HomeMy WebLinkAbout04-25-12 Special Called Planning and Zoning
City of La Porte Planning and Zoning Commission Agenda
Special Called Meeting
Notice is hereby given of a of the La Porte Planning and Zoning Commission
April 25, 20126:00
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. Roll Call of Members
3. La Porte Comprehensive Plan Update
A. Review and consider approval of Chapters 1, 3, 4, and 5.
B. Determination of next steps in reviewing and commenting on Draft Plan.
C. Discussion of Project Schedule.
4. Administrative Reports
5. Commission Comments on matters appearing on agenda or inquiry of staff regarding specific
factual information or existing policy
6. 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 April 25, 2012, agenda of items to be considered by the Planning and
Zoning Commission was posted on the City Hall bulletin board on the ____ 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.
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1.1Introduction
The comprehensive plan is a physical plan; it is long-range; it is
comprehensive; and it is a statement of the goals, objectives, and policies of
the local government. It is intended to be inspirational; enough to challenge
1.1
PLAN CONTEXT
REVISED DRAFT MARCH 23, 2012
the future of the community; but it provides clear direction through specific
statements of action to achieve the desired results envisioned by citizens and
the leadership of the community. In that context, this plan intends to answer
the following questions:
What are the adequate levels of public facilities necessary to meet the
demands of future in-fill development and redevelopment;
What should the future development pattern look like in order to reflect
the values of the community;
How can we best utilize some of
parks and trails, Main Street, Sylvan Beach, and the bayfront;
How can we improve the image and visual appearance of the
community; and
How can we unify and mobilize our residents and leaders around a
common vision and future direction?
Why Update?
Porte?
Planning is the process of establishing goals and objectives, and
ƚŚĂƚŵƵƐƚďĞĐŽŶƚŝŶƵŽƵƐůLJ
ŵŽŶŝƚŽƌĞĚĂŶĚƌĞŶĞǁĞĚĂƐ
determining the means by which these ends may be achieved. It enables
the City to manage future growth and development actively as opposed
ĐŽŵƉƌĞŚĞŶƐŝǀĞƉůĂŶŵƵƐƚďĞ
to reacting to (re)development or infrastructure improvement proposals
ĨůĞdžŝďůĞŝŶƌĞƐƉŽŶĚŝŶŐƚŽ
on a case-by-case basis without adequate and necessary consideration
ĐŚĂŶŐŝŶŐĐŽŶĚŝƚŝŽŶƐĂŶĚŶĞĞĚƐ͕
of community-wide issues. The comprehensive plan is a
LJĞƚƐƚĞĂĚĨĂƐƚŝŶŝƚƐǀŝƐŝŽŶĂŶĚ
planning, and it
ƐƵƉƉŽƌƚĨŽƌƚŚĞĐŽŵŵƵŶŝƚLJŐŽĂůƐ
appointed officials to step back from pressing, day-to-day issues and
clarify their ideas as to the kind of community they are trying to create
Source: Kendig Keast Collaborative
and maintain. Through the plan development process, they can look
broadly at programs for neighborhoods, housing, economic development,
and provision of public infrastructure and facilities and how these efforts
may relate to one another. The La Porte 2030 Comprehensive Plan
represents a "big picture" of the City, one that can be related to the trends
and interests of the broader metropolitan region, as well as the State of
Texas.
Planning is often the most direct and efficient way to involve members of the
public in determining the future of their community. The process of plan
preparation provides an opportunity for two-way communication between
citizens and local government officials as to their vision of the community
and the details of how that vision is to be achieved. The plan results in a
series of goals and policies that, ideally, will assist the City in administering
development regulations; determining the location, sequencing, and
financing of public improvements; and, in guiding reinvestment and
1.2
Chapter 1
redevelopment efforts. The plan also provides a means of coordinating the
actions of many different departments and divisions within municipal
government.
Finally, planning is a dynamic process that must be continuously monitored
and renewed as changes occur. The C
flexible in responding to changing conditions and needs, yet steadfast in its
vision and support for the community goals and objectives. It is precisely for
this reason, that this update is important. Since the original plan adoption in
2001, La Porte has been and will continue to be affected and shaped by
some fairly significant internal and external influences, changing conditions,
and changing priorities, including, but not limited to:
Panama Canal Expansion Impacts. In 2007, the Panama Canal
Authority started on an ambitious project to double the
capacity of the Panama Canal by 2014 by allowing more and
larger ships to transit from the Atlantic to the Pacific and vice
versa. Although 1,700 miles and over three two years away, this
project is already having significant influences on the City of La
Porte. With
1
container terminals to the north and south of the City, much is
being done by the public sector to maximize the future
economic benefits stemming from the canal expansion,
2
including widening and deepening the Houston Ship Channel
3
and the possibility of adding more rail lines. On the private
side, it has been said that a significant number of new hotels
have been constructed in La Porte over the past few years in
order to accommodate increased numbers of shipman and
other employees as the port traffic increases. There has also
been an increase in warehouse and distribution center
development and inquiries for other prospective port
supporting businesses. Outside of land use issues (i.e., where
La Porte is bookended by some of the
will these be facilities be placed?), there will also be an increase
busiest container terminals in the
country.
in heavy truck traffic that will have a direct effect on the
community and its major arteries (including State Highways 146
Source: Port of Houston website.
and 225, Fairmont Parkway, among others).
1
Port of Houston Website. http://www.portofhouston.com/geninfo/facilities.html.
Retrieved 29 June 2011.
2
Ibid. http://www.portofhouston.com/geninfo/overview2.html#channel. Retrieved
29 June 2011.
3
ABC News/KTRK-TV Website. http://abclocal.go.com/ktrk/story?section=news/
local&id=8210166. Retrieved 29 June 2011.
1.3
2.ř Adopted July 20, 2009
Plan Context
REVISED DRAFT MARCH 23, 2012
Economic Sustainability. Economic sustainability was one of
The Bayfront An Asset and a
the topics that repeatedly surfaced during the Small Group
Liability
Interviews. Many times it was framed in the terms of a lack of
availability and diversity of commercial retail, restaurants, and other
As discussed throughout the public
non-industry business opportunities within City limits. Concerns
participation process,the Bayfront is
were expressed over the lack of choiceretail shopping opportunities
both an asset (for residents and
(e.g., only one grocery store), about the amount of tax money being
tourists), but also a liability (for retail
development). This is due to the fact
generated just outside of City limits (and conversely, not being
that larger national chain and
generated to support th and the
trade
apparent disinvestment of certain types of businesses (e.g., the
area which are identified
recent closings of the automobile dealerships, among others).
in their retail market analyses. The
Finally, there was a general concern that there was not much that
could be done to resolve these problems (see inset); that it was an
bayfront areas as effectivly halving
the potential trade area (market loss) unsolvable dilemma that has been and will continue to plague the
needed to development and sustain a
community due to being land-locked, not enough rooftops to
retail establishment.
generate commercial investment, and too much industry was
Source: Kendig Keast Collaborative.
deterring other forms of land use investment. The other part of
economic sustainability is being able to accommodate the normal,
but major shifts in local business and regional and global trends (e.g., a
dwindling feedstock). For a geographic area that is so closely tied to the
industry, this requires a dual approach that both promotes the
expansion of existing industry (e.g., the petrochemical industry), but also
plans for further economic diversification.
Need for a New Collective Vision. When the original comprehensive plan
was adopted in 2001, there was a defined consensus about what La
Porte should be in the future. The vision talked about La Porte becoming
-
sustainability, celebrating its history, balancing land uses, among other
things. In the past 10 years, there are many positive examples around
the City where the vision has been implemented, such as the recent
. However,
during the public participation efforts of this update process, the
members of the community made it abundantly clear that there is a
need to once again seek unity as to their vision for the future of La Porte.
Presently, there are diverging opinions on several fronts. By way of a few
examples, many expressed great need for increased access and
availability to commercial retail and other businesses within City limits,
others felt those needs were sufficiently provided just outside City limits.
Many expressed approval of
Street, while others felt that the City was not doing enough to bring back
Main Street. The value and purpose of this plan is to reengage the
1.4
Chapter 1
citizenry and then reframe a vision that will
directions.
Need for More Resiliency Planning. In 2008, the Texas Gulf Coast
Need for Resiliency
was struck by Hurricanes Gustav, Dolly, and Ike, as well as Tropical
Planning
Storm Eduardo, all of which occurred in a span of less than 60 days.
Just three years prior, the Texas Gulf Coast was also struck by
On September 13, 2008,
Hurricane Rita. Each of those hurricanes caused damage to homes,
Hurricane Ike devastated the
personal property, businesses, and the environment. Out of those
Texas Gulf Coast.
hurricanes, Ike caused the greatest impacts to La Porte (see inset
4
next page), and in many ways the City has yet to fully recover..
Estimated losses in La Porte:
While history shows that the upper Texas Gulf Coast will always live
with a constant threat of these natural disasters, research shows
3,861 residential units
that there are ways for cities to reduce or even avoid many of the
substantially damaged or
impacts of these storms. First by examining the effects and greatest
destroyed
areas of vulnerability; followed by the incorporation of long-term
$11 million in commercial
mitigation strategies and implementation tools into the
damage
comprehensive plan (and other master plans, e.g., master drainage
$2.9 million in damage to
plan) policies and its implementing regulations. The evidence shows
infrastructure and facilities
that such things as modern building and floodplain codes work
Source: Hurricane Ike Impact Report.
5
when adopted and enforced.. While the City has already been
proactive in many areas, a comprehensive and coordinated approach to
resiliency planning is addressed by this plan to ensure that such items as
land use (e.g., protection of natural resource areas for surface water
retention or transfer) and the built environment (e.g., requiring
own capital
projects.
Landlocked; Focus on Infill and Quality. As part of the public
participation process and interviews with City staff, it was indicated that
are going to stay the same during the 20-year
planning horizon. Much of the City is already bounded by other
municipalities, i.e., Deer Park, Pasadena
Shoreacres. In addition, the City has interlocal agreements with the
Battleground, Bayport, and South La Porte Industrial Districts. (See Map
1.1, Study Area) be to provide the
appropriate infrastructure and services necessary for developing the
remaining areas and redeveloping underutilized areas. Hence, the City
4
Federal Emergency Management Agency (FEMA), Hurricane Ike Impact Report,
December 2008. http://www.fema.gov/pdf/hazard/hurricane/2008/ike/
impact_report.pdf. Retrieved 13 July 2011.
5
Ibid.
1.5
2.ś Adopted July 20, 2009
Plan Context
REVISED DRAFT MARCH 23, 2012
can prioritize its funds to increase the quality and reliability of services,
as well as focusing on other important quality of life improvements.
Timely Planning Opportunity. The original 2001 Comprehensive Plan
was drafted with a 20-year planning horizon. To ensure that the plan
recommendations to undergo updates at five year intervals. Now, just
over halfway through the 20-year planning horizon, it is both practical
and timely to take a more in-depth look at the planning
recommendations, the progress to-date, and to reassess the vision to
have changed in the past decade.
All combined, these influences and more, have the ability to change the
character and feel of La Porte. So why is this update important? This
mid-plan, comprehensive update, allows the City to celebrate its
accomplishments over the past 10 years, determine major and minor
course corrections, and to proactively respond to (i.e., embrace and
accommodate; or mitigate) changing influences, conditions, and
priorities; all to ensure that the quality of life continues to improve and
sustain the citizens of La Porte.
