designed development
tables of submittal and hearing dates, details as to where
guidebook can faciliate improved
further information may be found, and other items pertinent
outcomes (e.g., these pages from
to the successful navigation of the process.
Zachary, LA).
4)Update the website to make it easier to access information
required by the public to secure approval for projects. This
Source: Kendig Keast Collaborative.
5.13
Economic
2.
13Adopted July 20, 2009
Dlt
DRAFT FEBRUARY 7, 2012
could include Adobe PDF fillable application forms, expanded GIS data
(e.g., locations and size of public infrastructure), etc.
5)Consider surveying applicants once the development process is complete
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 Downtown
Houston and is located directly between the Barbours Cut and Bayport
Container Terminals of the Port of Houston. The City’s quick and easy access
to the north/south Interstate 45 corridor and the east/west Interstate 10
corridor is further served by more than 130 trucking lines providing routes to
all of the United States, Canada, and Mexico. The Union Pacific and BNSF
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
2035 (with an overall expected increase of 45 percent for the region’s freight
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 must 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 economic
development. It is forcing us to rethink what we mean by a primary job, how
we measure economic impact, and how we design incentives. This is due, in
large part, because manufacturing employment continues to decline. It is not
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 complimentary to the City’s existing
industrial base. These target industries were identified by the Gulf Coast
Economic Development District (GCEDD) as being favorable for local
economic conditions:
Biomedical/Biotechnical;
Chemical & Chemical Based Products;
Fabricated Metal Product Manufacturing; and,
12
City of La Porte Economic Development website.
13
H-GAC Regional Goods Movement Study –Final Report. Dec. 2011.
5.14
Chapter 5
14
Machinery Manufacturing.
Since the growth of clusters (e.g., biotech cluster) is significantly affected by
local economic factors that can be modified or improved by local policy
makers, it is critical that further evaluation is undertaken.
However, expanding the City’s industrial base (or targeted clusters) cannot,
and should not, be to the detriment of the City’s overall livability.
Conversely, new industrial development should be in conformance with the
City’s overall vision as being a business-, tourism-, and family-friendly
community (see section on Vision in Chapter 1, Plant Context). 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 Future Land Use section of
Chapter 2, Land Use and Character, business parks are primarily for office,
medical, and technology/research uses, but can also include light industrial
(including warehousing/distribution) when well screened and in 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), and site
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., container yards) and
unscreened or lesser screened outdoor activities. For future developed
areas, strengthened regulations should mitigate these areas through
landscaping and buffering standards, including screening of any outdoor
activity and storage from the public rights-of-way and adjacent uses and
properties.
Key Planning Considerations
Key Planning Considerations for expanding opportunities for higher quality
industrial operations within the City and the ETJ include:
1)Continued partnerships and support for the Port of Houston’s Barbours
Cut and Bayport Terminals.
14
The Gulf Coast Economic Development District conducted a regional cluster
analysis to assess regional competiveness in attracting and retaining industry
clusters. It revealed dominant clusters in the region as well as the ones that are
emerging or transforming. Gulf Coast Economic Development District – 2009-2011
Comprehensive Economic Development Strategy. July 17, 2009.
5.15
Economic
2.
15Adopted July 20, 2009
Dlt
DRAFT FEBRUARY 7, 2012
2)Strengthened regulations for new Business Park and Auto-Urban
Industrial development/redevelopment.
3)Pursuing and offering economic incentives for those industrial activities
(or targeted clusters) that complement the City’s existing industrial base
and agree to meet the City’s livability objectives.
Goal 5.4: Balance increased economic development incentives for industry
(and targeted clusters) with improved regulatory provisions to protect the
City’s livability.
Actions and Initiatives
1)Strengthen the language in Development Agreements to require new
industrial development in the ETJ to adequately screen operations and
storage areas from public rights-of-way, provide additional landscaping,
etc., as a means to improve the City’s 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, interviews, and
focus group discussions with industry experts to identify their location
preferences.
