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Home My WebLink About08-30-12 Special Called Meeting of the Planning and Zoning Commission City of La Porte Planning and Zoning Commission Agenda Special CalledMeeting Notice is hereby given of a of the La Porte Planning and Zoning Commission August30, 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.Consider approval of July25, 2012, meeting minutes. 4.Review Draft ComprehensivePlan Update 5.Administrative Reports 6.Commission Commentson matters appearing on agendaor inquiry of staff regardingspecific factual information orexisting policy 7.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 August30, 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. Planning and Zoning Commission Minutes of July 25,2012 Members Present: Les Bird, Mark Follis, Hal Lawler, Phillip Hoot, Richard Warren, andDoretta Finch. Members Absent: Danny Earp, Lou Ann Martin,and Helen LaCour City Staff Present: City Manager,Corby Alexander; Assistant City Manager, Traci Leach; Parks Director, Stephen Barr; City Planner, Masood Malik; City Attorney, ClarkAskins; andPlanning Assistant,Shannon Green. 1.Call to order Meeting called to order by ChairmanHal Lawlerat 6:02p.m. 2.Roll Call of Members Chairman Hal Lawlerasked for a roll call of members. Danny Earp, Lou Ann Martin,and Helen LaCour werenot present. 3.Consider approval of June 21, 2012, meeting minutes. Motion byRichard Warrento approve the June 21, 2012,meetingminuteswith the following corrections. # 4. Commission Member Hoot opted not to participate in the Land Use Map exercise during PUD discussion. Commission Member Hoot was opposed that Planning did not invite all PUD land owners to the meeting. Second by Doretta Finch.Motion carried. Ayes:Les Bird, Mark Follis, Hal Lawler, Phillip Hoot, Richard Warren, andDoretta Finch. Nays:None Abstain:None 4.Consider waiver of sidewalks for proposed development “Sharp Eyes Vision Center” to be located at 10411 Fairmont Parkway near Farrington Boulevard. Masood Malik, City Planner, presentedstaffs report. Commission Member Hoot voiced concern if theComprehensivePlan ischanged during the Update, and referenced in City Ordinances, would it change City ordinance. Staff and City Attorney, Clark Askins, explained, the Comprehensive Plan is used as a guide and city ordinance would supersede. Staff added, after the Comprehensive Plan Update the next order of business will be to review Chapter 1444 of the Codeof Ordinance for updates. During discussion, Commission Members and staff discussed the adjacent neighbors do not have sidewalks. The property owner would have to set back landscaping in order to put in a sidewalk otherwise would be encroaching on Harris County easement. Motion by Phillip Hoot to grant a permit without the sidewalks on the site plan. Second by Richard Warren. Motion Carried. Ayes:Les Bird, Mark Follis, Hal Lawler, Phillip Hoot, Richard Warren, andDoretta Finch. Nays:None Abstain:None Planning and Zoning Commission Minutes ofJuly 25, 2012 Page 2of 3 5.Comprehensive Plan Update A.Consider approval of draft Chapter 2 (Land Use & Development) and Future Land Use Plan. During the last meeting Commission requested staff to research if the school parks were included in the National Recreation and Parks Association (NRPA) calculations. Commission Member Hoot asked staff if they have notified the PUD property owners regardingthe Comprehensive Plan Update. Staff has not sent a Public Hearing notice as City Ordinance does not require an individual notices. The Public has been notified of the Comprehensive Plan Update. A Public Hearing is required when a property is considered for rezone. A Public notice will be delivered to the effected propertyowner and anyone within 200’ if any changes to the underlying land uses are recommended. Stephen Barr, Director of Park & Recreation addressed the Commission. Mr. Barr stated the La Porte Independent School District did not sign a cooperative agreement with the City to include the Playgrounds as City Parks. The LPISD playgrounds are open to the public. Mr. Barr added, on Page 2.22, Table 2,the LPISD playgrounds are includedin the National Recreation and Parks Association (NRPA) calculations, but can be removed if Commission chooses to do so. Currently the City Parks meet the National Recreation and Parks Association (NRPA) standards. MattBucchin of Kendig Keast passed out a handout to Commission which showed historical and projected population increase to be incorporated tothe Comprehensive Plan Update. Commission deemed it as realistic population projections. Kendig Keast is confident they have made all the changes asked by Commission Members and are ready to submit for approval. Matt added that the City of La Porte is one of the rare cities thatmeet NRPA Standards. The Commission asked to leave the numbers out and put in ‘continue’to expand. Information about residential vacant property is inserted as an appendix. Add; the school and city come to an agreement. Commission Members feel strongly about acquiring more land for more parks. Later, Matt Bucchin passed out an updated Future Land Use Map for discussion. The Commission agreed with all revisionsto the Future Land Use Map. B.Conduct prioritization exercise for Implementation Plan (Chapter 6). Commission Membersparticipated in a prioritization exercise. The results will be incorporated tothe final report and will show where the Commission wantsto start with the Comprehensive Plan. Absent Commission Members will also be asked to participatein the above exercise. Chairman Hal Lawler called for 15 minutesbreak to participate in the exercise at 7:49pm. Chairman Hal Lawler reconvened at 8:04pm. The consultant will clean up all the chapters and present a final draft. APublic Hearing will be held at the September 20, 2012, Planning & Zoning Commission meeting. Planning and Zoning Commission Minutes ofJuly 25, 2012 Page 3of 3 6.Administrative Reports Masood Malik, City Planner,informed the Commissionthat D.R. Horton has been issued 7permits to buildhomesin Lakes atFairmont Greens. The City received calls from two restaurant prospects this month. 7.Commission Comments on matters appearing on agenda or inquiry of staff regarding specific factual information of existing policy. Commission Member Bird, thanked everyone for their participation. Commission Member Follis thanked everyone. Commission Member Hoot reiterated his request for Staff to invite PUD land ownersto the Planning & Zoning Commission Meetings. Commission Member Warren thanked everyone for attending and thanked Shannon Green, Secretary for her services. Commission MemberFinch thanked the Consultants for their work and is pleased to see the Update near the end. Chairman Lawler thanked everyone for their help with the Comprehensive Plan Update and Shannon Green for her service as Secretary. 8.Adjourn Motion to adjourn byMark Follis. Second byRichard Warren.The motion carried.The meeting adjourned at8:22p.m. Ayes:Les Bird, Mark Follis, Hal Lawler, Phillip Hoot, Richard Warren, andDoretta Finch. Nays:None Abstain:None Submitted by, Shannon Green Planning Assistant Approved on this day of , 2012. Hal Lawler ChairmanPlanning and Zoning Commission City of La Porte 2012 Update wz ¦m; z·;·zä ;E· , P LAN C ONTEXT C1 HAPTER N 3®«N+§N/µ¸º«NusvsN"µ³¶¸«®«´¹¯¼«N/²§´N¯¹N§NusI¿«§¸N³§¹º«¸N¶²§´N¯´ ¹«¸¼«N§¹N§´Nµ¬¬¯©¯§²N¶»¨²¯©Nªµ©»³«´º N§ªµ¶º«ªN¨¿Nº®«N"¯º¿N"µ»´©¯ ¶µ²¯©¿Nª«©¯¹¯µ´¹N¸«²§º¯´NºµNº®«N¶®¿¹¯©§²N§´ªN«©µ´µ³¯©Nª«¼«²µ¶³« ©µ³³»´¯º¿ N(´N«´«¸§² Nº®«N¶²§´N¯´ª¯©§º«¹N®µ½Nº®«N©µ³³»´¯º¿Nª«¹¯ ª«¼«²µ¶N§´ªN¸«ª«¼«²µ¶Nµ¼«¸Nº®«N©µ»¸¹«Nµ¬Nº®«N´«¾ºNº½«´º¿N¿«§¸¹ N ¼«¸¹¯µ´Nµ¬Nº®«N©µ³¶¸«®«´¹¯¼«N¶²§´N½§¹N§ªµ¶º«ªN¯´Nt|{wN§¬º«¸N«¾º« ©µ³³»´¯º¿N¯´¼µ²¼«³«´º N2¯´©«Nº®§ºNº¯³« N"¯º¿N"µ»´©¯²N§´ªN¹º§¬¬N® ¯³¶²«³«´º¯´Nº®§ºN¶²§´N§¹N¯´º«´ª«ª N$¼«´NµµªN¶²§´´¯´ N®µ½«¼«¸ ¨«N»¶ª§º«ª N3µN«´¹»¸«Nº®«N¶²§´N©µ´º¯´»«ªNºµN¸«¶¸«¹«´ºNº®«N¬»º»¸« ©µ³³»´¯º¿N«´¼¯¹¯µ´«ªN¯´Nusst Nº®«N¶²§´N¸«©µ³³«´ª«ªN»¶ª§º«¹N§ºN§N µ¬N¬¯¼«N¿«§¸N¯´º«¸¼§²¹ N(´Nussx N"¯º¿N¹º§¬¬N«¼§²»§º«ªNº®«N¶²§´Nº µ§²¹N§´ªNµ¨°«©º¯¼«¹ N¸«¬²«©ºN¶¸µ¸«¹¹N§´ªN§©©µ³¶²¯¹®³«´º¹ N¯ª«´ ¸«·»¯¸«ªN§ºº«´º¯µ´Nµ¸Nª«²«º¯µ´ N§´ªNºµN¸«©µ³³«´ªN§´¿N§ªª¯º¯µ´§²N ½«¸«N´««ª«ªNºµN¨«ºº«¸N§©®¯«¼«Nº®«NusstN©µ³³»´¯º¿N¼¯¹¯µ´ N(´Nustt ¿«§¸¹N¯´ºµNº®«N¯³¶²«³«´º§º¯µ´Nµ¬Nº®«N¶²§´ N"¯º¿N"µ»´©¯²N§¶¶¸µ¼«ªN ¸«¼¯¹¯µ´NºµNº®«N¶²§´ N4º¯²¯À¯´Nº®«N¬¯¸³N¬µ»´ª§º¯µ´¹N¹«ºN¯´Nusst »¶ª§º«ªN¯´Nussx Nº®¯¹N¸«¼¯¹¯µ´N¯¹N³µ¸«N©µ³¶¸«®«´¹¯¼«N¯´N´§º»¸«N§ §´N»¶ª§º«ªN©µ³³»´¯º¿N¼¯¹¯µ´NºµN«´¹»¸«Nº®§ºNº®«N"¯º¿N¯¹N¹º¯²²N³µ¼ §N¬»º»¸«Nº®§ºN¸«¶¸«¹«´º¹Nº®«Nª«¹¯¸«¹ N´««ª¹ N§´ªN§¹¶¯¸§º¯µ´¹Nµ¬N 1.1)³±®£´¢³¨® The comprehensive plan is a physical plan; it is long-range; it comprehensive; and it is a statement of the goals, objectives, a the local government. It is intended to be inspirational; enoug 1.1 PUBLIC HEARING DRAFT SEPTEMBER 20, 2012 the future of the community; but it provides clear direction thr statements of action to achieve the desired results envisioned b the leadership of the community. In that context, this plan inte the following questions: What are the adequate levels of public facilities necessary to m demands of future in-fill development and redevelopment; What should the future development pattern look like in order to the values of the community; How can we best utilize some of parks and trails, Main Street, Sylvan Beach, and the bayfront; How can we improve the image and visual appearance of the community; and How can we unify and mobilize our residents and leaders around a common vision and future direction? 7§¸ ¨² 0« ¨¦ £ ³§¨² 5¯£ ³¤ )¬¯®±³ ³ ³® , Why Update? 0®±³¤ Planning is the process of establishing goals and objectives, an ·w· Ò· ,; -·zÒÒä z·©;7 7 ©;;Þ;7 determining the means by which these ends may be achieved. It enables the City to manage future growth and development activel -¦©;w;zÝ; ¦ Ò· ,; opposed to reacting to (re)development or infrastructure improvement E;ãz,; z ©;¦7zm · proposals on a case-by-case basis without adequate and necessary -wmzm -7z·z 7 ;;7r consideration of community-wide issues. The comprehensive plan is a ä;· ·;7E· z z· Ýzz 7 and it s Ò¦¦©· E© ·w; -Òz·ä m elected and appointed officials to step back from pressing, day-to-day issues and clarify their ideas as to the kind of community they Source: Kendig Keast Collaborative to create and maintain. Through the plan development process, th can look broadly at programs for neighborhoods, housing, economi development, and provision of public infrastructure and faciliti these efforts may relate to one another. The La Porte 2030 Comprehensive Plan represents a "big picture" of the City, one that can be rel trends and interests of the broader metropolitan region, as well of Texas. Planning is often the most direct and efficient way to involve m public in determining the future of their community. The process preparation provides an opportunity for two-way communication between citizens and local government officials as to their vision of th and the details of how that vision is to be achieved. The plan r series of goals and policies that, ideally, will assist the City development regulations; determining the location, sequencing, a financing of public improvements; and, in guiding reinvestment a 1.2 redevelopment efforts. The plan also provides a means of coordin actions of many different departments and divisions within munic government. Finally, planning is a dynamic process that must be continuously and renewed as changes occur. The C flexible in responding to changing conditions and needs, yet ste vision and support for the community goals and objectives. It is this reason, that this update is important. Since the original p 2001, La Porte has been and will continue to be affected and sha some fairly significant internal and external influences, changi and changing priorities, including, but not limited to: Panama Canal Expansion Impacts. In 2007, the Panama Canal Authority started on an ambitious project to double the capacity the Panama Canal by 2014 by allowing more and larger ships to transit from the Atlantic to the Pacific and vice versa. Althoug 1,700 miles and over two years away, this project is already hav significant influences on the City of La Porte. With the Port of to the 1 north and south of the City, much is being done by the public sector to maximize the future economic benefits stemming from the canal expansion, including widening and deepening the Housto 23 Ship Channel and the possibility of adding more rail lines. On the private side, it has been said that a significant number of new have been constructed in La Porte over the past few years in ord to accommodate increased numbers of shipman and other employees as the port traffic increases. There has also been an increase in warehouse and distribution center development and inquiries for other prospective port supporting businesses. Outs La Porte is bookended by some of the of land use issues (i.e., where will these be facilities placed?), there busiest container terminals in the will also be an increase in heavy truck traffic that will have a country. effect on the community and its major arteries (including State Source: Port of Houston website. Highways 146 and 225, Fairmont Parkway, among others). 1 Port of Houston Website. http://www.portofhouston.com/geninfo/f. Retrieved 29 June 2011. 2 Ibid. http://www.portofhouston.com/geninfo/overview2.html#chann 29 June 2011. 3 ABC News/KTRK-TV Website. http://abclocal.go.com/ktrk/story?sect local&id=8210166. Retrieved 29 June 2011. 1.3 2. v Adopted July 20, 2009 PUBLIC HEARING DRAFT SEPTEMBER 20, 2012 Economic Sustainability. Economic sustainability was one The Bayfront An Asset and a of the topics that repeatedly surfaced during the Small Group Liability Interviews. Many times it was framed in the terms of a lack of availability and diversity of commercial retail, restaurants, an As discussed throughout the public other non-industry business opportunities within City limits. participation process, the Bayfront is Concerns were expressed over the lack of retail shopping both an asset (for residents and opportunities, the amount of tax money being generated just tourists), but also a liability (for retail development). This is due to the fact outside of City limits (and conversely, not being generated to that support th and the apparent trade disinvestment of certain types of businesses (e.g., the recent area which are identified closings of the automobile dealerships, among others). Finally, in their retail market analyses. The there was a general concern that there was not much that could b done to resolve these problems (see inset); that it was an bayfront areas as effectively halving unsolvable dilemma that has been and will continue to plague the the potential trade area (market loss) needed to development and sustain a community due to being land-locked, not enough rooftops to retail establishment. generate commercial investment, and too much industry was Source: Kendig Keast Collaborative. deterring other forms of land use investment. The other part of economic sustainability is being able to accommodate the normal, but major shifts in local business and regional and global trend dwindling feedstock). For a geographic area that is so closely t industry, this requires a dual approach that both promotes the expansion of existing industry (e.g., the petrochemical industry plans for further economic diversification. Need for a New Collective Vision. When the original comprehensive plan was adopted in 2001, there was a defined consensus about what La Porte should be in the future. The vision (see inset) talked abo becoming -ily and youth, committing to sustainability, celebrating its history, balancing among other things. In the past 10 years, there are many positiv examples around the City where the vision has been implemented, as the recent upgrades to the . However, during the public participation efforts of this update the members of the community made it abundantly clear that there need to once again seek unity as to their vision for the future Presently, there are diverging opinions on several fronts. By wa examples, many expressed great need for increased access and availability to commercial retail and other businesses within Ci others felt those needs were sufficiently provided just outside Street, while others felt that the City was not doing enough to Main Street. The value and purpose of this plan is to reengage t 1.4 citizenry and then reframe a vision that will directions. Need for More Resiliency Planning. In 2008, the Texas Gulf Coast was Need for Resiliency struck by Hurricanes Gustav, Dolly, and Ike, as well as Tropical Planning Eduardo, all of which occurred in a span of less than 60 days. J years prior, the Texas Gulf Coast was also struck by Hurricane R On September 13, 2008, Each of those hurricanes caused damage to homes, personal proper Hurricane Ike devastated the businesses, and the environment (see inset). Out of those hurricanes, Ike caused the greatest impacts to La Porte, and in many ways thTexas Gulf Coast. 4 has yet to fully recover. While history shows that the upper Texas Gulf Estimated losses in La Porte: Coast will always live with a constant threat of these natural d research shows that there are ways for cities to reduce or even 3,861 residential units many of the impacts of these storms. First by examining the effe substantially damaged or greatest areas of vulnerability; followed by the incorporation of long- destroyed term mitigation strategies and implementation tools into the $11 million in commercial comprehensive plan (and other master plans, e.g., master drainag damage plan) policies and its implementing regulations. The evidence shows $2.9 million in damage to that such things as modern building and floodplain codes work wh infrastructure and facilities 5 adopted and enforced. While the City has already been proactive in Source: Hurricane Ike Impact Report. many areas, a comprehensive and coordinated approach to resilien planning is addressed by this plan to ensure that such items as (e.g., protection of natural resource areas for surface water re transfer) and the built environment (e.g., requiring underground own capital projects. Landlocked; Focus on Infill and Quality. As part of the public participation process and interviews with City staff, it was ind 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 Battleground, Bayport, and South La Porte Industrial Districts. Map 1.1, Study Area) be to provide the appropriate infrastructure and services necessary for developing remaining areas and redeveloping underutilized areas. Hence, the City can prioritize its funds to increase the quality and reliability as well as focusing on other important quality of life improveme 4 Federal Emergency Management Agency (FEMA), Hurricane Ike Impact Report, December 2008. http://www.fema.gov/pdf/hazard/hurricane/2008/ike/ impact_report.pdf. Retrieved 13 July 2011. 5 Ibid. 1.5 2. x Adopted July 20, 2009 PUBLIC HEARING DRAFT SEPTEMBER 20, 2012 Timely Planning Opportunity. The original 2001 Comprehensive Plan was drafted with a 20-year planning horizon. To ensure that the recommendations to undergo updates at five year intervals. Now, over halfway through the 20-year planning horizon, it is both pr and timely to take a more in-depth look at the planning recommendations, the progress to-date, and to reassess the visio he future have changed in the past decade. All combined, these influences and more, have the ability to cha character and feel of La Porte. So why is this update important? mid-plan, comprehensive update, allows the City to celebrate its accomplishments over the past 10 years, determine major and mino course corrections, and to proactively respond to (i.e., embrace accommodate; or mitigate) changing influences, conditions, and priorities; all to ensure that the quality of life continues to sustain the citizens of La Porte. The process required to create this comprehensive plan and its u may prove more valuable than the plan itself since the documents just snapshots in time. The planning process involves major comm decisions about how much and where development and redevelopment will occur, the pattern and character of that future development services. This leads to the pivotal discussions Cit $¤¬®¦± ¯§¨¢þ (¨²³®±¨¢ «þ £ %¢®®¬¨¢ 3 ¯²§®³² historical, and economic snapshot of the City of La Porte. 1. %µ¨²¨®¨¦ ³§¤ &´³´±¤ A vision is the first step toward understanding the past, recogn circumstances, collectively deciding on a preferred scenario, an course of action for realizing what is envisioned in the future. community v 6 Michael Chandler is a planning consultant based in Richmond, Vi former Professor and Community Planning Extension Specialist at co-founder of the Virginia Institute for Planning Commissioners. 1.6 forms a framework by which each individual element of this plan long-range and intentionally idealistic as a means to stretch th of what is possible. Casting a vision allows the community to co to decide what it will be like in 20 years and to put a plan in achieve it. occurred during the development What is a Vision? and subsequently guided Council and staff policy and decision-ma To have a vision means to look for the past 10 years (see inset). Evident today, however, is th ahead: to imagine or dream the community is no longer in agreement as to the future directions. As future to create in our minds was conducted during this update resulting something beyond our present in a new consensus vision; one that will continue to be refined reality is a distinctly human skill. the course of the planning process. History has shown that seeing The first step in the visioning process is to assess where the community often the first step to actually had been in the past. This effort involved a review of the exist achieving it. comprehensive planning and other demographic and socio-economic information (refer to the Demographic, Historical, and Economic As used in planning visioning, Snapshots). The profile offers a glimpse of where La Porte has been in visioning is a process by which a the past and where it is today. This analysis set the tone for c community envisions its preferred discussions and the overall visioning effort. future. It chronicles the hopes, dreams, and aspirations of a community and helps citizens to Stakeholder Interviews. The vision development process consisted of agree on what they want their several opportunities designed to generate conversation among ci community to become. regarding their current perceptions, but, more importantly, thei 6 expectations for the future. The first opportunity was a series Source: Michael Chandler interviews with community stakeholders, which occurred over the course of two days. In all, over 60 citizens participated in thi, . The purpose of these small group interviews was to solicit the i residents concerning common perceptions, issues, problems, oppor constraints, assets, and challenges of the City. This input was invaluable in understanding the underlying issues and needs of the community a specifically, the values and priorities of those who know best citizens, Council/Planning and Zoning Commissioners, neighborhood and civi organizations, community service organizations, business and ind leaders, major landowners and developers, and other community le The input received through the interview process was used to for Vision Statement outlined in this chapter. In addition, all of t 1.7 2. z Adopted July 20, 2009 PUBLIC HEARING DRAFT SEPTEMBER 20, 2012 plan elements are specifically crafted to address the issues, problems, and improvement needs that were identified through the interviews. During the course of each stakeholder interview, discussion was order to encourage and allow participants to speak candidly. In discussions developed and took on a life of its own initiation; in other cases, a series of open-ended questions to prompt participants to express both their concerns, as well a for a positive future. Open-ended questions were posed to captur answers to some of the following questions: What do you consider to be the greatest assets of living and wor La Porte? What are the downsides, if any, to living and working in La Port What are the most important issues facing La Porte today, as wel what may the community confront in the future? What do you envision La Porte being and looking like in 20 years is your vision? What do you consider to be the highest priority improvement need and/or projects over the next 10 years and then longer term? How might the City develop in a better and more fiscally respons manner in the future? In what ways could the City be more supportive of business growt retention? Where do you see the greatest potential for improving the appear 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 Zoni by using a single word to describe their vision of La Porte in t second, by going through a strengths, weaknesses, opportunities,nd threats (SWOT) analysis. Their input is displayed in Figure 1.1, Planning and Zoning Commission Vision Participation. 1.8 Figure 1.1, Planning and Zoning Commission Vision Participation ONE WORD FUTURE Unity Joy Vibrant Blossoming Dynamic People Family Opportunity SWOT ANALYSIS STRENGTHS Diversity Coastal; by the bay Small town character Waterfront access Open access Schools Dept. Heads/Bus. Owners live in area No brain drain Diversity of housing Access to colleges & other higher education institutions Running, walking, and bicycling opportunities Dual enrollment with high school and San Strategic location for ports (centrally located) Jacinto College Families Lomax Park Arena Employment opportunities to ensure kids have Sylvan Park and the beach future employment opportunities Festivals Other employment opportunities Growing Main Street Welcoming Five Points Town Plaza People helping people WEAKNESSES Lack of diversity of restaurants Truck traffic Families relocating out-of-City Lack of retail opportunities Low self esteem Lack of rooftops Lack of self-promotion to own City residents Not proactive in attracting new residential Loss of community newspaper Disincentives to redevelop Resistant to change Negative perception OPPORTUNITIES Sylvan Beach area redevelopment; possibility More rail opportunities adding restaurants and other commercial Resiliency planning Canal expansion will bring new business and expand choice THREATS Truck drive-through area Adjacent political decisions Short-term profits vs. long-term economic Air quality sustainability Hurricanes Port Encroachment Source: La Porte Planning and Zoning Commission. 1.9 2. | Adopted July 20, 2009 PUBLIC HEARING DRAFT SEPTEMBER 20, 2012 /´± 6¨²¨® After assembling the ideas and aspirations heard during the publ, a (see inset). This vision incorporates the shared understanding of the nature and purpose community and uses it to guide City leaders and staff in their d making, and to galvanize the citizens so that everyone is moving same greater purpose which i preferred future. Vision By the year 2030, La Porte envisions itself as a dynamic, vibran-, tourism-, and family- La Porte envisions achieving this by leveraging both its greatest strengths and uniq its strong business base, its proximity to the greater Houston metro and most importantly, its people; all to create a highly livablesustainable community where people have the opportunity to find joy in all aspects of living, working, and playing right outside their front door. Source: Visioning Process '«¨¬¯²¤ ®¥ /´± &´³´±¤ Based upon our core aspirations and our vision, a snapshot of ou would look like this: Our economy is economically diverse and stable. We have facilitated new residential in-fill development that broadened our diversity of ;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 opportuni enlarged our regional presence and captured a more significant s spending by residents, workers, and tourists. Our workforce is wll-educated and highly trained, made possible by continued strategic partner between La Porte and Clear Creek ISDs and San Jacinto College, and easy access to other colleges and higher education institutions. Ther employment opportunities for our youth and for all residents as in their careers. We have coordinated with our industry (e.g., B Bayport, and South La Porte Industrial Districts) and intergover partners (e.g., Port of Houston Authority, La Porte and Clear Cr 1.10 Jacinto College, Harris County, among others) to sustain and gro economy by improving the movement of goods and people in ways th embrace our community character and respect the value and enjoym living and working in La Porte; while at the same time, improvin appearance of our corridors. A refocus on our historical roots i tourism to the area which spurred a coordinated reinvestment in Street and Sylvan Beach areas through better connections, redeve and marketing. All of which further broadened our tax base. Our government has become a top notch municipal corporation, known for finding the right balance between progressiveness and innovaon in achieving our vision of a highly livable, quality, and sustainab while remaining diligent with our tax dollars and strategic abou expenditures. We continued our investment in those areas that imoved our quality of life. We completed our redevelopment of all parks recreation areas across the City, and we invested in new parks ( recreational fitness center on the west side of town). We contin investment in the trail system by completing the remaining six m 20 mile system. Now we have a fully interconnected system of sidewalks and community trails, which provides City-wide and region-wide acces places of work, and other community gathering areas. Our governm continued to sponsor City-wide cultural events that have helped unified sense of community for all of La Porte. Our existing inf been maintained and well-planned so that we continue to have ade facilities and services. The transportation system has improved regional mobility, not only on our roadways, but on our rail netwo system, bus routes, and airport. We have continuously improved t, wastewater, and drainage systems to meet guidelines and to provi necessary operating capacities to serve expanded and new industr have continued to give us a competitive advantage over less prep communities. Our excellent public safety services have continued feel safe. Finally, an overall, unyielding commitment to excelle permeated through all levels of staff, which has resulted in gre responsiveness to our needs and for those who visit or do busine City limits. Our character and appearance has continued to improve over the past 10 years through aggressive implementation of our vision. F foremost, a continued emphasis on the appearance of our gateways corridors has had a dramatic effect on the image of the communit recent gateway improvements, denoted by significant entry featur 1.11 2. tt Adopted July 20, 2009 PUBLIC HEARING DRAFT SEPTEMBER 20, 2012 been expanded outward through enhanced roadway beautification ef better litter control, and improved buffering and design control abutting land uses. We have successfully coordinated the efforts public and private sectors to finish the infrastructure improvem Street, finished development of the Town Plaza at Five Points, a implemented the improvements to S. Broadway Avenue and Texas Avenue, as planned for in the La Porte Beautification Master Plan. The r achieve a highly livable, quality, and sustainable community, an increased private sector investment through such projects as the Project to La Porte (Fairmont Parkway and Canada Road), and thro the entire City. Consequently, our overall community now exhibit character that better reflects our expectations, improved our co esteem, and enhanced our external image. 1. #®³¤·³´ « &± ¬¤¶®±ª 7§ ³ ¨² ³§¤ 0´±¯®²¤ ®¥ ³§¨² #®¬¯±¤§¤²¨µ¤ 0« 5¯£ ³¤ This master plan is an important policy document because it is: Visionary. It lays out a broad, long-term vision with associated goals and recommendations regarding future investment, resiliency, and enhancement of the community; Comprehensive. It considers the entire geographic area of La Porte, including how the City ties into the surrounding areas, e.g., ne 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 blocks of La Porte (e.g.; land use, growth management, mobility, and neighborhoods, economic development, parks and recreation, u infrastructure, and public facilities and services). 7§¤±¤ £®¤² ³§¤ !