The process required to create this comprehensive plan and its updates
may prove more valuable than the plan itself since the documents are
just snapshots in time. The planning process involves major community
decisions about how much and where development and redevelopment
will occur, the pattern and character of that future development, and the
services. This leads to the pivotal discussione
Cit
ͳǤʹ ǡ ǡEconomicSnapshots
historical, and economic snapshot of the City of La Porte.
1.6
Chapter 1
1.3
A vision is the first step toward understanding the past, recognizing
What is a Vision?
existing circumstances, collectively deciding on a preferred scenario, and
setting a course of action for realizing what is envisioned in the future.
To have a vision means to look
This community v
ahead: to imagine or dream
and forms a framework by which each individual element of this plan
the future to create in our
follows. It is long-range and intentionally idealistic as a means to stretch
minds something beyond our
the imagination of what is possible. Casting a vision allows the
present reality is a distinctly
community to come together to decide what it will be like in 20 years
human skill. History has shown
and to put a plan in motion to achieve it.
that seeing something in the
step to actually achieving it.
and subsequently guided Council and staff policy and decision-making
As used in planning visioning,
for the past 10 years. Evident today, however, is that the community is
visioning is a process by which
no longer in agreement as to the
a community envisions its
preferred future. It chronicles
process was conducted during this update resulting in a new consensus
the hopes, dreams, and
vision; one that will continue to be refined through the course of the
aspirations of a community
planning process.
and helps citizens to agree on
what they want their
The first step in the visioning process is to assess where the community
community to become.
had been in the past. This effort involved a review of the existing
6
Source: Michael Chandler
comprehensive planning and other demographic and socio-economic
information (refer to the Demographic, Historical, and Economic
Snapshots). The profile offers a glimpse of where La Porte has been in the
past and where it is today. This analysis set the tone for community
discussions and the overall visioning effort.
Stakeholder Interviews. The vision development process consisted of several
opportunities designed to generate conversation among citizens regarding
their current perceptions, but, more importantly, their expectations for the
future. The first opportunity was a series of interviews with community
stakeholders, which occurred over the course of two days. In all, over 60
citizens participated in this process, including a session specifically designed
to engage . The purpose of these small group
interviews was to solicit the input of residents concerning common
perceptions, issues, problems, opportunities, constraints, assets, and
challenges of the City. This input was invaluable in understanding the
6
Michael Chandler is a planning consultant based in Richmond, Virginia. He is a
former Professor and Community Planning Extension Specialist at Virginia Tech and
co-founder of the Virginia Institute for Planning Commissioners.
1.7
2.ŝ Adopted July 20, 2009
Plan Context
REVISED DRAFT MARCH 23, 2012
underlying issues and needs of the community and, specifically, the values
and priorities of those who know best citizens, Council/Planning and
Zoning Commissioners, neighborhood and civic organizations, community
service organizations, business and industry leaders, major landowners and
developers, and other community leaders.
The input received through the interview process was used to formulate the
Vision Statement outlined in this chapter. In addition, each of the
subsequent plan elements are specifically crafted to address the issues,
problems, and improvement needs that were identified through the
interviews.
During the course of each stakeholder interview, discussion was facilitated in
order to encourage and allow participants to speak candidly. In some groups,
discussions developed and took on a life of its
own initiation; in other cases, a series of open-ended questions were asked
to prompt participants to express both their concerns, as well as their vision
for a positive future. Open-ended questions were posed to capture the
answers to some of the following questions:
What do you consider to be the greatest assets of living and working in
La Porte?
What are the downsides, if any, to living and working in La Porte?
What are the most important issues facing La Porte today, as well as
what may the community confront in the future?
What do you envision La Porte being and looking like in 20 years? What
is your vision?
to progress for the City?
What do you consider to be the highest priority improvement needs
and/or projects over the next 10 years and then longer term?
How might the City develop in a better and more fiscally responsible
manner in the future?
In what ways could the City be more supportive of business growth and
retention?
Where do you see the greatest potential for improving the appearance
and image of the community? Where are good and not-so-good
examples of quality development?
As part of the visioning process, the La Porte Planning and Zoning
by using a single word to describe their vision of La Porte in the future, and
second, by going through a strengths, weaknesses, opportunities, and
1.8
Chapter 1
threats (SWOT) analysis. Their input is displayed in Figure 1.1, Planning and
Zoning Commission Vision Participation.
Figure 1.1, Planning and Zoning Commission Vision Participation
ONE WORD FUTURE
Unity Joy
Vibrant Blossoming
Dynamic People
Family Opportunity
SWOT ANALYSIS
STRENGTHS
Diversity Coastal; by the bay
Small town character Waterfront access
Open access Schools
Dept. Heads/Bus. Owners live in area No brain drain
Diversity of housing Access to colleges & other higher
education institutions
Running, walking, and bicycling opportunities
Dual enrollment with high school and San
Strategic location for ports (centrally located)
Jacinto College
Families
Lomax Park Arena
Employment opportunities to ensure kids have
Sylvan Park and the beach
future employment opportunities
Festivals
Other employment opportunities
Growing Main Street
Welcoming
Five Points Town Plaza
People helping people
WEAKNESSES
Lack of diversity of restaurants Truck traffic
Families relocating out-of-City Lack of retail opportunities
Low self esteem Lack of rooftops
Lack of self-promotion to own City residents Not proactive in attracting new residential
Loss of community newspaper Disincentives to redevelop
Resistant to change Negative perception
OPPORTUNITIES
Sylvan Beach area redevelopment; possibility More rail opportunities
adding restaurants and other commercial
Resiliency planning
Canal expansion will bring new business and
expand choice
THREATS
Truck drive-through area Adjacent political decisions
Short-term profits vs. long-term economic Air quality
sustainability
Hurricanes
Port Encroahment
Source: La Porte Planning and Zoning Commission.
1.9
2.ş Adopted July 20, 2009
Plan Context
REVISED DRAFT MARCH 23, 2012
n
After assembling the ideas and aspirations heard during the public meetings,
a (see inset). This vision
incorporates the shared understanding of the nature and purpose of the
community and uses it to guide City leaders and staff in their decision-
making, and to galvanize the citizens so that everyone is moving towards the
same greater purpose which i preferred
future.
Vision
By the year 2030, La Porte envisions itself as a dynamic, vibrant, business-, tourism-, and family-
La Porte envisions achieving this by leveraging both its greatest strengths and uniqueness its
strong business base, its proximity to the greater Houston metropolitan area and access to the bay,
and most importantly, its people; all to create a highly livable, quality, and sustainable community
where people have the opportunity to find joy in all aspects of their lives living, working, and
playing right outside their front door.
Source: Visioning Process
Based upon our core aspirations and our vision, a snapshot of our future
would look like this:
Our economy
is economically diverse and stable. We have facilitated new
residential in-fill development that broadened our diversity of housing,
;yet required them to be designed in a way
that maintained our sense of small town character. This was the first step in
enabling us to grow our commercial retail and business opportunities, which
enlarged our regional presence and captured a more significant share of
spending by residents, workers, and tourists. Our workforce is well-educated
and highly trained, made possible by continued strategic partnerships
between La Porte and Clear Creek ISDs and San Jacinto College, and easy
access to other colleges and higher education institutions. There are better
employment opportunities for our youth and for all residents as they mature
in their careers. We have coordinated with our industry (e.g., Battleground,
Bayport, and South La Porte Industrial Districts) and intergovernmental
partners (e.g., Port of Houston Authority, La Porte and Clear Creek ISDs, San
1.10
Chapter 1
Jacinto College, Harris County, among others) to sustain and grow our
economy by improving the movement of goods and people in ways that
embrace our community character and respect the value and enjoyment of
living and working in La Porte; while at the same time, improving the
appearance of our corridors. A refocus on our historical roots increased
tourism to the area which spurred a coordinated reinvestment in our Main
Street and Sylvan Beach areas through better connections, redevelopment,
and marketing. All of which further broadened our tax base.
Our Government government
has become a top notch municipal
corporation, known for finding the right balance between progressiveness
and innovation in achieving our vision of a highly livable, quality, and
sustainable community, while remaining diligent with our tax dollars and
strategic about our expenditures. We continued our investment in those
areas that improved our quality of life. We completed our redevelopment of
all parks and recreation areas across the City, and we invested in new parks
(e.g., a recreational fitness center on the west side of town). We continued
our investment in the trail system by completing the remaining six miles of
the 20 mile system. Now we have a fully interconnected system of sidewalks
and community trails, which provides City-wide and region-wide access to
parks, places of work, and other community gathering areas. Our
government has continued to sponsor City-wide cultural events that have
helped to develop a unified sense of community for all of La Porte. Our
existing infrastructure has been maintained and well-planned so that we
continue to have adequate facilities and services. The transportation system
has improved local and regional mobility, not only on our roadways, but on
our rail network, trail system, bus routes, and airport. We have continuously
improved the water, wastewater, and drainage systems to meet guidelines
and to provide the necessary operating capacities to serve expanded and
new industries; which has continued to give us a competitive advantage over
less prepared communities. Our excellent public safety services have
continued to make us feel safe. Finally, an overall, unyielding commitment to
excellence has permeated through all levels of staff, which has resulted in
greater responsiveness to our needs and for those who visit or do business
within City limits.
Our character and appearance
has continued to improve over the
past 10 years through aggressive implementation of our vision. First and
foremost, a continued emphasis on the appearance of our gateways and
corridors has had a dramatic effect on the image of the community. Our
recent gateway improvements, denoted by significant entry features, have
1.11
2.ŗŗ Adopted July 20, 2009
Plan Context
REVISED DRAFT MARCH 23, 2012
been expanded outward through enhanced roadway beautification efforts,
better litter control, and improved buffering and design controls of the
abutting land uses. We have successfully coordinated the efforts of the
public and private sectors to finish the infrastructure improvements to Main
Street, finished development of the Town Plaza at Five Points, and fully
implemented the improvements to S. Broadway Avenue and Texas Avenue,
as planned for in the La Porte Beautification Master Plan. The resulting
rein
achieve a highly livable, quality, and sustainable community, and resulted in
increased private sector investment through such projects as the Gateway
Project to La Porte (Fairmont Parkway and Canada Road), and throughout
the entire City. Consequently, our overall community now exhibits a
character that better reflects our expectations, improved our collective self-
esteem, and enhanced our external image.
1.4
ǫ
This master plan is an important policy document because it is:
Visionary. It lays out a broad, long-term vision with associated goals and
recommendations regarding future investment, resiliency, and
enhancement of the community;
Comprehensive. It considers the entire geographic area of La Porte,
including how the City ties into the surrounding areas, e.g., neighboring
municipalities, industrial districts, and port terminals; and
Short- and Long-term. It assesses near- and long-term needs and desires
across a variety of inter-related topics that represent the key building
blocks of La Porte (e.g.; land use, growth management, mobility, housing
and neighborhoods, economic development, parks and recreation, utility
infrastructure, and public facilities and services).