4)Update the zoning and development codes to ensure higher quality
standards are achieved for those uses that would be allowed in Business
Park and Auto-Urban Industrial areas. Additionally, provisions must be
strengthened to improve compatibility between areas of differing
character and to achieve better community livability (see Chapter 2,
Land Use and Character, 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 Map 2.6, Future Land Use Plan. In
anticipation of the 45 percent increase in expected freight tonnage, 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 the public
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
Chapter 5
3)Consider facilitating the discussion with property owners, state and
county economic officials, and the Union Pacific Railroad, among others,
to test the idea of creating a special logistics park in the vacant area
bounded by State Highway (S.H.) 225 and S.H. 146 and adjacent to the
existing Union Pacific rail line. There are a number of distribution-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
Retail Development:
special financial incentives for the
Fairmont and Main Street
modifications of imports and exports (such as
through a Foreign Trade Zone) could be a key
Fairmont Parkway has been
in making La Porte even stronger for value-
developing as the new location
added manufacturing and distribution. This
(or relocation) of some of the
would include:
City’s key destinations that were
a.Facilitate discussion with state and
once anchors for Main Street,
federal officials on the process of creating a
including City Hall, the U.S. Post
general-purpose Foreign Trade Zone, which
Office, and many of the newer
can be sponsored by economic development
retail businesses. As business
corporations and typically involve public
expanded on Fairmont Parkway,
facilities that can be used by more than one
business declined on Main
firm, and are most commonly industrial parks
Street.
used by small to medium sized businesses for
warehousing/distribution and some
Today, there is opportunity to
15
processing/ assembly.
have complimentary retail in
b.Facilitate rezoning and permitting the
both locations. Main Street
property to allow high-quality, large site
offers a place well suited for
industrial warehousing.
entertainment, fine dining,
c.Approach Union Pacific on the
neighborhood cafes, boutique
possibility of building special rail sidings (i.e.,
shopping, and tourist-based
a low-speed track sections distinct from the
businesses, all in an urban,
main line to be used for loading and
pedestiran-scaled and walkable
unloading freight) into a proposed park.
environment. On the other
hand, Fairmont Parkway has
developed as an auto-urban
Focus Area 4 – Continued focus on
commercial corridor, which best
expanding retail and commercial
serves the automobile and is less
service businesses within the City.
conducive to pedestrians and
tourist-based businesses.
One of the topics that came up repeatedly
Source: City of La Porte Economic
during the public participation process was a
Development Strategic Plan; modified
lack of commercial retail opportunities within
by Kendig Keast Collaborative.
the City. Indeed, per capita retail sales in La
15
Trade Information Center. June 2000.
5.17
Economic
2.
17Adopted July 20, 2009
Dlt
DRAFT FEBRUARY 7, 2012
16
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). This indicates 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 build
relationships with these businesses. As mentioned in the La Porte Economic
Development Strategic Plan, continue attending the International
Conference of Shopping Centers (ICSC) and the ICSC Texas Conference and
Deal Making Event could provide increased opportunities to market La
Porte’s assets to those that have the ability to bring future retail shopping
opportunities to the City.
Providing incentives to attract retail is already being done. Providing
incentives for retail has its advantages and disadvantages; and accordingly,
only certain cities choose to do it. Though retail provides an improved quality
of life, increased tax revenues, and improves the property tax base on and/or
near the operation, sales collected at these locations are often sent to a
headquarters based elsewhere (and in some cases, out of state) and rarely
are re-invested to expand the 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 economy. Given the lack of retail opportunities in La
Porte, however, it is important to pursue additional opportunities for
attracting retail and commercial service businesses to the City. This should
include the continuation of the “up to 50 percent” ad valorem tax abatement
for new construction of retail/commercial office/regional entertainment
businesses.
Outside of marketing, incentives, and other procedural streamlining
measures, the City’s best economic development action may be “community
development.” The age-old axiom, “retail follows rooftops,” is also common
sense. Sellers need buyers and will tend to set up shop where they are
concentrated. Since La Porte’s market area is constrained on one side by the
bay, and since there is limited area left for residential development, the City
must be smart and strategic with regard to its zoning and development
decisions so that there remains a sufficient area for higher quality (and in
some cases, higher density) residential development.
Key Planning Considerations
Key planning considerations for continuing the focus on expanding retail and
other commercial service business include:
16
City of La Porte Economic Development Strategic Plan. Confirmed by the U.S.
Census Bureau as the most recent year comparable numbers were available.
5.18
Chapter 5
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.
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 from the
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, or
other public consideration.