´³§®±¨³¸ #®¬¤ &±®¬ Unlike some other states, municipalities in Texas are not mandat government to prepare and maintain local comprehensive plans. Ho governing body of a municipality may adopt a comprehensive plan long-basic reasons for long-range, comprehensive community planning by stat sound development of municipalities and promoting public health, es Texas municipalities the freedom to 1.12 Planning Charge 213 suggests that a comprehensive plan may: include but is not limited to provisions on land use, transportation, and public facilities; Section 106-3 of the La Porte Code of consist of a single plan or a coordinated set of plans organized by subject and geographic area; and Comprehensive Plan and its use by City be used to coordinate and guide the establishment of government.It is the policy of the city that development regulations. the enforcement, amendment, and administration of this chapter be Chapter 211 of the Local Government Code authorizes accomplished with due consideration of municipalities in Texas to adopt zoning regulations in accordanc the recommendations contained in the with a comprehensive plan. In this way, zoned cities like La Por comprehensive plan as developed and are called to have a comprehensive plan. According to the state amended from time to time by the statues, the zoning regulations must be designed to: planning and zoning commission and the lessen congestion in the streets; city council of the city. The commission secure safety from fire, panic and other dangers; recognizes the comprehensive plan as the promote health and the general welfare; policy established by the city planning and provide adequate light and air; zoning commission and the city council, prevent the overcrowding of land; respectively, to regulate land use and avoid undue concentration of population; or developments in accordance with the facilitate the adequate provision of transportation, water policies sewers, schools, parks and other public requirements. Source: La Porte Code of Ordinances. As seen in the inset, the City has codified the relationship between the guiding principles of the comprehensive plan and the implementing regulations. (®¶ ³® 5²¤ ³§¨² 0« This master plan, as embraced by both the community and its lead Getting to Action envisioned to take the City to a new level in terms of its prepa livability, and the achievement of prioritized outcomes. However This master plan must go important to understand that this master plan in and of itself i beyond general and lofty goals. accomplishing the vision, strategies, and objectives articulated While everyone may agree, Rather, the plan is merely a guidance document for City official progress will only occur if the who must make decisions on a daily basis that will determine the plan establishes a policy direction, financial health, resiliency, and ultimately, the loo framework and provides community. guidance as to the implementation steps necessary These decisions are carried out through: to achieve success. annual budget process, including routine, but essential, functio Source: Kendig Keast Collaborative utility maintenance (including staffing to administer and manage functions); 1.13 2. tv Adopted July 20, 2009 PUBLIC HEARING DRAFT SEPTEMBER 20, 2012 major public improvements and land acquisitions funded as capita new and amended City ordinances and regulations closely linked t master plan objectives (and associated review and approval proce in the case of subdivisions and zoning matters); departmental work plans and staffing in key areas; the pursuit of external funding to supplement local budgets and/ expedite certain projects; and initiatives pursued in conjunction with other public and private to leverage resources and achieve successes neither may accompli alone. Despite these avenues for action, this master plan should not be focuses on the responsibilities of the City in the physical plan where it may have a more direct and extensive role than in areas education, social services, and arts and culture. As a necessity plan remains relatively general in terms of its vision and polic and while it may not touch on every individual challenge before meant to motivate concerted efforts to move the community toward and achievement of its stated goals and vision. It must also be that the full realization of the vision cannot be achieved by Ci staff alone; rather, it will take an equal amount of initiation, support from the residents who also believe in what the planned bring. It is also important to distinguish between the function of the overall policy for future land use, community character, roads a 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 s of land, the layout of new street and building sites, and the de construction of roads, water and sewer lines, storm drainage, an infrastructure. In other words, the master plan sets the directi zoning and development regulations are a large part of how it is implemented. 1.14 #¨³¨¹¤ )µ®«µ¤¬¤³ % ±«¸ £ /¥³¤ Figure 1.2 Public Involvement in the To facilitate the process of creating this master plan update, the City engaged Kendig Keast Collaborative, Planning Process urban planning consultants, and appointed the Planning and Zoning Commission as an advisory committee, to work with City officials, staff, residents, and the consultants. The Planning and Zoning Commission was specifically chosen as the advisory body because Section 213.003 of the Texas Local Government Code explicitly indicates that adoption or amendment of a comprehensive plan can only occur after review by the Planning and Zoning Commission. In addition, the appointed board already has a role in the zoning and land development. The ability to implement the master plan is directly correlated to the sense of ownership derived from the process. The master plan contains many components and serves numerous functions, such as providing information, identifying existing conditions and characteristics, and establishing policies and strategies. Source: Kendig Keast Collaborative As graphically illustrated in Figure 1.2, Public Involvement in the Planning Process, the public involvement strategies included: Planning and Zoning Commission Meetings. The Planning and Zoning Commission was chosen to provide strategic direction for the proir website; project materials under consideration were made available to the general and post-meetings. Mayor/Council Interviews. solicited to ensure the plan incorporates their values and direc future; as the community has already placed their trust in their decision-making abilities. Further, the is a barometer of the area they represent. Key Personnel Interviews. Many interviews were conducted with department heads and other staff from key departments who have a implementing many of the components of the master plan. 1.15 2. tx Adopted July 20, 2009 PUBLIC HEARING DRAFT SEPTEMBER 20, 2012 Small Group Charrettes. Input from residents, land and business Youth Engagement owners, and City officials occurred through small group charrett that were held over the course of two days. These hour-long One of the small group charrettes charrettes pushed attendees to think about the issues and future that was held was focused on envisioned, and the information obtained was used throughout the receiving input directly from La planning process. its youth. Their understanding of the community City Council Involvement. City Council briefings were held in October was tremendous and their 2011 and February 2012 to update them on the activities to date. feedback was pertinent to both not only the approval body, but also the chief implementing agen understanding and solving the the City Council was involved throughout the process. eatest issues. In general, A priority-setting workshop with members of the Planning and Zon quality of life improvements, their Commission and City Council was held in February 2012 to engage schools, and their community. discussion about the on-going process and to gather feedback. Analysis of the draft document allowed for establishing near- an Conversely, there was concern long-term priorities for plan implementation. The results of thi workshop are incorporated into Chapter 6, Implementation. buildings, the increased truck traffic, and the prevalence of Over a period of 10 months, a variety of public outreach and litter. In addition, many of them involvement activities were completed, and individual elements o expressed that there was a lack of master plan were drafted, reviewed, and refined to produce a summer jobs and places for document for public and official consideration. Throughout the teenagers to socialize together process, citizens were able to review th within City limits. There was also website and provide feedback to City staff. Residents were also concern about the separation to voice support or opposition at the public hearing. between East and West La Porte, but offered solutions on how to achieve better unification. 1. 0« 0±¨®±¨³¨¤² They felt that despite the recent One of the most important tasks in developing a plan is to deter improvements, there was still a the key issues that the community needs to address. The lot of work to do. Yet, the reconnaissance efforts early in the process, combined with staff community was headed in the citizen input resulted in a formulation of a list of priorities right direction. the remaining chapters of this plan address. These include: Development of a Consensus Vision and Direction. As Source: Youth Engagement Small Group Charrette. mentioned in the Vision section of this chapter, the citizens an officials once again needed to determine their preferred future. his update which resulted in a new consensus vision. Determining Strategies to Achieve the Vision. Once the consensus vision was determined, the focus of the planning efforts turned toward 1.16 determining the appropriate strategies to achieve the new vision strategies are detailed in the remaining chapters of this plan: Land Use and Character, Infrastructure and Growth Capacity, Community Mobility, and Economic Development. Finally, the strategies are prioritized for near- and long-term action in the Implementation Chapter. Community Character and Image. The general public and City officials are cognizant of the need to enhance the image of the City. Residents voiced a myriad of concerns about La Porte character and appearance, especially citing the desire to beauti the corridors. La Portezoning, land use regulations, and other Many residents supported the City in development ordinances, also warrant updating to achieve the being proactive in using necessary community character or aesthetic quality desired by residents. controls to prompt property owners to The City has recently undertaken some self-initiated rehabilitate abandoned buildings enhancement and beautification programs along its mains located within the City. corridors; however, to sustain a quality, attractive environment will require improved (yet reasonable) development standards Source: Kendig Keast Collaborative. (see inset). Quality of Life Improvements. During the public participation efforts, discussion routinely turned to the recent quality of life improv e.g., expansion of the trail system, the new spray-ground-playgr Brookglen Park, improvements to the three civic and recreation c the opening of Pecan Park, completion of the Gateway Project, and reinvestment in the Main Street area, to name a few. It was clear that these quality of life improvements had positively excited all facets of La Porte; with residents and business owne being equally enthusiastic. This plan will address what quality of life improvements are needed and where and how they fit into the overall prioritization list for implementation (see inset). Addressing Mobility Issues. There are numerous challenges that La Porte must face regarding its mobility system. The most significant is how to accommodate increased truck traffic Excitement for the recent quality of life stemming from the expansion of the Panama Canal, while being improvements, like this new trail segment, permeated throughout the quality of life concerns regarding the same. Equally as significant, will be the transition of State public participation process. Highway (S.H.) 146 into a six-lane, limited access segment of th Source: Kendig Keast Collaborative. Grand Parkway (although not an officially designated part of the project); a 170 mile third loop around the Houston metropolitan On a smaller scale, this plan will address such issues as signal increased demand for more walkable streets (via sidewalks and th wide trail system), and how the regional circulator system fits overall mobility system for La Porte. 1.17 2. tz Adopted July 20, 2009 PUBLIC HEARING DRAFT SEPTEMBER 20, 2012 Future Direction Main Street. Like the Sylvan Beach area, Main Street and the downtown area, have a great ability to change the fabric of the community and are an important part of investment, they worked in partnership with the La Porte Economic Development Corporation and recently completed the Gateway Project, the Five Points Town Plaza, and other infrastructure improvements. As a result of this investment, Main Street is on the cusp of attracting new businesses. To stitch these improvements together in a well-coordinated manner and to compliment them with an overall economic and redevelopment strategy; a downtown master plan is warranted. This plan would expand upon the general guidance of this plan to spell out the specific improvements, funding needs and sources, and organization to accomplish its own vision (see inset). Future Direction Sylvan Beach/Bayfront Areas. The 2001 Comprehensive Plan referred to the bayfront area as the Recently, the City partnered with Harris Through a well-planned and County, the Texas General Land Office, and the Army Corps of coordinated effort, Main Street will Engineers to renourish and expand Sylvan Beach Park. The citizens loved the reinvestment and the youth indicated that it top tourism destination. was one of top places they could hang out in within the City. However, it was clearly articulated during the public Source: Kendig Keast Collaborative. participation efforts, that the community feels that the Sylvan Beach area has yet to reach its potential as a top regional tour destination. A limitation often cited was a near Sylvan Beach; no places to eat or shop. Further, both physi cultural connections to the greater community could be made. Som view these factors as limiting La Porte from rethe must be made as to the future of this area, e.g., coordinating with the determine future of the Sylvan Beach Pavilion damaged by Hurrica and determining if and when the City is ready to commit to its p attraction. As seen in the inset, these are not new issues they just need to be further addressed in this plan (see inset next page). 1.18 Future Direction of the Bay Front · Þz·w z7zÝz7Ò Þ;©u a· E ·w; ;ãz·zm ·©Ò-·Ò© 7z©;¦z©u h7 ¦z;© 7 ¦zzm z··;© ·w; -· Þ·;©u w;© ·w; ,ä E©· ·w· Þw; ¦;¦; -; · [ t©·;r ·w;ä ©; · Source: 1984 Report to City Council from the Community Facilitie Meeting Future Housing Needs / Aging Populations. population, like the greater population in general, is growing o such, there will be an increased demand for adequate services an Problems in housing will become increasingly evident now that the first wave of baby-boomers is entering retirement; this is because Post-World War II suburban housing was primarily designed for young working families, not a older population. While the current housing stock in La Porte do development (e.g., An aging population, like these La a New Urbanism development could be one appropriate example Porte residents at the Senior Center, as it promotes diverse, compact, mixed-use communities where may residential housing areas would have universal design zoning and development regulations. accommodations, low maintenance responsibilities, and walkable that may be Source: City of La Porte website. better suited to accommodate this demographic shift (see inset). . During the public participation efforts, repeated conversations turned to the fact that there exists a separation of east and west La Porte. Often it was expressed in simple stat 1.19 2. t| Adopted July 20, 2009 PUBLIC HEARING DRAFT SEPTEMBER 20, 2012 the people; rather, it is a broader indication that there is a lack of connectedness betwe newer neighborhoods in the west, and older well-established neighborhoods in the east that surround historic downtown and th bayfront areas. This has been further exacerbated by the loss of newspaper. This plan addresses strategies to achieve greater unification between the east and west, so that all residents in La Porte und Continued Commitment to Long-Range Planning. The La Porte 2030 Comprehensive Plan (and the 2005 and 2010 updates) is a principal part s all facets of the community. This plan represents an important step toward achieving the vision and desired goals of the community. The plan is not a sta document, but rather must be a continuous process to gather, eva and make informed decisions based upon constantly changing conditions. As such, the plan is intended to be reviewed annuall updated at frequent intervals to maintain its accuracy and appli to current conditions and characteristics of the community. At minimum, the plan should continue to be updated every five years ensure that it still reflects the true vision and direction of the community. 1.20 LU ANDSE AND D EVELOPMENT C HAPTER 2 As expressed in Chapter 1, Plan Context, La Porte will continue and shaped by significant internal and external influences, chan conditions, and changing priorities. This chapter and subsequent intended to emphasize how the City can proactively respond to th and conditions through policy and recommended programs, ordinanc investment to ensure the community in 20 years embodies the futu citizens envision a quality, sustainable, and highly livable community. This chapter also introduces the concept of "community character," w considers more than the use of land, including the elements of s building design, the influence of adjacent sites, and use and in open space, and the impacts and relationships between sites and natural environments. It emphasizes that the City could consider transition of community character at some appropriate time in th )³±®£´¢³¨® The purpose of this chapter is to establish the necessary policy 2001 vs. 2012 Plan Comparison guidance to enable the City to plan effectively for its future i development, redevelopment and revitalization, and character 2001 2012 Update enhancement while respecting the existing land use pattern. Ch. 4, Land Use Sound planning is essential to ensure the community is Ch. 7, Parks and prepared for anticipated (and needed) infill development, can Recreation Ch. 2, Land Use and serve it adequately with public services, and can manage its Ch. 9, Residential Development impacts to maintain compatibility of land uses and preserve and Development enhance community character. Along with the background, Ch. 10, Beautification goals, and strategies in this chapter, the Future Land Use Plan Ch. 12, Redevelopment visually its priorities for 2.1 PUBLIC HEARING DRAFT SEPTEMBER 20, 2012 well-planned infill development, protection of neighborhood inte rance. To ensure the outcomes expressed by this plan, it is important to follow the guiding principles, and action recommendations set forth; all of which will aid the Zoning Commission and City Council in their decision-making. &®¢´² !±¤ ²þ '® «²þ !¢³¨®² É )¨³¨ ³¨µ¤² Throughout the planning process, a number of issues and concerns expressed relating to land use compatibility, infill on the few developable tracts, redevelopment of vacant buildings or underut properties, Sylvan Beach and waterfront, neighborhood protection revitalization, and corridor design and appearance. These discus the basis of the following focus areas, along with an analysis o conditions and review of current programs, plans, and ordinances focus area contains contextual information, key planning conside goals, (and their rationales), and advisable implementation acti initiatives. The areas of focus are as follows: Focus Area 1 Transitioning to a Built-Out Community; Focus Area 2 Quality Neighborhoods and Housing; Focus Area 3 Enhanced Community Character; and Focus Area 4 Adequate Parks, Recreation, and Open Space. &®¢´² !±¤ 4± ²¨³¨®¨¦ ³® "´¨«³/´³ #®¬¬´¨³¸ Over the 20-year planning horizon of this plan, much of the rema developable land in La Porte will be built out. As this occurs, will shift from western periphery to smaller- scale infill development, as well as redevelopment and revitaliz participation process (including feedback from the City Council and Zoning Commission), there are already areas that are in need of revitalization. These areas are displayed in the Map 2.1, Revitalization Areas, and include such areas as the vacant car dealerships along Sta Highway 146 South Frontage Road and certain residential areas li located in the area around Downtown and the Spenwick Subdivision others. To reverse the disinvestment in these areas, it will req establish and administer a pro-active and ongoing program for re Generally, revitalization one or more public actions that are undertaken to stimulate activity when the private marke providing sufficient capital and economic activity to achieve th of improvement. This public action usually involves one or more such as direct public investment, capital improvements, enhanced 2.2 26th services, technical assistance, promotion, tax benefits, and oth 1 including planning initiatives. So, what is the difference between redevelopment and revitalizat? Typically, redevelopment is transformative in nature and may be undertaken by the private sector without any active public example, a developer could make application to demolish and redevelop the vacant car dealership properties along State Highw 146 South Frontage Road to develop a mixed-use development or business park. In certain instances however, public sector incen (e.g., decreased regulatory barriers, streamlined permitting, re fees, etc.), may also be warranted to facilitate the likelihood sector reinvestment. Revitalization, in contrast, is more related to an infusion of pub intended to facilitate the return of a building and/or property useful state by repair, alteration, and modification with the pu preventing further blight from occurring. Generally, it can be a through private sector; demolition; or removal of certain buildi improvements; installation, construction, or reconstruction of s utilities, and other public improvements; and rehabilitation of suitably located but structurally substandard buildings. On the commercial side, it may include establishing programs to rehabil A revitalization program could aging and underutilized retail facilities by providing financial provide public investments to to existing retail shopping centers for enhancements. The progra improve aesthetic and architectural could be retention-focused with a primary goal of rehabilitating appeal of vacant or underutilized commercial properties, e.g., this is a facilities, i.e., improving their aesthetic, architectural, and appeal. The intent of this type of program is to attract new retail rehabiliation project in Carrollton, business that would generate additional sales tax revenue and en Texas. the vitality of the area. On the residential side, a revitalizat could include providing grants and/or low-interest, deferred, an Source: Photos courtesy of the City of forgivable loans for building code violations, health and safety Carrollton website. essential repairs and upgrades of major component systems (e.g., electrical, plumbing, roofing, heating), and other general impro exterior finishes). It could also include public investment in a neighborhood by improving streets, sidewalks and crosswalks, ped lighting, parks, drainage, etc. The intent of this type of progris to ensure residents are living in decent, safe and sanitary homes; and tha individual homes and the neighborhood, collectively, are able to 1 American Planning Association (APA) Policy Guide on Public Rede http://www.planning.org/policy/guides/adopted/redevelopment.htm. 2004. 2.3 2. v Adopted July 20, 2009 PUBLIC HEARING DRAFT SEPTEMBER 20, 2012 Infill development will also play a primary role during the 20-year planning horizon since the City is bound by industrial districts and the limits of other municipalities. Therefore, new development and redevelopment will likely occur in the few remaining vacant or under-utilized parcels adjacent to or within already developed areas. While these remaining areas could be developed using the same policies and regulations that shaped the last 20 years of City growth; it is an opportune time to re- examine how the City facilitates and regulates development, particularly because of an articulated interest to increase residential rooftops and commercial retail opportunities. A successful infill development program must go beyond the piecemeal development of individual parcels; to focus on how the remaining areas may be assembled and developed into the existing community fabric, i.e., creating a healthy mix of uses (that add both vitality and convenience for residents) that are designed and built in a way to The photo on top depicts an example in La Porte improve compatibility while offering additional that may warrant redevelopment, while the photo choices in living and new business opportunities. on the bottom depicts an area that may warrant revitalization . Benefits of mixed-use infill development include a Source: Kendig Keast Collaborative. more compact form of development, which is less consumptive on land and resources and offers increased convenience and mobility for those who cannot or prefer not to drive (e.g., the elderly, youth, or low income residents who lack a car). Infill budget as vacant properties are added to the tax rolls, less infrastructure is required, and existing facility operation and maintenance costs are able to be spread across more residents and commercial businesses (which is a benefit for individual taxpayers, too). In addition, as discussed later in this chapter, infill development provides the City an opportunity to increase the supply of housing types available within the City. This remaining housing supply will have to be developed in a way that Sugar Land Town Center is an example of a mixed use infill development project. Source: Kendig Keast Collaborative. 2.4 2 residents. Principles of Smart Growth As discussed later in this chapter and throughout this comprehen Create a range of housing plan, two ways to facilitate successful infill development are to adhere opportunities and choices to the principles of Smart Growth and to consider a character-ba Create walkable neighborhoods approach to zoning and land development. Encourage community and stakeholder collaboration Key Planning Considerations Foster distinctive, attractive Key planning considerations for transitioning to a built-out com communities with a strong sense of in the coming years include: place 1)Careful planning for the build-out of remaining developable area Make development decisions following Smart Growth principles. (see inset) predictable, fair, and cost effective 2)Responding to the expressed Mix land uses whether in the form of Main Street improvements or through Preserve open space, natural development of mixed-use nodes and neighborhood centers. beauty, and critical environmental 3)Taking steps to make redevelopment/revitalization efforts areas attractive in older areas of the community, including incentives Provide a variety of transportation potential relief from regulatory provisions geared toward new choices development. Take advantage of compact 4)Emphasizing neighborhood integrity and protection as both building design residential structures and streets and other local infrastructur Source: Smart Growth Online. continue to age. 5)Stepping up efforts to revive and/or promote re-use of vacant an obsolete retail properties. 6)Ensuring adequate standards and oversight of infill development scattered parcels. 7)Building upon strategic public investments, such as the recent development of Five Points Town Plaza, revitalization of the Syl Beach and waterfront, and the communitywide hike and bike trail system. 8)Working to reduce the leakage of retail spending just outside th community by encouraging and providing incentives for more sit-d restaurants and other retail-oriented opportunities that residen to patronize locally. Based on these planning considerations, the following goals, act initiatives are intended to address the specific issues and needs during the public participation process (and outlined in Chapter 1, Plan Context). 2 Municipal Research and Services Center of Washington. Report No Infill Development Strategies for Shaping Livable Neighborhoods. June 1 http://www.mrsc.org/Publications/textfill.aspx. Retrieved on Aug 2.5 2. x Adopted July 20, 2009 PUBLIC HEARING DRAFT SEPTEMBER 20, 2012 GOAL 1: Provide additional attention and resources to promote ne infill development and redevelopment/revitalization of establish areas. Redevelopment/revitalization efforts require cooperative action encourage new and sustained private investment and to provide sug rehabilitation of public infrastructure. A key part of the proc determining the strategic actions and initiatives the community to achieve its redevelopment goals and objectives. Successful re will often require cooperation and coordination between agencies different levels of government, as well as non-profit community organizations. This should include coordination of physical impr with social service programs that aim to enhance the health and capacity of residents in targeted neighborhoods. There are sever undeveloped and underdeveloped parcels within the City that prov opportunities for infill development where streets and utilities or may be readily extended. There are also many individual lots th developed. In addition, there are several areas that warrant con redevelopment or revitalization during the 20-year horizon of this plan. Action and Initiatives 1)Conduct individual redevelopment or revitalization plans for tho identified on Map 2.1, Revitalization Areas. These plans should be created in partnership with the City, land and business owners, property owners, and other stakeholders to determine the most appropriate courses of action to improve these areas. 2)Determine the appropriate zoning of infill development tracts an initiate rezoning as appropriate. Zoning actions should be in ac with the Future Land Use Plan, and care must be taken to ensure that the neighborhood character is preserved and compatibility with e uses is observed. 3) resolve regulatory impediments to infill development, redevelopm and revitalization. Incorporate standards that are unique and applicable to these sites. offers a unique opportunity to link multiple destinations that serve a GOAL 2: Continue investment in the Main Street, Sylvan broad market. The prospects to grow Beach, and the original town area around Downtown. synergistically two different kinds of As identified throughout the public process, through previous retail markets (destination and local onomic Development service), a tourism base, and downtown living, can establish La the Greater Downtown, Sylvan Beach and waterfront of La Porte Porte as one of the best place in - Houston Region to live and visit. term future. Enhancing this and the surrounding areas will Source: City of La Porte Economic encourage economic growth and improve the quality of life for Ci Development Strategic Plan. Chapter 3. May residents. 2009. 2.6 Action and Initiatives 1)Prepare a master plan for the Greater Downtown area. The purpose of the plan is to establish a clear and collectively supported vision and then an implementation framework to guide reinvestment and new investment in the Greater Downtown area of La Porte, including t areas of Main Street, Sylvan Beach and waterfront. This plan sho wntown (e.g., Five Points Town Plaza, the San Jacinto off-street trail/sidewalk, and the C improvements at Sylvan Beach and waterfront), identifying opport to bolster Downtown as an attractive and lightly functional cent activity based on its unique assets. The plan should identify th appropriate land uses and the arrangement and form of development/redevelopment, along with well-planned and designed improvements to streets and parking areas, vehicular and pedestr access and circulation, streetscape the amenities, signage, ligh infrastructure upgrades. In addition, this master plan should: a)Assess the constraints to redevelopment and the effective use of Downtown properties and buildings. Such factors as land and buildings ownership, traffic and pedestrian circulation, parking building sizes, building code issues (such as ADA accessibility) rates, and other contributing factors should be addressed in the plan. b)Address the fringe and/or transitional areas immediately adjacen identify measures to secure their integrity. c)Include details on the use of design elements and unifying treatments (could include wayfinding signage), in addition to th gateway monuments, to demarcate the boundaries of this area so that it is distinguished from other areas of the community. 2)Consider revising regulatory provisions in the Main Street Distr ensure new development creates an urban form. This could include a)Modifying the Main Street purpose statement to include intent of creating a human-scaled urban form comprised of mixed uses. b)Specifying front yard setback provisions as build-to lines, rath the same side of the street or the setback of the closest struct provisions will not ensure an urban form over the long-term. 2.7 2. z Adopted July 20, 2009 PUBLIC HEARING DRAFT SEPTEMBER 20, 2012 c)Specifying minimum and maximum height requirements as an urban form requires a visual sense of enclosure. The current provisions only specify that a maximum height is to be determined. d)Adding some level of building standards relating to scale and massing, materials, exterior treatments, site lighting, and signs and awnings. 