ǫ
Unlike some other states, municipalities in Texas are not mandated by state
government to prepare and maintain local comprehensive plans. However,
Section
governing body of a municipality may adopt a comprehensive plan for the
long-
reasons for long-range, comprehensive community planning by stating that,
sound development of municipalities and promoting public health, safety
1.12
Chapter 1
Planning Charge
Section 213 suggests that a comprehensive plan may:
include but is not limited to provisions on land use,
transportation, and public facilities;
Section 106-3 of the La Porte Code of
consist of a single plan or a coordinated set of plans
organized by subject and geographic area; and
Comprehensive Plan and its use by City
be used to coordinate and guide the establishment of
government.It is the policy of the city that
development regulations.
the enforcement, amendment, and
administration of this chapter be
Chapter 211 of the Local Government Code authorizes
accomplished with due consideration of
municipalities in Texas to adopt zoning regulations in
the recommendations contained in the
accordance with a comprehensive plan. In this way, zoned
comprehensive plan as developed and
cities like La Porte are called to have a comprehensive plan.
amended from time to time by the
According to the state statues, the zoning regulations must be
planning and zoning commission and the
designed to:
city council of the city. The commission
lessen congestion in the streets;
recognizes the comprehensive plan as the
secure safety from fire, panic and other dangers;
policy established by the city planning and
promote health and the general welfare;
zoning commission and the city council,
provide adequate light and air;
respectively, to regulate land use and
prevent the overcrowding of land;
developments in accordance with the
avoid undue concentration of population; or
policies
facilitate the adequate provision of transportation, water
Source: La Porte Code of Ordinances.
sewers, schools, parks and other public requirements.
be based upon a future land use plan.
As seen in the inset, the City has codified the relationship between the
guiding principles of the comprehensive plan and the implementing
regulations.
Getting to Action
This master plan, as embraced by both the community and its leadership,
This master plan must go
is envisioned to take the City to a new level in terms of its preparedness,
beyond general and lofty goals.
livability, and the achievement of prioritized outcomes. However, it is
While everyone may agree,
important to understand that this master plan in and of itself is incapable
progress will only occur if the
of accomplishing the vision, strategies, and objectives articulated within.
plan establishes a policy
Rather, the plan is merely a guidance document for City officials and staff
framework and provides
who must make decisions on a daily basis that will determine the future
guidance as to the
direction, financial health, resiliency, and ultimately, the look and feel of
implementation steps necessary
the community.
to achieve success.
These decisions are carried out through:
Source: Kendig Keast Collaborative
1.13
2.ŗř Adopted July 20, 2009
Plan Context
REVISED DRAFT MARCH 23, 2012
annual budget process, including routine, but essential, functions such as
code enforcementutility maintenance (including staffing to adminster
and manage those functionsand other staff positions;
major public improvements and land acquisitions funded as capital
new and amended City ordinances and regulations closely linked to the
master plan objectives (and associated review and approval procedures
in the case of subdivisions and zoning matters);
departmental work plans and staffing in key areas;
the pursuit of external funding to supplement local budgets and/or
expedite certain projects; and
initiatives pursued in conjunction with other public and private partners
to leverage resources and achieve successes neither may accomplish
alone.
Despite these avenues for action, this master plan should not be considered
focuses on the responsibilities of the City in the physical planning arena,
where it may have a more direct and extensive role than in areas such as
education, social services, and arts and culture. As a necessity, this master
plan remains relatively general in terms of its vision and policy statements;
and while it may not touch on every individual challenge before the City, it is
meant to motivate concerted efforts to move the community toward action
and achievement of its stated goals and vision. It must also be pointed out
that the full realization of the vision cannot be achieved by City officials and
staff alone; rather, it will take an equal amount of initiation, motivation, and
support from the residents who also believe in what the planned future will
bring.
It is also important to distinguish between the function of the master plan
overall policy for future land use, community character, roads and utilities,
parks and open space, and other aspects of community growth and
development. development regulations establish
standards in conformance with the master plan for the physical subdivision
of land, the layout of new street and building sites, and the design and
construction of roads, water and sewer lines, storm drainage, and other
infrastructure. In other words, the master plan sets the direction, and the
zoning and development regulations are a large part of how it is
implemented.
1.14
Chapter 1
en
To facilitate the process of creating this master plan
Figure 1.2 Public Involvement in the
update, the City engaged Kendig Keast Collaborative,
urban planning consultants, and appointed the
Planning Process
Planning and Zoning Commission as an advisory
committee, to work with City officials, staff,
residents, and the consultants. The Planning and
Zoning Commission was specifically chosen as the
advisory body because Section 213.003 of the Texas
Local Government Code explicitly indicates that
adoption or amendment of a comprehensive plan
Planning and
Zoning Commission. In addition, the appointed board
already has a role in the zoning and land
development.
The ability to implement the master plan is directly
correlated to the sense of ownership derived from
the process. The master plan contains many
components and serves numerous functions, such as
providing information, identifying existing conditions
and characteristics, and establishing policies and
Source: Kendig Keast Collaborative
strategies. As graphically illustrated in Figure 1.2,
Public Involvement in the Planning Process, the public involvement
strategies included:
Planning and Zoning Commission Meetings. The Planning and Zoning
Commission was chosen to provide strategic direction for the project. Their
website; project
materials under consideration were made available to the general public pre-
and post-meetings.
Mayor/Council Interviews.
solicited to ensure the plan incorporates their values and directions for the
future; as the community has already placed their trust in their guidance and
decision-ed leadership is a
barometer of the area they represent.
Key Personnel Interviews. Many interviews were conducted with
department heads and other staff from key departments who have a role in
implementing many of the components of the master plan.
1.15
2.ŗś Adopted July 20, 2009
Plan Context
REVISED DRAFT MARCH 23, 2012
Small Group Charrettes. Input from residents, land and business
Youth Engagement
owners, and City officials occurred through small group charrettes that
were held over the course of two days. These hour-long charrettes
One of the small group charrettes
pushed attendees to think about the issues and future they
that was held was focused on
envisioned, and the information obtained was used throughout the
receiving input directly from La
planning process.
its youth. Their
understanding of the community
City Council Involvement. City Council briefings were held in October
was tremendous and their
2011 and February 2012 to update them on the activities to date. As
feedback was pertinent to both
not only the approval body, but also the chief implementing agent, the
understanding and solving the
City Council was involved throughout the process.
they
A priority-setting workshop with members of the Planning and Zoning
quality of life improvements, their
Commission and City Council was held in February 2012 to engage in a
schools, and their community.
discussion about the on-going process and to gather feedback.
Analysis of the draft document allowed for establishing near- and long-
Conversely, there was concern
term priorities for plan implementation. The results of this workshop
are incorporated into Chapter 6, Implementation.
buildings, the increased truck
traffic, and the prevalence of
Over a period of 10 months, a variety of public outreach and
litter. In addition, many of them
involvement activities were completed, and individual elements of the
expressed that there was a lack of
master plan were drafted, reviewed, and refined to produce a
summer jobs and places for
document for public and official consideration. Throughout the
teenagers to socialize together
process, citizens were able to review th
within City limits. There was also
website and provide feedback to City staff. Residents were also able to
concern about the separation
voice support or opposition at the public hearing.
between East and West La Porte,
but offered solutions on how to
achieve better unification.
1.5
They felt that despite the recent
One of the most important tasks in developing a plan is to determine
improvements, there was still a lot
the key issues that the community needs to address. The
of work to do. Yet, the community
reconnaissance efforts early in the process, combined with staff and
was headed in the right direction.
citizen input resulted in a formulation of a list of priorities in which the
remaining chapters of this plan address. These include:
Source: Youth Engagement Small Group
Charrette.
Development of a Consensus Vision and Direction. As
mentioned in the Vision section of this chapter, the citizens and City
officials once again needed to determine their preferred future. As
his update which
resulted in a new consensus vision.
1.16
Chapter 1
Determining Strategies to Achieve the Vision. Once the
consensus vision was determined, the focus of the planning
efforts turned toward determining the appropriate strategies
to achieve the new vision. The strategies are detailed in the
remaining chapters of this plan: Land Use and Character,
Infrastructure and Growth Capacity, Community Mobility,
and Economic Development. Finally, the strategies are
prioritized for near- and long-term action in the
Implementation Chapter.
Community Character and Image. The general public and
Many residents expressed supported
City officials are cognizant of the need to enhance the image
the City in being proactive in using
of the City. Residents voiced a myriad of concerns about La
necessary controls to prompt property
Porteespecially citing the desire
owners to rehabilitate abandoned
to beautify the corridors. La Portezoning, land use
buildings located within the
regulations, and other development ordinances, also warrant
Cityconcerns about the general look
updating to achieve the community character or aesthetic
and feel of the City, e.g., this
quality desired by residents. The City has recently undertaken
abandoned apartment building.
some self-initiated enhancement and beautification
Source: Kendig Keast Collaborative.
programs along its mains corridors; however, to sustain a
quality, attractive environment will require improved (yet
reasonable) development standards.
Quality of Life Improvements. During the public participation
efforts, discussion routinely turned to the recent quality of
life improvements, e.g., expansion of the trail system, the
new spray-ground-playground at Brookglen Park,
improvements to the three civic and recreation centers, the
opening of Pecan Park, completion of the Gateway Project,
and reinvestment in the Main Street area, to name a few. It
was clear that these quality of life improvements had
Excitement for the recent quality of life
positively excited all facets of La Porte; with residents and
improvements, like this new trail
business owners being equally enthusiastic. This plan will
segment, permeated throughout the
address what quality of life improvements are needed and
public participation process.
where, and how they fit into the overall prioritization list for
implementation.
Source: Kendig Keast Collaborative.
Addressing Mobility Issues. There are numerous challenges
that La Porte must face regarding its mobility system. The most
significant is how to accommodate increased truck traffic stemming from
quality of life concerns regarding the same. Equally as significant, will be
is the transition of State Highway (S.H.) 146 into a six-lane, limited access
segment of the Grand Parkway (although not an officially designated
part of the project); a 170 mile third loop around the Houston
1.17
2.ŗŝ Adopted July 20, 2009
Plan Context
REVISED DRAFT MARCH 23, 2012
metropolitan region. On a smaller scale, this plan will address
such issues as signal timing, an increased demand for more
walkable streets (via sidewalks and the City-wide trail system),
and how the regional circulator system fits into the overall
mobility system for La Porte.
Future Direction Main Street. Like the Sylvan Beach
area, Main Street and the downtown area, have a great ability to
change the fabric of the community and are an important part of
investment, they worked in partnership with the La Porte
Economic Development Corporation and recently completed the
Gateway Project, the Five Points Town Plaza, and other
infrastructure improvements. As a result of this investment,
Main Street is on the cusp of attracting new businesses. To stitch
these improvements together in a well-coordinated manner and
to compliment them with an overall economic and
redevelopment strategy; a downtown master plan is warranted.
This plan would expand upon the general guidance of this plan to
spell out the specific improvements, funding needs and sources,
Through a well-planned and
and organization to accomplish its own vision.
coordinated effort, Main Street will
Future Direction Sylvan Beach/Bayfront Areas. The
2001 Comprehensive Plan referred to the bayfront area as the
top tourism destination.
Recently, the City partnered with Harris
County, the Texas General Land Office, and the Army Corps of
Source: Kendig Keast Collaborative.
Engineers to renourish and expand Sylvan Beach Park. The
citizens loved the reinvestment and the youth indicated that it was one
of top places they could hang out in within the City. However, it was
clearly articulated during the public participation efforts, that the
community feels that the Sylvan Beach area has yet to reach its potential
as a top regional tourism destination. A limitation often cited was a lack
or shop.
Further, both physical and cultural connections to the greater
community could be made. Some view these factors as limiting La Porte
from rethe As part of this planning
effort, important decisions must be made as to the future of this area,
e.g., current coordination with the County is underway to rehabiltate
Sylvan Beach Pavillion damaged by Hurricane Ike. As seen in the inset,
these are not new issues they just need to be further addressed in this
plan.