2)Explore Undertake an existing retail market analysis to help identify
opportunities for future expansion of the City’s retail space. The analysis
should include a demographic analysis of La Porte’s market segments, a
sales gap analysis, and an analysis of the City’s economic composition
and 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;
Attracting Talent
c.Corporate relocation assistance for employees and their
families;
National demographic trends,
d.Employee recruitment and training, as funded through state
most notably the aging of the
grant programs and potentially San Jacinto College;
baby boomers, suggest that
e.Business promotion and assistance; and,
demand for workers may soon
f.Assistance with demolition of existing structures for
outstrip supply. As a result,
redevelopment and new investment.
competition for labor is expected
4)Implement the recommendations identified in Chapter 2, Land Use
to increase among companies as
and Character as it relates to housing development. This includes
well as communities. Focusing on
such things as encouraging life-cycle housing options in new
the development, attraction, and
developments, incorporating accessory dwelling units in the zoning retention of talent should,
therefore, bean important part of
ordinance, adopting design standards for high-density residential
any economic development
development, establishing average lots size provisions, adding
strategy.
Source: Kendig Keast Collaborative.
17
Retail sales tax grants are authorized by Section 380.001 of the Texas Local
Government Code.
5.19
Economic
2.
19Adopted July 20, 2009
Dlt
DRAFT FEBRUARY 7, 2012
density bonuses, adopting a by-right housing palette, among others, so
that there is a sufficient and diverse housing supply (i.e., the rooftops
needed to support retail expansion).
Focus Area 5 – Continued commitment to placed-based
economic development.
Businesses that do not depend on or need the local and regional
infrastructure established for the shipping and container industry (i.e., the
ports, state highways, railways and rail yards) will choose to locate (or not
choose to locate) in La Porte for a multitude of reasons. Years ago, these
decisions were primarily related to location and costs of doing businesses.
While these are still extremely important, the business environment in the
st
21 Century has undergone drastic changes as the national economy is
transitioning from being manufacturing-based to service-based.
Traditionally, economic development was mostly focused on recruiting
businesses to locate in your community. This approach depends heavily on
large incentives, such as tax abatements, free land, and reduced costs
Quality of Life Challenge
for infrastructure. While these types of services certainly remain an
important part of the overall business/industry attraction process,
One challenge facing local
most organizations stop at this point. Fortunately, these are only the
governments in their endeavor to
most basic tools in the economic development toolkit.
accommodate future growth is
ensuring an adequate quality of
Nurturing and attracting talent is perhaps the most fundamental issue
life for area residents and
st
for creating long-term sustainable economic vitality in the 21Century.
businesses.
Much of this is due to the changing needs of U.S. employers as the
economy transitions from manufacturing to services. But this “talent”
Public services such as health,
goal implies more than workforce development and training. It also
safety, and education, along with
encompasses the idea of recruiting people.
amenities such as cultural and
recreational opportunities, scenic
As denoted in Chapter 1, Demographic Snapshot, La Porte’s population
natural areas and “community
growth will not meet the expectations established by the H-GAC 2035
character” are becoming
Forecast due to limited areas remaining for residential development,
increasingly important factors in
combined with a relatively low-density pattern of development that
the economic competition among
currently exists in the City today (and is expected to continue in the
and within regions.
future). Further, the Demographic Snapshot shows that the City’s
younger cohorts (i.e., 40 to 44 years and younger) are decreasing, while
Investments and public policies
the older cohorts (i.e., 45 to 49 years and older) are increasing in size.
aimed at improving quality of life
appear to have the potential to This will result in an overall aging of La Porte’s population. To maintain
yield economic benefits by
a healthy and sustainable workforce, La Porte must focus on attracting
maintaining or improving the
and retaining younger workers.
region’s desirability as a place to
live and work.
The quality of education can enhance a community’s ability to attract
and retain a younger demographic, as well as talent, in general. The
Source: 2009-2011 Comprehensive
quality of schools plays a pivotal role in attracting families and
Economic Development Strategy, Gulf
Coast Economic Development District.
employers to an area. The perception of low-quality schools can be a
5.20
Chapter 5
major deterrent to moving to a particular community. As such, a community
cannot afford to ignore its public schools. Higher education also plays a
pivotal role. Not only must employers be assured of access to 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 College to ensure the City remains a more
attractive option for new residents and employers.
Increasingly, companies rely on the skills and talent of their workforce to
retain or gain a competitive advantage. Only recently have employers
discovered that one way to tap into talented workers is by locating
operations in communities with a strong sense of place. This is because
communities offering a multitude of amenities are the ones attracting many
of today’s skilled and talented workers. While no set definition for “quality of
place” exists, the one common factor is the wide availability 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 and
expanding the population of La Porte is a necessary component of sustaining
an enhanced quality of place.
Key Planning Initiatives
Key planning considerations for continuing to commit to placed-based
economic development include:
1)Strengthening partnerships with San Jacinto College as a means to
improve the City’s overall economic development conditions.