3)Continue to monitor investor interest in Downtown residential projects, including interests to pinpoint and remove or reduce barriers to new development and redevelopment in and around Downtown. Additional ownership housing options are needed, but such 4)Continue to work with the Economic Development Corporation (EDC) to offer Main Street Enhancement Grants to provide matching funds to enhance existing buildings in the Main Street District, including façade rehabilitation or enhancement; new awnings, canopies, porches, and signage; and other beautification projects. 5)Continue partnering with the county and other stakeholders in the redevelopment of the Sylvan Beach area (e.g. the rehabilitation of the Sylvan Beach Pavilion and other such improvements) so that the park grows as a local attraction (and local amenity) similar in quality to the one envisioned in the 2 Sylvan Beach Park Master Plan. 6)Continue to pursue an array of waterfront public/private development projects (e.g., restaurants and other retail opportunities, conference facilities, among others) to complimen the beach park and fishing activities and to generate additional revenues. &®¢´² !±¤ 1´ «¨³¸ .¤¨¦§¡®±§®®£² £ Expressed through the sentiments of many who participated in the public (®´²¨¦ participation process, there is a -term future is inextricably tied to its housing strong desire for the future of Main availability and conditions. Housing is central to almost any Street to become a community discussion about City affairs, no matter whether the discussion attraction. The above illustrations on economic development, desire for additional local commercial depict a pedestrian-friendly retail opportunities, or the ability to walk from one neighborho streetscape environment as to another. While one challenge is to sustain the integrity of examples of the types of existing housing, another is to address future housing needs. improvements that could happen in Having a diverse stock of housing new and old, big and small is Downtown La Porte. instrumental in offering choice and providing for the individual Source: Chapter 10 of the 2001 La Porte needs of all households, regardless of economic stature. Besides Comprehensive Plan. price and location, another consideration is the design of 2.8 neighborhoods. The areas that were developed in the late 1960s ( Spenwick Subdivision) departed from the established town settlem patterns near the core of the City. New housing development and redevelopment needs to reflect a growing demand for neighborhood patterns that are once again, integrated into the existing fabric of the community. Key Planning Considerations Percentage of Housing Constructed by Year Key planning considerations for ensuring quality neighborhoods and housing include: 1) offering a wider range of housing types and price ranges so that residents can make lifestyle transitions as they age (e.g., into a larger dwelling to accommodate a family, then finally into a down-sized space and/or full-time care facility as Although La Porte had the lowest percentage of housing stock health conditions dictate. constructed before the 1970s for all the comparison cities, the 2)Encouraging mixed-use, compact, and county, and the state (see the Demographic Snapshot located pedestrian-oriented developments that in Chapter 1), this chart illustrates that at least 50 percent o residents and include types of amenities corresponds to the time period when housing starts to show currently absent in La Porte (e.g., walkable signs of blight and could benefit from increased maintenance residential/commercial mixed use areas). or rehabilitation. 3)Emphasizing neighborhood integrity and Source: US Census Bureau 2005-2009 ACS. protection as both housing structures and streets and other local infrastructure continue to age. Based on these planning considerations, the following goals, act initiatives address the specific issues and needs identified dur participation process (and outlined in Chapter 1, Plan Context). GOAL 3: Protect the integrity of existing neighborhoods. y form a foundation for a sound quality of life. Strengthening neighborho organization, communication, coordination, and education is a ker maintaining and improving livable neighborhood environments. Est stable neighborhoods must be preserved and protected from encroa incompatible development while new neighborhoods should be devel accordance with Smart Growth. In essence, neighborhoods that are well-maintained, and are of a quality, enduring character, will property values and thus, a sound neighborhood environment and s residential tax base. 2.9 2. | Adopted July 20, 2009 PUBLIC HEARING DRAFT SEPTEMBER 20, 2012 The City can greatly enhance the quality of life for its citizen ordinances and incentives to protect and enhance the integrity o neighborhoods. Mechanisms to improve the quality of neighborhood include ordinances focused on neighborhood conservation; provisi improved or updated public facilities and services such as stree trails, neighborhood parks, street lighting, drainage systems, p amenities, traffic control, neighborhood policing and fire prote enforcement of codes and ordinances; providing support for the c the organization of qualified neighborhood organizations by providing technical assistance with private restrictions and/or conducting special neighborhood studies (including redevelopment and/or revitalizat providing funds for neighborhood improvements, and, generally in Actions and Initiatives 1)Consider an annual registration of neighborhood, home-owner, and tenant associations so that updated contact information can be maintained and used to disseminate important community-wide information (including such things as nearby development applica or rezonings, capital improvement projects, and applicable ordin changes). 2)Consider formalizing a neighborhood-oriented planning program to a)Assist developers in their preparation of covenants and restrict for new development. b)Ensure private common areas and amenities are adequately maintained in perpetuity. c)Implement neighborhood watch programs; this may be done in Representative (PAR) program. d)Help older communities develop neighborhood plans, which may include elements that would normally be required for a housing grant submittal and could, thus, be very effective as a grant administration tool. Such a plan would highlight potential development/redevelopment sites, infrastructure improvements, increased buffering (to mitigate such things as noise from increased truck traffic), links to important off-site amenities, etc. e)Establish and facilitate an annual city-wide neighborhood, home-owner, and tenant association meeting to gather input on how to better coordinate efforts and develop partnerships while seeking mutual An example of an existing street calming benefit. project in La Porte. 3)Expand and promote increased awareness of Source: Kendig Keast Collaborative. notifying the neighborhood, homeowner, and tenant 2.10 associations about the program, increasing available funding, an expanding the types of calming measures available, e.g., speed h bulb-outs, raised cross-walks, chicanes, etc. 4)Provide technical planning support for established neighborhoods support could address issues related to open space preservation, and sidewalk improvements, traffic control, crime prevention thr environmental design (CPTED), code enforcement or navigating the available housing programs. 5)Consider modifying existing codes to improve compatibility betwe commercial areas and abutting residential properties. This could adding bulk and scale limitations (e.g., residential in scale); sign, and lighting controls; improved buffering, among others. GOAL 4: Promote opportunities for neighborhood improvement and housing stock rehabilitation of the housing stock. The community must remain cognizant of its older housing stock a rehabilitation and reinvestment will become increasingly importa integrity and vitality of neighborhoods, particularly in the old Downtown, as well as in some areas throughout the community. Com by residents during public participation indicated concerns abou Actions and Initiatives 1)Encourage redevelopment in target areas through programs that target lots that are abandoned or have recently demolished structures so that those lots are put back onto the market and t rolls. 2)Consider forming a target-area community investment program focused on all infrastructure improvements (e.g., sidewalk installation in addition to repair, driveway culvert cleaning an replacement, alley improvements, tree trimming, parking restrictions, shielded street lighting or other improved pedestr lighting, added greenspace, improved public streetscape/ landsca areas, new signage, etc.) within at-risk neighborhoods. This wou be an expansion of the current program that provides dedicated funding for sidewalk repair and maintenance. The purpose of this program is to provide a dedicated source of annual funding for u in making infrastructure improvements and leveraging private reinvestment through rehabilitation, building additions, and/or development. Pursue both code enforcement 3)Consider the use of tax abatement, reduced building permit or compliance through citations and utility tap fees, and other financial programs or incentives to advocacy programs to reduce private sector reinvestment. negative signs of blight, e.g., trash, 4)Consider the use of an advocacy program to aid in code complianc junk vehicles, etc. (e.g., violations such as weeds, debris, and junk vehicles) rath Source: Kendig Keast Collaborative. than citing noncompliant property owners. A key element may be 2.11 2. tt Adopted July 20, 2009 PUBLIC HEARING DRAFT SEPTEMBER 20, 2012 the cross-training of enforcement advocacy officers in conflict management/resolution or the creation of useful information pack listing sources of help for homeowners who are in violation of C 5)Promote neighborhood pride by stimulating resident involvement i improvement activities, including: a) b) c) assistance of City crews and volunteers. 6)Seek the participation of churches, civic organizations, schools businesses in neighborhood improvement and revitalization effort 7)Continue the program of identifying and demolishing substandard structures; coordinate demolition with a proactive and effective to provide incentives for home building on empty lots. This may in coordinate private sector to revitalize, streamlining the permit approval process, and reduced permitting fees. 8)Strengthen the ability for local organizations, e.g., Sheltering Services, Inc., to support weatherization and energy efficiency improvements in existing neighborhoods. The Weatherization Assis Program (WAP) is sponsored by the Texas Department of Housing an Community Affairs and helps low-income persons, particularly the elderly and persons with special needs, control their home energ Local organizations need additional support so that more weather improvement options are made available. The City may also active support these local organizations by partnering with them on gra applications or hosting weatherization open houses or organizing energy-efficiency audits. 9)Continue to apply for Community Development Block Grant (CBDG) funds, HOME Grant funds, or other grant or loan programs to crea rehabilitate affordable housing for low-income households. 10)Continue to coordinate with and help to promote housing assistan programs of the Southeast Texas Housing Finance Corporation and Harris County Community Development Agency. GOAL 5: Ensure affordable and sufficient housing options in the future. The availability and affordability of different housing options higher quality of life. In general, as more types and affordable options are supplied, a greater number of residents will be able work in La Porte. Therefore, anticipating and meeting future hou d planning will enable the community to respond effectively to the variety of market segments, from young singles and newly married to large families, empty nesters, seniors, and retirees looking 2.12 The City currently has a narrow range of owner-occupied neighborhoods and housing types, with the current mix being predominantly single-family detached residential dwellings. Inde as displayed in the Demographic Snapshot in Chapter 1, La Porte has the highest percentage of one-unit structures (84 percent), whic higher than all the comparison cities, the county, and the state leaves little room for choice among housing types. In the future aging residents may desire to have more housing options availabl including maintenance free condominiums and additional assisted Duplex living and continuing care facilities. In addition, units market encouraged in appropriate locations. Examples of these varied un are depicted in the inset, which may include duplexes, patio homes, townhomes, and multiplexes. This does not mean that there is not market for single-family homes; rather, it means that future development should incorporate more housing diversity so that existing and future residents will have sufficient options, from lot single-family dwellings (e.g., in the Lomax area), to reside above retail lofts, live/work units, and attached living. Patio Home Lack of affordability is a concern. When there is a lack of affo housing options available, it increases individual and/or family overall health. The City recognizes the need to ensure that all within livable and attractive environments. Maintaining livabili the City transitions to an infill and redevelopment focus will r creativity and a willingness to coordinate efforts. The qualitie Townhouse make La Porte an attractive place to live are also making La Por expensive place to live. Increasing housing prices creates obsta for low-income households and threatens to push residents to unsatisfactory housing options. The inability to find housing lo poses a hardship for households seeking an affordable home, as w as employers seeking employees. Actions and Initiatives 1) Mutliplex will offer alternatives to existing and future residents. New development and redevelopment should include more than one Future development/redevelopment housing type, with ordinance provisions for increased open space efforts should place greater focus on as separation and buffering and other standards to ensure diversifying the housing stock within the compatibility. A combination of housing options and lot sizes wi City, by including some of the above result in a diversity of housing choices choices that will be alternate housing types. useful in attracting and keeping singles, younger families, and Source: Kendig Keast Collaborative. older residents. 2.13 2. tv Adopted July 20, 2009 PUBLIC HEARING DRAFT SEPTEMBER 20, 2012 2)Consider incorporating accessory dwelling units in the zoning or along with appropriate provisions governing their use and compat They are common and increasing in popularity in many communities accommodate elderly parents or relat adult family members wanting to live independently but close by, 3)Consider adopting development, which may include provisions for building form and articulated building walls, building orientation, architectural roof types and materials, façade enhancements, and acceptable bu materials, as well as site design standards regarding landscape parking location and arrangement, bufferyards, and site amenitie 4)Consider establishing an average, rather than minimum, lot size residential districts whereby lot sizes are required to vary in a certain percentage being narrower and the remaining being wide the average. For example, the average lot size may allow a varia 10 percent. 5)In appropriate locations where increased open space is desired o needed to preserve resource features (e.g., wetlands, tree stand, drainage channels) or to protect compatibility between adjacent developments, consider allowing flexible site design and low imp development options that permit alternative treatment of utiliti infrastructure. There can be significant cost savings to develop flexible site design and cluster development techniques, which t into reduced lot and house prices (e.g., reduced linear feet of pipe, sidewalk; fewer street lights, fire hydrants; reduced stor management needs; etc.). 6)Maintain a Large Lot residential district (i.e., the Lomax Area) so that those seeking larger-lot living arrangements with a more open feel be accommodated within City limits. 7)Considering providing a density bonus to offset smaller units or attached housing in order to avoid significantly affecting the feasibility of the residential development. Density bonuses are a type of housing production program where projects are granted additional residential density over and above the maximum limit allowed by existing zoning, with the condition that the additional housing is restricted to occupancy by a certain target group Continue sponsoring Bay Area Habitat for and that the units remain affordable over time. Humanity (BAHFH) houses to ensure an adequate 8)Continue sponsoring the Bay Area Habitat availability of affordable housing within the City. By for Humanity program as one method of increasing 2011, BAHFH has completed 22 houses in La Porte housing affordability within the City. (see inset) including the one pictured above. Photo source: Bay Area Habitat for Humanity website. 2.14 &®¢´² !±¤ %§ ¢¤£ #®¬¬´¨³¸ #§ ± ¢³¤± The appearance of La Porte is the single most evident glimpse of economic vitality, government proactiveness, and civic pride. Th impression is formed by the quality of development, property upk condition of public facilities, amount and quality of public spa design of roadways and other public buildings and infrastructure appeal reinforces the quality of life for those who reside in La as those making investment decisions. The City has a window of opportunity to enact policies and stand influence the quality of its natural and built environments. Wit and development standards to accentuate the design of corridors, (like Downtown), neighborhoods, and open spaces, there may be a image) was among the concerns expressed throughout the public pr Indeed, the character of new development and redevelopment will and may attract and maintain new investment. Finally, aesthetic enhancements such as the design of buildings, and screening, sign control, and site amenities also contribute community character. Key Planning Considerations Key planning considerations for enhancing community character in 1)Pursuing opportunities to create unique, signature areas in the community (particular destinations, corridors, public facilities open space areas). 2) the aesthetic treatments at community entries. 3)Coordinating gateway improvements so that a consistent, high-qua appearance exists at all entry points to the City. 4)Enhancing wayfinding, not only to help residents and visitors na the community and find its key destinations, but also as a unify element across the City. 5) enhanced image of the City is created. Based on these planning considerations, the following goals, act initiatives address specific issues and needs identified during participation process (and outlined in Chapter 1, Plan Context). 2.15 2. tx Adopted July 20, 2009 PUBLIC HEARING DRAFT SEPTEMBER 20, 2012 GOAL 6: Enhance the overall appearance of the built environment in the City. future, proactive efforts should be undertaken to improve the appearance of the built environment within the City. Unfortunately, the needs often outweigh the financial or administrative resources available to achieve the desired outcomes. Therefore, it is recognized that there are areas of La Porte that are more visible and, thus, may serve as a starting point to initiate these enhancement efforts. There are a large variety of components that contribute to the ome components are more apparent than others, although they all contribute to the overall character of the community. Since the last plan update, the City has been proactive in improving the appearance Expand upon existing gateway of the City, including the installation of gateway signage, and improvements to create a consitent investments in public amenities such as the revitalized Five theme and ensure a high quality of Points Town Plaza and the emerging City-wide trail system. appearance of the monument, lighting, However, according to the sentiments expressed during the and surrounding landscaping. public participation process, the citizens feel that continued improvement is a priority. Source: Kendig Keast Collaborative. Actions and Initiatives 1)Expand the efforts started with Ordinance 1501-II (which was intended, partly, as a means to mitigate the visual impacts of container yards) to require existing non- in designated enhancement corridors to be brought into compliance over a reasonable period of time. Similar provisions have been adopted elsewhere in Texas where nonconforming site conditions (e.g., parking lot landscaping and screening outdoor storage and display, fencing, buffering, signage, etc.) must be registered with the City and steadily brought into Consider code modifications and other compliance over a period of years. program support to implement 2)Outside of City limits, partner with the entities in which beautification projects in accordance the City has interlocal agreements to determine strategies to with the San Jacinto Design Standards, increase the level of screening of container yards that exist e.g., conceptual plan to beautify the N. th 9 Street / State Loop 410 intersection. 3)Consider the development of corridor enhancement plans for the primary and secondary enhancement corridors Source: Aerial Image (City of La Porte GIS); Conceptual Plan (San Jacinto Design Standards, depicted in Map 2.2, Beautification Plan. (Additional guidance pg. 29) can be found in Chapter 4, Community Mobility. 4)Enhance the appearance of properties adjacent to street corridors by evaluating and improving codes and standards for be building placement (build-to, maximum vs. minimum setbacks), des (building shape, wall articulation, entry identification, transp 2.16 26th 26th26th26th degree architecture), and materials; improved parking lot, streetscape and foundation landscaping; higher quality screening of outdoor storage; management of outdoor display; improved lighting and sign controls; and improved buffering of adjacent properties. 5)Expand on previous efforts to consider embellished gateway treatments with more significant monuments, landscaping, and lighting at the locations of greatest visibilit Ensure high quality maintenance of these areas, as depicted on Map 2.2, Beautification Plan. 6)Consider modifying existing codes to adopt appropriate design standards in conformance with the San Jacinto Corridor Design Standards.(see inset previous page) 7)Continue to work with the Economic Alliance Houston Port Region and consider code modifications and other program support to implement the San Jacinto Historic District design standards, including the Project Stars Initiative, which uses industrial infrastructure and landscaping to highlight and 3 Partner with TxDOT to improve the 8)Consider implementing a program to publicly recognize residential and business property owners for their role toward overpasses. The top photo depicts an th overpass in La Porte along S. 9 Street enhancing the visual appearance of the City. This could include and Spencer Highway. The photo on the bottom is an enhanced bridge and communication media. landscape treatment in Sugar Land, 9)Partner with the Texas Department of Transportation (TxDOT) to Texas. overpasses, as depicted on Map 2.2, Beautification Plan. (see Source: Kendig Keast Collaborative. inset) 10)Continue seeking public/public and/or public/private partnerships to master plan and implement site specific enhancements throughout the City. By way of example, continue working with the La Porte Independent School District (ISD) and adjacent retail center owners to implement the enhancements depicted in the Texas Avenue Beautification Project Master Plan, among others. 11)Partner with TxDOT to enhance the visual appearance of the Miller Cut Off Road, Sens Road, and SR 146 interchange areas (see inset). These enhancements could be similar in type and Develop a comprehensive wayfinding quality to the improvements already completed at the State program for Main Street and Sylvan Highway 225/Independence Parkway interchange located just Beach areas. outside City limits, as depicted on Map 2.2, Beautification Plan. Photo Source: City of La Porte Economic Development Strategic Plan. Chapter 3. May 2009. 3 Economic Alliance Houston Port Region. San Jacinto Texas, Histo Standards at http://www.ci.la- porte.tx.us/civica/filebank/blobdload.asp?BlobID=8725. May 2010. 2.17 2. tz Adopted July 20, 2009 PUBLIC HEARING DRAFT SEPTEMBER 20, 2012 11)Create a comprehensive wayfinding program to project Table 2.1, Existing Parks a consistent image for the entire City and to provide directiona and Neighborhood Parks Sylvan Beach. Partner with TxDOT to develop and obtain Parks Acres approval for a Wayfinding Sign Guide System Plan. (see inset th 14 Street Park 2.40 previous page) Bay Oaks Park 1.20 12)Evaluate program criteria and make necessary improvements to achieve certification through the Scenic City Brookglen Park 2.0 Certification Program. Sponsored by Scenic Texas, this Central Park 4.60 certification recognizes Texas municipalities that implement Creekmont Park 3.50 high-quality scenic standards for public roadways and public Glen Meadows 8.13 spaces, with the long-term goal of improving the image of all Ohio Street 0.93 cities. Pete Gilliam 1.20 13)Evaluate program criteria and make necessary improvements to gain recognition in the Tree City USA Program. Pfeiffer 1.20 Sponsored by the Arbor Day Foundation, this program helps Pine Bluff 0.11 communities become better stewards of their tree resources. Seabreeze 3.13 Spencer Landing 3.99 &®¢´² !±¤ !£¤°´ ³¤ 0 ±ª²þ 2¤¢±¤ ³¨®þ £ Spenwick 0.50 /¯¤ 3¯ ¢¤ Tom Brown 0.57 Parks and recreation facilities are an essential part of a healt quality, and vibrant community environment. They provide the Wood Falls 8.30 necessary components for events outside the home and after E Street Linear Park 2.50 work and after school activities. Whether for passive or active Neighborhood Park 44.26 use, parks and recreation facilities are an important factor of Subtotal everyday living, active living serving health benefits for Community Parks children, seniors, and people of all ages. The park system also Parks Acres economic development efforts to recruit and retain a skilled Fairmont Park 17.70 workforce; build a strong tax base to finance system expansion, Little Cedar Bayou & 48.70 facility enhancements, and maintenance; and attract retirees. undeveloped Lomax 10.00 It is clear that La Porte places high value on its park and Northside Park 4.6 recreation system. Subsequent to the last comprehensive Northwest & planning process, in 1998, the City prepared and adopted a 35.00 undeveloped separate Parks and Open Space Master Plan (2002; amended Pecan Park 33.6 2008) and Bicycle and Pedestrian Trail Implementation Plan 5 Points Plaza 1.00 (2003); both of which the City has been actively implementing in Community Park the over the past several years. This section of the 150.60 Subtotal Comprehensive Plan is not intended to supplant those separate Total 194.86 specific master plans; rather it is intended to review those pla in terms of how they currently fit within the overall framework of a 20-year planning horizonmeaning, will the full implementation of those plans achieve the goals of creating a pa recreation, and open space system that is high quality (safe and maintained), convenient and accessible (to its users), diversifi 2.18 activities), and interconnected (to the community), while trying part of a park and recreation system, they are an equally import -vehicular mobility system, and as such, will be discussed in Chapter 4, Community Mobility. The City Parks and Recreation Department is responsible for the and maintenance of all parks and recreational facilities. Their , innovative programs, and services that will provide our customer Existing Park Inventory The foundation for establishing an adequate park and recreation Table 2.2, School Playgrounds system is the availability and condition of the existing parks a School Playgrounds recreation areas. To assess the projected future need for additi land, facilities, and improvements, it is essential to first det Parks Acres the level of service provided by the existing parks and recreati Lomax Elementary 2.25 system. Subsequently, the level of sufficiency or deficiency of Jennie Reid Elementary 0.35 existing system can be determined to assess the current need pri Rizzuto Elementary 1.06 to projecting the future parks and recreation system needs. La Porte Elementary 7.06 Currently, the Department is responsible for 21 neighborhood and Bayshore Elementary 2.62 community parks (comprising over 150 acres), two special use par th Grade Baker 6 Campus 1.00 (i.e., Five Points Town Plaza and the Bayforest Golf Course), an La Porte High School 5.00 eleven miles of trails (see Table 2.1, Existing Parks and Map 2.3, Park Total 19.34 Inventory). Overall, the City has a total of 23 parks and recreation facilities comprised of playgrounds and playscapes; picnic ameni Source: Google Earth baseball, softball, soccer, football fields; basketball and othe courts; bicycle/pedestrian/exercise/nature trails; a senior cent Table 2.3, Private Parks Special Populations Center; two bayside parks; two fishing piers rodeo/open riding arena; three neighborhood pools and one Private Parks sprayground/playground; and other amenities. Over the past 21 Parks Acres years, the City has spent close to $18 million on its parks and Bayside Terrace Park 0.49 recreation system. Bay Colony Park 0.75 In addition to the parks and recreation areas owned and managed Fairmont East 2.00 the City, there are five school playgrounds located at the eleme Fairmont West 1.18 schools that provide additional recreation and open space that i Shady Lane 2.59 available to residents and visitors of the La Porte area. The sc Shady River 2.35 playgrounds are displayed in Table 2.2, School Playgrounds. As Total 9.36 displayed in Table 2.3, Private Parks, there are also six park facilities and one neighborhood pool that are owned and maintained by the . 2.19 2. t| Adopted July 20, 2009 PUBLIC HEARING DRAFT SEPTEMBER 20, 2012 Parks and Recreation Standards Standards provide a measure for determining the amount of parks, recreation and open space needed to meet the current and project are typically expressed in terms of acres of land dedicated for recreation and open space per unit of population, such as 1 acre persons (for neighborhood parks). While general standards are us important to establish standards that are based upon unique loca considerations, such as participation trends and projections, us characteristics, demographics, climate, natural environment, and considerations. Values related to leisure and recreation are uni municipality; therefore, the standards should represent the inte desires of local parks users. The suggested standards from the National Recreation and Parks A (are illustrated in Table, 2.4, NRPA Development Standards. (on next page) Needs Assessment To assess the adequacy of the existing parks and recreation supp necessary to look at existing population, the supply of parks pr existing facilities including planned improvements or expansions them to planning standards for desirable levels of service. In a necessary to consider forecasts in future population to determin needs and to identify deficiencies to address the needs of the s such, the park and recreation system currently and in the future 4 the needs of the full build-out population of 49,954 persons. Based upon these parameters and displayed in Table 2.5, Parks and Recreation Needs (following next page), the City would not have to add new neighb parks and new community parks as it exceeds the standards to mee needs of the projected future population. However, since parks, and greenspace are such highly valued community resources (and i there is a diminishing supply), it was suggested that it is impo City to continue pursuit of additional properties to exceed nati over time. Service Areas Evaluating service areas is an effective means of identifying ge that have sufficient park areas available, but more importantly those in need of additional parks and recreation areas and facil Neighborhood parks have a service area of one-quarter (¼) mile, while community parks have a service area of one mile; which means tha majority of the persons who utilize these facilities live within 4 See analysis of the build-out population in Appendix B, Build-out Population Projection Analysis. 