1.18
Chapter 1
Future Direction of the Bay Front
ƐŵĂůůůŽƚƐǁŝƚŚŝŶĚŝǀŝĚƵĂůŽǁŶĞƌƐ͘DŽƐƚŽĨƚŚĞĞdžŝƐƚŝŶŐƐƚƌƵĐƚƵƌĞƐĂůŽŶŐƚŚĞďĂLJĂƌĞŽůĚĞƌĂŶĚŵĂŶLJĂƌĞŝŶ
ĚŝƐƌĞƉĂŝƌ͘KůĚƉŝĞƌƐĂŶĚƉŝůŝŶŐƐůŝƚƚĞƌƚŚĞĐŽĂƐƚĂůǁĂƚĞƌƐ͘dŚĞƌĞŝƐǀŝƌƚƵĂůůLJŶŽĐŽŵŵĞƌĐŝĂůŽƌƌĞƚĂŝůĂĐƚŝǀŝƚLJĂůŽŶŐƚŚĞ
Source: 1984 Report to City Council from the Community Facilities Committee (5-Year Community Facilities Plan).
Meeting Future Housing Needs / Aging Populations.
population, like the greater population in general, is growing older. As
such, there will be an increased demand for adequate services
Problems in housing will
become increasingly evident now that the first wave of baby-
boomers is entering retirement; this is because Post-World War II
suburban housing was primarily designed for young working
families, not an older population. While the current housing stock
in La Porte does not meet the needs of an aging population
facilitate new
An aging population, like these La
development (e.g., higher density, mixed use, residential housing
Porte residents at the Senior
areas that have universal design accommodations, low
Center, will require adaptations to
maintenance responsibilities, and walkable connections to La
that may be better suited to
regulations.
accommodate this demographic shift.
. During the public participation
Source: City of La Porte website.
efforts, repeated conversations turned to the fact that there
exists a separation of east and west La Porte. Often it was expressed in
simple statements such a
1.19
2.ŗş Adopted July 20, 2009
Plan Context
REVISED DRAFT MARCH 23, 2012
the
people; rather, it is a broader indication that there is a lack of
connectedness between the newer neighborhoods in the west, and older
well-established neighborhoods in the east that surround historic
downtown and the bayfront areas. This has been further exacerbated by
the loss of the local newspaper. This plan addresses strategies to achieve
greater unification between the east and west, so that all residents in La
Continued Commitment to Long-Range Planning. The La Porte 2030
Comprehensive Plan (and the 2005 and 2010 updates) is a principal part
process, which involves all facets of the
community. This plan represents an important step toward achieving the
vision and desired goals of the community. The plan is not a static
document, but rather must be a continuous process to gather, evaluate
and make informed decisions based upon constantly changing
conditions. As such, the plan is intended to be reviewed annually, and
updated at five year frequent intervals to maintain its accuracy and
applicability to current conditions and characteristics of the community.
At a minimum, the plan should continue to be updated every five years
to ensure that it still reflects the true vision and direction of the
community.
1.20
Chapter 1
I
NFRASTRUCTURE
AND
GC
ROWTH APACITY
C3
HAPTER
As detailed in , the City experienced
ȱŗǰȱȱ
significant growth rates over a 20 year period from 1970 to 1990. More
recently, over the past two decades, the rates of growth have decreased and the
remaining developable areas have become finite. While there will still be
growth in population, the City needs tomust transition its focus from
greenfield to infill development. Similarly, the City needs tomust transition
its focus from adding new infrastructure, facilities, and services to one
focused on the expansion and maintenance of the systems that already exist.
The decisions made today will have lasting effects continued
abilities to generate economic growth and provide adequate, efficient, and
fiscally responsible municipal services to its citizens.
2.1 Introduction
This chapter is closely related to other elements of this plan
2001 vs. 2011 Plan Comparison
addressing land use and community character, mobility, and
economic development as they relate to development,
2001 2011 Update
redevelopment, its
Ch. 6, Utility
demands for providing and improving public facilities and
Infrastructure Systems
services. The analysis and findings presented in this chapter are Ch. 3, Infrastructure
Ch. 8, Community
and Growth Capacity
based primarily on known factors regarding existing utility
Facilities
infrastructure systems, programmed and anticipated utility
Ch. 11, Public Safety
improvements, existing staffing and service capabilities of the
police, fire, and EMS departments, and projected population
growth of the City. A general conclusion is that the community is in relatively
good shape to serve its existing development and also to accommodate new
infill development and population within its established jurisdictional
boundaries.
3.1
INFRASTRUCTURE AND
REVISED DRAFT MARCH 23, 2012
La Porte, like many communities, is increasingly challenged by limited fiscal
resources. While the City has benefitted economically over the years
because of its growth, now the City needs tomust focus more on
maintenance, rehabilitation, and replacement of aging infrastructure and to
fix problem areas, e.g., poor drainage, inefficient and redundant
infrastructure, etc. In addition, as detailed in Chapter 2, >ĂŶĚhƐĞĂŶĚ
ŚĂƌĂĐƚĞƌ, the City needs tomust now provide additional attention and
resources to promote new public and private sector development and
redevelopment/revitalization in already existing areas. One of the ways to
accomplish this is through public investment in infrastructure and services.
2.2 Focus Areas, Goals, Actions and Initiatives
Throughout the planning process a number of issues were identified
regarding storm drainage, flood control, and other public infrastructure, and
there was a general consensus about maintaining high quality public safety
services. These discussions formed the basis of the following focus areas,
along with an analysis of existing conditions and review of 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 Improved Flood Control and Drainage;
Focus Area 2 Adequate, Efficient, and Resilient Public Utilities;
Drainage Collection
Focus Area 3 Maintaining and Improving Public Safety Services; and
Focus Area 4 Need for Increased Sustainability.
Focus Area 1 Improved Flood Control and Drainage
Storm Drainage Summary
The City lies within three major watersheds; Armand Bayou, Clear Creek,
flat with an average elevation of 24 feet above sea level, and there is
Open, roadside ditches in Old
approximately three miles of coastline along Galveston Bay.
Town La Porte
Drainage collection in the built environment is through a combination of
methods. In the older areas, e.g., Old Town La Porte, collection is primarily
through open, roadside ditches. In the more recently developed areas,
e.g., Spencer Landing, collection is primarily through underground storm
sewers. (see inset) While there are identified drainage problems across
the City, the older areas have greater drainage and flooding problems.
As displayed in Map 3.1, ^ƚŽƌŵƌĂŝŶĂŐĞ^LJƐƚĞŵ, the City conveys its
Storm sewers in Spencer
storm drainage through approximately 35 miles of Harris County Flood
Landing
Control District (HCFCD) drainage channels, which
Source: Kendig Keast Collaborative
1
primary mechanism for surface drainage. These primary drainage
1
La Porte Citywide Drainage Study by Klotz Associates, Inc., January 2009.
3.2
Chapter 3
channels consist of natural bayous, man-made, but natural-looking
Channels Types
channels, and concrete channels. (see inset)
In 2007, the City participated in the Federal Emergency Management
Agency (FEMA) sponsored Tropical Storm Allison Recovery Program
(TSARP), which resulted in revised 100-year flood maps (also known
as FIRMs, i.e., flood insurance rate maps) that became effective on
2
June 18, 2007. In 2009, the City undertook a City-wide drainage
study to identify, develop, and recommend improvements to
address drainage problems and lessen flooding and its impacts
across the City. In addition to natural causes common to coastal
areas (e.g., storm surge), the plan identified six reasons causing the
Natural Bayou
3
drainage and flooding problems. They were:
1)Insufficient flow capacity in ditches and channels;
2)Ponding of waters in streets and adjacent properties;
3)Undersized storm sewers;
4)Temporary blockage of storm water inlets by debris;
5)Backup of storm waters in sewers; and
6)Lack of overland or sheet flow paths.
Natural Channel
As part of that study, the City requested that past repetitive loss data
be studied to determine the level of severity of drainage and
flooding problems so that the City could identify priority projects on
a subdivision-level scale. The report identified 27 subdivisions that
had significant drainage or flooding problems, with Brookglen,
Creekmont Section 1, Glen Meadows, Fairmont Park East, Pinegrove
Valley, and Spencer Highway Estates being the highest ranked
4
problem areas.
Concrete Channel
As solutions to these identified problems, the plan identified
Source: Kendig Keast Collaborative
remedies to correct current flooding and drainage problems, as well
as mitigation techniques to prevent future drainage problems that could
arise from new development. To address current drainage and flooding
problems, the plan recommended the following four types of projects:
1)Channel improvements;
2)Detention ponds for flood flow diversion;
3)Storm sewer upgrades; and
4)Development of relief swales.
2
Ibid.
3
Ibid.
4
Ibid.
3.3
Infrastructure and growth capacity
2.ř Adopted July 20, 2009
REVISED DRAFT MARCH 23, 2012
To address future drainage problems, the plan discussed two
Spencer Landing Joint Use Park
common approaches: on-site detention and regional detention.
and Detention
While there are benefits and costs for each, consideration
shouldmust be given to the fact that the City has a finite area
remaining for both physical and economic development purposes.
When regional detention is used, it creates multiple opportunities.
First, it lessens the amount of land needed to be set aside on each
individual site and maximizes the amount of land that is available for
taxable purposes, e.g., residences and businesses. When there is
plenty of land left to develop, this may not seem as important.
Spencer Landing Park is one the
However, when there is limited land left to develop, i.e., the limited
infill areas remaining in La Porte, it becomes increasingly important.
park system and it serves a dual
Indeed, many of the remaining infill lands may be undeveloped
purpose of providing both regional
because they are constrained in one form or another, e.g., limited
detention and passive and active
size, presence of floodplain, incompatibility with adjacent property,
recreation.
etc. So there may be mutual benefit to multiple property owners to
pursue regional detention options. Second, regional detention
Source: Kendig Keast Collaborative
provides opportunity for the joint purpose of detention and active
and passive recreation. Coincidentally, the Citywide Drainage Study identifies
regional detention lo
coincide with or abut areas of park need as identified in Map 2.5,
Brookglen Regional Detention
WĂƌŬ^LJƐƚĞŵWůĂŶ. Coordinating regional detention efforts with park
expansion efforts would be a good way to improve flood control and
maximi
same time.
Finally, although the Citywide Drainage Study did not specifically
identify buy-outs of flood prone homes, it did recognize that some
buy-out may be necessary in the future. Currently, HCFCD has been
working in collaboration with willing home-owners to buy-out some
of the most flood prone homes in the Brookglen Subdivision.
However the City chooses to mitigate increased drainage stemming
from future development, i.e., on-site, regional, or a combination of
both, it is recommended that it be designed and constructed to
combine functionality with the cross purpose of creating an
attractive and sustainable public amenity that provides citizens with
The Brookglen Detention Ponds,
accessible opportunities for active and passive recreation,
which are currently under
particularly trails.
construction, are a good example of
an after-the-fact retrofit to solve
Key Planning Considerations
existing drainage problems within
Key planning considerations regarding the planning needs to improve
the City.
flood control and drainage, include:
Source: Kendig Keast Collaborative
1)Implementing the recommendations of the Citywide
Drainage Study so that it leads to actionable results.
3.4
Chapter 3
2)Continuing to budget for capital projects that reduce the chance of flood
damage.
3)Reviewing existing ordinances that guide local development to ensure
that existing policies and implementation tools are in accordance with
best management practices.
4)Pursuing intergovernmental coordination with HCFCD and neighboring
cities in addressing drainage across the broader region.
5)Encouraging the joint use of detention areas for drainage and parks and
recreation amenities.