2)Developing a targeted tourism and internal / external marketing
strategy.
3)Facilitating infrastructure improvements to enhance community
livability.
Goal 5.7: Improving the City’s overall economic development conditions by
investing in the community and making La Porte an attractive place to live
and work.
Actions and Initiatives
5.21
Economic
2.
21Adopted July 20, 2009
Dlt
DRAFT FEBRUARY 7, 2012
1)Develop collaborative programs with engineering, business, and other
similar programs at San Jacinto College to encourage student-led
projects that aid in the betterment of the community. Examples of such
programs are design competitions for historic building re-use or parkland
design and planning, student consulting projects for area businesses or
the City, internship programs with local employers, and community
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 College
graduates and attract alumni. This program should involve the City, San
Jacinto College, the Chamber of Commerce, and the La Porte Economic
Development Council 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 achieved by publishing a monthly or quarterly e-newsletter to be
sent to alumni and other people with ties to La Porte.
3)Strengthen the City’s relationship with San Jacinto College, as it plays a
much wider role in the community as an economic development
Pedestrian Improvements
asset. The City should explore ways it could partner with the college
Improve the Economic
to help it carry out its goals and mitigate its challenges. In addition,
Bottomline for Local Businesses
the City should work to enhance San Jacinto College’s student
experience by encouraging improved pedestrian infrastructure
around the college and supporting programs that promote student
involvement in the community. Utilizing representatives from San
Jacinto College as a featured speaker at the Main Street Morning
Brew is a 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 sufficient. Rather,
the tourism strategy must be focused on capturing visitor’s dollars
by local businesses, so that the full economic benefit can be realized
A series of public-private pedestrian-
by the City and area businesses. In coordination with area partners
oriented projects were completed
(e.g., the La Porte Bay Area Heritage Society), the City should create
along five street blocks (including
a tourism plan that focuses on developing tourism “products” that
widening sidewalks, bulb-out
attract visitors, a retail strategy that provides outlets for visitors to
intersections, and other
spend money, and a marketing plan that effectively targets those
improvements) and were credited
groups who are likely to come to La Porte.
for a large economic turnaround.
5)Implement the recommendations identified in Chapter 2,
Vacancy rates dropped from 18 to
Land Use and Character as related to continued investment in Main
six percent and upon completion,
Street, Sylvan Beach, and the Downtown area, including
the City saw a 30 percent increase in
development of a Downtown master plan, revising regulatory
Downtown sales tax revenue.
provisions to ensure a strengthened urban character, facilitating
Source: Alliance for Biking and Walking.
additional housing choice (e.g., residential over retail units), and
Photos Source: LODI.Com
continued pursuit of public/private waterfront development
5.22
Chapter 5
projects.
6)Implement the recommendations in Chapter 2, Land Use and Character
as related to enhancing the City’s visual character and appearance. Over
time, these improvements will increase the City’s overall livability.
7)Implement the recommendations in Chapter 4, Community Mobility as
related to sidewalk and trail improvements.
8)Continue to pursue infrastructure and facility improvements on Main
Street and at Sylvan Beach. For Main Street, the City should build off of
the recent gateway and Five Points Town Plaza improvements to
implement other pedestrian 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 “community
enhancement” projects can be significant economic development
generators for the City (see inset).
9)Continue to sponsor festivals and
Main Street Art Walk
events in Downtown and other parts of
the City, including Christmas on Main
Street, the La Porte by the BayHalf
Marathon, Veteran’s Day concert, and
Art Walk (see inset ), among others.
10)Promote Main Street as the primary
entertainment and retail destination for
residents, students, and tourists.
Downtowns are typically the lifeblood
of a community, where residents,
employees, and tourists can be seen
walking, shopping, entertaining, and
dining. The recent improvements made
Continued support for the monthly Main Street Art Walk is
along Main Street are a good start, but
one economic development marketing technique that can
there are still significant improvements
have a positive impact on Main Street businesses (beyond
to be made.
the ones participating in the event) and on the City’s overall
11)Once the Sylvan Beach Pavilion is
livability. Further partnering with the Main Street Business
18
renovated, utilize its historic status as
Alliance will help them to achieve their efforts to revitalize
part of an overall marketing strategy for
Downtown.
weddings, dances, and other
community events. Historic
Source: Main Street News,Volume 3, Issue 3, May/June 2011.
preservation activities can also have a
significant impact on the City’s
18
The Sylvan Beach Pavilion is individually listed in the National Register of Historic
Places (NRHP), as well as designated as a Recorded Texas Historic Landmark (RTHL),
and a State Archeological Landmark (SAL). Letter from the Texas Historical
Commission. 11/15/11.