2.20 26th Table 2.4, NRPA Development Standards Use: Serves a concentrated population within an immediate proximity. complex or a vacant lot developed as a passive park. Pocket Park Service Area: Immediate development Desirable Size: 0.25 to 1 acre Density: 0.25 acre per 1,000 persons Site Characteristics: Close proximity to high-density developments. Use: Serves neighborhood residents within walking distance. Facilities are for active us playgrounds) and passive use (e.g. walking, picnicking). Service Area: Primarily serves neighborhood residents within a one-half mile radius. Neighborhood/ Linear Park Desirable Size: Minimum 3 to 8 acres Density: 1.0 acres per 1,000 persons Site Characteristics: Evenly distributed across the City with convenient and safe acce school/park facilities are highly desirable. Use: Serves the broader community. Includes facilities for active and passive recreatio athletic fields, swimming pools, picnic areas, walking/jogging p restrooms, among other improvements Community Park Service Area: Primarily for neighborhood residents within a one-mile radius, but available throughout the City. Desirable Size: Minimum 10 to 30 acres Density: 3.0 acres per 1,000 persons Site Characteristics: Located to provide full access to the city. Use: Serves the broader community or region by providing key linkages community facilities (e.g., parks, libraries, schools, etc.) whi horseback riding and similar off-street activities. Linear Service Area: Available to all persons. Desirable Size: No minimum standard. Density: No minimum standard. Site Characteristics: Located to provide full access to the city. Use: Serves the broader community or region for specialized, multi-purpose recreation activities (e.g. performance center). Service Area: Available to all persons. Special Use Facility Desirable Size: No minimum standard. Density: No minimum standard. N Site Characteristics: Intended for City-wide or regional use. Source: National Recreation and Park Association; Modified for L Map 2.4, Park Service Areas. Since school playgrounds and private parks also provide neighborhood-scale park and recreation benefits to City their service areas have been included in this analysis. 2.21 2. ut Adopted July 20, 2009 PUBLIC HEARING DRAFT SEPTEMBER 20, 2012 Table 2.5, Parks and Recreation Needs 4 2010 (Population 33,800) Build-out Population (49,954) % of % of Park Classification Recommended Actual Acres Need Recommended Actual Acres Need Met Met Neighborhood Parks (1.0 ac./1,000 33.80 53.62 >19.82 159% 49.93 53.62 >3.69 107% persons) Community Parks (3.0 ac./1,000 101.40 169.94 >68.54 168% 149.78 169.94 >26.16 113% persons) Total 135.20 223.56 >88.36 -- 199.71 223.56 >29.85 -- Source: Kendig Keast Collaborative. Park System Plan The La Porte Park System Plan is designed to meet the requiremen Texas Parks and Wildlife Department (TPWD) in order to become el grant reimbursement of up to 50 percent (with a maximum of $500, application cycle when available) for qualified projects. With t proactive in adopting separate Parks and Open Space and Trails m these requirements have been met as long as an update is perform five years. Map 2.5, Park System Plan, is intended to be an intermediary analysis that will facilitate future discussion when those separ plans are updated and could provide additional guidance about wh may be distribution deficiencies within the City limits. As the City moves forward in expanding park acreage to exceed th the future build-out population, the Park System Plan delineates the areas of deficiencies within the City and should be one of the primary considerations used to identify where future neighborhood and community parks a located. Key Planning Considerations Key planning considerations for ensuring adequate parks, recreat open space include: 1)All people should have equal access to recreational areas, activ services, and facilities regardless of personal interest, age, g income, cultural background, housing environment, or handicap. 2)Public recreation should be highly coordinated among public inst and private entities to avoid duplication and encourage cooperat 3)Public recreation should incorporate public services such as edu health and fitness, transportation, and leisure. 2.22 26th 26th 4)Facilities should be well-planned and coordinated to ensure adeq adaptability to future needs and requirements. 5)The availability of financial resources should be considered in of planning, acquisition, development, operation, and maintenanc spaces and facilities. 6)Public participation is critical to the eventual success of the recreation system and should, therefore, be included in all stag process. 7)There should be established procedures for acquiring land for fu parks and recreation areas and facilities prior to development. 8)The design of spaces and facilities should encourage the most ef utilization of land, accommodate other compatible City services libraries, museums, etc.), be constructed in the most sustainabl quality possible, and consider the needs and desires of the inte users. Based on these planning considerations, the following goals, act initiatives address the specific issues and needs identified dur participation process and the above analysis. GOAL 7: Ensure all existing and future parks and recreational facilities are maintained to an equivalent standard of quality and excellence. One of the topics that were discussed during the public particip process was related to inequalities in the quality and condition existing parks within the City. New parks (e.g., Pecan Park) and improvements (e.g., the new sprayground/playground at Brookglen Park) created a higher standard than now exists at some other existing parks. Actions and Initiatives 1)Establish a formalized parks-to-standards program to ensure all parks are brought up to, and maintained in, an equivalent qualit standard. This program should include a general maintenance and repair schedule. The priority maintenance tasks include: a)Resurfacing, restriping, or re-grading unpaved surfaces or parking areas. The two photos above highlight b)Improving drainage. differences in the level of quality c)Increasing park accessibility. between parks in the City. Newer parks such as Pecan Park (top photo) has an d)Increasing the amount of signage and/or repair of existing overall higher level of quality than signage. other parks, such as Pete Gilliam Park 2) (bottom photo). Source: Kendig Keast Collaborative. 2.23 2. uv Adopted July 20, 2009 PUBLIC HEARING DRAFT SEPTEMBER 20, 2012 3) 4)Enhance landscape plantings and lawn maintenance in all parks. a)Develop a program to improve the turf quality in all parks throu turf restoration and over seeding, re-grading (to address erosio drainage issues), and improved irrigation. b)Continue to partner with Trees for Houston to add shade trees an shrubs in each park to improve aesthetics, create much needed shade, and improve the overall future beauty of the park system. 5)Conduct an annual condition assessment of park conditions. The assessment should be considered during the budget preparation pr for the following fiscal year. GOAL 8: Continue to increase the quality and diversity of amenities in the existing and future parks to attract and accommodate people of all ages (and non-traditional park users) for both active and passive activities. Actions and Initiatives 1)Focus on park and recreation improvements as a means for elevating neighborhood viability. Highlight the importance o clean, safe, well-maintained, and vibrant neighborhood parks as anchor for strong, established neighborhoods where residents and kids use public spaces and interact on evenings and weekends. 2)Establish a policy of master planning new/revitalized parks to develop a unique design theme for each park to broaden the types of facilities and activities that are available across the community and to better tie their identity to adjacent neighborhoods. a)Conduct neighborhood design charrettes to gather resident input to determine unique features, types of amenities, and overall theme. Ideas may include parks for special events, a and culture, heritage, eco-tourism, sustainability, etc. Each amenity in the park (e.g., 3)Prepare revitalization plans for each of the existing, well playscapes, parking lots, bathrooms, established parks. Plans should include equipment replacement pavilions, etc.) should be connected and repair, building/structure rehabilitation, new by a handicap accessible walking features/activities, and other refurbishments. path/trail that is designed to 4)Evaluate opportunities to add new types of amenities that accommodate persons with appeal to intergenerational and non-traditional users in existin disabilities, the elderly, parents with and future parks, including community gardens, dog parks, strollers, etc. climbing walls, bike trails, Frisbee golf, spraygrounds, Source: Kendig Keast Collaborative. running/walking trails, checkerboard tables, art walks, sandboxe among others. 2.24 5)Continue to add shade structures to all existing and future park should consist of a combination of playscape shade structures, i picnic shelters, and larger pavilions (which provide more shade opportunities for socialization, among other things). 6)Improve on-site and off-site accessibility to each park by developing a sidewalk improvement program to repair, replace, or install new sidewalks, crosswalks, and curb cuts, in high pedestrian use neighborhoods immediately surrounding the parks, schools, and ot community facilities. 7)Incorporate on-site handicap accessible walking trails that create a loop around the edge of each park and connect the important amenities within the park, so that users can utilize these trails for walk biking, roller blading, pushing strollers, among other things. ( previous page) 8)Continue to provide adequate funding in the annual capital and operating budgets to enhance, improve, and maintain the existing parks, recreation, trails, and open space. GOAL 10: Continue to offer and expand recreational and/or cultural programs that meet the interests and needs of persons of all age and abilities by providing programs independently and in cooperation with partners. Action and Initiatives 1)Continue to proactively pursue additional park and recreation ac of property and/or protection of additional greenspace within th limits. As the City nears the build-out population, the availabi tracts becomes increasingly difficult to identify and secure for protection and enjoyment of future generations. This recommendat made with the knowledge that the City already meets and exceeds (currently and for the future build-out population) established standards for park and recreation acreage. 2)Provide opportunities for individuals and groups (including low- minority, disabled, elderly, and the youth at risk populations) participate in cultural, recreational, and educational activitie better health and wellness and strengthen both body and mind. 3)Formalize through reciprocal agreements the coordination of programming and joint use of facilities by and between the City La Porte Independent School District (LPISD), homeowner associations, among others. 4)Continue to offer and/or enhance the Fun Times Parks and Recreat Magazine. 2.25 2. ux Adopted July 20, 2009 PUBLIC HEARING DRAFT SEPTEMBER 20, 2012 5)Consider providing on-line registration for any camps, lessons, workshops, or classes available through the City or its program 6)Join with the program partners to make application for outside f programming. Seek special funding for underprivileged residents (particularly children) who may not have access to pools for pro that would address need for swimming lessons in the bay. 7)Continue to expand sponsorships and investigate opportunities to affiliate with other agencies (i.e., public/public or public/pri partnerships), special interest groups, service clubs, and the p sector in organizing and operating special events, programs, and 8)Continue to work with youth sport associations to further develo facilities for recreational activities including baseball, softb soccer, football, rugby, swimming, among others. 9)Continue to work with public and private sector groups (i.e., ci associations, etc.) to promote the annual community activities s sports tournaments, festivals, outdoor concerts, fairs, and othe events. 10) community organizations to discuss opportunities for the improve coordination and provision of services. &´³´±¤ , £ 5²¤ The essence of comprehensive planning is a recognition that La P not have to wait to react to development proposals. Rather, it c where development and redevelopment will occur and what type of the new built environment will reflect. Through active community this plan will ensure that development meets certain standards a contributes to achieving the desired community vision. As a guid development and public improvements, Map 2.6, Future Land Use Plan, represents how and where the City will focus new development and redevelopment over the next two decades and beyond. The Future Land Use Plan is an integral part of this Comprehensive Plan and repr most desirable land use based upon the goals and objectives stat Comprehensive Plan in consideration of existing uses and develop physical characteristics of the community. The land use designat the basis for zoning, and thereby, the location of housing, comm industrial areas. The Future Land Use Plan and Thoroughfare Plan Chapter 4, Mobility) are the two most important planning tools available to the Cit In the determination of whether a specific zoning classification the land use designation on the map, flexibility should be used land use designations boundaries which are applied on a broad sc 2.26 26th rights-a-way, lot lines, topography, and other features should b the location of appropriate zoning district boundary lines. Gene district boundaries should follow rear lot lines or alleys to pr cohesiveness of the streetscape and compatibility of adjacent us Zoning, when applied, breaks these areas into more specific clas with legally binding land use regulations that according to stat 5 land use designations found in the Future Land Use Plan. During the comprehensive planning process, an existing land use undertaken to determine if there were any major nonconformities to be reflected in the updated Future Land Use Plan. This abbrev was conducted in April 2012 and focused primarily on commercial industrial zoning nonconformities. The Future Land Use Plan for the City of La Porte is a general p for future development based on land use. It shows the generaliz of planned future land use, objectives identified throughout the Comprehensive Plan. The pur the land use plan is to minimize conflicts between adjacent uses efficiency of the transportation network, achieve fiscally sound pertaining to private development and public infrastructure inve and generally to aspire to create a livable environment for the community. The future land use classifications used on the plan to depict td density of development are as follows: - -- - -- - 5 Texas Local Government Code, Sec. 211.004, Conformance with the Comprehensive Plan. 2.27 2. uz Adopted July 20, 2009 PUBLIC HEARING DRAFT SEPTEMBER 20, 2012 - --- - - The land use plan is intended to generally guide future land use which are typically made simultaneous to other decisions regardi provision of adequate public facilities and services and infrast 2.28 improvements. Consideration should be given to the following is to making land use decisions: Character of the surrounding and adjacent neighborhoods; Existing use of nearby properties, and the extent to which a lan classification would be in harmony with such existing uses or th anticipated use of the properties; Suitability of the property for the uses to which would be permi considering density, access and circulation, adequacy of public and services, and other considerations; Extent to which the designated use of the property would harm th value of adjacent land uses; Extent to which the proposed use designation would adversely aff capacity or safety of that portion of the road network influence use; Extent to which the proposed use designation would permit excess air, water or noise pollution, or other environmental harm on ad land use designations; and, The gain, if any, to the public health, safety, and welfare due existence of the land use designation. Individual land development proposals should be considered for a the scale of neighborhood, sub-area, and development project pla which are to be considered in subsequent zoning and rezoning act City. These decisions should be based upon consideration of the policies and conformance with the Future Land Use Plan. - - 2.29 2. u| Adopted July 20, 2009 wz ¦m; z·;·zä ;E· , I NFRASTRUCTURE AND GC ROWTHAPACITY C3 HAPTER As detailed in , the City experienced "®§¶º«¸Nt N#«³µ¸§¶®¯©N2´§¶¹®µº significant growth rates over a 20 year period from 1970 to 1990 recently, over the past two decades, the rates of growth have de remaining developable areas have become finite. While there will growth in population, the City needs to transition its focus fro infill development. Similarly, the City needs to transition its adding new infrastructure, facilities, and services to one focus expansion and maintenance of the systems that already exist. The made today will have lasting effects continued abilities to generate economic growth and provide adequate, efficient, and fi responsible municipal services to its citizens. 2.1 Introduction This chapter is closely related to other elements of this plan 2001 vs. 2012 Plan Comparison addressing land use and community character, mobility, and economic development as they relate to development, 2001 2012 Update redevelopment, and the commits Ch. 6, Utility demands for providing and improving public facilities and Infrastructure Systems services. The analysis and findings presented in this chapter ar Ch. 3, Infrastructure Ch. 8, Community and Growth Capacity based primarily on known factors regarding existing utility Facilities infrastructure systems, programmed and anticipated utility Ch. 11, Public Safety improvements, existing staffing and service capabilities of the police, fire, and EMS departments, and projected population growth of the City. A general conclusion is that the community i good shape to serve its existing development and also to accommo infill development and population within its established jurisdi boundaries. 3.1 PUBLIC HEARING DRAFT SEPTEMBER 20, 2012 La Porte, like many communities, is increasingly challenged by l resources. While the City has benefitted economically over the y because of its growth, now the City needs to focus more on maint rehabilitation, and replacement of aging infrastructure and to f areas, e.g., poor drainage, inefficient and redundant infrastruc addition, as detailed in Chapter 2, Land Use and Development, the City needs to now provide additional attention and resources to promo public and private sector development and redevelopment/revitali already existing areas. One of the ways to accomplish this is th investment in infrastructure and services. 2.2 Focus Areas, Goals, Actions and Initiatives Throughout the planning process a number of issues were identifi regarding storm drainage, flood control, and other public infras there was a general consensus about maintaining high quality pub services. These discussions formed the basis of the following fo along with an analysis of existing conditions and review of curr plans, and ordinances. Each focus area contains contextual infor planning considerations, goals, (and their rationales), and advi implementation actions and initiatives. The areas of focus are a Focus Area 1 Improved Flood Control and Drainage; Drainage Collection Focus Area 2 Adequate, Efficient, and Resilient Public Utilities; Focus Area 3 Maintaining and Improving Public Safety Services; and Focus Area 4 Need for Increased Sustainability. Focus Area 1 Improved Flood Control and Drainage Storm Drainage Summary The City lies within three major watersheds; Armand Bayou, Clear Open, roadside ditches in Old flat with an average elevation of 24 feet above sea level, and t Town La Porte approximately three miles of coastline along Galveston Bay. Drainage collection in the built environment is through a combin methods. In the older areas, e.g., Old Town La Porte, collection is prima through open, roadside ditches. In the more recently developed a e.g., Spencer Landing, collection is primarily through undergrou sewers. (see inset) While there are identified drainage problems the City, the older areas have greater drainage and flooding pro Storm sewers in Spencer As displayed in Map 3.1, Storm Drainage System, the City conveys its Landing storm drainage through approximately 35 miles of Harris County F Source: Kendig Keast Collaborative Control District (HCFCD) drainage channels, which 3.2 1 primary mechanism for surface drainage. These primary drainage Channels Types channels consist of natural bayous, man-made, but natural-lookin channels, and concrete channels. (see inset) In 2007, the City participated in the Federal Emergency Manageme Agency (FEMA) sponsored Tropical Storm Allison Recovery Program (TSARP), which resulted in revised 100-year flood maps (also kno FIRMs, i.e., flood insurance rate maps) that became effective on 2 2007. In 2009, the City undertook a City-wide drainage study to ident develop, and recommend improvements to address drainage problems and lessen flooding and its impacts across the City. In addition causes common to coastal areas (e.g., storm surge), the plan ide Natural Bayou 3 drainage and flooding problems. They were: 1)Insufficient flow capacity in ditches and channels; 2)Ponding of waters in streets and adjacent properties; 3)Undersized storm sewers; 4)Temporary blockage of storm water inlets by debris; 5)Backup of storm waters in sewers; and Natural Channel 6)Lack of overland or sheet flow paths. As part of that study, the City requested that past repetitive l studied to determine the level of severity of drainage and flood problems so that the City could identify priority projects on a level scale. The report identified 27 subdivisions that had sign drainage or flooding problems, with Brookglen, Creekmont Section Glen Meadows, Fairmont Park East, Pinegrove Valley, and Spencer 4 Highway Estates being the highest ranked problem areas. Concrete Channel As solutions to these identified problems, the plan identified r Source: Kendig Keast Collaborative correct current flooding and drainage problems, as well as mitig techniques to prevent future drainage problems that could arise development. To address current drainage and flooding problems, recommended the following four types of projects: 1)Channel improvements; 2)Detention ponds for flood flow diversion; 3)Storm sewer upgrades; and 4)Development of relief swales. 1 La Porte Citywide Drainage Study by Klotz Associates, Inc., Jan 2 Ibid. 3 Ibid. 4 Ibid. 3.3 2. v Adopted July 20, 2009 PUBLIC HEARING DRAFT SEPTEMBER 20, 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 shoul given to the fact that the City has a finite area remaining for physical and economic development purposes. When regional detention is used, it creates multiple opportunities. First, it the amount of land needed to be set aside on each individual sit and maximizes the amount of land that is available for taxable purposes, e.g., residences and businesses. When there is plenty land left to develop, this may not seem as important. However, Spencer Landing Park is one the when there is limited land left to develop, i.e., the limited in remaining in La Porte, it becomes increasingly important. Indeed park system and it serves a dual many of the remaining infill lands may be undeveloped because th purpose of providing both regional are constrained in one form or another, e.g., limited size, pres detention and passive and active of floodplain, incompatibility with adjacent property, etc. So t recreation. may be mutual benefit to multiple property owners to pursue regional detention options. Second, regional detention provides Source: Kendig Keast Collaborative opportunity for the joint purpose of detention and active and passive recreation (see inset). Coincidentally, the Citywide Drainage Study identifies and 44) that coincide with or abut areas of park need as identif Brookglen Regional Detention Map 2.5, Park System Plan. Coordinating regional detention efforts with park expansion efforts would be a good way to improve flood resources at the same time. Finally, although the Citywide Drainage Study did not specifical identify buy-outs of flood prone homes, it did recognize that so buy-out may be necessary in the future. Currently, HCFCD has been working in collaboration with willing home-owners to buy-out som of the most flood prone homes in the Brookglen Subdivision (see inset). However the City chooses to mitigate increased drainage stemming from future development, i.e., on-site, regional, or a combinati both, it is recommended that it be designed and constructed to combine functionality with the cross purpose of creating an The Brookglen Detention Ponds, attractive and sustainable public amenity that provides citizens which are currently under accessible opportunities for active and passive recreation, construction, are a good example of particularly trails. an after-the-fact retrofit to solve existing drainage problems within Key Planning Considerations the City. Key planning considerations regarding the planning needs to Source: Kendig Keast Collaborative improve flood control and drainage, include: 1)Implementing the recommendations of the Citywide Drainage Study so that it leads to actionable results. 3.4 26th 2)Continuing to budget for capital projects that reduce the chanceof flood damage. 3)Reviewing existing ordinances that guide local development to en that existing policies and implementation tools are in accordanc best management practices. 4)Pursuing intergovernmental coordination with HCFCD and neighbori cities in addressing drainage across the broader region. 5)Encouraging the joint use of detention areas for drainage and pa recreation amenities. Based on these considerations, the following goals, actions, and address specific issues and needs identified during the public p process (and outlined in Chapter 1, Plan Context). GOAL 1: from causing impacts to life and property. Actions and Initiatives 1)In conformance with the specifications set forth in the Citywide 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 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 Contr District (HCFCD) regarding maintenance of drainageways. This wou 3.5 2. x Adopted July 20, 2009 PUBLIC HEARING DRAFT SEPTEMBER 20, 2012 for those drainageways where agreements may not already exist an which are of critical importance to the City. These agreements w establish minimal acceptable levels of maintenance, where the Ci permission, under appropriate limitations and constraints, to pe such maintenance for an agreed upon compensation or other considerations. 4)Coordinate with HCFCD to jointly fund and develop mutually benef flood control projects within the City. 5)Eliminate or minimize exceptions that allow development to occur the floodplain. Development exceptions should meet the specifica identified in the Citywide Drainage Study. 6)Consider enclosing certain segments of the drainage ditches for recreational amenity, such as trail space, greenways, and landsc 7)Evaluate the requirements and standards for on-site detention in a minimum site threshold, exemptions for sustainable practices, placement, design, and function of basins and other improvements 8)Consider modifying the Public Improvement Criteria Manual (PICM) stormwater design to incentivize or require, rat playgrounds, ballfields, miniparks, required green spaces, etc. 9)Facilitate the joint use of regional detention whereby there can cost-share arrangement and agreement among multiple properties a owners. 10)Pursue loan or grant funding from the Texas Water Development Bo, to implement flood control improvement projects within the City. 11)Revise the standards and specifications for drainage features to correspond with development character expressed by this plan. Fo instance, suburban development requires a high percentage of open space (either by way of larger lots or larger common areas), whi for on-site collection, infiltration, and positive surface (natu 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 incre filtration and improve water runoff quality. 13)Encourage a development runoff conditions using development types with open space preservationsuch as cluster developments. This provides necessary density for developers in exchange for conserving site resources and preserving sufficient land for stormwater collecti detention/retention. 14)Periodically update the Citywide Drainage Study to reflect chang conditions. 3.6 Focus Area 2 Adequate, Efficient, and Resilient Public Utilities grown outward from its original settlement around what is now Do street system, traditionally smaller lots and home sizes, and le the automobile. More recently, the development reflects a contem design with curvilinear street systems, the use of cul-de-sacs, and larger more irregularly shaped lots. Similar to many communities across States, the increased reliance on the automobile has caused more patterns of development. To serve this development has required degree of public infrastructure that now needs to be maintained. Water Summary The supply of water is a significant long-term issue for any com needs to be planned well in advance of future needs. The primary Elevated Storage Tank at of water for the City is from the City of Houston via the La Por Fairmont Park Water Authority, which supplies treated surface water to the cit delivered to six City water plants and deposited in groundwater displayed in Map 3.2, Water Supply and Distribution System, the six water plants are located at: Fairmont Park (Hillridge) Water Plant (see inset); th Plant 3 (Fairmont/4 Street) Water Plant; Plant 4 (Broadway) Water Plant; th Plant 5 (S. 25 Street) Water Plant; Plant 7 (Bandridge) Water Plant; and 5 Plant 9 (Humprheville) Water Plant. Source: Kendig Keast Collaborative Although each of these water plants distribute surface water, th also capable of distributing groundwater supplied from seven wel 6 throughout the City. This capability exists because the City previously and exclusively utilized groundwater for its water source up until t the City transitioned to the surface water used today. After leaving the water plants and the groundwater tanks, the tr is then re-ty- operated water distribution system. The four elevated storage ta are: Main EST; Fairmont EST; 5 City of La Porte Water Master Plan by HDR and Claunch & Miller. 6 from seven groundwater wells tapping into the Gulf Coast Water A Porte Water Quality Report for 2010. 3.7 2. z Adopted July 20, 2009 PUBLIC HEARING DRAFT SEPTEMBER 20, 2012 Lomax EST; and Bayshore EST. The water supply system is constantly providing potable water to commercial, and industrial customers while at the same time prov distribution system serves 14,187 water service connections (i.e 7 water meters) through 231 miles of water mains, resulting in an average 8 daily consumption of 3.963 million gallons per day. In 2009, the City worked with consultants to produce a Water Mas which evaluated (using Texas Commission on Environmental Quality requirements) the existing system under current conditions, withte known development (i.e., development within the next five years) ultimate build-out conditions. To determine the future build-out the remaining undeveloped land within the City was estimated to reach a population of approximately 52,540 persons, which would translat 9 equivalent of 21,746 water service connections. Coincidentally, the population projections correspond to the Year 2060 estimates pro 10 the Texas Water Development Board. Based on these projections, it was determined that the City already has an adequate water supply to 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. In addition, this a meets the needs of the build-out population derived during plann process. See Appendix B, Build-Out Population Projection Analysis. To implement the necessary improvements, the plan indicated that would have to spend approximately $400,000 to $600,000 annually course of 10 years. Its recommendations were based on three prio improving the water service in the Lomax Area, 2) removing bottlenecks in the system and improve system performance, and 3) make improveme accommodate future growth within the City. 7 City of La Porte Website. Retrieved on 10/12/11. 8 City of La Porte Water Master Plan 2009, Table 2 on Water Usage 2008. 9 The future built-out population projection of 52,540 persons wa on applying a fire flow calculation to the remaining undeveloped limits. City of La Porte Water Master Plan 2009. 