Based on these considerations, the following goals, actions, and initiatives
address specific issues and needs identified during the public participation
process (and outlined in Chapter 1, WůĂŶŽŶƚĞdžƚ).
GOAL 1: drainage system to reduce future flood events
from causing impacts to life and property.
Actions and Initiatives
1)In conformance with the specifications set forth in the Citywide Drainage
Study, construct the recommended relief swale and pipe upgrade
projects, including:
a.Pinegrove Valley: Relief Swale;
b.Brookglen: Relief Swale and Outfall Pipe Upgrade;
c.Fairmont Park West: Relief Swale and Outfall Pipe Upgrade;
d.Glen Meadow: Relief Swale and Outfall Pipe Upgrade;
e.Meadow Park: Relief Swale and Outfall Pipe Upgrade;
f.Fairmont Park: Relief Swale and Outfall Pipe Upgrade;
g.Creekmont Section 1: Relief Swale and Outfall Pipe Upgrade;
h.Fairmont Park East: Relief Swale and Outfall Pipe Upgrade;
i.Spencer Highway: Relief Swale;
j.Villa Del Rancho: Relief Swale;
k.Battleground Estates: Relief Swale; and
l.Old La Porte: Relief Swale and Outfall Pipe Upgrade.
2)In conformance with the specifications set forth in the Citywide Drainage
Study, construct the recommended channel improvement and pond
projects, including:
a.Fairmont Park, Fairmont Park East: Channel Widening;
b.Brookglen: Channel Lining;
c.Meadow Park, Villa Del Rancho: Channel Widening;
d.Lennox Gardens; L Street: Pond for Diversion;
e.Battleground Estates, Pinegrove Valley, P Street: Channel Lining;
f.Shady River: Channel Widening;
g.Woods on the Bay, Pine Bluff, Shady River: Channel Widening; and
h.Meadow Crest, Creekmont, Glen Meadows, Fairmont Park, Fairmont
Park West: Pond for Diversion.
3)Pursue inter-local agreements with the Harris County Flood Control
District (HCFCD) regarding maintenance of drainageways. This would be
3.5
Infrastructure and growth capacity
2.ś Adopted July 20, 2009
REVISED DRAFT MARCH 23, 2012
for those drainageways where agreements may not already exist and for
which are of critical importance to the City. These agreements would
establish minimal acceptable levels of maintenance, where the City has
permission, under appropriate limitations and constraints, to perform
such maintenance for an agreed upon compensation or other
considerations.
4)Coordinate with HCFCD to jointly fund and develop mutually beneficial
flood control projects within the City.
5)Eliminate or minimize exceptions that allow development to occur within
the floodplain. Development exceptions should meet the specifications
identified in the Citywide Drainage Study.
6)Consider enclosing certain segments of the drainage ditches for use as a
recreational amenity, such as trail space, greenways, and landscaping.
7)Evaluate the requirements and standards for on-site detention including
a minimum site threshold, exemptions for sustainable practices, and the
placement, design, and function of basins and other improvements.
8)Consider modifying the Public Improvement Criteria Manual (PICM) for
stormwater design to
playgrounds, ballfields, miniparks, required green spaces, etc.
9)Facilitate the joint use of regional detention whereby there can be a
cost-share arrangement and agreement among multiple properties and
owners.
10)Pursue loan or grant funding from the Texas Water Development Board,
to implement flood
control improvement projects within the City.
11)Revise the standards and specifications for drainage features to
correspond with development character expressed by this plan. For
instance, suburban development requires a high percentage of open
space (either by way of larger lots or larger common areas), which allows
for on-site collection, infiltration, and positive surface (natural) drainage.
This contrasts with a more densely developed urban character that
requires an underground stormwater drainage system.
12)Require riparian buffers along stream and drainage ways to increase
filtration and improve water runoff quality.
13)Encourage adequate design of new developments to maintain
using development types with open
space preservationsuch as cluster developments. This provides
necessary density for developers in exchange for conserving site
resources and preserving sufficient land for stormwater collection and
detention/retention.
14)Periodically update the Citywide Drainage Study to reflect changing
conditions.
3.6
Chapter 3
Focus Area 2 Adequate, Efficient, and Resilient Public Utilities
grown outward from its original settlement around what is now Downtown.
ly compact as a result of the grid
street system, traditionally smaller lots and home sizes, and less reliance on
the automobile. More recently, the development reflects a contemporary
design with curvilinear street systems, the use of cul-de-sacs, and larger
more irregularly shaped lots. Similar to many communities across the United
States, the increased reliance on the automobile has caused more spread out
patterns of development. To serve this development has required a greater
degree of public infrastructure that must now needs to be maintained.
Water Summary
The supply of water is a significant long-term issue for any community, which
needs to must be planned well in advance of future needs. The
Elevated Storage Tank at
primary source of water for the City is from the City of Houston via
Fairmont Park
the La Porte Area Water Authority, which supplies treated surface
water to the c
Treated surface water is delivered to six City water plants and
deposited in groundwater tanks. As displayed in Map 3.2, tĂƚĞƌ
^ƵƉƉůLJĂŶĚŝƐƚƌŝďƵƚŝŽŶ^LJƐƚĞŵ, the six water plants are located at:
Fairmont Park (Hillridge) Water Plant;
th
Plant 3 (Fairmont/4 Street) Water Plant;
Plant 4 (Broadway) Water Plant;
th
Plant 5 (S. 25 Street) Water Plant;
Plant 7 (Bandridge) Water Plant; and
5
Plant 9 (Humprheville) Water Plant.
Source: Kendig Keast Collaborative
Although each of these water plants distribute surface water, they
are also capable of distributing groundwater supplied from seven wells
6
located throughout the City. This capability exists because the City
previously and exclusively utilized groundwater for its water source up until
the 1980s when the City transitioned to the surface water used today.
After leaving the water plants and the groundwater tanks, the treated water
is then re--
operated water distribution system. The four elevated storage tanks (EST)
are:
Main EST;
Fairmont EST;
5
City of La Porte Water Master Plan by HDR and Claunch & Miller. October 2009.
6
from seven groundwater wells tapping into the Gulf Coast Water Aquifer. City of La
Porte Water Quality Report for 2010.
3.7
Infrastructure and growth capacity
2.ŝ Adopted July 20, 2009
REVISED DRAFT MARCH 23, 2012
Lomax EST; and
Bayshore EST.
The water supply system is constantly providing potable water to residential,
commercial, and industrial customers while at the same time providing
distribution system serves 14,187 water service connections (i.e., individual
7
water meters) through 231 miles of water mains, resulting in an average
8
daily consumption of 3.963 million gallons per day.
In 2009, the City worked with consultants to produce a Water Master Plan,
which evaluated (using Texas Commission on Environmental Quality
requirements) the existing system under current conditions, with immediate
known development (i.e., development within the next five years) and under
ultimate build-out conditions. To determine the future build-out conditions,
the remaining undeveloped land within the City was estimated to reach a
population of approximately 52,540 persons, which would translate to an
9
equivalent of 21,746 water service connections. Coincidentally, the
population projections correspond to the Year 2060 estimates provided by
10
the Texas Water Development Board. Based on these projections, it was
determined that the City already has an adequate water supply to meet the
11
needs of its build-out population. However, recommended improvements
were identified to ensure the overall system is capable of serving the build-
out population.
To implement the necessary improvements, the plan indicated that the City
would have to spend approximately $400,000 to $600,000 annually over the
course of 10 years. Its recommendations were based on three priorities: 1)
improving the water service in the Lomax Area, 2) removing bottlenecks in
the system and improve system performance, and 3) make improvements to
accommodate future growth within the City.
7
City of La Porte Website. Retrieved on 10/12/11.
8
City of La Porte Water Master Plan 2009, Table 2 on Water Usage 2003 through
2008.
9
The future built-out population projection of 52,540 persons was calculated based
on applying a fire flow calculation to the remaining undeveloped areas within City
limits. City of La Porte Water Master Plan 2009.
10
Population projections by the Texas Water Development Board and Region H
Water Planning Group indicated a 2060 City of La Porte population reaching 52,539
persons. Texas Water Development Board, 2011 Regional Water Plan, City
Population Projections for 2000-2060.
11
City of La Porte Water Master Plan 2009.
3.8
Chapter 3
Wastewater Summary
As displayed in Map 3.3, tĂƐƚĞǁĂƚĞƌ^LJƐƚĞŵ, the City maintains an
extensive system of 36 lifts stations (including the lift station serving the
Sylvan Beach Pavilion that is currently inactive) and 187 miles of force mains
12
and gravity sewers. The City also operates the Little Cedar Bayou
th
Little Cedar Bayou WWTP
Wastewater Treatment Plant (WWTP) located on South 4 Street at
Cedar Bayou, which has a permitted capacity of 7.56 million gallons
per day (mgd) by the Texas Commission on Environmental Quality
(TCEQ).
The existing wastewater treatment plant was designed in 1980 and
put in service in 1982. The plant was expanded in 1986 and again in
2010. These expansions allow the City to treat approximately 21.8
mgd for a peak two hour period (usually during large storm events).
At present, the City treats an average 4.23.2 mgd (calculated as an
Source: City of La Porte Website, Department of
average daily flow for a consecutive three-month period2006-2010),
Public Works.
which puts the plant at about 55 42 percent of its permitted
capacity . With the latest round of
13
improvements, -out population.
In addition, the City also still contracts with the Gulf Coast Regional
WaterWaste Disposal Authority (GCWDA) for 0.5 mgd of capacityat a
negotiated fee, currently $0.20 per 1,000 gallons, for up to 0.5 mgd.
Post treatment, the majority of the water is released into the Little
Cedar Bayou. However, during certain times of the year, particularly
Texas Commission on
summer, the City utilizes a maximum of 600,000 gallons per day (gpd)
Environmental Quality (TCEQ)
to irrigate the Bay Forest Golf Course and the soccer fields at Little
regulations require that a
wastewater permittee commence
Cedar Bayou Park.
engineering design and financial
planning for expansion when a
The City has been proactively monitoring and replacing aging
plant reaches 75 percent of
infrastructure. Currently, the City has budgeted approximately
permitted average daily flow for a
$350,000 per year to reduce inflow and infiltration (I/I) problems in
consecuteive three-month period.
the wastewater collection system. Over time, pipes, valves, and
This rule further requires that the
manholes start to deteriorate consequently, allowing the inflow and
permittee gain regulatory approval
infiltration of stormwater/groundwater into the wastewater collection
and begin construction of
system. This increases the volume of wastewater that has tomust be
expanded facilities when a plant
treated by the WWTP. The additional volume also increases the wear
reaches 90 percent of the
and tear on plant infrastructure and can prematurely cause the City to
permitted average daily flow for a
unnecessarily expend funds on plant capacity increases. The City has
consecutive three-month period.
also been proactive in replacing, consolidating, or eliminating its lift
Source: TCEQ.
stations. As late as 2008, the City had 40 lift stations; today 36. In
2003, the City commissioned a lift station evaluation study to
determine the highest priority projects. By 2008, four out of five of those
12
City of La Porte Website. Retrieved on 10/12/11.
13
Interview with the City of La Porte Public Works Director.
3.9
Infrastructure and growth capacity
2.ş Adopted July 20, 2009
REVISED DRAFT MARCH 23, 2012
projects were complete. The City then commissioned a second lift station
evaluation study to determine the next five highest priority projects. That
evaluation study identified the following priority projects as well as a need
14
for $2,082,000 in funding:
Lift Station 10;
Lift Station 13;
Lift Station 14;
Lift Station 19; and
Lift Station 37 (scheduled for completion Jan. 2012).