5.23
Economic
2.
23Adopted July 20, 2009
Dlt
DRAFT FEBRUARY 7, 2012
19
economic development and overall livability. Additionally, continued
support for implementing the recommendations found in the San Jacinto
Historic District Corridor Standards Report can help to bring in tourism
dollars (see inset on next page).
12)Fully implement the economic development internal and external
marketing campaign envisioned in the La Porte Economic Development
Strategic Plan. La Porte’s economic development players should work to
build consensus for a primary theme/message to market La Porte that
will be shared by all community development, economic development,
and tourism-related organizations. As with all successful marketing, it is
critical to identify target audiences and to focus efforts on them. The
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
Sylvan Beach Pavilion
economic development organizations;
c.Members of the region’s various media;
and,
d.Decision-makers at companies within the
target industries.
The most important target audience for La Porte
should be the people 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 in their business and personal
The Sylvan Beach Pavilion restoration project, like
interactions—both regionally and nationally. A
other historic preservation projects, may yield
sustained internal marketing campaign should be
significant economic development benefits for a
undertaken to generate and promote a positive
community. Below are a few of the benefits:
image of La Porte. This includes maintaining support
for the “Business. By the Bay.” quarterly newsletter
Historical designations improve property values
publication. Making sure that existing residents and
Incentives for historic properties attract
local business leaders have a positive image of the
reinvestment
community is critical to the success of any external
Historic building rehabilitation rebuilds Texas
campaign as these are the people who can best tell
communities
the La Porte story to the outside world.
Preservation of historic properties creates jobs
Texas’ heritage attracts tourists
La Porte must set itself apart from the competition
History museums draw tourists and economic
throughout the region. The most effective
marketing strategies are those that promote specific
vitality to communities
initiatives and opportunities. In other words, the
Revitalization of Texas Main Street cities makes
good business sense
19
The Center for Urban Policy Research at Rutgers University, Texas Perspectives
Source: Historic Preservation at Work for the Texas Economy.
and The LBJ School of Public Affairs at the University of Texas at Austin. Historic
Photo Source: Harris County Precinct 2, News and Events, Sylvan Beach
Preservation at Work for the Texas Economy. 1999.
Pavilion Restoration.
5.24
Chapter 5
various target audiences must be swayed by the message that their
interests can be maximized by investing social and economic capital in La
Porte.
13)To compensate for the closed The Bayshore Sun newspaper, the City
should continue to pursue additional media opportunities to ensure City
residents are kept fully abreast of local government news.
5.25
Economic
2.
25Adopted July 20, 2009
Dlt
I
MPLEMENTATION
C6
HAPTER
This plan sets forth a vision as to how La Porte should develop
2001 vs. 2011 Plan Comparison
over the next 20 years – and beyond. With the vision in place, the
community must now direct its resources of time and money to
2001 2011 Update
plan implementation. Each of the goals, actions, and initiatives
Ch. 13, Implementation Ch. 6, Implementation
identified throughout this plan must be turned into specific
programs, initiatives, and/or new standards. This chapter
establishes priorities and sets forth a process to ensure the plan is
implemented and kept current over time.
6.1 Introduction
Implementation is a team effort, requiring the commitment and leadership
of elected and appointed officials, staff, residents, business and land owners,
and other individual and collective influences that will serve as champions of
this plan. This includes close coordination and joint commitment from local,
regional, and state partners that significantly impact the future and growth
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 Alliance; and,
Other organizations, agencies, and groups.
6.1
IMPLEMENTATION
DRAFT FEBRUARY 7, 2012
Each chapter of this plan outlines specific issues to be addressed to achieve
what is envisioned by community residents. In response are a large number
of recommended actions that relate to regulatory changes, programmatic
initiatives, and capital projects. While these recommendations are
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, with
decisions as to the sequencing of activities, the capacity to fulfill each
initiative, and the ability to obligate the necessary funding. Those deemed as
top priorities and viewed as feasible in the short term are placed in a five-
year action plan. In addition to implementing these targeted strategies, the
broader policies set forth by the plan text and maps may be used in making
decisions related to the physical and economic development of the
community.