10 Population projections by the Texas Water Development Board and Water Planning Group indicated a 2060 City of La Porte populatio persons. Texas Water Development Board, 2011 Regional Water Plan Population Projections for 2000-2060. 11 City of La Porte Water Master Plan 2009. 3.8 Wastewater Summary Little Cedar Bayou WWTP As displayed in Map 3.3, Wastewater System, the City maintains an extensive system of 36 lift stations (including the lift station Sylvan Beach Pavilion that is currently inactive) and 187 miles 12 mains and gravity sewers. The City also operates the Little Cedar Bayou th Wastewater Treatment Plant (WWTP) (see inset) located on South 4 Street at Cedar Bayou, which has a permitted capacity of 7.56 mi gallons per day (mgd) by the Texas Commission on Environmental Q (TCEQ). The existing wastewater treatment plant was designed in 1980 and Source: City of La Porte Website, Department of Public Works. service in 1982. The plant was expanded in 1986 and again in 201 These expansions allow the City to treat approximately 21.8 mgd peak two hour period (usually during large storm events). At present, the City treats an average 3.2 mgd (calculated as an average daily f 2010), which puts the plant at about 42 percent of its permitted capacity . With the latest round of improvements, 13 -out population. In addition, the City also still contracts with the Gulf Coast Waste Disposal Aut (GCWDA) at a negotiated fee, currently $0.20 per 1,000 gallons, 0.5 mgd. Post treatment, the majority of the water is released into the L Texas Commission on Bayou. However, during certain times of the year, particularly s Environmental Quality (TCEQ) City utilizes a maximum of 600,000 gallons per day (gpd) to irri regulations require that a wastewater permittee commence Forest Golf Course and the soccer fields at Little Cedar Bayou P engineering design and financial planning for expansion when a The City has been proactively monitoring and replacing aging plant reaches 75 percent of infrastructure. Currently, the City has budgeted approximately $ permitted average daily flow for a per year to reduce inflow and infiltration (I/I) problems in the consecuteive three-month period. collection system. Over time, pipes, valves, and manholes start This rule further requires that the deteriorate consequently, allowing the inflow and infiltration o permittee gain regulatory approval stormwater/groundwater into the wastewater collection system. Th and begin construction of increases the volume of wastewater that has to be treated by the expanded facilities when a plant The additional volume also increases the wear and tear on plant reaches 90 percent of the infrastructure and can prematurely cause the City to unnecessari permitted average daily flow for a funds on plant capacity increases. The City has also been proact consecutive three-month period. replacing, consolidating, or eliminating its lift stations. As l City had 40 lift stations; today 36. In 2003, the City commissio Source: TCEQ. station evaluation study to determine the highest priority projey 2008, four out of five of those projects were complete. The City 12 City of La Porte Website. Retrieved on 10/12/11. 13 Interview with the City of La Porte Public Works Director. 3.9 2. | Adopted July 20, 2009 26th 26th PUBLIC HEARING DRAFT SEPTEMBER 20, 2012 commissioned a second lift station evaluation study to determine five highest priority projects. That evaluation study identified 14 priority projects as well as a need for $2,082,000 in funding: Lift Station 13; Lift Station 14; Lift Station 19; and Lift Station 37 (scheduled for completion Jan. 2012). Key Planning Considerations 1)Addressing long-term expansion and rehabilitation needs within t existing systems through targeted capital improvements (e.g., to deteriorated older pipes, increasing line sizes, removing dead-e 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-te maintenance needs for existing infrastructure. Actions and Initiatives Utility Mapping Program 1)Complete the geographic information system (GIS) mapping database, i.e., Utility Mapping Program, by providing additional In the update to the resources to capture and input the necessary data for a complete Comprehensive Plan in 2005, it asset management program. (see inset) This system should be was indicated that public utilitiy utilized to maintain records on inflow and infiltration (I/I) pr infrastructure GIS mapping and main breaks, types and sizes of piping, dates of improvement should be complete by 2007. and repairs, and other information relevant to an asset manageme Today, some of the data is system. Data should be used as a prioritization tool in the mapped, particularly the preparation of annual budgets and capital improvement programs. 2)Conduct a system-wide condition analysis of all utility infrastr, However, to realize the full i.e., storm sewer, water, and wastewater, to determine an potential of utlity mapping, appropriate short- and long-term plan of action to repair, additional attribute data is rehabilitate, or replace existing utility infrastructure. Inform needed to complete the should be entered into the Utility Mapping Program to identify database. For example, if all targeted geographic areas with the greatest needs. breaks and repairs are mapped, 3)Allocate the necessary funding on an annual basis to implement t the resulting data over time corrections identified in the conditions analysis would help to prioritize limited limited funds can be expended in a cost-effective, efficient, an funding to mitigate the areas timely manner to correct the greatest areas of need. that are in the most need of 4)Continue inter-departmental coordination between the Planning, repair. Engineering, and Parks and Recreation Departments to offer 14 HDR/Claunch & Miller Lift Station Evaluation Study. 2008 3.10 inspection services and plans for enhancement/redevelopment of public facilities servicing the community. Utilize these annual inspections to set priorities for funding in the Capital Improve 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 pe to expand and/or upgrade , plus additional funding as necessary to replace aging infrastructure . 2)In conformance with the schedule and specifications set forth in Water Master Plan, construct the necessary water system improvem 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 privat sector to ensure the construction of the following water system infrastructure improvements as identified in the Water Master Pl a.12-inch water line on N. Avenue P; and b.12-inch water line on State Highway 225. 4)In conformance with the specifications set forth in the Water Ma Plan, improve booster pump capacity at the following locations: a.Phase III: Hillridge Water Plant prior to 15,584 water service connections, estimated to occur around 2020; th b.Phase IV: Fairmont/4 Street Water Plant, prior to 16,958 water service connections, estimated to occur around 2040; c.Phase V: Broadway Water Plant, prior to 18,182 water service connections, estimated to occur around 2040; and d.Beyond 2040 through build-out: Bandridge Water Plant. 5)In conformance with the specifications set forth in the Water Ma Plan, construct a new 700,000 gallon elevated storage tank prior 18,500 water service connections that are estimated to occur by the Year 2041. 6)Identify and eliminate any remaining dead-end water mains. 7)Periodically review the existing Surface Water Supply Contract t that it will provide the necessary amount of water to supply build-out development. At minimum, a review should be conducted water use per capita increases to 400 gallons per day. 3.11 2. tt Adopted July 20, 2009 PUBLIC HEARING DRAFT SEPTEMBER 20, 2012 8)Continue to fund and implement an aggressive maintenance program and annual water line replacement program. This has become particularly important due to deficiencies identified during the drought, e.g., some of the existing concrete asbestos piping in has shown not to be as durable as other types of piping, and thu be prioritized for replacement. 9)Periodically update the Water Master Plan, Water Conservation Pl 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/f regulations. Actions and Initiatives 1)Conduct a feasibility study to determine if the wastewater treat plant (WWTP) can be improved to increase the total available qua reuse water and to determine where additional public or private 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 am 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 stations to be replaced, consolidated, or eliminated. Currently, should be allocated to upgrade the following projects as identif most recent Lift Station Evaluation Study: a.Lift Station 19; b.Lift Station 37 (scheduled for completion Jan. 2012); c.Lift Station 14; and d.Lift Station 13. 4)Continue to allocate funding to replace, consolidate, or elimina one lift annually per the recommendations identified in the lift evaluation studies. 5)Continue to apply for Community Development Block Grant Police Headquarters (CBDG) funds to increase the resiliency of infrastructure system This should include, among other things, purchasing additional backup generators at the WWTP to ensure sufficient operational capacity during power outages. Focus Area 3 Maintaining and Improving Public Safety Services An increase in population, combined with new development and redevelopment, will create an increased demand for public safety services. To keep pace, the City needs to commit to a gradual expansion of its Police, Fire, and Emergency Medical Services (E Photo: Kendig Keast Collaborative Departments and invest in new facilities, equipment, and staffin 3.12 ensure adequate service capabilities, responsiveness, and geogra coverage in the coming years. Police Services rd The Police Department operates out of its headquarters at 3001 N Street; a new 56,000 square foot police facility constructed in building is the Police administrative and general purpose needs. The Police Department currently has 108 employees, two reserve officers, 15 and 96 dedicated volunteers; this includes 75 commissioned, full-time officers (including the Chief). The department is divided into P Operations and Support Services. The Patrol Division is divided patrol shifts. It also operates a traffic/commercial vehicle enf Best Practices Accreditation section, motorcycle patrol, K9 units, bicycle patrol, SWAT team, an Explosive Ordinance Disposal (a.k.a. bomb disposal) unit. The In December 2009, the La Porte the City-limits, but they are occasionally Police Department was recognized as called upon to respond to neighboring jurisdictions such as Shor an accredited, Best Practices law , and areas in the ETJ where the County Sheriff has enforcement agency by the Texas jurisdiction. one of only 35 in the entire state of Texas. The Support Services Division is divided into Criminal Investiga Source: La Porte Police Department 2010 Annual Support Services (e.g., community services, training, IT, buildi Report. maintenance, communications (i.e., E-911) and records, animal co -911 dispatch center is located within and staffed by the Police Department, which handl for all emergencies for the Police, Fire, and Emergency Medical (EMS) Departme 2010, emergency dispatchers dispatched 37,190 police calls, 1,58 and 2,976 EMS calls for a total of 41,748 calls for service. As the community continues to grow, the Police Department sees a need for additional jailers and a full-time crime analyst, in addition to officers to keep pace with the new population. The Police Depart foresees a need to expand portions of the current facility, part evidence storage needs. The Police Department has also identifie keeping pace with the change in technology is one of their great challenges. It is their intent to transition to more in-house tr there is adequate training budget available. 15 La Porte Police Department 2010 Annual Report. 3.13 2. tv Adopted July 20, 2009 PUBLIC HEARING DRAFT SEPTEMBER 20, 2012 A survey conducted by the Federal Table 3.1, Police Department Officer Needs Bureau of Investigations (FBI) of cities located in the south with a Additional Officers per population between 25,000 and Year Population** Officers Officers 1,000 persons 49,999 persons showed an average Needed*** of 2.2 full-time law enforcement 2010 33,800 75 -- 16 officers per 1,000 citizens. Based 2.2* Build-Out 49,954 110 35 on a 2010 population of 33,800 Population persons, the La Porte Police *Based on a City in the south with a population between 25,000 to 49,999 per **Based on the build-out population projections derived during t Department is currently meeting See Appendix B, Build-Out Population Projection Analysis. this standard. To maintain this *** Officers should be added concurrent with population growth. standard to meet increasing future service demands, the City will need Source: FBI and Kendig Keast Collaborative to provide the necessary budgetary resources to hire additional full- time officers concurrent with population growth. As displayed in Table 3.1, Police Department Staffing Needs, the City will need an additional 35 officers to support a buil population of 49,954 persons. In addition to full-time law enforcement officers, the City will need to ensure there is adequate civilia to support the build-out population. Fire Services Fire protection is provided by the La Porte Fire Department, whi City-limits, as well as contract fire protection services for th Fire Department does not have any formal mutual aid agreements in effect except being a member of Industries Mutual Aid (CIMA), which is a non-profit organization the fire-fighting, rescue, hazardous material handling, and emer medical capabilities of the refining and petrochemical industry Houston Ship Channel area. Overall, the Fire exceeds 45 square miles. The Fire Department is currently staffed via a combination of 14 firefighters and 52 volunteers. The volunteers are trained in-ho annual academy and are responsible for making 25 percent of the 50 percent of the weekly drills. Full-time firefighters are cert Firefighter I and must Fire Department operates a total of four, 24/7 manned stations. Their headquarte nd located on 124 South 2 Street and is due for replacement in 2011. In addition, the Fire Department operates three other stations that 24 hours per day by a full-time firefighter. The station locatio nd Station 1 124 South 2 Street; 16 Federal Bureau of Investigation, Crime in the United States, Uni 2010, Table 71. 3.14 Station 2 9710 Spencer Highway; Station 3 2400 Sens Road; and Insurance Services Office (ISO) collects Station 4 2900 South Broadway. information on public fire protection and analyzes the data using a Fire The Fire Department also has a fire training facility, located a Suppression Rating Schedule (FSRS). ISO N. C. Street, which is used to provide hands-on training to fire assigns a Public Protection Classification so that they become more confident and competent in dealing with TM (PPC) from 1 to 10. Class 1 represents fire control and extinguishments. The training facility includes the best public protection and Class 10 concrete multi-story burn facility with a roof simulator, drafti indicates less than the minimum railroad car simulator, and an 80 person classroom. recognized protection. For fire suppression response, the City utilizes two ladder truc By classifying a community's ability to eight engines, two rescues, two command vehicles, two grass/brus suppress fires, ISO helps communities rigs, a foam trailer, and a fire rescue boat. In addition to fir evaluate their public fire protection suppression capabilities, the Department is capable of respondinservices. The program provides an objective, country-wide standard that emergencies dealing with heavy rescue extrication; hazardous helps fire departments in planning and materials incidents; as well as high and low angle rope, water, budgeting for facilities, equipment, and confined space rescue. The Fire Department budget is supplemente training. And by securing lower fire by a ¼ of 1 percent sales tax, which generates approximately insurance premiums for communities $700,000 to $750,000 annually. Subsequent to the adoption of the with better public protection, the PPC last comprehensive plan, the City has been working to reduce its program provides incentives and 17 Insurance Services Office (ISO) rating. As part of this effort, the City rewards for communities that choose to has added equipment and updated water systems, which has reduced improve their firefighting services. the ISO rating both within and outside the City from a to a for both inside and outside City limits. In 2010, the Department was dispatched 1,582 times. As the community grows, the Department sees its biggest challeng keeping the volunteers active and generally doing more with less to the economy. As volunteer firefighter numbers and availabilit continue to decline, primarily during the daytime hours, it may necessary to add additional paid personnel during those times to provide adequate staffing for response. Another potential concer that may have to be addressed in the future is the fuel source o fire training facility. While the facility is currently serving Source: Insurance Services Office. the Department very well, a transition from burning hay (to crea fire conditions) to an alternate fuel (which will reduce or elim smoke) may be necessary as the population continues to expand surrounding the facility. Finally, they also foresee the need fo dispatcher to split Fire / EMS so that 911 calls can be taken by and dispatched by another. 17 Insurance Services Office (ISO), Items Considered in the Fire S Schedule (FSRS). Retrieved 10-10-11. 3.15 2. tx Adopted July 20, 2009 PUBLIC HEARING DRAFT SEPTEMBER 20, 2012 Emergency Medical Services (EMS) Bike Medic Team Basic and advanced emergency life support services are provided the Emergency Medical Services (EMS) Department, which covers an approximate area of 75 square miles of incorporated, unincorporated, and contracted areas (consisting of Bayport, Battleground, Port of Houston Barbours Cut Terminal, and -). The EMS Department consists of 26 full-time staff and three part-time staff consisting of a Chief, Assistant Chief Captains, 21 paramedics (), EMS interns, and a billing specialist. The EMS Department utilizes five Mobile Intensive Ca Unit (MICU) ambulances in its fleet and has two MICU ambulances on-duty at all times, along with Advanced Life Support (ALS) first In 2003, the City implemented a bike responder vehicles. EMS Headquarters is located at 10428 Spencer medic team which is used on a part- Highway and was built in 2007. It consists of 4,000 square feet time basis for special events (like the living and administrative space and 4,000 square feet of apparatus San Jacinto Day in 2006) and public bays. EMS Headquarters currently houses all three on-duty safety education. ambulances until the completion of fire station 1, scheduled to completed in late 2012, at which time one of the three on-duty Source: La Porte EMS Department Website. ambulances will be housed at fire station 1. Currently, the EMS Department has mutual aid agreements with the cities of Baytown, Park, and Clear Lake, which, in 2010, were utilized by the City 74 times and other agencies 104 times. The City also staffs a par 18 Medic Team during special events and for public safety education (see inset), and has specially trained tactical medics that are assig 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 awaren health and safety of the community, including blood pressure tra childhood immunizations, child safety seat inspections, DWI awar programs, and others. As the community grows, the EMS Department sees its biggest chal being able to attract and retain qualified paramedics. Similar t Department, they also foresee the need for a third dispatcher to EMS so that 911 calls can be taken by a call-taker and dispatche Shoreacres Local Emergency Planning Committee (LEPC) The City of La Porte Office of Emergency Management (OEM) works local industry and surrounding agencies to mitigate natural and disasters by providing education on how best to prepare and trai types of emergencies. The OEM also coordinates emergency respons 18 The Bike Medic Team was implemented in February 2003 due to EMS becoming more aware of the benefits of an extremely mobile team particularly during crowded special events. Information retrieve EMS Department Website. 3.16 recovery efforts when an emergency occurs, including activation Emergency Preparedness Emergency Operation Center (EOC) during any major disaster. The (and the EOC) is located in the La Porte Police Department and i with two persons who work in coordination with other City depart and the LEPC. Committee (LEPC) works with the City to develop emergency plans increase citizen awareness of the appropriate actions to take du coastal location and proximity to major industrial areas, such a Battleground, Bayport, and South La Porte Industrial Districts, The LEPC participates in many there is, on any given day, potential for a plant fire or explos community outreach events each accidental chemical release, or a transportation-related inciden year, in addition to providing school and community awareness education The LEPC works closely with the cities, schools, and communities throughout the community in parks, encourage emergency preparedness and provide shelter in place neighborhoods, and along roads. education to those who live and work in and around the City. Source: La Porte LEPC Department Website. As part of an overall emergency notification system, the LEPC (s utilize several means of public notification, including: Emergency Sirens. The Outdoor Warning System is used to notify c in the event of a chemical emergency. Currently, the system is c of 12 sirens located throughout the area that are tested every S at noon. CAER Line. The Community Awareness Emergency Response (CAER) telephone system provides information about plant activities for emergency and non-emergency messages. Connect-CTY. Connect-CTY is the City latest system that allows the City to contact citizens with important information by phone, email, message. Radio Station AM 830. This a local emergency radio station maint by the LEPC, which broadcasts instructions during emergencies an weather information/public service announcements otherwise. Alert Beacons. The beacons are stationed at all local schools to shelter-in-place instruction directly to teachers and students. Key Planning Considerations Key planning considerations to maintain and improve public safet include: 1)Providing adequate staffing levels to meet basic response and op standards, ensure personnel safety, and provide relief to person routinely required to work extended hours. 2)Investing in sufficient facilities, in terms of location, design functionality, to provide reliable response and service area cov 3.17 2. tz Adopted July 20, 2009 PUBLIC HEARING DRAFT SEPTEMBER 20, 2012 3)Budgeting adequately for the periodic acquisition and maintenance of the numbers and types of vehicles necessary to support core departmental responsibilities. 4)Targeting adequate resources to areas that pose particular chall a growing community, including traffic- and school-related polic emergency response. 5)Continuing to pursue inter-governmental approaches to coordinate functions and gain cost savings, while remaining sensitive to administrative and operational challenges that may be involved. 6) service demands more efficiently and effectively. Based on these planning considerations, the following goals, act initiatives address specific issues and needs identified during participation process (and outlined in Chapter 1, Plan Context). GOAL 5: Provide for the ongoing needs of the Police Department t adequate protection of the population. Actions and Initiatives 1)Periodically review the Police additional staff to accommodate increased calls for service conc with population growth. Utilize the Federal Bureau of Investigat Crime in the United States (latest edition) staff survey as a me comparison for full-time law enforcement professionals and civil staffing needs. This could include: a.Full-time law enforcement officers concurrent with population growth; b.One additional crime analyst; c.One additional jailer per shift; and d.One additional dispatcher per shift so that Fire/EMS Departments have a dedicated person taking and dispatching their calls. 2)Construct a new joint 6,000 square foot animal shelter that is s to achieve certification requirements. 3)Support the Police Department training throughout the community. 4)Upgrade the firing range so that it has adequate lighting and a target system to increase officer preparedness in emergency situ using force. 5)Establish a formalized replacement and procurement program for vehicles and equipment to keep pace with state-of-the-art law enforcement technology and capabilities. This could include: a.Rotating cars every three years; b.Replacing laptops and software in patrol cars in a timely manner 6)Provide adequate funding to expand the amount and quality of mor cost-effective in-house training for patrol officers and other s 3.18 7)Continue to contract with Cry Wolf false alarm management soluti 19 that the numbers of false alarms continue to decrease, thereby reducing the potential of injury to public safety staff and citi unnecessary dispatch and response) and increasing the amount of available for training and response to actual emergency situatio 8)Continue to pursue grant opportunities, e.g., the Texas Departme others, so that additional public safety programs can be provide minimal cost to taxpayers. 9)Continue to work in partnership with the La Porte Independent Sc District to provide on-site School Resource Officers (SROs) to m visible presence on campuses for the safety of school children a educators. 10)Continue to operate the Police Area Representative (P.A.R.) prog which provides a specific liaison (based on zones) between the P Department and the community so that citizens have a resource to assistance with non-emergent, but important problems, such as abandoned vehicles, traffic problems, graffiti, and gang or drug concerns. 11) awareness program that provides hands-on demonstration and interactive instruction during a 13 week course. 12)Continue to provide the Youth Explorer Program, which educates t interested in law enforcement as a career in such topics as crim investigation, traffic enforcement, SWAT and patrol operations, criminal investigations. 13)Continue to prepare and publicly disseminate the La Porte Police Department Annual Report. 14)Continue to maintain and keep up-to- 19 According to the La Porte Police Department Annual Report 2010, reduction (i.e., 2009:1,327; 2010: 871) in the number of false a attributed to active participation in the Cry Wolf program. 3.19 2. t| Adopted July 20, 2009 PUBLIC HEARING DRAFT SEPTEMBER 20, 2012 GOAL 6: Provide for the ongoing needs of the Fire Department and pulation. Actions and Initiatives 1) rating is very good, lowering it would result in reduced insuran addition to the benefits of improved response and, thus, the prote of life and property. Consideration should be given to capital p that help improve the rating, including increased fire flows, lo systems, new hydrants, and a generally improved water supply. 2) additional staff to accommodate increased calls for service conc with population growth. Utilize the National Fire Protection Ass (NFPA) or other suitable standard as a measurable comparison to determine adequate staffing of paid and volunteer firefighters. could include conducting a manpower study specifically to determ whether or not a second full-time firefighter is warranted at ea station. 3)Work in coordination with the Police and EMS Departments to add third dispatcher to the E-911 call center. 4)Establish a formalized replacement and procurement program for vehicles and equipment to keep pace with state-of-the-art fire rescue technology and capabilities. At a minimum, this should include a replacement schedule as follows: a.Engines: 20 years; b.Ladder trucks: 25 years; and c.Command vehicles: 10 years. 5) so that water supply and other emergency response considerations incorporated into plans and plats for new development/redevelopm 6) process and on-site inspections so that fire and life safety cod incorporated into construction plans and verified compliant duri construction inspections. 7)Adequately fund training opportunities for fire personnel to imp personal skills and departmental capabilities. Utilize the new F Training Officer to expand cost-effective in-house training capabilities. 8) of fire prevention through programs such as CPR, first aid train fire safety related school events. 9)Continue to monitor fire and building codes to determine if a ne addition would achieve better life safety protection for the Cit 10)Continue to conduct fire safety inspections of all businesses and public facilities to ensure compliance with fire and life safety code requirements. 3.20 11)Continue to prepare and publicly disseminate the La Porte Fire C Construction and Development Guide. 12)Continue to maintain and keep up-to-date the Fire Department and Fire GOAL 7: Provide for the Services (EMS) Department to ensure adequate protection of the population. Actions and Initiatives 1)Periodically review the EMS additional staff to accommodate increased calls for service conc with population growth. This could include adding an additional to relieve the Assistant EMS Chief from being a shift commander. would allow the Assistant EMS Chief to dedicate more time developing overall strategies to improve the operation of the EMS Departmen 2)Work in coordination with the Police and Fire Departments to add dispatcher to the E-911 call center. 3)Add a third 24/7 Mobile Intensive Care Unit (MICU) ambulance to shift to ensure adequate emergency life support service protecti the citizens and visitors of La Porte. 4) and safety of the community through such programs as the Childho Immunization Program, Child Safety Seat Inspection Program, Shat Dreams (i.e., bi-annual DWI awareness program for high school ju information in homes), as well as cyclist training (in coordinat the International Police Mountain Biking Association) and CPR tr (American Heart Saver) at the bystander and healthcare professio level, among others. 5)Continue the Bike Medic Program on a part-time basis during spec public safety education events to bridge the gap between an on-f response and an ambulance response in crowded conditions. This i interconnect the trail system. Consider adding a periodic presen il system during non-event, peak summer days. 6)Continue to pursue joint partnerships with the La Porte Independ School District, Galveston County Immunization Coalition, and Te 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 natural or man-made disasters. Actions and Initiatives 1)Routinely update the Basic Emergency and Annex Q Plans to ensure they reflect changed conditions (the last update was posted 6/19 3.21 2. ut Adopted July 20, 2009 PUBLIC HEARING DRAFT SEPTEMBER 20, 2012 and adequate resources in place for effective emergency response various scenarios. 2)Continue to coordinate with Harris County and other local jurisd to promote better regional evacuation planning. 3)Ensure adequate City representation on the Local Emergency Plann 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 oth appropriate entities to ensure a high level of readiness and to e 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 severe weather. 6)In coordination with the Office of Emergency Management (OEM) an LEPC, continue to maintain or expand emergency notification capa to ensure citizen safety during and after natural and man-made emergencies. This includes supporting the emergency siren system, Community Awareness Emergency Response (CAER Line) telephone system, Connect-CTY, Radio Station AM 830, and the system alert beacons, among others. 7)Continue City support for OEM and LEPC school and community outreach programs, e.g., Hurricane Awareness Week, Storm Surge Markers, Shelter-in-Place signs in parks, neighborhoods, and along roads; and the emergency preparedness guides, as well as special events as the Health and Safety Fair, Sylvan Beach Parade, the Neighbor Centers Inc. Community Health Fair, and Christmas on Main Street among others. Focus Area 4 Need for Increased Sustainability In recent years, there has been a renewed awareness and emphasis sustainable development practices. There are many approaches to improved sustainability, one of which is the design and construc (or redeveloped) building sites. Infusing Best Management Practices and providing incentives for good design will move the City towa responsible development / redevelopment outcomes. Many of these techniques also have the added benefit of enhancing community ch Key Planning Considerations Key planning considerations to maintain and improve public safet include: 1)Increasing water conservation through the use of Best Management Practices (BMPs), Low Impact Development (LID), water conservati 3.22 programs, and additional landscaping to reduce demand for treate potable water. 