Key Planning Considerations
1)Addressing long-term expansion and rehabilitation needs within the
existing systems through targeted capital improvements (e.g., to address
deteriorated older pipes, increasing line sizes, removing dead-ends, and
adding additional water storage).
2)Supporting effective, ongoing planning and system monitoring in
parallel with land use and development tracking to ensure that needed
infrastructure is available in the remaining areas of future growth and
and continuing service demands.
GOAL 2: Improved data collection and analysis of public utility
infrastructure systems to help prioritize the short- and long-term
maintenance needs for existing infrastructure.
Utility Mapping Program
Actions and Initiatives
1)Complete the geographic information system (GIS) mapping
In the update to the
database, i.e., Utility Mapping Program, by providing additional
Comprehensive Plan in 2005, it
resources to capture and input the necessary data for a complete asset
was indicated that public utilitiy
management program. (see inset) This system should be utilized to
infrastructure GIS mapping
maintain records on inflow and infiltration (I/I) problems and main
should be complete by 2007.
breaks, types and sizes of piping, dates of improvements and repairs,
Today, some of the data is
and other information relevant to an asset management system. Data
mapped, particularly the
should be used as a prioritization tool in the preparation of annual
budgets and capital improvement programs.
However, to realize the full
2)Conduct a system-wide condition analysis of all utility
potential of utlity mapping,
infrastructure, i.e., storm sewer, water, and wastewater, to determine
additional attribute data is
an appropriate short- and long-term plan of action to repair,
needed to complete the
rehabilitate, or replace existing utility infrastructure. Information
database. For example, if all
should be entered into the Utility Mapping Program to identify
breaks and repairs are mapped,
targeted geographic areas with the greatest needs.
the resulting data over time
3)Allocate the necessary funding on an annual basis to
would help to prioritize limited
funding to mitigate the areas implement the corrections identified in the conditions analysis so that
that are in the most need of
-effective, efficient,
repair.
and timely manner to correct the greatest areas of need.
14
HDR/Claunch & Miller Lift Station Evaluation Study. 2008
3.10
Chapter 3
4)Continue inter-departmental coordination between the Planning,
Engineering, and Parks and Recreation Departments to offer inspection
services and plans for enhancement/redevelopment of public facilities
servicing the community. Utilize these annual inspections to set priorities
for funding in the Capital Improvement Program.
GOAL 3: Provide for the long-term supply of water and reliable treatment
and distribution systems.
Actions and Initiatives
1)Plan accordingly to budget approximately $400,000 to $600,000 per year
to expand and/or upgradeimprove
infrastructure, plus additional funding as necessary to replace aging
infrastructure in-kind.
2)In conformance with the schedule and specifications set forth in the
Water Master Plan, construct the necessary water system improvements
as identified below:
a.2011: 12-inch water line on N. L. Avenue (Phase 1);
b.2012: 12-inch water line on N. L. Avenue (Phase 2);
c.2013: 12-inch water line on N. L. Avenue (Phase 3);
d.2014: 12-inch water line on Bandbridge Road, Somerton Drive,
Spencer Highway; and Venture Lane;
rd
e.2015: 8-inch water line on Airport Boulevard and on N. 3 Street.;
th
f.2016: 12-inch water line on N. 8 Street and W. Barbours Cut; and
g.2017: 12-inch water line on Lomax School Road.
3)In response to development proposals, coordinate with the private
sector to ensure the construction of the following water system
infrastructure improvements as identified in the Water Master Plan:
a.12-inch water line on N. Avenue P; and
b.12-inch water line on Bay Area Boulevard; and
c.b.12-inch water line on State Highway 225.
4)In conformance with the specifications set forth in the Water Master
Plan, improve booster pump capacity at the following locations:
th
a.Phase II: West 25 Street Water Plant prior to 14,885 water service
connections, estimated to occur around 2015;
b.a.Phase III: Hillridge Water Plant prior to 15,584 water service
connections, estimated to occur around 2020;
th
c.b.Phase IV: Fairmont/4 Street Water Plant, prior to 16,958 water
service connections, estimated to occur around 2040;
d.c.Phase V: Broadway Water Plant, prior to 18,182 water service
connections, estimated to occur around 2040; and
th
e.d.Beyond 2040 through build-out: S. 25 Street Water Plant and
Bandridge Water Plant.
5)In conformance with the specifications set forth in the Water Master
Plan, construct a new 700,000 gallon elevated storage tank prior to
18,500 water service connections that are estimated to occur by the Year
2041.
3.11
Infrastructure and growth capacity
2.ŗŗ Adopted July 20, 2009
REVISED DRAFT MARCH 23, 2012
6)Identify and eliminate any remaining dead-end water mains.
7)Periodically review the existing Surface Water Supply Contract to ensure
that it will provide the necessary amount of water
build-out development. At minimum, a review should be conducted if
water use per capita increases to 400 gallons per day.
8)Continue to fund and implement an aggressive maintenance program
and annual water line replacement program. This has become
particularly important due to deficiencies identified during the recent
drought, e.g., some of the existing concrete asbestos piping in the City
has shown not to be as durable as other types of piping, and thus should
be prioritized for replacement.
9)Periodically update the Water Master Plan, Water Conservation Plan,
and Drought Contingency Plan to reflect changing conditions.
GOAL 4: Sufficient and efficient wastewater systems and capacity to
accommodate the build-out population and compliance with state/federal
regulations.
Actions and Initiatives
1)Conduct a feasibility study to determine if the wastewater treatment
plant (WWTP) can be improved to increase the total available quantity of
reuse water and to determine where additional public or private reuse
opportunities in the City might be located.
2)Continue to allocate approximately $350,000 annually to combat
infiltration and inflow (I/I) problems and thus, minimize the amount of
water reaching the WWTP that does not need to be treated.
3)Continue to allocate funding, as needed, to conduct lift station
evaluation studies as means for identifying the highest priority lift
stations to be replaced, consolidated, or eliminated. Currently, funding
should be allocated to upgrade the following projects as identified in the
most recent Lift Station Evaluation Study:
a.Lift Station 10;
b.a.Lift Station 19;
c.b.Lift Station 37 (scheduled for completion Jan. 2012);
d.c.Lift Station 14; and
e.d.Lift Station 13.
4)Continue to allocate funding to replace, consolidate, or eliminate at least
one lift annually per the recommendations identified in the lift station
evaluation studies.
5)Continue to apply for Community Development Block Grant (CBDG)
funds to increase the resiliency of infrastructure systems. This should
include, among other things, purchasing additional backup generators at
the WWTP to ensure sufficient operational capacity during power
outages.
3.12
Chapter 3
Focus Area 3 Maintaining and Improving Public Safety
Police Headquarters
Services
An increase in population, combined with new development and
redevelopment, will create an increased demand for public safety
services. To keep pace, the City needs tomust commit to a gradual
expansion of its Police, Fire, and Emergency Medical Services (EMS)
Departments and invest in new facilities, equipment, and staffing to
ensure adequate service capabilities, responsiveness, and
geographic coverage in the coming years.
Police Services
The Police Department operates out of its headquarters at 3001 N.
Photo: Kendig Keast Collaborative
rd
23 Street; a new 5056,000 square foot police/municipal court
Best Practices Accreditation
facility constructed in 20082007. The building is the Police
In December 2009, the La Porte
general purpose needs.
Police Department was recognized as
an accredited, Best Practices law
The Police Department currently has 107 108 employees, two
enforcement agency by the Texas
15
reserve officers, and 9658 dedicated volunteers; this includes 75
one of
commissioned, full-time officers (including the Chief). The
only 35 in the entire state of Texas.
department is divided into Patrol Operations and Support Services.
Source: Low La Porte Police Department 2010
The Patrol Division is divided into three patrol shifts. It also operates
Annual Report.
a traffic/commercial vehicle enforcement section, motorcycle patrol,
K9 units, bicycle patrol, SWAT team, as well as an Explosive
Ordinance Disposal (a.k.a. bomb disposal) unit. The Police
service area is the City-limits, but they respond off-site to bothare
occasionally called upon to respond to neighboring jurisdictions such as
Shoreacres, and , and areas in the ETJ where the County
Sheriff has jurisdiction.
The Support Services Division is divided into Criminal Investigations and
Support Services (e.g., community services, training, IT, building
maintenance, communications (i.e., E-911) and records, animal control, and
-911 dispatch center is located
within and staffed by the Police Department, which handles dispatch for all
emergencies for the Police, Fire, and Emergency Medical Services (EMS)
emergency dispatchers dispatched 37,190 police calls, 1,582 fire calls, and
2,976 EMS calls for a total of 41,748 calls for service.
As the community continues to grow, the Police Department sees a need for
an additional jailers per shift and a full-time crime analyst, in addition to
adding patrol officers to keep pace with the new population. The Police
Department also foresees a need to expand portions of the current facility,
15
La Porte Police Department 2010 Annual Report.
3.13
Infrastructure and growth capacity
2.ŗř Adopted July 20, 2009
REVISED DRAFT MARCH 23, 2012
particularly for evidence storage needs. This is especially important as the
Police Department is already renting off-site space for evidence storage.
Rather, all evidence storage should be on-site with 24-hour camera
surveillance. The Police Department has also identified that keeping pace
with the change in technology is
Table 3.1, Police Department Staffing Officer Needs
one of their greatest challenges. It
is their intent to transition to more
Additional
Officers per
in-house training as long as there is
Year Population** Officers Officers
1,000 persons
adequate training budget available.
Needed***
2010 33,800 75 --
A survey conducted by the Federal
2015 40,328 89 14
Bureau of Investigations (FBI) of
2020 44,319 2.2* 98 23
cities located in the south with a
2025 46,127 101 26
population between 25,000 and
2030 49,927 110 35
*Based on a City in the south with a population between 25,000 to 49,999 persons.
49,999 persons showed an average
**Based on H-GAC population projections. See the Demographic Snapshot in Ch. 1,
of 2.2 full-time law enforcement
Plan Context.
16
officers per 1,000 citizens. Based
***TEMPORARY NOTE: The number of officers needed could be reduced as decisions
on a 2010 population of 33,800
are finalized on the Future Land Use Plan and a more precise calculation can be made
persons, the La Porte Police
Department is currently meeting
this standard. To maintain this standard to meet increasing future service
demands, the City will need to provide the necessary budgetary resources to
hire additional full-time officers concurrent with population growth. As
displayed in Table 3.1, WŽůŝĐĞĞƉĂƌƚŵĞŶƚ^ƚĂĨĨŝŶŐEĞĞĚƐ, the City will need
an additional 35 officers to support a 2030 population of 49,927 persons. In
addition to full-time law enforcement officers, the City will need to ensure
there is adequate civilian support staff to support a 2030 population.
Fire Services
Fire protection is provided by the La Porte Fire Department, which covers the
City-limits, as well as contract fire protection services for the cities of
MoFire Department does not have any
formal mutual aid agreements in effect except being a member of Channel
Industries Mutual Aid (CIMA), which is a non-profit organization combining
the fire-fighting, rescue, hazardous material handling, and emergency
medical capabilities of the refining and petrochemical industry in the
Houston Ship Channel area. Overall, the Fire
exceeds 45 square miles.
The Fire Department is currently staffed via a combination of 14 full-time
firefighters and 52 volunteers. The volunteers are trained in-house during an
annual academy and are responsible for making 25 percent of the fires and
50 percent of the weekly drills. Full-time firefighters are certified as Texas
16
Federal Bureau of Investigation, Crime in the United States, Uniform Crime Reports
2010, Table 71. Retrieved on 10/10/11.