The purpose of this chapter is to integrate the elements of the plan to
provide a clear path for sound decision making. This chapter outlines the
organizational structure necessary to implement the plan, strategic
directions and priorities for implementation, and a process for regular
evaluation and appraisal of the plan to ensure it is kept relevant and viable.
6.2 Methods and Responsibility for Implementation
To be successful, the City must utilize this plan on a daily basis, and it must
be integrated into ongoing governmental practices and programs. The
recommendations must be referenced often and widely used to make
decisions pertaining to the timing and availability of infrastructure
improvements; proposed development/redevelopment applications; zone
change requests; expansion of public facilities, services, and programs; and
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 decisions. The
plan is designed to guide the growth and economic development of the
community. It is intended to guide staff – of all departments – in managing
their individual activities, annual work programs, and capital projects.
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
reflects the community’s vision. The zoning and development
ordinances, in particular, must be re-written to improve use
compatibility, conserve natural resources and open space, preserve the
character and integrity of neighborhoods and valued areas, improve the
efficiency of facility and service provisions, and contribute to a fiscally
responsible pattern of urban growth.
6.2
CHAPTER 6
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
proposed, staff and the City’s advisory boards, together with the City
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 achieving
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; water,
wastewater, and drainage improvements; park, trail, and recreation
facility provisions; and other public buildings and municipal services.
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, and
initiatives to achieve organizational, programmatic, and/or
developmental objectives. These may include further studies, detailed
area plans (individual neighborhoods or special districts), or initiating or
expanding upon key City programs. These tend to be more managerial in
function, which may support or influence physical improvements or
enhancements, but themselves focus on community betterment.
6.3 Plan Administration
A host of community leaders must take “ownership” in this plan and
maintain a commitment for its ongoing, successful implementation. The
City’s management and staff, together with its boards and commissions,
committees, and organizations, will have essential roles in implementing the
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 responsible
for implementation. The importance of their collaboration, coordination, and
communication cannot be overstated. The training initiative should include:
Discussion of the roles and responsibilities of each individual
commission, board, or committee and their function in the organization.
A thorough overview of the entire plan, with particular emphasis on the
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
Implementation
2.
3 Adopted July 20, 2009
DRAFT FEBRUARY 7, 2012
Facilitation of a mock meeting to exhibit effective use of the plan and 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 and timeframes
by which each action will be initiated and completed. In conjunction with the
City Manager, they must manage the coordination among the various groups
responsible for carrying out the plan’s recommendations. Lastly, they are
also responsible for the funding commitments required, whether it involves
capital outlay, budget for expanded services, additional staffing, further
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 costs during
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 priorities.
Prepares an Annual Progress Report for submittal and presentation to
the Mayor and City Council.
Ensures decisions and recommendations presented to the City Council
are consistent with the plan’s policies, objectives, and recommendations.
This relates particularly to decisions for subdivision approval, site plan
review, zone change requests, ordinance amendments, and annexation.
Ensures that the plan influences the decisions and actions of other
boards and committees.
City Departments and Plan Administrator
All departments are responsible for administering this plan, specifically as it
relates to their function within the organization. Many departments were
involved in the plan development process and are, therefore, familiar with its
content and outcomes. They must now be enrolled as implementers to
ensure their budgets and annual work programs are in line with the plan. The
Planning Director will serve as the Plan Administrator and will play a lead
role in coordinating among the various departments.
6.4
CHAPTER 6
Intergovernmental Coordination
Increasingly, jurisdictions are acknowledging that issues are regional, rather
than local, in nature. Watersheds and other ecosystems, economic
conditions, land use, transportation patterns, housing, and the effects of
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 for the success
of the other.
Perhaps of greatest importance to the effective implementation of this plan
is recognition that all levels of government and the private sector must
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 shares
common interests and goals, including enhancing economic development
and providing for quality housing, services, and infrastructure needs. These
goals can be more effectively achieved through mutual cooperation and
coordination.
Recommended Strategies for Intergovernmental Cooperation
Create an intergovernmental planning advisory council, which should
include representatives from different entities and agencies including
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 benefit.
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 natatorium.
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 plan chapters.
These strategies highlight the steps to be taken by the City, often in
coordination with other jurisdictions, organizations, or agencies. It is
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 complete should
6.5
Implementation
2.
5 Adopted July 20, 2009
DRAFT FEBRUARY 7, 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 used on an
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
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,
updates to the City’s development ordinance and processes to
remove regulary impediments to infill development, redevelopment,
and revitalization.