2)Protecting important and finite natural resources such as air an quality, wildlife habitat, and open space lands. 3)Reducing solid waste to landfills through continued improvements recycling, composting, and diversion of solid waste from landfil 4)Reducing the long-term operational costs of public infrastructur thereby maximizing the use of taxpayer dollars. 5)Increasing the amount of outreach to encourage both the private and citizens of La Porte to adopt sustainable practices. Based on these planning considerations, the following goals, act initiatives address specific issues and needs identified during participation process (and outlined in Chapter 1, Plan Context). Actions and Initiatives 1)Determine a plan of action to reduce per capita per day water us five percent within five years of 2009 Water Conservation Plan. In the same timeframe, maintain a of unaccounted water loss at 12 percent or less. Within 10 years should achieve a 10 percent reduction in per capita per day wate 20 and maintain a level of unaccounted water loss at 10 percent or 2)Adopt a long-term energy strategy to include an energy plan that enumerates reduction goals based on the current energy usage. A modest reduction of 10 percent in building energy usage is achie under such plan. 3)ed public communication. 4)Analyze the current water rate structure to determine its effect achieving reduced water consumption, particularly from outdoor watering. 5)Consider sub-metering for all installed irrigation systems so th individual watering of landscapes can be tracked and managed ove time. 6)Incentivize clustered development, e.g.; through density bonuses that larger areas of natural resources are protected; more natur are available for flood and drainage control, and less infrastructu required to serve the development; which means that there will b infrastructure for the City to maintain over the long-term. 20 For the purposes of calculations, the 2009 Water Conservation Pl per capita water use is equated to the use per connection. The f- and 10-year targets are based on a five- and 10-year rolling annual average. 3.23 2. uv Adopted July 20, 2009 PUBLIC HEARING DRAFT SEPTEMBER 20, 2012 7)Consider methods that either encourage, by education and Examples of Low Impact information, or require/incentivize by regulation, water Development conserving landscaping by residential customers and commercial establishments. Municipal projects, e.g., gateways and bridge treatments, public rights-of-way and other landscaping, etc., should also be designed to survive in prolonged drought conditions. This has become increasingly more evident during the recent drought. 8) (BMPs) to ensure the City remains up-to-speed on the latest available technologies. 9)Incorporate provisions in the zoning and subdivision regulations for low impact development (LID) practices. This approach uses site design techniques to store, infiltrate, evaporate, and detain runoff, which address runoff volumes, frequency, and water quality. Examples of site design elements include on-lot micro-storage, functional landscaping, open drainage swales, reduced imperviousness, minimal grades, and depression storage. (see inset) 10)Require the use of bio-swales in parking lots and along roadways to collect and hold stormwater, enhance recharge rates, and improve water quality. Source: Low Impact Development Center, Inc. 11)Use bio-retention areas or rain gardens to collect rainwater after storms and divert it from the stormwater system. For instance, runoff from parking areas can channel water into Continue Municipal Sustainable constructed wetlands or native planting areas. 12)Consider phasing in incentives for private sector development Design and Construction that meets an established third-party green standard, e.g.; LEED for Neighborhood Development (LEED-ND) or LEED for New Construction (LEED-NC), through reduced plan review fees or review times, reduced tax rates, etc. 13)Consider pursuing third-party certification, e.g., LEED-NC, for the design and construction of all new municipal projects. Similar to the energy efficient and environmentally sound Municipal Court Building (see inset), these sustainable projects can be used as educational features (to inform residents about the science and conservation efforts behind the pilot project), as well as resulting in financial savings over the long-term, new Muncipal Court Building Beyond standard building features, consider using municipal serves as a model for our commuity projects as demonstration sites for such things as innovative that municipal growth can proceed in rainwater capture and treatment, xeriscaping, energy a way that promotes energy production, etc. efficiency and delivers a cleaner 14)Establish community drop-off recycling locations in each park. As a long-term strategy, coordinate with Waste Management Quote Source: City of La Porte Website. to establish curbside recycling. Photo Source: Turner Construction Website. 15)Continue participating in the Harris-Galveston Coastal 3.24 students about water conservation. 16)Adopt a more proactive approach to educating the development community and the general public including the use public property as demonstration sites or including specific education program on water saving measures, including how and where to find additional information. 3.25 2. ux Adopted July 20, 2009 wz ¦m; z·;·zä ;E· , C OMMUNITY M OBILITY C4 HAPTER Advanced transportation planning and thoroughfare development he communities prepare for future traffic demands and create a safe system of travel to, from, and within a community. For La Porte, community that is relatively built out, advanced transportation relies more on filling in missing linkages; maintaining connecti and west side, refining existing corridor appearance, functionality, and efficiency; and improving the balance of transportation choices community during new and revitalization/redevelopment projects. well, these projects will not only improve mobility, but will al safety and the overall quality of life in the community. 4.1 Introduction A 2001 vs. 2012 Plan Comparison quality of life and economic potential of a community. When residents cannot move with relative ease throughout their 2001 2012 Update community, this leads to frustration and detracts from local Ch. 5, Transportation Ch. 4, Community quality of life. Likewise, retaining and attracting businesses Thoroughfare System Mobility requires having adequate roadway, rail, air, and other facilitie move people and goods to and from the area in an efficient manner. Indeed, traffic congestion, street maintenance, and safe roadways are often the most prevalent and talked about issues wh addressing current and future community needs. 4.1 PUBLIC HEARING DRAFT SEPTEMBER 20, 2012 While travelling by car is the predominate form of people mobili 1 Porte and is typically the topic that receives the most attention, pl future travel needs in the City will involve looking at transpor interconnected system of roadways, paths, trails, and sidewalks, multiple options for getting around including by transit and bik commitment to constructing a City-wide trail system is already starting to be a game-changing influence on the discussion of mobility in La Porte. 4.2 Focus Areas, Goals, Actions and Initiatives Throughout the planning process a number of issues were identifi regarding truck traffic, lack of connectivity, trails, sidewalks These discussions formed the basis of the following focus areas, an analysis of existing conditions and review of current program ordinances. Each focus area contains contextual information, key considerations, goals, (and their rationales), and advisable imp actions and initiatives. The areas of focus are as follows: Focus Area 1 Maintained, safe and efficient street transportation network; Focus Area 2 Improved alternative modes of people mobility; and, Focus Area 3 Expanded opportunities for water, rail, and air movement of goods. Focus Area 1 Maintained, safe and efficient street transportation network Since La Porte is a composite community that is part of a larger , which provide access throughout the City, and regional thoroughf state and county roadways), which provide access to other parts region. Both are necessary to create an efficient transportation system. Depicted in Map 4.1, Streets By Jurisdiction, is an inventory of the roadways in the City by jurisdictional authority. Regional Transportation Network La Porte is well-connected to the region and is located along tw highways: State Highway (S.H.) 225 and S.H. 146. The existing st currently provides adequate north-south (i.e., Underwood Road, S and S.H. 146) and east-west connections (i.e., S.H. 225, Spencer and W. Fairmont Parkway). Many of these roadways provide efficie 1 Over 95 percent of La Porters workers, age 16 and older, commute automobile. U.S. Census Bureau, 2006-2010 American Community Survey 5-Year Estimates. 4.2 convenient access to the greater metropolitan area, The Grand Parkway (S.H. 99) including Houston, Baytown, Kemah, and Galveston. Due to the significant increases in growth in the metropolitan area, numerous studies and improvement projects have been proposed for these roadways so that their capacity is maintained and/or improved as the area continues to grow. Grand Parkway (S.H. 99) One of these projects is the construction and completion of the Grand Parkway (S.H. 99), a proposed (and under construction) 180+ mile, six-lane highway, which will eventually become the third outer loop to serve the regional mobility needs of the metropolitan area (see inset). The Grand Parkway is comprised of 11 segments which inset in red, the area of S.H. 146 that passes through La The Grand Parkway does not currently connect 2 Porte is not part of the official Grand Parkway alignment. through La Porte. Despite not being officially designated as part of the Grand Source: www.grandpky.com Parkway, this section of S.H. 146 through the City will undoubtedly see increased usage when the loop system is complete Construction is being undertaken by the Texas Department of Transportation (TxDOT) and there are currently two segments complete. State Highway 225 S.H. 225 extends from its interchange with S.H. 146 west along t corporate limits of La Porte, extending across Beltway 8 and Int and terminating at Broadway Boulevard. The freeway is access-con with grade separated partially or fully constructed interchanges th Road/26 Street, Miller Cut Off Road, and Battleground Road. The Union Pacific Railroad runs along the southern boundary of the freeway In 2003 through 2005, TxDOT conducted a Major Corridor Feasibili (MCFS) for an approximate 16-mile segment of S.H. 225 from Inter and ending at S.H. 146. The impetus for the plan was that the co as a primary access route for the Barbours Cut Container Termina 3 perceived to have heavy truck traffic. 2 Grand Parkway (S.H 99) Environmental Review (June 1993); www.grandpky.com website; phone interview (01/09/12) with David Gornet, P.E., Exe The Grand Parkway Association. 3 TxDOT, Houston District. S.H. 225 Major Corridor Feasibility Stu Final Report, prepared by Carter & Burgess, Inc., November 2005. 4.3 2. v Adopted July 20, 2009 PUBLIC HEARING DRAFT SEPTEMBER 20, 2012 As part of that study, an Interchange/Ramp Improvements alternat received the highest ranking and is currently being implemented. However, there were no improvements planned for the interchanges within o 4 adjacent to the City of La Porte. State Highway 146 S.H. 146 traverses La Porte on a north/south alignment and exten Interstate 45 in Texas City and north across the Fred Hartman Bridge and over the Houston Ship Channel eventually intersecting with Inter then continuing north to S.H. 90. This corridor has been identif Houston-Galveston Area Council (H-opolitan Planning Organization (MPO), as a candidate for significant infrastructur Currently, S.H. 146 is undergoing a significant improvement proj will add sufficient capacity to meet the mobility needs of corridor through 5 the Year 2022. On its northern segment (i.e., north of Fairmont Parkway), it is controlled freeway and there are no proposed improvements at thi On the portion south of Fairmont Parkway, the highway was an ope highway consisting of two lanes in either direction. This portio highway is currently under construction, which, when finished, w a six lanes with some areas having two, three-lane frontage roads. improvement project also includes the addition of three grade-se interchanges at Shore Acres Boulevard, Port Road, and Red Bluff direct special connection to the Bayport Terminal so that heavy enter the highway corridor without intermixing with local traffi 6 frontage roads. Finally, as a result of public involvement in the planning process, each proposed alternative, including the chosen preferr alternative, included improved bicycle and pedestrian facilities corridor. Fairmont Parkway Fairmont Parkway is a major east-west connector for the City as it connects directly to Beltway 8 and terminates near Downtown La Porte at S Beach. Previously, the corridor was under consideration to be co a toll road. That proposal is no longer under consideration and Harris County, Precinct 2, has moved forward with a four-phase w project. 4 Phone interview with Patrick Gant, Engineer with the Texas Depar Transportation. 01/09/12. 5 TxDOT S.H. 146 Major Investment Study (MIS). 6 Phone interview with Patrick Gant, Engineer with the Texas Depar Transportation. 01/09/12. 4.4 Local Transportation Network The City is also comprised of local streets which move residents community from their homes to employment and shopping centers, s and places of leisure. As development and redevelopment continue around the City, ensuring through-movement along the arterial st system, adequate connectivity, and ample options for travel on t network will be important for enhancing local mobility. The City well-interconnected and given limited resources (i.e., financial S.H. 146 Improvement Project Source: SH 146 Corridor MIS. www.txdot.gov. constraints (i.e., limited vacant areas for new thoroughfare pla maximizing existing roadway assets through access management and techniques (e.g., adding connections) will be important for opti mobility. providing good connectivity within and through neighborhoods. Ev 4.5 2. x Adopted July 20, 2009 PUBLIC HEARING DRAFT SEPTEMBER 20, 2012 new neighborhoods (e.g., Fairmont Park West) have Transportation System relatively good connectivity where there is multiple access poin Management (TSM) and limited reliance on dead-end and cul-de-sac streets. As detailed later in the actions and initiatives section, there are some res The Transportation Systems areas where it is recommended to extend existing streets to Management (TSM) approach to congestion mitigation seeks to improve connectivity. Many of these connections were identified identify improvements to enhance the previous thoroughfare plan and are still important today. the capacity of existing system However, there was one previously identified connection, through better management and Farrington to S.H. 225, which, due to changing conditions, may n operation of existing transportation longer be as important today as it was in the past. Over the pas facilities. These strategies are low- years, the City has proactively determined that the Lomax area cost but effective in nature, which should remain rural in character, which also has a direct correl include, but are not limited to: to transportation and traffic, as rural areas naturally have les Intersection and signal traffic volume and a more rural appearance (i.e., open grass swa improvements; vs. curb and gutter). In addition, both arterials on either side Freeway bottleneck removal Underwood Road and Sens Road/Bay Area Boulevard) have been, or programs; will be improved to ensure an efficient roadway network for that Data collection to monitor area. Therefore, in that area, it recommended to extend Farringt system performance; and, Boulevard just to Lomax School Road and to extend the stubbed ou Special events management Valley Brook Drive, which would provide a northern entry/exit po strategies. for the Glen Meadows subdivision and provide better fire and EMS access/protection for area residents. Source: NCTCOG. Key Planning Considerations Key planning considerations regarding the needs to ensure a main safe, and efficient street transportation network include: 1)Improving roadway conditions through reconstructing failing stre striping roadways, seal-coat or overlay those needing surface improvement, installing and/or improving underground or ditch dr systems, replacing traffic signs, and synchronizing traffic sign 2)Implementing a comprehensive streets-to-standards program to concentrate on bringing all roads throughout the community to an equivalent standard. This program is essentially a City-wide ini inventory all street conditions and institute a pavement managem system. 3)Coordination with regional partners to implement the necessary improvements to S.H. 146 (i.e., constructing frontage roads and grade-separated intersections or flyovers) and Fairmont Parkway (i.e., constructing an additional lane in each direction). 4)Being cognizant of the fact that full implementation of the Gran Parkway (S.H. 99) will impact traffic patterns in the City. 5)Facilitating an adequate arterial and collector street system th provides for multiple connections and options. 6)Accommodating and mitigating the effects of increased freight movement in and through the City, including being proactive in protecting the two east to west access routes (i.e., Fairmont Pa and Spencer Highway) from increased truck traffic. 4.6 7)Maximizing flow and reducing traffic conflicts on existing facil H-GAC 2035 Regional through access management and other Transportation System Transportation Plan (RTP) Management (TSM) strategies. Prioritization 8)Thoroughfare development that is aesthetically pleasing and compatible with and complements desired character. The character of a corrid Public Improvement Criteria Manual (PICM) standards which regulate the form of development, including the location and design of sites and buildings which interact with the thoroughfa system. Based on these considerations, the following goals, actions, and initiatives address specific issues and needs identified during public participation process (and outlined in Chapter 1, Plan Context). The H-GAC 2035 RTP groups projects into three timeframes: GOAL 4.1: Coordinate with federal, state, and local partners in 1)TIP transportation enhancing regional mobility to facilitate moving people and good improvement program to, from, and through the community in an efficient and effectiv imminent for construction; manner. 2)Short-range four to 10 years; and, Actions and Initiatives 3)Long-range 11 to 25 years. 1)Actively participate with TxDOT, The Grand Parkway Association, and other agencies as additional planning and design efforts are Source: H-GAC 2035 RTP. undertaken on the S.H. 99 segments north and south of the City. Since these segments will have an effect on the City, it is impo the City to evaluate its planning and design implications. 2)Actively participate in regional and statewide transportation pl activities to promote funding and improvements that benefit La P 3)Continue to coordinate with the Houston-Galveston Area Council ( GAC), TxDOT, and other regional partners to consider implementat the following planning projects identified in the 2035 Regional 7 Transportation Plan (RTP). a. TIP (2012) Sens Road from N. H. St. to Spencer Highway; Widen to 5-lane concrete pavement with storm drainage; estimated to cost $8,725,292 (Harris County). b.TIP (2011) S.H. 146 southern access road and Port Road; construct eastbound exit; estimated to cost $2,943,369 (Port of Houston Authority). c.TIP (2012) BNSF railroad and Port Road; construct northbound direct connector; estimated to cost $8,394,099 (Port of Houston Authority). 7 Bridging Our Communities 2035 The 2035 Houston-Galveston Regional Transportation Plan Update, 1/25/11. 4.7 2. z Adopted July 20, 2009 PUBLIC HEARING DRAFT SEPTEMBER 20, 2012 d.Short-range RTP (2016) S.H. 146 Southbound southern access road; construct direct connector from southbound lanes; estimated to c $13,379,661 (Port of Houston Authority). e.Long-range (2020) Broadway St. from Barbours Cut Blvd.to N. L. St.; widen to 4-lane road; estimated to cost $2,632,382 (Port of Hous Authority). f.Long-range RTP (2023) City of La Porte Bike Trail for comprehensive bike and pedestrian trail system; estimated to cos $13,012,801 (City of La Porte). th g.Long-range RTP (2023) N 16 St. from W. Main to SH 146; 12 ft. construct 4-lane divided arterial and crossover/underpass at intersection; estimated to cost $8,686,337 (City of La Porte); h.Long-range RTP (2020) W&E Main St., San Jacinto St., Fairmont Parkway, Park St., E. St.; City of La Porte streetscape improvem estimated to cost $8,015,360 (City of La Porte). i.Long-range RTP (2020) RTP Wharton Weems Blvd. from Powell Rd. to SH 146; construct a new 4-lane divided arterial concrete curb gutter & underground storm sewer; estimated to cost $7,547,378 (City of La Porte). 4)Continue to monitor other planning projects identified in the 20 Regional Transportation Plan (RTP) needs are addressed. Goal 4.2: A local transportation system that moves people throug community in a safe and efficient manner. Actions and Initiatives 1)Continue to utilize the Thoroughfare Plan to address Conformity Clause transportation improvement needs and to preserve future rights-of- way needed to accommodate long-term development of the arterial and collector thoroughfare system. This also includes, to the ex such a manner that they will not feasible, minimizing the existence and new construction of dead- obstruct future streets which may streets and cul-de-sacs. be constructed using existing 2)Maintain the conformity clause in the zoning regulations rights-of-way or dedicated rights- requiring conformance with the adopted Thoroughfare Plan. (see of-way in accordance with the inset) adopted thoroughfare plan of the 3)Extend collector roads to arterial roads to increase connectivity within and between subdivisions. This can be achiev requiring, concurrent with subdivision approval, continuous coll Source: La Porte Code of Ordinances Sec. 106- roadways between all arterials, aligning with existing collector 237, Conformance with Thoroughfare Plan roadway segments. 4)Explore the concept of incorporating volume-based standards for development regulations. Under this approach, the type of access, number of dwelling units served, a -of-way, pavement width, and other design requirements such as parking lanes, curb 4.8 parkways, and sidewalks (this would apply only to Street Connectivity Index local streets with no potential for future connection or extension). Therefore, the required right-of-way and street design is directly tied to development density and generated traffic volumes as opposed to -size-fits- Where appropriate, sidewalks or off-street trails could be required as a tradeoff for reduced pavement width. Alternatively, modify the PICM standards to include a standard cross section and an alternative cross section that provides more flexible options based on conditions on the site, e.g., developer wants to install a narrower street, planted center median, and offset trails, rather than A connectivity index increases the number of street connections in a neighborhood and improves directness of the standard 28-foot, two lane local street with routes. sidewalks offset two feet from the pavement. Source: Kendig Keast Collaborative. 5)In conformance with the Thoroughfare Plan (see Map 4.2, Thoroughfare Plan and Section 4.3 of this Chapter), work with affected stakeholders to consider the follow street connections on existing streets: a.Collingswood Road and Collingswood Drive; b.Catlett Lane from Roseberry Drive to Valley Brook Drive; c.Venture Lane from Aston Lane to Somerton Drive; d.N. Avenue H just east of Meadow Lark Lane; e.West Barbours Cut Boulevard to Sens Road (would require an overpass over the railroad); f.Bayou forest Drive to McCabe Road with an extension to Hollow Tr Street; and, g.Valley Brook Drive to N. Avenue H. 6)Adopt a street connectivity index (for the remaining larger undeveloped areas) to ensure there are adequate street connections in a neighborhood and to improve directness of routes. The purpose of connectivity requirements would be to create multiple, alternate for automobiles and create more route options for people on foot bicycles. The connectivity ratio would be identified in the deve regulations and would be based on existing subdivisions in La Po. Features of the ordinance should include: a.An appropriate connectivity index (e.g., street links divided by nodes). b.Requirements for connecting local and collector streets to adjac developments to ensure a minimum level of external connectivity. c.Requirements to establish pedestrian routes between land uses. T is particularly important where natural features or other constr make it impractical to connect streets. Provisions to discourage cut-through traffic and speeding. (see d. 4.9 2. | Adopted July 20, 2009 PUBLIC HEARING DRAFT SEPTEMBER 20, 2012 Coordinate with the county, as necessary, to 7) Access Management Needs conduct signal warrant studies to determine if signals are needed at the below specified intersections. Indicative of a rural area, Lomax has long lengths of roadways and limited connectivity. As such, the terminus of each of these roadways segments may warrant the need for a signal now, or in the future as infill development/redevelopment continues. a.North P Street and Sens Road; b.North L Street and Sens Road; c.North Avenue H and Sens Road; and, In this section of Spencer Highway, the number of vehicles d.North Avenue H and Underwood Road. that will be entering and exiting (particularly left-hand turns) 8)Coordinate with the county to request signal the multipe accesss points (denoted in yellow) will cause a timing studies to be done on Fairmont Parkway and worsening of congestion as this corridor fully develops or redevelops. Spencer Highway. Source: Kendig Keast Collaborative. 9)Periodically conduct signal warrant studies as area travel volumes increase with new development and as truck traffic increases due to the Panama Canal expansion 8 regional growth. In areas that are already managed by traffic signals th (e.g., and the new signal at 16 Street was identified as having existing signal timing problems), signal timing should be reviewed, parti congested areas, to determine if timed traffic signals are appro relative to the volume and peaks in traffic flow. Adjustments s made to traffic signals so they are timed accordingly. Pedestri bicycle-actuated traffic signals should be installed at intersec schools, parks, and other areas with high pedestrian traffic. 10)Develop an access management program and guidelines that provide appropriate strategies and access design requirements based on t Plan. Further, coordinate with the state, county, and other part necessary, to prepare access management studies to identify and evaluate appropriate TSM measures that would be suitable and fea along corridors of concern. These measures could include the add right or left turns lanes at certain locations (with or without center medians), consolidation of driveways, and signal timing. a number of sources and criteria that could be used in determini appropriate TSM measures in the community, including those ident (see inset on page 4.6) 11)Amend the development regulations and/or the Public Improvement Criteria Manual (PICM) to restrict and/or guide the number, location, 8 Truck volumes are expected to grow by 77 percent by 2035 along the major corridors serving the Houston--GAC Regional Goods Movement Study Final Report. Dec. 2011. 4.10 and spacing of driveways, street intersections, medians and medi openings, marginal access roads, turn lanes, and acceleration/ deceleration lanes at major intersections. This is particularly preserving capacity along roadways that are not currently lined development. The regulations should require marginal access road and/or cross-access easements along all commercial frontage abut arterial and collector roads to minimize the number of driveways 12)Amend the development regulations and/or the PICM to require sha driveways and cross-access easements between adjacent and abutti properties to eliminate the need to use the public street for ac between adjoining businesses. 13)Amend the development regulations and/or PICM to limit or prohib residential driveways along collector roadways to preserve the i function of these roadways. Ideally, side lot lines should face collector street. 14)Create a Strategic Corridors Program by identifying strategic corridors within the community and direct aesthetic and infrastructure improvements along those corridors as a priority. Coordinate with the state and county, as necessary, for non-City roadways. This allows the City to improve key corridors in a more holistic fashion, making improvements including infrastructure, property maintenance, acc management, aesthetics, and landscaping to a corridor all at once. A corridor streetscape plan should be prepared for these strategic corridors. The plans should include a detailed inventory and ass of existing conditions, including land use and zoning, building numbers and locations of driveways and parking lots, numbers and locations of signs, trees, and vegetation, power poles and overh street cross sections and rights-of-way, sidewalks and pedestrian improvements, pervious and impervious surfaces, and general visu characteristics. The enhancement and design plans should include any regulatory recommendations and identified improvements and their estimated costs. An implementation plan should identify prioriti funding options and sources, and a timeline. As identified in Chapter 2, Map 2.2, Beautification Plan, primary corridors should include S.H. 225, Fairmont Parkway (in conjunction with the Harris County widening project), Underwood Road, and S.H. 146 frontage roads. Secondary corridor enhancements should be completed on Spencer Highway, Sens Road, San Jacinto Drive, and Broadway Street. 4.11 2. tt Adopted July 20, 2009 PUBLIC HEARING DRAFT SEPTEMBER 20, 2012 9 15)Expand the formal traffic calming program to include City- initiated travel speed studies to determine appropriate speed restrictions in neighborhoods and pedestrian areas. Perform On xx-xx-xxxx, the La Porte City localized traffic calming studies where there are observed unsaf Council voted unaminiously to reject conditions of cut-through and/or high-speed traffic to determine a legislative attempt to create a any potential mitigation strategies are viable without undermini Heavy Haul Corridor, which would roadway capacity and creation of traffic congestion issues. (see allowincreased truck weights along S.H. 225 and S.H. 146. Chapter 2, Land Use and Development, Goal 3, Action Item # 5) 16)Continue to take necessary action to avoid implementation {Ò©-;t /z·ä E [ t©·; of a Heavy Haul Corridor on S,H. 225 and S.H. 146. (see inset) 17)Coordinate with state, county, industrial districts, and other regional partners to address increasing truck traffic in the are Benefits of Complete Streets could include determining potential long-term solutions for redu and/or removing some or all truck traffic from Fairmont Parkway other road improvements in the area are completed (e.g., Canada Red Bluff Road connection, widening and grade-separated crossing on S.H. 146, Spencer Highway and Sens Road widening, etc.). 18)Maintain funding and support for the Clean City Street Program as it improves the appearance of existing corridors and . 19)Maintain established regulations allowing golf carts to be 10 utilized on certain public rights-of-way within City limits. Complete Streets: Focus Area 2 Improved alternative modes of people Make economic sense; mobility Improve access; Improve safety; Currently, the private automobile is the primary form of Promote active living and good transportation for most individuals in La Porte. However, with a health through encouraging aging population, escalating fuel costs, continuing environmenta walking and bicycling; concerns, and the high cost of planning and building roadways, Can help ease transportation opportunities exist for providing and accommodating alternate woes; modes of transportation, including transit and bike pedestrian Can lower transportation costs facilities. Indeed, as a testament to the change in times since for families; comprehensive plan, the City now participates in a jointly funde Help keep kids safe; constructed almost 14 Improve mobility for people 11 miles (out of 38 miles) of a planned City-wide trail system. In fact, with disabilities and the elderly; the trail system was one of the most talked about topics during Make fiscal sense; and public participation process. Foster strong and livable communities. One of the best ways to increase alternative modes of people mobility is to adopt and implement a Complete Streets policy (se tw· 7 ;ã· {Ò©-;t b·z /¦;·; {·©;;· /z·zu 9 City of La Porte Public Works Department, Traffic Humps. http://www.ci.la- porte.tx.us/gov/pw/streets/th.asp. 10 La Porte Code of Ordinances, Sec. 70-304. Operation of golf carts permitted. 