3.14
Chapter 3
Firefighter I and need to must
Fire Department operates a total of four, 24/7 manned stations.
Insurance Services Office (ISO) collects
nd
Their headquarters facility is located on 124 South 2 Street and
information on public fire protection and
is due for replacement in 2011. In addition, the Fire Department
analyzes the data using a Fire
operates three other stations that are manned 24 hours per day
Suppression Rating Schedule (FSRS). ISO
by a full-time firefighter. The station locations are:
assigns a Public Protection Classification
nd
TM
Station 1 124 South 2 Street;
(PPC) from 1 to 10. Class 1 represents
Station 2 9710 Spencer Highway; the best public protection and Class 10
indicates less than the minimum
Station 3 2400 Sens Road; and
recognized protection.
Station 4 2900 South Broadway.
The Fire Department also has a fire training facility, located at
By classifying a community's ability to
12201 N. C. Street, which is used to provide hands-on training to
suppress fires, ISO helps communities
firefighters so that they become more confident and competent
evaluate their public fire protection
in dealing with fire control and extinguishments. The training services. The program provides an
objective, country-wide standard that
facility includes a concrete multi-story burn facility with a roof
helps fire departments in planning and
simulator, drafting pit, railroad car simulator, and an 80 person
budgeting for facilities, equipment, and
classroom.
training. And by securing lower fire
insurance premiums for communities
For fire suppression response, the City utilizes two ladder trucks,
with better public protection, the PPC
eight engines, two rescues, two command vehicles, two
program provides incentives and
grass/brush rigs, a foam trailer, and a fire rescue boat. In
rewards for communities that choose to
addition to fire suppression capabilities, the Department is
improve their firefighting services.
capable of responding to emergencies dealing with heavy rescue
extrication; hazardous materials incidents; as well as high and
ISO Fire Rating Factors
low angle rope, water, and confined space rescue. The Fire
Department budget is supplementedfunded by a ¼ of 1 percent
Alarm and
sales tax, which generates approximately $700,000 to $750,000
dispatch
10%
Equipment
annually. Subsequent to the adoption of the last comprehensive
40%
plan, the City has been working to reduce its Insurance Services
26%
Personnel
17
Office (ISO) rating. As part of this effort, the City has added
Training
equipment and updated water systems, which has reduced the
9% 15%
ISO rating both within and outside the City from a 5/7 (5 within
Water supply
the City and 7 outside City limits) to a for both inside and
outside City limits. In 2010, the Department was dispatched
Source: Insurance Services Office.
1,582 times.
As the community grows, the Department sees its biggest challenge is
keeping the volunteers active and generally doing more with less due to the
economy. As volunteer firefighter numbers and availability continue to
decline, primarily during the daytime hours, it may be necessary to add
additional paid personnel during those times to provide adequate staffing for
response. Another potential concern that may have to be addressed in the
future is the fuel source of the fire training facility. While the facility is
17
Insurance Services Office (ISO), Items Considered in the Fire Suppression Rating
Schedule (FSRS). Retrieved 10-10-11.
3.15
Infrastructure and growth capacity
2.
ŗś Adopted July 20, 2009
REVISED DRAFT MARCH 23, 2012
currently serving the needs of the Department very well, a
Bike Medic Team
transition from burning hay (to create fire conditions) to an
alternate fuel (which will reduce or eliminate excess smoke) may be
necessary as the population continues to expand surrounding the
facility. Finally, tThey also foresee the need for a third dispatcher to
split Fire / EMS so that 911 calls can be taken by a call-taker and
dispatched by another.
Emergency Medical Services (EMS)
Basic and advanced emergency life support services are provided by
the Emergency Medical Services (EMS) Department, which covers
an approximate area of 75 square miles of incorporated,
In 2003, the City implemented a bike
unincorporated, and contracted areas (consisting of Bayport,
medic team which is used on a part-
Battleground, Port of Houston Barbours Cut Terminal, and
time basis for special events (like the
, and Shoreacres-). The EMS Department consists of
San Jacinto Day in 2006) and public
20 26 full-time staff and three part-time staff consisting of a Chief,
safety education.
Assistant Chief, two Captains, three shift supervisors, 1521
paramedics (), EMS interns, and a billing specialist. The
Source: La Porte EMS Department Website.
EMS Department utilizes four five Mobile Intensive Care Unit
(MICU) ambulances in its fleet and has two MICU ambulances on-duty at all
times, along with three Advanced Life Support (ALS) first responder vehicles.
EMS HeadquartersIts only station is located at 10428 Spencer Highway and
was built in 2007. It consists of 4,000 square feet of living and administration
administrative space and 4,000 square feet of apparatus bays. EMS
Headquarters currently houses all three on-duty ambulances until the
completion of fires station 1, scheduled to be completed in late 2012, ats
which time one of the three on-duty ambulances will be housed at fire
station 1. Currently, the EMS Department has mutual aid agreements with
the cities of Baytown, Deer Park, and Clear Lake, which, in 2010, were
utilized by the City approximately 74 times and other agencies 104 times.
The City also staffs a part-time Bike Medic Team during special events and
18
for public safety education. (see inset), and has specially trained tactical
medics that are assigned to In 2010,
the EMS Department responded to 3,120 emergency calls. Outside of
emergency response, the EMS Department offers a number of programs to
increase public awareness and health and safety of the community, including
blood pressure tracking, childhood immunizations, child safety seat
inspections, DWI awareness programs, and others.
As the community grows, the EMS Department sees its biggest challenge
being able to attract and retain qualified paramedics. Similar to the Fire
18
The Bike Medic Team was implemented in February 2003 due to EMS providers
becoming more aware of the benefits of an extremely mobile team of responders,
particularly during crowded special events. Information retrieved from the La Porte
EMS Department Website.
3.16
Chapter 3
Department, they also foresee the need for a third dispatcher to
Emergency Preparedness
split Fire / EMS so that 911 calls can be taken by a call-taker and
dispatched by another.
Point, and Shoreacres Local Emergency Planning Committee
(LEPC)
The City of La Porte Office of Emergency Management (OEM) works
with local industry and surrounding agencies to mitigate natural
and man-made disasters by providing education on how best to
prepare and train for all types of emergencies. The OEM also
coordinates emergency response and recovery efforts when an
The LEPC participates in many
emergency occurs, including activation of the Emergency Operation
community outreach events each
Center (EOC) during any major disaster. The OEM (and the EOC) is
year, in addition to providing school
located in the La Porte Police Department and is staffed with two
and community awareness education
persons who work in coordination with other City departments and
throughout the community in parks,
the LEPC.
neighborhoods, and along roads.
Source: La Porte LEPC Department Website.
Planning Committee (LEPC) works with the City to develop
emergency plans and increase citizen awareness of the appropriate
actions to take during a chemical emergency. This is particularly important
, such
as the Battleground, Bayport, and South La Porte Industrial Districts, where
there is, on any given day, potential for a plant fire or explosion, an
accidental chemical release, or a transportation-related incident.
The LEPC works closely with the cities, schools, and communities to
encourage emergency preparedness and provide shelter in place education
to those who live and work in and around the City.
As part of an overall emergency notification system, the LEPC utilize several
means of public notification, including:
Emergency Sirens. The Outdoor Warning System is used to notify citizens
in the event of a chemical emergency. Currently, the system is comprised
of 12 sirens located throughout the area that are tested every Saturday
at noon.
CAER Line. The Community Awareness Emergency Response (CAER)
telephone system provides information about plant activities for
emergency and non-emergency messages.
Connect-CTY. Connect-CTY is the City latest system that allows the City
to contact citizens with important information by phone, email, and text
message.
Radio Station AM 830. This is a local emergency radio station maintained
by the LEPC, which broadcasts instructions during emergencies and
weather information/public service announcements otherwise.
3.17
Infrastructure and growth capacity
2.ŗŝ Adopted July 20, 2009
REVISED DRAFT MARCH 23, 2012
Alert Beacons. The beacons are stationed at all local schools to provide
shelter-in-place instruction directly to teachers and students.
Key Planning Considerations
Key planning considerations to maintain and improve public safety services
include:
1)Providing adequate staffing levels to meet basic response and operating
standards, ensure personnel safety, and provide relief to personnel
routinely required to work extended hours.
2)Investing in sufficient facilities, in terms of location, design, and
functionality, to provide reliable response and service area coverage.
3)Budgeting adequately for the periodic acquisition and maintenance
of the numbers and types of vehicles necessary to support core
departmental responsibilities.
4)Targeting adequate resources to areas that pose particular challenges in
a growing community, including traffic- and school-related policing and
emergency response.
5)Continuing to pursue inter-governmental approaches to coordinate basic
functions and gain cost savings, while remaining sensitive to
administrative and operational challenges that may be involved.
6)Preparing for future population growth while
efficiently and effectively.
Based on these planning considerations, the following
goals, actions, and initiatives address specific issues
and needs identified during the public participation
To Be Removed
process (and outlined in Chapter 1, WůĂŶŽŶƚĞdžƚ).
GOAL 5: Provide for the ongoing needs of the Police
Department to ensure adequate protection of the
population.
Actions and Initiatives
1)Periodically review the Police
personnel needs and hire additional staff to
The La Porte Safety Town is currently under
accommodate increased calls for service concurrent
conceptual development and would become a
with population growth. Utilize the Federal Bureau of
Investigation (FBI) Crime in the United States (latest
a myriad of hazards at home and throughout the
edition) staff survey as a measurable comparison for
community.
full-time law enforcement professionals and civilian
staffing needs. This could include:
Source: City of La Porte Website Fire Department pages.
a.Full-time law enforcement officers concurrent
with population growth;
b.One additional crime analyst;
c.One additional jailer per shift; and
3.18
Chapter 3
d.One additional dispatcher per shift so that Fire/EMS Departments
have a dedicated person taking and dispatching their calls.
2)Construct a new joint 6,000 square foot animal shelter that is sufficient
to achieve certification requirements.
3)Seek out partnerships, e.g., the La Porte Independent School District and
local industries, to fund and construct the new La Porte Safety Town
facility to provide a safe place for student hands-on learning/training on
such subjects as fire prevention, bicycle safety, 911 training, stranger
danger, Internet safety, home hazards, severe weather, and shelter in
place, among others.
4)3)Upgrade the firing range so that it has adequate lighting and a moveable
target system to increase officer preparedness in emergency situations
using force.
5)4)Establish a formalized replacement and procurement program for
vehicles and equipment to keep pace with state-of-the-art law
enforcement technology and capabilities. This could include:
a.Rotating cars every three years;
b.Replacing computer technology laptops and software in patrol cars
in a timely manner.
6)5)Provide adequate funding to expand the amount and quality of more
cost-effective in-house training for patrol officers and other staff.
7)6)Continue to contract with Cry Wolf false alarm management solutions so
19
that the numbers of false alarms continue to decrease, thereby
reducing the potential of injury to public safety staff and citizens (due to
unnecessary dispatch and response) and increasing the amount of time
available for training and response to actual emergency situations.
8)7)Continue to pursue grant opportunities, e.g., the Texas Department of
others, so that additional public safety programs can be provided at
minimal cost to taxpayers.
9)8)Continue to work in partnership with the La Porte Independent School
District to provide on-site School Resource Officers (SROs) to maintain a
visible presence on campuses for the safety of school children and
educators.