Downtown Master Plan. Prepare a master plan for the Downtown area,
including Main Street and Sylvan Beach, the connections between, and
the transition to adjacent areas. This includes:
setting a clear and collectively supported vision;
determination of implementation framework to guide new/
reinvestment; and,
marketing and branding study.
Unified Development Code / Modification of Regulatory Provisions.
Prepare a Unified Development Code (UDC) to ensure an effective
transition from comprehensive plan to the implementing regulations.
Modified provisions should include,but not be limited to:
building placement, design, and materials;
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.
Scenic Texas Certification. Evaluate program criteria and make necessary
improvements to achieve certification through the Scenic City Certification
Program sponsored by Scenic Texas.
Continued on next page.
6.6
CHAPTER 6
Table 6.1, Summary Action Plan – Continued.
Priority Primary Action Items
Chapter Reference
Community Enhancement. Partner with the Texas Department of
Transportation (TxDOT) and the county to enhance the appearance of
existing corridors, gateways, interchanges, and bridges, as depicted on Map
2.2, Beautification Plan. This could include:
strengthening ordinance 1501-II;
developing corridor enhancement plans for the primary and secondary
corridors identified on Map 2.2, Beautification Plan;
partnering with area partners to determine other strategies for visual
improvement of the corridors; and,
implementing a comprehensive wayfinding program.
Neighborhood Improvement Program. Develop a formalized neighborhood
improvement program that ensures the quality of existing neighborhoods
are maintained or improved over time. This would include:
additional planning(e.g., facilitating the development of 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.
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;
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;
completing the trail system per the City’s Trail Master Plan;
constructing a natatorium in association with area partners; and,
establishing a recreation center on the west side of the City.
Drainage Improvements. Continue to implement the recommendations
identified in the Citywide Drainage Study. In addition, consider:
designing and constructing all future/redeveloped flood control and on-
site drainage projects as community enhancements and/or recreational
amenities; and,
encouraging vegetative buffers along stream and other drainageways.
Continued on next page.
6.7
Implementation
2.
7 Adopted July 20, 2009
DRAFT FEBRUARY 7, 2012
Table 6.1, Summary Action Plan – Continued.
Priority Primary Action Items
Chapter Reference
Infrastructure Improvements. Continue to implement the
recommendations in the City’s Water Master Plan, Water Conservation
Plan, and Drought Contingency Plan. In addition, consider the following:
completing the geographic information systems (GIS) utility mapping
database;
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.
Public Safety Improvements. Continue to support an excellent system of
public safety services. In addition, consder:
expanding police, fire, and EMS personnel concurrent with population
growth;
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.
Increasing Sustainability. Determine a plan of action to improve the City’s
sustainability, including:
reaching the identified per capita water reduction targets;
reducing the City’s energy usage;
pursuing third-party certification (e.g., LEED-NC®) for design and
construction of all new municipal projects;
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; and,
establishing community drop-off recycling locations in each park in
the short-term and curbside recycling in the long-term.
Existing Street Connectivity Improvements. Work with public and private
stakeholders to determine a plan of action and funding source to develop
the additional connections on existing streets as identified on Map 4.1,
Thoroughfare Plan.
Continued on next page.
6.8
CHAPTER 6
Table 6.1, Summary Action Plan – Continued.
Priority Primary Action Items
Chapter Reference
Signal Warrant Studies. Conduct signal warrant studies to determine if
signals are warranted at the terminus of roads traversing and bounding
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 System
Management (TSM) measures to enhance the capacity of the existing
street system.
Strategic Corridors Program. Develop a strategic corridors program to
direct aesthetic and infrastructure improvements for those corridors
identified on Map 2.2, Beautification Plan.
Complete Streets Policy. Adopt a Complete Streets policy and commit to
implemeting it during all new development/redevelopment projects.
Safe Sidewalks Program. Prepare a safe sidewalks program to identify
and correct unsafe and poorly maintained sidewalk segments at key
locations throughout the community.
Expand Mass Transit Availability. Coordinate with area partners to
determine the feasibility of additional bus stops and routes to faciliate
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, etc.).
Summer Youth Pass Program. Coordinate with the Harris County Office of
Transit Services (and other partners) to implement a Summer Youth Pass
Program for high school-aged children to have unlimited access during the
summer.
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.
Continued on next page.
6.9
Implementation
2.
9 Adopted July 20, 2009
DRAFT FEBRUARY 7, 2012
Table 6.1, Summary Action Plan – Continued.