11 City of La Porte, Bicycle and Pedestrian Trail Implementation P 4.12 inset), which means that streets are designed for all modes of transportation 12 walking, bicycling, transit, and vehicular movement. Sidewalks Pedestrian Connectivity justifies and increases the value of improving existing and future sidewalk system. This can be accomplished in two ways: th installation of sidewalks where they do not currently exist, and repair of sidewalks that are in disrepair. Prioritization for si installation should include key routes to schools, parks, and tr wells as those areas connecting residential developments and are of employment and commercial services. Sidwalk connectivity is equally as important as street connectivity. In The design of public streets and their amenities greatly influen this photo, the street and both the safety and enjoyment of pedestrians and encourages people to sidewalks dead end, thereby choose alternative modes of transportation. Sidewalks with a preventing connectivity (and minimum width of five feet should be constructed on both sides o furthering reliance on the all new public streets, with wider eight foot sidewalks along automobile) to San Jacinto College designated arterial streets and within commercial areas. Parkway, and other parts of the City. or separations between the street and the sidewalk, should be required for all new streets. The combination of parkways and st Source: Kendig Keast Collaborative trees help to slow traffic and separates pedestrians from the no exhaust, and danger of adjacent automobile traffic. Although the requires all new sidewalk installations to conform to the Federa with Disability Act (ADA) requirements, there are many existing where there remain barriers to persons with disabilities due to condition or lack of accessible ramps and curb cuts at street in Similar to street connectivity provisions, pedestrian connection great many benefits, including the promotion of increased exerci alternate forms of transportation. Within subdivision reviews, l system, nearby shopping and dining establishments, etc.) should examined and pedestrian pathways should be required in mid-block de-sac locations to provide more direct and efficient pedestrian r opportunities. (see inset) Trails 12 Complete Streets are designed and operated to enable safe acces Complete Street policies direct transportation planners and desi consistently with all users in mind. Elements of Complete Street sidewalks/trails, bus pull-outs, bike lanes, raised crosswalks, pedestrian signals, sidewalk bulb-outs, refuge medians, pedestri bus lanes, shade and shelter, and trees and landscaping. Nationa Coalition, www.completestreets.org. 4.13 2. tv Adopted July 20, 2009 PUBLIC HEARING DRAFT SEPTEMBER 20, 2012 In 2003, the City Council adopted the La Porte Pedestrian-Bicycl Plan with the intent of creating a City-wide trail network that the east and west sides of town. Prior to adoption of the comprehensive trail plan, the City had less than two miles of trails, mostly compris paths within existing park and recreation areas. lanes, and routes that are multipurpose, accessible where possib convenient and connect to residential neighborhoods, parks, scho workplaces, shopping and major open spaces as well as tie into t 13 The plans goals were to: Enhance the quality of life for La Porte citizens by providing t opportunity for non-motorized travel from home to recreation, sc shopping, work or visiting friends; Create and preserve green belt linkages of parks, open spaces, d ways, irrigation canals, bikeways, paths, and natural areas thro the City; Use linear parks and greenbelts to create low maintenance additi the park system; and, Coordinate with Harris County, H-GAC, the City of Baytown, City Pasadena and other municipalities, Texas Parks and Wildlife Depa U.S. Fish and Wildlife Service, U.S. Army Corps of Engineers, In Boundary and Waterway Council, and other federal, state, and loc governmental entities in efforts to preserve and enhance the wat 14 green spaces, and natural areas within the La Porte area. As displayed in Table 4.1, La Porte Trail System Phasing, the result of the plan identified and defined a City- Table 4.1, La Porte Trail System Phasing wide network of trails of different types, including connector, hike and Soft Striped Phase / Paved bike, equestrian, and nature trails. Surface On-Street Total Type Trail The plan suggested implementation Trail Trail over a period of 20 years, identifying Phase I 7 3.95 1.35 12.3 three phases of improvements. Phase II 4.25 4.4 5.3 13.95 Phase III 9.4 0 2.8 12.2 To implement the City-wide trail Total Trail System: 38.45 system in the most efficient way possible, the plan recommended Source: City of La Porte Bicycle and Pedestrian Trail Implementation Pla using a variety of trail corridors and trail types, many of which were already permanent, existing corridors through the City. The corr included: 13 City of La Porte, Bicycle and Pedestrian Trail Implementation Pl 14 Ibid. 4.14 Drainage channels / bayous; Railroad / utility corridors or easements; and, Right-of-way easements / on-street connectors. The types of trails included: Shared use paths; Bicycle lanes; Design of Safe At-Grade Trail Crossings A Priority Shared roadways; and, Designated bicycle routes. Finally, the plan recommended the design and construction of safe trail crossings, including both grade- separated (i.e., above- and below- grade) and at-grade crossings. While most trails are originally constructed using at-grade crossings, over time and as trail usage increases, grade- separated crossings should be added. (see inset) Source: City of La Porte Bicycle and Pedestrian Trail Implementation Plan As displayed in Table 4.2, Completed Trail Segments 2011, the City has Table 4.2, Completed Trail Segments 2011 constructed approximately 14 miles of Miles the trail system, which now allows Trail Segment of Trail citizens to ride a bike on a paved trail from the Five Points Town Plaza to the Little Cedar Bayou / LP Recreation and Fitness Center 0.4 Pasadena Convention Center and Fairmont Parkway 6.7 many other parts of the City that were Broadway 2.1 not previously accessible just years Bayshore Elementary 0.4 15 ago. San Jacinto 0.8 Park Street 0.8 Transit In 2006, a Comprehensive Transit East E. Street 0.5 Strategy study was undertaken to Driftwood 0.7 determine the needs of those county Sens Road 1.2 citizens who live outside of the Total 13.6 Metropolitan Transit Authority of Harris County (METRO) service area. Source: La Porte By the Bay Community Information 2011 The study recognized that there was limited access education facilities particularly for those households with lowe 15 La Porte By the Bay Community Information 2011, New Hike and Bike Trails Connect Citizens, Neighborhoods. 4.15 2. tx Adopted July 20, 2009 PUBLIC HEARING DRAFT SEPTEMBER 20, 2012 16 As part of that study, it was determined that there were over 420,000 citizens who lived i County goals were to: Identify areas of transit needs; Provide mobility options to underserved portions of the county ( Enhance existing services through coordination of providers/prog Capture fair share of federal funding; Impact the value of local investments and match federal funding; Utilize transit as a tool for community revitalization and econo 17 development. Some of the recommendations that came out of that study for Precin were the creation of a park-and-ride along S.H. 225 to serve La Pasadena and to create a Baytown-Pasadena-La Porte Circulator. T these initiatives, the Harris County Commissioners Court authori Community Services Department (CSD) to be the administrator of a infrastructure Federal Transit Administration (FTA) and Texas De Transportation (TxDOT) Transit funds. CSD also obtained consent Metropolitan Planning Organization (MPO) and Harris County METRO become an additional Federal Transit Administration (FTA) recipient of Section 5307 funds, which was the first step in the process of g to $4.5 million annually in Federal grant funds. These funds will be used to provide transportation alternatives to county residents who prev not have access to these types of services. To be eligible for r 18 funding, local share funding and commitments are required. In 2007, the Harris County Office of Transit Services was create and operate a multitude of transportation services in areas of t served by METRO. These services include Park and Ride, fixed-rou para-transit services. In January 2010, a fixed- and sponsored by the Pasadena Second Century Corporation, San Ja College, and the cities of South Houston, Pasadena, and La Porte 2010, La Porte entered into an Interlocal Agreement with Harris 19 contributed $90,000 to continue the circulator bus service for a 16 Houston-Galveston Area Council (H-GAC) Regional Transit Framework Study Related Plans and Studies Report. HDR Engineering, June 29, 2010 http://www.harriscountytransit.com/news.html 17 Harris County Transit Strategy Enhancing Mobility & Economic Development Through Transit. Presentation by The Goodman Corporation to the Mayors of Precinct 2. January 25, 2006. 18 Ibid. 19 La Porte By the Bay Community Information, Harris County Bus Route Serves La Porte Citizens. 2011. 4.16 Harris County Transit Circulator Route 4 Map Source: www.harriscountytransit.com. In less than 15 months of operation, averages 2,500 boardings per month and is growing. (see inset next page) About a third of that ridership is attributed to younger San Jacinto College students looking for e dependable alternate transportation options. These students were also the first to utilize the bike racks attached to the buses so that th options pre- and post- transit are also increased. In addition t and from college and work, the circulator is also used for mall doctor visits, and library visits. Despite being a relatively neh limited signage, marketing, benches or covered shelters, this al 20 mobility option is being used by hundreds daily. Key Planning Considerations Key planning considerations regarding the needs to improve alter of people mobility include: 1)Constructing or reconstructing sidewalks that are in poor condit (particularly adjacent to schools and public buildings), install pedestrian amenities including crosswalks and signals, and insta street lights. 20 City of La Porte website: Harris County Transit Fixed Route Bus : Pasadena / La Porte Corridor Video. http://www.ci.la-porte.tx.us/about/transportation.asp. 4.17 2. tz Adopted July 20, 2009 PUBLIC HEARING DRAFT SEPTEMBER 20, 2012 2)Working with Harris County to expand public transit Sidewalk Design opportunities to additional residents. 3)Identifying needs and innovative transportation options for accommodating an aging population and disabled residents (e.g., those using motorized wheelchairs and scooters), including appropriate transit services and parking facilities. 4)Expanding connectivity between neighborhoods and commercial and public areas through an interconnected system of sidewalks and trails. 5)Finding a balance between the social service aspect of providing public transit and the overall community benefit of increased mobility. Sidewalk Expansion Retrofit 6)Neighborhood design that calms traffic and encourages slower speeds, including narrower streets where appropriate. GOAL 4.3: reconstructed roadway corridors to facilitate alternate modes of people mobility. Actions and Initiatives 1) and constructing the remaining areas of new New Sidewalk Construction development (and in any area undergoing revitalization or redevelopment), which will provide for the mobility and safety of all Increasing the minimum sidewalk users of the system, rather than just automobile traffic. A Complete width, allowing variation in setback Streets approach may be more difficult to apply to already from right-of-way, providing larger established thoroughfares, although it should be able to be incorporated during road reconstruction and/or streetscape etc., will help to increase usage of improvement projects. On thoroughfares that are constrained by the sidewalk system because users narrow rights-of-way, only some Complete Street features, such as feel more comfortable. The newer wider sidewalks or streetscape enhancements, may be feasible sidewalks are much better designed and constructed (bottom photo) through a redesign and retrofitting process. than many previous installations (top photo). GOAL 4.4: Increase the prevalence and functionality of existing and future sidewalks in order to facilitate increased usage. Photo Sources: Kendig Keast Collaborative Actions and Initiatives 1)Modify the Public Improvement Criteria Manual (PICM) to increase standard sidewalk from four feet to a minimum of five feet. This to prevent having to widen sidewalks after installation. (see in 2)Establish a policy to add sidewalks along roadways where they ar already present when such roadways are improved or widened. 3)Establish requirements within the PICM relating to the location sidewalks within the right-of- standards, there is sufficient right-of-way beyond the minimum required 4.18 pavement width to accommodate a parkway, which separate Sidewalk Design 21 sidewalks from the back of the curb or street edge. 4)Maintain the provisions within the PICM requiring the installati of sidewalks on both sides of public streets; in addition to oth areas as required; including parks, drainage channels, public utility easements, and detention ponds. Provisions should be added requiring external connection points to the existing and/o 22 planned City-wide trail system. 5)Maintain the provisions within the PICM disallowing dead-end collectors and dead-end major and minor thoroughfares. Provisions should be added requiring public access easements at the end of cul-de-sacs. Such easements should be a minimum width of 15 feet and improved with a five foot wide sidewalk or Provisions should be added to 23 trail connections. provide a safe pedestrian connection 6)Maintain the provisions in the PICM requiring sidewalk between the public street and the 24 pedestrian refuge areas for all esplanade roadways. Where building entrance. An example is warranted, proactively install medians in the rights-of-way of denoted in yellow. existing arterial roadways, particularly near public parks and buildings, for use as a pedestrian refuge to shorten the Source: Kendig Keast Collaborative unprotected distance across roadways. 7)Identify and stripe appropriate roadways for bike lanes. Many of lanes without the need for additional right-of-way acquisition or street widening. Bike lanes should be located along collectors and mino arterials where driveways and access points are limited. 8)Add provisions to the PICM requiring commercial development to provide sidewalk connections from the front of the commercial establishment to the sidewalk located in the public right-of-way. This is to ensure there is a marked, safe connection from the street, th the parking lot, and into the building. (see inset) 9)Target pedestrian/bicycle improvements at key locations within t community, particularly around the San Jacinto College, Downtown Sylvan Beach. 10)Prepare a Safe Sidewalks Program to identify those locations whe unsafe conditions and/or poorly maintained sidewalks exist parti around, adjacent to, and leading to/away from schools; near and adjacent to public buildings and spaces; and other areas prone t utilization of the sidewalks. In these priority areas, conduct r inspections of safety conditions to ensure the walking surface i from hazards and dangerous obstructions. Also, organize a public education program to notify the community of the Safe Sidewalks 21 Ibid. 22 Ibid. 23 Ibid. 24 Ibid. 4.19 2. t| Adopted July 20, 2009 PUBLIC HEARING DRAFT SEPTEMBER 20, 2012 Program, the priority pedestrian areas, and the individual respo for care and maintenance. Due to the significant costs of initia construction, maintenance of the existing sidewalk system shoulda priority and should be adequately funded in the annual operating budget. Additional grant funding should also be pursued from suc sources as Federal, State, private entities. 11)Identify intersections in the community that are heavily used by pedestrians and prioritize and implement safety improvements at intersections. Intersections should be prioritized based on use pedestrian risk. Improvements could include walkovers; installin accessible ramps for persons with disabilities; marked, signed, signaled pedestrian crossings; and pedestrian-actuated signal de Examples of intersections that are in need of pedestrian improve include the intersection at Five Points and Oakhaven Road and Lu Boulevard near San Jacinto College. GOAL 4.5: Continue to implement the planned trail network and facilitate increased connection points over time. Actions and Initiatives 1)Continue to coordinate with the La Porte Independent School Dist Porte ISD) and the Texas Department of Transportation (TxDOT) to pursue funding for, and construction of, This program was used to fund the 2.1 mile Broadway Trail completed in 2005. 2)Periodically update the Bicycle and Pedestrian Trail Implementat as changes in conditions occur. Subsequent updates should includ detailed analysis to determine where additional connections can made to maximize access to the already established trail system. trail segments and crossings should be designed to be safe for a including families. In addition, benchmarking should be incorpor the plan to establish goals and to monitor the success of the tr over time. 3)Continue to budget, or pursue additional outside funding, to con the remaining trail segments as identified in the Bicycle and Pe Trail Implementation Plan, with priority given to developing tra segments consecutively so that it results in a continuous and co trail system. Due to the significant costs of initial constructi maintenance of the existing trail system should be a priority an be adequately funded in the annual operating budget. Additional funding should also be pursued from such sources as federal, sta private entities. 4)To facilitate the increased availability of using a bicycle as a form of mobility over time, amend the development regulations to provisions for requiring bicycle racks at office and retail esta 4.20 exceeding 15,000 square feet and businesses employing more Bus Stop Investment Can than 10 persons. Increase Ridership GOAL 4.6: Further invest in the Harris County Transit System to increase usage as an alternate mode of mobility for the citizens La Porte. Actions and Initiatives 1)At a minimum, continue to budge portion of the costs to maintain and operate the Route 4 circulator bus service. As ridership increases, pursue grant funding or other funding sources to further invest in amenities for those bus stops located within the City limits. Implementation should be prioritized on the average number of Existing Bus Stop boardings per day at the stop. The amenities should include all- weather shelters (for protection from rain and other elements), benches (for seating), trash cans (for maintaining cleanliness), concrete or paved connections to the curb (for disabled users), appropriate maps and signage (for fare and route information), monitors for real-time information on the arrival of buses, publ art, lighting, and advertisements (potentially to offset the cos of installing and maintaining each bus stop). 2)Coordinate with the Harris County Office of Transit Services (an other partners) to implement an online (and mobile app), real- Future Bus Stop time transit information system using GPS technology to notify passengers when the arrival of the next bus will occur. Studies A bus stop is a designated place have shown that this can increase ridership. where buses stop for passengers to 3)Consider coordinating with the Harris County Office of Transit board or leave a bus. As ridership Services (and other partners) to initiate and implement a increases, investment in bus stop Summer Youth Pass Program, where high school-aged children areas (e.g., shelters, benches, trash are given unlimited access to buses (for a nominal fee) during cans, etc.) can further help to the summer mo increase ridership numbers. increased access to a range of activities along the bus route an Photo Sources: Kendig Keast Collaborative provides greater independence to the youth while their parents (top); Wikipedia.org (bottom) are at work. Coordination with the La Porte Independent School District (ISD) could also be done to market the program prior to the end of the school year. 4)Coordinate with the Harris County Office of Transit Services (an partners) to conduct a study to determine additional placement o stops. Additional scheduled stops could be located at the entran each major subdivision (e.g., Brookglen Subdivision), multi-fami housing, large commercial developments, assisted living faciliti Alternately, programs could be implemented where the bus would s at designated cords where a rider would pull a cord to request a stop. 4.21 2. ut Adopted July 20, 2009 PUBLIC HEARING DRAFT SEPTEMBER 20, 2012 5)Coordinate with Harris County Office of Transit Services (and ot providers) to conduct a study to determine the feasibility of ex the existing route to include stops at designated areas within t surrounding industrial districts and terminals, e.g., adding a B Boulevard to Shore Acres Boulevard to Broadway loop. 6)Coordinate with the Harris County Office of Transit Services to the feasibility of constructing a Park-and-Ride in the City for access to Downtown Houston. Focus Area 3 Expanded opportunities for water, rail, and air movement of freight or goods. Freight, or goods movement, refers to the transportation of phys from one location to another and includes everything from chemic machinery, and anything else shipped from one place to another. water ports, pipelines and freight terminals, including truck, r -modal transportation system, of which La Porte is a primary contributor, moves nearly 700 million tons annually and is expected to grow 58 percent (to 1.2 billion tons annually) by 2035. Consequently, identifying and implementing improvements to accommodate increasing demand for goods movement s, economic vitality. In fact, a large part of the Houston-Galveston region relies on its diverse transportat including deep water ports, the Gulf Intracoastal Waterway, and 25 railroads. The La Porte Municipal Airport The La Porte Municipal Airport is located on 300 acres on the no Spencer Highway east of Farrington Street and west of Driftwood was originally constructed in the mid-1940s by the United States Government and served as a second auxiliary landing field to Ell Force Base. Ownership was deeded to the City of La Porte in June 26 was reclassified as a local service airport in 1959. Integrated Airport Systems (NPIAS), the La Porte Municipal Airpo classified as a General Utility airport with Reliever status. Th airport designation refers to the particular Aircraft Approach C Airplane Design Groups (ADGs) that can be accommodated at the ai Reliever airports are general aviation airports in metropolitan intended to reduce congestion at large commercial service airpor 25 H-GAC Regional Goods Movement Study Final Report. Dec. 2011. 26 La Porte Municipal Airport Airport Master Plan Update (Final), April 1992. 4.22 providing general aviation pilots with alternative landing areas more general aviation access to the community. In 1991, the Hous Galveston Areas Council (H-GAC) identified the La Porte Municipa one of 10 designated reliever airports. As established in the Ai Airway Improvement Act of 1982, a minimum of 10 percent of Airpo Improvement Program funds must be reserved for reliever airports The La Porte Municipal Airport Master Plan was prepared for the 1992. The plan identifies existing and future airport condition including details on fixed base operators, aircraft parking, mai navigational aids, airport layout plan, terminal area plan, airs approach zones surfaces, on-airport land use plan, and an enviro consequences review. However, an operational plan was not includ Historically, the airport has not met the use and revenue projec Airport Master Plan. Further complicating the problem is the rec th of the 27 Squadron of the Texas Air National Guard and a general perception that the airport grounds have not been well maintaine Consequently, one of the topics that came up during the public par process was whether or not the airport property should be redeve another use. Reusing the property for non-airport purposes, howe be difficult due to Federal regulations attached to the property 27 conveyance. Railroads Rail transportation in the La Porte area is provided by the Unio Railroad, which operates in 23 states across the western two-thi United States. A Union Pacific Railroad line runs along the nortCity limits, along the southern rights-of-way of S.H. 225. The line provides port terminal service to the Battleground Industrial District north of S.H. 22 south on a north/south alignment parallel to S.H. 146, extending south alon the Port of Galveston. This line branches off to provide servic 27 the head of the department, agency, or instrumentality of the Un Government owning or controlling land or airspace to convey a pr the land or airspace to the public agency sponsoring the project controlling the airport when necessary to carry out a project un at a public airport, to operate a public airport, or for the fut airport u be made only on the condition that the property interest conveye Government, at the option of the Secretary, to the extent it is airport purpose or used consistently with the conveyance. 49 USC Airport Development Code, Sec. 47125, Conveyance of United State land. (paraphrased for clarity). 4.23 2. uv Adopted July 20, 2009 PUBLIC HEARING DRAFT SEPTEMBER 20, 2012 Bayport Industrial District south of Fairmont Parkway and the Ba Terminal. In the Houston-Galveston Region, the Union Pacific Rai operates 1,248 freight trains weekly, which accounts for over 57 28 the regions freight movement. Both in the past and present, railroads have had a major influen and development of the region and perform an important transport service contributing to the area's economic vitality based on in trade in and out of the Barbours Cut Terminal, Bayport Terminal, Port of Galveston. Therefore, care should be taken to preserve t utility of rail corridors while Fairmont Parkway Overpass coordinating with thoroughfare needs. Traffic conflicts between railroads and motor vehicles, pedestrians, and bicycles are a significant concern due to at-grade railroad crossings and railroad alignments. At-grade intersections of the railroad lines with area roadways are a cause of traffic delays and traffic safety concerns. Constructing grade separated over or underpasses at major railroad-roadway intersections and traffic safety improvements at Source: Kendig Keast Collaborative. existing crossings are potential solutions. In fact, the recent completion of the grade separated Fairmont Parkway was well received and considered a success. (se Port of Houston are of vital regional, national, and international significance, chemical, oil, and agriculture industries with markets and suppl throughout the wor freight tonnage is expected to grow by approximately 45 percent with the Port of Houston projected to experience an increase of 29 million tons. The Port of Houston is a general purpose, deep-water cargo port first in the United States in terms of foreign waterborne commer second in terms of total tonnage. The port consists of a complex and private docking facilities and industrial parks that extend along the Houston Ship Channel. The ship channel and its tributa 28 H-GAC Regional Goods Movement Study Final Report. Dec. 2011. 29 Ibid. 4.24 basins are a 50-mile long waterway that reaches from the head of , just north of La Porte, to and including the turning basin within the City limits of Houston. A shallow-draft channel Buffalo Bayou from the turning basin to the Main Street Bridge. facilities of the port are located along the upper west side of Bay at Bayport near Red Bluff, which is adjacent to the south of The Port of Houston handles 40 percent of all freight moving thr ports. This port is also ranked first in the U.S. in handling p Public terminal docking facilities along the Houston Ship Channe and operated by the Port of Houston Authority, which is an auton subdivision of the State of Texas and official sponsor of the Ho Channel. Public facilities owned by the Port Authority include Cut Container Terminal and the Bayport Terminal, both of which a immediately adjacent to the City limits of La Porte. In 2005, th Authority completed a five-and-one-half-year plan, which deepene Houston Ship Channel from 40 to 45 feet and widened it from 400 30 feet. Barbours Cut Terminal Container Yard Barbours Cut Terminal The Barbours Cut Terminal Galveston Bay opening to the Houston Ship Channel, adjacent to the north City limits of La Porte (see inset). It is the largest container terminal on the U.S. Gulf Coast. It operates under a computerized inventory control system that tracks the status and location of individual containers. The terminal also provide electronic data interchange capabilities and has six berths and 31 13 wharf cranes. Bayport Terminal Source: Kendig Keast Collaborative. The Bayport Container and Cruise Terminal were developed to relieve pressure on the Barbours Cut Terminal. It is a state-of- the- capacity. It will have seven container berths with a capacity to million twenty-foot equivalent units (TEUs). In addition, it includes the Bayport Cruise Terminal, which will provide three berths for mod 32 vessels. The opening phase was in 2007. The Bayport Terminal complex comprises chemicals and chemical specialty facilities. S.H. 146 would be the 30 Port of Houston website. 31 Ibid. 32 Ibid. 4.25 2. ux Adopted July 20, 2009 PUBLIC HEARING DRAFT SEPTEMBER 20, 2012 major arterial for truck traffic to and from the terminal, which attract 7,000 trucks per day. In addition, a new rail line is p constructed east of the existing Union Pacific alignment, inters 146 at Red Bluff. Key Planning Considerations 1)Coordination with railroad providers to maximize the ability to freight in and out of the City, while minimizing the adverse imp quality of life. Because roads intersect with rail lines through they must be designed to include adequate safety provisions to e safe crossings for pedestrians, cyclists, and motorists. Signal signage, and pavement markings are ways to provide for safe intersection crossings. While the railroad presents some challen also presents an opportunity in terms of transporting goods thro region. 2)The railroad is a constraint for east/west movement of automobil in the La Porte area. 3)The airport makes a significant economic impact and benefits the economic development potential for the La Porte area. 4)Airport-related industrial development is a significant opportun future growth on and around the airport. 5)The Port of Houston, Barbours Cut Terminal, and Bayport Terminal Actions and Initiatives 6)At a minimum, grade crossing safety and traffic control devices gate arms, flashing lights, signage and pavement markings should be installed and maintained at railroad-roadway crossings. As regional and local traffic volume increases, consider coordinating with the r and other regional partners to study the need to construct grade separated crossings for those street/railroad intersections that may warrant it, e.g., along Bay Area Boulevard and Choate Road. 7)Coordinate with the railroad to ensure train speed limits are ob and enforced for train operations in the La Porte area. 8)Coordinate with regional agencies and partners to ensure that th planned expansion of rail service through the City will observe mitigate the impacts on the cities and businesses of La Porte. 