10)9)Continue to operate the Police Area Representative (P.A.R.)
program, which provides a specific liaison (based on zones) between the
Police Department and the community so that citizens have a resource
to gain assistance with non-emergent, but important problems, such as
abandoned vehicles, traffic problems, graffiti, and gang or drug-related
concerns.
19
According to the La Porte Police Department Annual Report 2010, there was a 34%
reduction (i.e., 2009:1,327; 2010: 871) in the number of false alarms in the City
attributed to active participation in the Cry Wolf program.
3.19
Infrastructure and growth capacity
2.ŗş Adopted July 20, 2009
REVISED DRAFT MARCH 23, 2012
11)10)
awareness program that provides hands-on demonstration and
interactive instruction during a 13 week course.
12)11)Continue to provide the Youth Explorer Program, which educates
teens interested in law enforcement as a career in such topics as crime
scene investigation, traffic enforcement, SWAT and patrol operations,
and criminal investigations.
13)12)Continue to prepare and publicly disseminate the La Porte Police
Department Annual Report.
14)13)Continue to maintain and keep up-to-
GOAL 6: Provide for the ongoing needs of the Fire Department and Fire
Actions and Initiatives
1)
rating is very good, lowering it would result in reduced insurance rates in
addition to the benefits of improved response and, thus, the protection
of life and property. Consideration should be given to capital projects
that help improve the rating, including increased fire flows, looped water
systems, new hydrants, and a generally improved water supply.
2)
additional staff to accommodate increased calls for service concurrent
with population growth. Utilize the National Fire Protection Association
(NFPA) or other suitable standard as a measurable comparison to
determine adequate staffing of paid and volunteer firefighters. This
could include conducting a manpower study specifically to determine
whether or not a second full-time firefighter is warranted at each fire
station.
3)Work in coordination with the Police and EMS Departments to add a
third dispatcher to the E-911 call center.
4)Establish a formalized replacement and procurement program for
vehicles and equipment to keep pace with state-of-the-art fire rescue
technology and capabilities. At a minimum, this should include a
replacement schedule as follows:
a.Engines: 20 years;
b.Ladder trucks: 25 years; and
c.Command vehicles: 10 years.
5)
so that water supply and other emergency response considerations are
incorporated into plans and plats for new development/redevelopment.
6)
process and on-site inspections so that fire and life safety codes are
3.20
Chapter 3
incorporated into construction plans and verified compliant during post-
construction inspections.
7)Adequately fund training opportunities for fire personnel to improve
personal skills and departmental capabilities. Utilize the new Fire
Training Officer to expand cost-effective in-house training capabilities.
8)
of fire prevention through programs such as CPR, first aid training, and
fire safety related school events.
9)Continue to monitor fire and building codes to determine if a newer
addition would achieve better life safety protection for the City.
10)Continue to conduct fire safety inspections of all businesses and public
facilities to ensure compliance with fire and life safety code
requirements.
11)Continue to prepare and publicly disseminate the La Porte Fire Code
Construction and Development Guide.
12)Continue to maintain and keep up-to-date the Fire Department and Fire
GOAL 7: Provide for the ongoing nee
Services (EMS) Department to ensure adequate protection of the
population.
Actions and Initiatives
1)Periodically review the EMS
additional staff to accommodate increased calls for service concurrent
with population growth. This could include adding an additional Captain
to relieve the Assistant EMS Chief from being a shift commander. This
would allow the Assistant EMS Chief to dedicate more time developing
overall strategies to improve the operation of the EMS Department.
2)Work in coordination with the Police and Fire Departments to add a third
dispatcher to the E-911 call center.
3)Add a third 24/7 Mobile Intensive Care Unit (MICU) ambulance to each
shift to ensure adequate emergency life support service protection for
the citizens and visitors of La Porte.
4)
and safety of the community through such programs as the Childhood
Immunization Program, Child Safety Seat Inspection Program, Shattered
Dreams (i.e., bi-annual DWI awareness program for high school juniors),
information in homes), as well as cyclist training (in coordination with
the International Police Mountain Biking Association) and CPR training
(American Heart Saver) at the bystander and healthcare professional
level, among others.
5)Continue the Bike Medic Program on a part-time basis during special and
public safety education events to bridge the gap between an on-foot
response and an ambulance response in crowded conditions. This is
3.21
Infrastructure and growth capacity
2.Řŗ Adopted July 20, 2009
REVISED DRAFT MARCH 23, 2012
interconnect the trail system. Consider adding a periodic presence on
uring non-event, peak summer days.
6)Continue to pursue joint partnerships with the La Porte Independent
School District, Galveston County Immunization Coalition, and Texas
Department of State Health Services to provide cost effective
educational and training programs to the community.
GOAL 8: Maximize public safety and protection of citizens during and after
natural or man-made disasters.
Actions and Initiatives
1)Routinely update the Basic Emergency and Annex Q Plans to ensure that
they reflect changed conditions (the last update was posted 6/19/09)
and adequate resources in place for effective emergency response under
various scenarios.
2)Continue to coordinate with Harris County and other local jurisdictions
to promote better regional evacuation planning.
3)Ensure adequate City representation on the Local Emergency Planning
overall progress and effectiveness is routinely evaluated.
4)Continue to encourage and participate in regular and challenging
simulated emergency drills in coordination with the LEPC and other
appropriate entities to ensure a high level of readiness and to evaluate
the adequacy of emergency response plans.
5)Continue to coordinate closely with the LEPC to maintain an up-to-date
list of hazardous waste handlers and other facilities that could
experience toxic material releases or other dangerous situations during
severe weather.
6)In coordination with the Office of Emergency Management (OEM) and
LEPC, continue to maintain or expand emergency notification capabilities
to ensure citizen safety during and after natural and man-made
emergencies. This includes supporting the emergency siren system,
Community Awareness Emergency Response (CAER Line) telephone
system, Connect-CTY, Radio Station AM 830, and the system alert
beacons, among others.
7)Continue City support for OEM and LEPC school and community
outreach programs, e.g., Hurricane Awareness Week, Storm Surge
Markers, Shelter-in-Place signs in parks, neighborhoods, and along roads;
and the emergency preparedness guides, as well as special events, such
as the Health and Safety Fair, Sylvan Beach Parade, the Neighborhood
Centers Inc. Community Health Fair, and Christmas on Main Street,
among others.
Focus Area 4 Need for Increased Sustainability
In recent years, there has been a renewed awareness and emphasis on
sustainable development practices. There are many approaches to seek
3.22
Chapter 3
improved sustainability, one of which is the design and construction of new
(or redeveloped) building sites. Infusing Best Management Practices (BMPs)
and providing incentives for good design will move the City toward more
responsible development / redevelopment outcomes. Many of these
techniques also have the added benefit of enhancing community character.
Key Planning Considerations
Key planning considerations to maintain and improve public safety services
include:
1)Increasing water conservation through the use of Best Management
Practices (BMPs), Low Impact Development (LID), water conservation
programs, and additional landscaping to reduce demand for treated,
potable water.
2)Protecting important and finite natural resources such as air and water
quality, wildlife habitat, and open space lands.
3)Reducing solid waste to landfills through continued improvements in
recycling, composting, and diversion of solid waste from landfills.
4)Reducing the long-term operational costs of public infrastructure,
thereby maximizing the use of taxpayer dollars.
5)Increasing the amount of outreach to encourage both the private sector
and citizens of La Porte to adopt sustainable practices.
Based on these planning considerations, the following goals, actions, and
initiatives address specific issues and needs identified during the public
participation process (and outlined in Chapter 1, WůĂŶŽŶƚĞdžƚ).
Actions and Initiatives
1)Determine a plan of action to reduce per capita per day water usage by
five percent within five years of
2009 Water Conservation Plan. In the same timeframe, maintain a level
of unaccounted water loss at 12 percent or less. Within 10 years, the City
should achieve a 10 percent reduction in per capita per day water usage
20
and maintain a level of unaccounted water loss at 10 percent or less.
2)Adopt a long-term energy strategy to include an energy plan that
enumerates reduction goals based on the current energy usage. A
modest reduction of 10 percent in building energy usage is achievable
under such plan.
3)
public
communication.
20
For the purposes of calculations, the 2009 Water Conservation Plan specified that
per capita water use is equated to the use per connection. The five- and 10-year
targets are based on a five- and 10-year rolling annual average.
3.23
Infrastructure and growth capacity
2.Řř Adopted July 20, 2009
REVISED DRAFT MARCH 23, 2012
4)Analyze the current water rate structure to determine its
Examples of Low Impact
effectiveness in achieving reduced water consumption, particularly
Development
from outdoor watering.
5)Consider sub-metering for all installed irrigation systems so
that individual watering of landscapes can be tracked and
managed over time.
6)Incentivize clustered development, e.g.; through density
bonuses, so that larger areas of natural resources are
protected; more natural areas are available for flood and
drainage control, and less infrastructure is required to serve
the development; which means that there will be less
infrastructure for the City to maintain over the long-term.
7)Consider methods that either encourage, by education and
information, or require/incentivize by regulation, water
conserving landscaping by residential customers and
commercial establishments. Municipal projects, e.g., gateways
and bridge treatments, public rights-of-way and other
landscaping, etc., should also be designed to survive in
prolonged drought conditions. This has become increasingly
more evident during the recent drought.
8)
Source: Low Impact Development Center, Inc.
(BMPs) to ensure the City remains up-to-speed on the latest
available technologies.
9)Incorporate provisions in the zoning and subdivision
Continue Municipal Sustainable
regulations for low impact development (LID) practices. This
approach uses site design techniques to store, infiltrate,
Design and Construction
evaporate, and detain runoff, which address runoff volumes,
frequency, and water quality. Examples of site design elements
include on-lot micro-storage, functional landscaping, open
drainage swales, reduced imperviousness, minimal grades, and
depression storage. (see inset)
10)Require the use of bio-swales in parking lots and along
roadways to collect and hold stormwater, enhance recharge
rates, and improve water quality.
11)Use bio-retention areas or rain gardens to collect rainwater
after storms and divert it from the stormwater system. For
instance, runoff from parking areas can channel water into
new Muncipal Court Building
constructed wetlands or native planting areas.
serves as a model for our commuity
12)Consider phasing in incentives for private sector development
that municipal growth can proceed in
that meets an established third-party green standard, e.g.;
a way that promotes energy
LEED for Neighborhood Development (LEED-ND) or LEED for
efficiency and delivers a cleaner
New Construction (LEED-NC), through reduced plan review
fees or review times, reduced tax rates, etc.
Quote Source: City of La Porte Website.
13)Consider pursuing third-party certification, e.g., LEED-NC, for
Photo Source: Turner Construction Website.
the design and construction of all new municipal projects.
3.24
Chapter 3
Similar to the energy efficient and environmentally sound
Municipal Court Building, these sustainable projects can be
used as educational features (to inform residents about the
science and conservation efforts behind the pilot project), as
well as resulting in financial savings over the long-term,
Beyond standard building features, consider using municipal
projects as demonstration sites for such things as innovative
rainwater capture and treatment, xeriscaping, energy
production, etc.
14)Establish community drop-off recycling locations in each park. As a long-
term strategy, coordinate with Waste Management to establish curbside
recycling.
15)Continue participating in the Harris-Galveston Coastal Subsidence
conservation.
16)Adopt a more proactive approach to educating the development
community and the general public including the use public property as
details the established public education program on water saving
measures, including how and where to find additional information.
3.25
Infrastructure and growth capacity
2.Řś Adopted July 20, 2009