PriorityPrimary Action Items
Chapter Reference
Business Incubator. Establish a small business incubator site within the
City in coordination with San Jacinto College Small Business Development
Center (SJC SBDC). Priority consideration should be given to locating the
site in Downtown or near San Jacinto College.
Land Banking.Develop (or support) a land banking program to acquire and
hold tax delinquent, condemned, and other City-owned property to
facilitate reassembly and redevelopment. Priority areas are identified on
Map 2.1, Rehabilitation Target Areas.
Business Retention and Expansion Program. Improve efforts to maintain
relationships with existing businesses in order to determine public/private
strategies to overcome challenges or facilitate plans of expansion.
Streamlined Permitting Process. Study existing development processes
and regulations to determine a plan of action to resolve issues without
compromising the integrity of the process or enforcement of established
regulations. This also could include such things as fast-track permitting,
assistance with demolition of structures, etc..
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.
Business Parks. Proactively zone and market areas for higher quality
business parks for those areas identified on the Map 2.6, Future Land Use
Plan.
Logistics Park. Facilitate discussion with the Union Pacific Railroad (and
others) to develop a special logistics park in the vacant area bounded by
State Highway (S.H.) 225 and S.H. 146 and adjacent to the existing rail line.
This could include the creation of a general-purpose Foreign Trade Zone
and development of special rail sidings into the proposed park.
Market Retail Analysis.
Undertake a market retail analysis separately or in
coordination with an update to the Economic Development Strategic Plan.
Coordinated Tourism Strategy.Develop a coordinated tourism strategy to
focus on capturing visitor’s dollars by local businesses.
Source: Kendig Keast Collaborative.
6.10
CHAPTER 6
6.5 Plan Amendment
This plan must remain flexible and allow for adjustment to change
Plan Amendments
over time. Shifts in political, economic, physical, and social conditions
and other unforeseen circumstances will influence the priorities of
Minor Amendment
the community. As growth continues, new issues will emerge, while
Similar to what occurred in 2005,
others may no longer be relevant. Some action statements may
City Staff should under take another
become less practical, while other plausible solutions will arise. To
minor update revision sometime
ensure that it continues to reflect the vision and remains relevant and
around 2015-2016.
viable over time, the plan must be revisited on a routine basis, with
regular amendments and warranted updates.
Major Amendment
By 2020-2021, the City should
Revisions to the plan are two-fold: minor plan amendments should
undertake a complete rewrite of this
occur bi-annually and more significant updates handled every five
plan.
years. Minor amendments may include revisions to the future land
use, beautification, or thoroughfare plan as the
development/redevelopment pattern unfolds and enhancement 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 needs and priorities.
Annual Progress Report
A progress report should be prepared annually by the Planning and Zoning
Commission, with the assistance of the Plan Administrator, and presented to
the Mayor and City Council. This ensures that the plan is regularly reviewed
and modifications are identified for the minor plan amendment process.
Ongoing monitoring of plan consistency with the City’s ordinances must be
an essential part of this effort.
The Annual Progress Report should include:
1)Significant actions and accomplishments during the past year, including
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 the
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 be
developed and implemented in the forthcoming year, including a
recommendation of projects to be included in the CIP, programs and
initiatives to be funded, and priority coordination needs with public and
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 effect may be
understood. The proposed amendment must be consistent with the goals
6.11
Implementation
2.
11Adopted July 20, 2009
DRAFT FEBRUARY 7, 2012
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 character of
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 community.
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 various City
departments, Planning and Zoning Commission, and other boards and
committees. The report involves evaluating the existing plan and assessing
how successful it has been in implementing the vision and goals. The
purpose is to identify the successes and shortcomings of the plan, look at
what has changed, and make recommendations on how the plan should be
modified. The report should review baseline conditions and assumptions
about trends and growth indicators, and it should evaluate implementation
potential and/or obstacles related to any unmet goals, policies, and
recommendations. The result of the evaluation report will be a revised
Comprehensive Plan.
More specifically, the report should identify and evaluate the following:
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 the
following:
a.The rate at which growth is occurring relative to the projections put
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 vision.
6.12
CHAPTER 6
a.Individual statements or sections of the plan must be reviewed and
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 in
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.
e.Based upon organizational, programmatic, and procedural factors, as
well as the status of previously assigned tasks, the implementation
task assignments must be reviewed and altered to ensure timely
accomplishment.
f.Changes in laws, procedures, and missions may impact the ability to
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.
6.13
Implementation
2.
13Adopted July 20, 2009