9)Due to the recent decreases in tenant occupancy at the airport, th leaving of the 27 Squadron of the Texas Air National Guard, and due to the length of time since the last update, it is important for th undertake an airport master plan update. The airport master plan update should include the following: 4.26 a.Operations plan; b.Updated facilities and development plan (if priorities have chan c.Economic development strategy to increase both commercial use and use of the airport by nearby industry; and, d.Overall site and landscape improvement plan, which includes a gateway entrance and adequate buffering of the airport property from neighboring subdivisions and other public rights-of-way. 10)Continue to monitor zoning and development in the areas immediat adjacent to the airport. This is to ensure protection of th- term operational interests from encroaching incompatible develop 11) to the State Highway and regional rail system; where such action not be detrimental to the City. Typical Thoroughfare Network 4.3 Thoroughfare Plan provide for the future travel needs of the community by ensuring orderly development of the street system, including the extension and improvement of existing streets, as well as planned future roadways. The Thoroughfare Plan is designed to ensure that adequate rights-of-way are preserved with a general alignment and sufficient width to allow for efficient expansion and improvement of the street transportation system. In addition, it is designed to provide opportunities for other transportation modes so as to not place a fiscal burden on the community to fund extensive road improvements, which, in turn, require long- term maintenance. A typical thoroughfare network forms a grid defined by arterial and collector thoroughfare system is nearly built out, roadways, within which are superblocks there are areas where there is opportunity for improvement, and the local street network. particularly with regard to connectivity. Displayed in Map 4.2, Thoroughfare Plan (and detailed in Goal 4.2 are the proposed alignments for the extensions of existing collector and arterial roadways. 2® £¶ ¸ $¤²¨¦ 3³ £ ±£² While street classification reflects the functions that roadways of the street network, roadway design standards are related to t requirements are shown in Table 4.3, Existing Paving Design Criteria. In the administration and enforcement of the Thoroughfare Plan, cases and unique situations will occasionally arise where physic and development constraints in certain areas conflict with the n widening of designated thoroughfares to the planned right-of-way width and 4.27 2. uz Adopted July 20, 2009 PUBLIC HEARING DRAFT SEPTEMBER 20, 2012 roadway cross section. Such special circumstances require a degr flexibility and adaptability in the administration and implement plan. Acceptable minimum design criteria and special roadway cro Table 4.3, Existing Paving Design Criteria Principal Minor Major Minor Local 2 Street Classification Arterial Arterial Collector Collector Lanes (1) Right-of-Way Width 100 feet 100 feet 80 feet 80 feet 60 feet Curb Face to Face Distance 80 feet 70 feet 60 feet 40 feet 28 feet Total Paved Width of Travel Lanes -1 Dir. 33 feet 25 feet 24 feet 20 feet 14 feet (2) Median Width 14 feet 30 feet 12 feet 0 feet 0 feet (3) Distance from Curb Face to ROW line 10 feet 30 feet 10 feet 20 feet 16 feet Distance from ROW Line to Sidewalk 2 feet 2 feet 2 feet 2 feet 2 feet Max. Number of Lanes (one direction) 3 2 2 2 1 (1)With on-street parallel parking (2)Median turning lanes are included in median widths (3)On non- Source: City of La Porte Public Improvement Criteria Manual (PICM), Chapter 6, Paving Des may have to be applied in constrained areas where existing condi the ability to meet desirable standards and guidelines. Special sections should be determined on a case-by-case basis when a unique design is necessary, and these exceptions should be subject to review a recommendation of the Departments of Planning and Public Works a approval by the Planning and Zoning Commission. Otherwise, adopt roadway cross sections should be used in all newly developing ar whenever possible, in revitalization and redevelopment of existi developed areas. In addition, relying on a single set of standards for developmen 33 problematic. and 34 , all new streets within the City will be concrete curb and gutter. Rather, standa development should reflect its urban, auto-urban, and suburban c with provision for curb and gutter construction, sidewalks, stre signage, and sufficient open space. By way of example, new deve the Lomax area (where the character of development is rural), th should be varied to mirror the character (i.e., open channel con, yet remain reasonable and feasible. 33 La Porte Comprehensive Plan 2005 Update, Obj. 5.5a. 34 City of La Porte Public Improvement Criteria Manual, Chapter 6, Criteria, Table 6.1. 4.28 3³±¤¤³ #« ²²¨¥¨¢ ³¨® State Highways / Freeways Freeways are devoted entirely to traffic movement with limited o land service function. Freeways are multi-lane divided roadways degree of partial access control, meaning few, if any, intersect Full or partial control of access distinguishes freeways from ot roadways. Freeways serve large volumes of high-speed traffic and primarily intended to serve long trips. In La Porte, S.H. 225 a classified as state highways/freeways. Although the freeway/state highway classification includes the m designated facilities, continuous frontage roads (also termed se feeders) are more appropriately classified as secondary arterial collectors. It is desirable to have another parallel arterial ro half to one mile along either side of a freeway, to provide circ traffic movement along one-way frontage roads. Since these roadw sthem is limited. Principal Arterials Principal arterials are also intended to carry large amounts of Within La Porte, the designated principal arterials include Cana Fairmont Parkway, Barbours Cut, Bay Area Boulevard, and Sens Roa arterials are commonly two- to five-lane facilities (in some cas designed to accommodate 20,000 to 60,000 vehicles per day. Acces generally limited along streets of this classification in order vehicle carrying capacity. In urbanized settings implementing ac becomes increasingly important. Minor Arterials Minor arterials are intended to carry less traffic than primary Generally, Minor arterials can be anticipated to accommodate 5,030,000 vehicles per day and they are typically fed by collectors, altho streets may also connect to them. Spencer Highway, Underwood Roa the frontage roads along the state highways are good examples of minor arterials. Access to these streets from neighboring properties s controlled to limit conflicts. Minor arterial streets should inc parkways and street trees, sidewalks, and transit facilities. Collectors (Major and Minor) Collectors are intended to carry fewer trips than principal and arterials, but they roads can typically be expected to accommodate 1,000 to 15,000 vehicle To adequately serve their role to collect and distribute traffic streets to the arterial street system, collectors are generally arterial streets, with a desired spacing of no more than approxi half mile. To maximize mobility it is essential that collector r 4.29 2. u| Adopted July 20, 2009 PUBLIC HEARING DRAFT SEPTEMBER 20, 2012 adjacent neighborhoods to provide access and circulation not onl but also among, neighborhoods. Old 146 Highway is a good example Major Collector, while Farrington Street is a good example of a Collector. Access via driveways to individual residential proper collectors should be limited. Where numerous residential drivewa the City should require access spacing, on-site turn-arounds, or (where available) when properties with direct access to the roadare substantially improved or redeveloped. All collector roads shoul bike lanes, parkways and street trees, sidewalks, and transit fa necessitated). Local Streets Local streets are principally intended to provide access to abut properties. Traffic on local streets is generally slow and relat Such streets can typically be anticipated to accommodate between 1,000 vehicles per day. Local streets in areas of cut-through traffic candidates for traffic calming. Where local streets provide only to adjacent residential developments, narrower streets may be al reduce the amount of impervious surfaces (to reduce storm water and to slow local traffic through residential areas. Local stree include parkways, street trees, and sidewalk facilities. )¬¯«¤¬¤³¨¦ ³§¤ 4§®±®´¦§¥ ±¤ 0« Implementation of thoroughfare system improvements occurs in sta time as the community grows and, over many years, builds (and re toward the ultimate thoroughfare system shown by the Thoroughfar The fact that a future thoroughfare is shown on the plan does no a commitment to a specific timeframe for construction or that th or another jurisdiction will build the roadway improvement. Individual thoroughfare improvements may be constructed by a variety of implementing agencies, including the City, Harris County, and/or well as private developers and land owners for sections of roadw within or adjacent to their property. Road construction can be i by individual entities or in partnership. The City, Harris County, and TxDOT, as well as residents, land o subdividers, can utilize the Thoroughfare Plan in making decisio planning, coordination, and programming of future development an transportation improvements. Review of preliminary and final pla development regulations and Public Improvement Criteria Manuals (PICMs) should include consideration of compliance with the Thoroughfare Plan in order consistency and availability of sufficient rights-of-way for the general roadway alignments shown on the plan. It is particularly importa provide for continuous roadways and through connections between developments to ensure mobility. By identifying thoroughfare loc 4.30 where rights-of-way are needed, land owners and subdividers can consider the roadways in their subdivision planning, dedication of publicof- way, and provision of setbacks for new buildings, utility lines, improvements located along the right-of-way for existing or planned thoroughfares. 4.31 2. vt Adopted July 20, 2009 wz ¦m; z·;·zä ;E· , E CONOMIC D EVELOPMENT C5 HAPTER 2001 vs. 2012 Plan Comparison will determine whether and how the City grows and redevelops in t the tone and pace 2001 2012 Update for new development/redevelopment and impact its ability to main No chapter on economic development in 2001 quality public facilities and services, which are necessary to h Comp. Plan; but retain, attract, and support future businesses and the people th incorporated Ch. 5, Economic them. La Porte is a thriving industrial city with high household recommendations found Development in the Economic incomes and housing values, and low unemployment and poverty Development Strategic rates (see Chapter 1, Demographic Snapshot). But, as evident during Plan, Jan. 2009 the public participation process, a majority of citizens increas want to find the right balance between protecting industrial roots, while also improving its livability. - opportunities will depend somewhat less on having the lowest bus , and is difficult to gauge how the City measures up in things like personal safety and security, neighbo integrity, recreational opportunities, access to healthcare and availability of retail and other shopping opportunities, quality higher learning, etc.; but one that is increasingly important in attract and retain the people the companies need and desire. 5.1 PUBLIC HEARING DRAFT SEPTEMBER 20, 2012 )³±®£´¢³¨® not exist in a vacuum. It is inextricably Strong Metropolitan Growth linked to the economic fortunes of both metropolitan Houston and the global economy (see inset). The economic drivers that have The Houston metropolitan area was economy, including manufacturing, recently rated among the 20 fastest- construction, and transportation and warehousing, have suffered growing economic regions in the 1 during the recent recession. However, w world, coming in at No. 19 on a list the Port of Houston, including both the Barbours Cut and Bayport compiled by the Washington-based Terminals, a Central Business District Brookings Institute. (CBD), and rail linkages to the rest of the country, La Porte is Source: Houston Chronicle, Houston earns high positioned to benefit from a resurgence of the global economy. marks for strong economy. Jan. 21, 2012. Accordingly, as the national and global economies fully recover 2 from this recession, the City will be primed for growth, particularly with the expansion of the Panama Canal and its pred 3 associated increase in containerized shipping. Despite these strong indicators, the City has additional issues consider. First, there is limited land remaining for development areas, the City should seek a balance of land uses: residential,, industrial, as well as park and recreation areas, streets, drain industrial expansion is attractive due to an increased tax base may not represent the collective vision for the community and it livability. For this reason, this plan advocates open public dia leadership to make decisions that are in the best and broad inte community. Economic development is as much about quality as it is about qua needs to be measured not just by gross tax revenues and job grow also by job quality and security; the impact on local wages, pub the application of public and the environment; and the proportion of locally-owned to abse resources to stimulate controlled businesses; among other factors. private investment. Secondly, economic development does not happen on its own. It requires a deliberate, proactive strategy, as well as up-front public inves infrastructure and program development (see inset). Once begun t can start a positive and self-sustaining cycle: It helps hold th through tax base growth thus, creating an even more attractive p 1 Comparison of total jobs in zip codes 77571 and 77507 between 20 shows a slight decrease in total number of jobs. U.S. Census Bur Application and LEHD Origin-Destination Employment Statistics (Beginning of nd Quarter Employment, 2 Quarter of 2002-2010). 2 The 2008/2009 recession has been defined as starting in December ending June 2009. Business Cycle Dating Committee of the Nationa Economic Research. September 20, 2010. 3 H-GAC Regional Goods Movement Study Final Report. Dec. 2011. 5.2 businesses, as well as households. It brings in new income into community helping to spawn local spending and wealth creation. A brightest by expanding local employment and creating opportuniti businesses. Economic Development Strategy Economic Development Model The economic development model is based on the overlap of industry and innovation, human talent, and quality of place. (see inset) L7Ò·©ä µ LÝ·zu In the economic development model, complement of economic activities, from traditional industrial employers to entrepreneurship, as well as the physical infrastructure (industrial parks, sites, transportation etc.) and business climate to support those activities. the opportunities for expansion of existing companies, and the best targets for recruitment. These are important Economic development occurs where industry and building blocks of an economic development plan. innovation find talent in a place that offers a quality of life that attracts and retains both. ;·u skills and values to make organizations effective. The talented people to the community, as well as cultivating the exi pool. It refers to groups as diverse as students, retirees, and It also involves ensuring that the employees and companies that conomic health continue to see reasons to remain in the area. vÒz·ä E t-;u Much has been written about the importance of quality of life to the site selection process. Communities throughout the natio positioned themselves by touting their advantages in this regard good schools, attractive neighborhoods, strong presence of history an safe streets, pleasant weather. These factors are obviously impo the focus is still too narrow. Quality of life assumes that ever the same environment and is attracted to the same amenities. It community would be shared by all. By contrast, quality of place considers what is attractive to a range of residents, both existing and new. viewing the assets of the City through the eyes of the talent it attract and retain. The idea of quality of place accommodates gr 5.3 2. v Adopted July 20, 2009 PUBLIC HEARING DRAFT SEPTEMBER 20, 2012 do ng options, not just for current residents, but also for those who will be residents in the futur While La Porte has made significant strides in the last decade by establishing its Citywide trail system and improving the Sylvan Beach, bayfront, and Downtown areas, according to residents, further improvement is warranted. The bayfront established this community and remains one of our p amenities. These should remain high priorities for action during the horizon of this plan. Expanding quality of place amenities and enhancing its community character will go far in making the City an attractive location for educated and skilled workers. This chapter builds upon the c community character theme and associated action strategies that are found throughout this Comprehensive Plan, particularly in the Land Use and Development chapter. SWOT Analysis 5.2 Focus Areas, Goals, Actions and SWOT analysis (alternately SLOT analysis) is a strategic Initiatives planning method used to evaluate the S trengths, Throughout the planning process a number of W eaknesses/Limitations, O pportunities, and T hreats of a issues were identified regarding economic community and its economic development. Among others, sustainability, which was often framed in it involves specifying the economic and quality of life terms of a lack of availability and diversity of objectives of a community and identifying the internal and retail stores, restaurants, and other non- external factors that are favorable and unfavorable to industry businesses in the City. There were achieve these objectives. Setting the objectives is to be additional concerns regarding the amount of done after the SWOT analysis has been performed. This retail leakage (and loss of associated tax allows the determination of achievable goals or objectives dollars) to neighboring jurisdictions, and the to be set for the community. apparent disinvestment in certain types of Strengths: characteristics of the community that gives businesses. In addition to the public it an advantage over other communities or regions Weaknesses (or Limitations): are characteristics that participation efforts conducted throughout place the community at a disadvantage relative to the planning process, information was others Opportunities: external chances to improve Economic Development Strategic Plan performance (e.g. increase tax base) in the (January 2009), which was an in-depth study environment Threats: external elements in the environment that improve them. could cause trouble for the community in achieving its objectives Strengths, Weaknesses, Opportunities, and Threats Analysis Identification of SWOTs is essential because subsequent As displayed in Table 5.1, SWOT Analysis (on steps in the process of planning for achievement of the next page), one component of the Economic selected objective may be derived from the SWOTs. Development Strategic Plan was the Source: Kendig Keast Collaborative. facilitation of a Strengths, Weaknesses, Opportunities, and Threats (SWOT) Analysis 5.4 (see inset), which was performed to frame economic issues in the Articulating the issues in this manner is intended to facilitate development of strategies that address the weaknesses and threat building upon the strengths and opportunities. are its location is also listed as an ¦¦©·Òz·ä for economic development, as was Table 5.1, SWOT Analysis Strengths Opportunities Sylvan Beach / Bay Front Bayfront Enhancement Historic Main Street Downtown Redevelopment Strong Industry Base Sylvan Beach Improvement Low Cost of Living Beautification Location within Greater Houston Attracting Tourists Current and Planned Parks Retail Readiness Weaknesses Threats Physical Appearance Sales Tax Leakage Truck Traffic Disconnected Downtown / Bayfront Oil and Gas Industry Downturn Division of east and west side External Perception Intracity Communication Flooding Limited Undeveloped Land Growth Management Economic Diversification Source: City of La Porte Economic Development Strategic Plan, Chapter 2: SWOT Analysis. January 2009. missed opportunities for generating sales tax revenue, and econo diversification. Finally, the analysis identified increasing tru negative external perception, among others, as perceived threats All of these issues were again discussed during the public participation process of this Comprehensive Plan Update. As such, these discussions formed the basis of the following foc along with an analysis of existing conditions and review of curr plans, and ordinances. Each focus area contains contextual infor planning considerations, goals, (and their rationales), and advi implementation actions and initiatives. The areas of focus are a Focus Area 1 Expanded economic development toolkit; Focus Area 2 Improved business friendliness of the City; 5.5 2. x Adopted July 20, 2009 PUBLIC HEARING DRAFT SEPTEMBER 20, 2012 Focus Area 3 Expanded opportunities for higher quality industrial operations within the City limits and the ETJ; and, Focus Area 4 Continued commitment to place-based economic development. Advantages / Disadvantages of Development Corporations Focus Area 1 Expanded economic development toolkit. Advantages Can act with greater confidentiality and speed La Porte Economic Development Can help to minimize and mitigate the effects of politics on Corporation development Development Corporations are Can more effectively deal with tax credits and solicit tax sometimes structured the same way as deductible donations from foundations and philanthropic redevelopment authorities. The term entities usually connotes a higher degree of Can act as pass-through vehicles for tax-exempt bonds autonomy from City government and is Disadvantages often structured as a private or public- Typically exist as a self-supporting entity private non-profit organization. It is Frequently suffer from a lack of dedicated public financing common for corporations to be Some are not fully established, rather they are just off-shoots involved in activities other than just real estate development to include the of existing organizations administration of low-interest loan Source: Kendig Keast Collaborative. pools that support business and economic development. (see inset) La Porte Community Library Operating capital often derives from the ownership and management of real estate assets, private donations, development and financing fees, and fees from tax exempt bonds and special taxes. The La Porte Economic Development Corporation (EDC) is an example of a development corporation already established in La Porte. It offers a full complement of economic development programs and incentives, which are primarily coordinated by the Economic Development Division of the EDC. The Department and its activities are funded through a The La Porte Community Library is a collection of a one-half cent sales tax (established in 1999), w joint venture between the City of La must be spent on economic development projects relating to Porte (who is responsible for the capital investment and job creation. The most recent activities building and furnishings) and the include the re-nourishment of Sylvan Beach, the ball fields at Harris County Library System (who Pecan Park, the library (see inset), and infrastructure staffs and runs the library). improvements along Main Street. Construction of the library was facilitated by the EDC as one of its first projects. 5.6 La Porte Redevelopment Authority 4 The City of La Porte Redevelopment Authority was set up as a local government corporation pursuant to the provisions of Chapter 394 5 Texas Local Government Code. The Authority is organized as a public, behalf of the City in the performance of its governmental functi promote the common good and general welfare of Tax Increment ) and neighboring areas, and to promote, develop, encourage, and maintain housing, educational facilities 6 employment, commerce, and economic development One of the current projects undertaken by the Authority was to e Development Agreement with Port Crossing Limited for the purpose constructing TIRZ public infrastructure in the Lakes at Fairmont development. Unfortunately, the national recession and downturn local residential housing market slowed growth. Future use of th should include a cost benefit analysis along with established go 7 addition, other types of incentives should be considered includi Key Planning Considerations Key planning considerations regarding expanding the economic dev toolkit include: 1) a comprehensive and coordinated resource toolkit to serve existing and future business community. 2)Ensuring existing and future businesses have a dedicated person whom to collaborate when deciding whether to relocate to the Cit to assist them through the relocation and/or development process 3)Increasing coordination with partners to ensure economic develop incentives are provided in a synergistic, efficient, and cost ef manner. Goal 5.1: Re-evaluate and retool the ment program toolkit. Actions and Initiatives 1)Consider becoming a member of the National Business Incubator 8 Association (NBIA) and establishing a small business incubator site 4 The City of La Porte Redevelopment Authority was authorized by 2009-19 passed on December 11, 2000. 5 Texas Local Government Code, Title 12, Chapter 394. Also known Housing Finance Corporations Act of 1987. 6 Brown & Hill, LLP. September 30, 2010. 7 Ibid. 8 Further information on the National Business Incubator Associati found at http://nbia.org/. 5.7 2. z Adopted July 20, 2009 PUBLIC HEARING DRAFT SEPTEMBER 20, 2012 within the City in coordination with the San Jacinto College Sma 9 Business Development Center (SJC SBDC). Priority consideration should be given to already-owned property located in the Downtown area or in an area near San Jacinto College. The jointly sponsored incubator could include fully development of entrepreneurial equipped office space at low cost (City provided) with initial companies, helping them to survive and and follow-along counseling at no cost (SJC SBDC provided) grow during the start-up period, when they for entrepreneurs of small and emerging companies. Criteria are most vulnerable. These programs would need to be developed for admission to the business provide their client companies with incubator for start-up companies. In addition, the site could business services and resources tailored to be cross-utilized as a temporary headquarters on a short- young firms. The most common goals of term, temporary basis (i.e., one to three months) for new arrivals of established, major companies relocating to La incubation programs are creating jobs in a Porte. The Temple Business Incubator (in Temple, TX) is an example of a jointly sponsored and successful business entrepreneurial climate, retaining incubator. businesses in a community, building or 2)Continue to provide adequate funding for the accelerating growth in a local industry, and Economic Development Coordinator/Business Ombudsman and associated staff positions. These are important functions as they direct economic development planning activities for Source: National Business Incubator Association (NBIA) the City by negotiating with business and industry representatives to encourage location (or relocation) to the are also conduct research, analysis, and evaluation of data to deter economic impact of proposed expansions and/or new development. 3)Continue to use a single-point-of-contact protocol for all new development and business permit applications. This would be like a one-stop project manager or expediter who would help shepherd development applications through the process, troubleshoot probl county, and lead the applicant in the direction of other assista person should continue to be the Economic Development Coordinator/Business Ombudsman. 4)Maintain links to the current digest of local, state, and federa Development Coordinator should be fully abreast of all non-local economic incentives and should act as a liaison for businesses i 9 The San Jacinto College Small Business Development Center (SJC SBDC) provides free business consulting and affordable training seminars to sma- and medium- sized business owners and managers. The SJC SBDC is a business cting and training center of the University of Houston SBDC Network, which in Southeast Texas through 14 business consulting and training c It offers customized instruction training at its facility in Pearland, Texe facilitated at the future established incubator site in La Porte be found at http://www.sjcd.sbdcnetwork.net/sanjacinto/default.asp 5.8 in using these incentives as part of a location or relocation pa Porte. 5)Consider adopting local tax abatement provisions for commercial construction registered with the Leadership in Energy and Enviro Design (LEED®), or other similar programs. This would include pa abatement for the incremental investment associated with obtaini such certification. While the City does not have any certified L 10 projects, nearby City of Houston has 165 certified projects. Any private sector projects utilizing this incentive should agree to their i in marketing the community and the program. 6)Mobilize top government officials and business leaders as welcom committees for promising businesses, site selectors, and selecte developers. 7)Continue to periodically research and keep abreast of the latest and federal economic incentives (including grants) so that the C expand the toolkit (see inset next page) in the most efficient a effective manner possible. 8)Continue to conduct regular business outreach to understand the and needs of area businesses and to troubleshoot potential probl 9)Continue use of the industrial payments (the Community Investmen Fund) for economic development, community beautification, and revitalization programs, rather than supplementing the general f 10)Continue to use the Hotel/Motel Fund for projects that encourage visitors to the City. This includes Main Street revitalization e creation, promotion, and sponsorship of festivals and events; pr Internet, and broadcast advertising; membership dues for the Bay Houston Convention & Visitors Bureau; directional and historical wa- 11 of-town visitors. This also includes continued funding for staff positions dedicated to economic development. A cost benefit analysis shoul conducted along with establishing goals so that results can be m 11) efforts to fund capital investment and job creation as a means o increasing economic development within the City. 10 Green Building Certification Institute (GBCI) Certified Project 2012. 11 City of La Porte, Texas Annual Budget for Fiscal Year 2011-2012 (October 1 September 30). 5.9 2. | Adopted July 20, 2009 PUBLIC HEARING DRAFT SEPTEMBER 20, 2012 12)Annually evaluate return on investment and consider continuing partnerships with the La Porte-Bayshore Chamber of Commerce, Bay Area Houston Convention & Visitors Bureau, Bay Area Houston Econ Partnership, Economic Alliance Houston Port Region, Greater Hous Existing Local Incentives and Programs (Local Toolkit) The City of La Porte currently offers several local incentives f the City. Tax Abatements The City offers ad valorem tax abatements for new construction f including regional distribution/service (up to 10 percent), manufacturi percent), and retail/commercial office/regional entertainment (u abatement (averaged over five years), qualifying companies must also have a minimum $3 million capital investment and create at least 10 jobs. Industrial District Agreements The City provides incentives to businesses that relocate in the Jurisdiction (ETJ). Agreements are approved where the City agrees not to annex the property for a specified period of time and sometimes includes annual fee-in-lieu of taxes for the use of City facilities or contractual services (e.g., fire department response). Public Improvement Districts The City has the ability to establish a Public Improvement District (PID), whic enables commercial areas to make improvements by spreading out t Property owners are assessed based on benefits and assessments mervice on bonds or they may be used to pay for services directly if no bonds are connection with improvements or enhancments such as water, waste landscpaing, etc. Foreign Trade Zones The City supports the Port of Houston in its efforts to apply fo from state and local ad valorem taxes on tangible property impor held in Foreign Trade Zones (FTZ). Freeport Exemption The City supports the La Porte Independent School District (La Porte ISD) Freeport Exemption. These are intended to exempt personal proper other than oil, natural gas, and petroleum. Municipal Grants The City Council has the authority to provide loans and grants of City economic development projects within the City. In addition, the City incentivizes economic growth and expansion company 2013) or 63 percent (value years 2014 2019) of the amount of ad valorem taxes payable if it was within Further, new construction is incentivized for substantial increases in the value of land and tangible property the amount equal to 25 percent (value years 2008 2013) or 20 percent (value years 2014 2019) of the amount of ad valorem taxes if it was within the City limits. Source: City of La Porte Website Economic Development Department 5.10 Partnership, and the Houston-Galveston Area Council (H-GAC) to w towards enhancing economic development within the City. Consider convening an annual meeting with partners to ensure a synergisti efficient, and coordinated plan of action is realized. 13)Consider expanding the business retention and expansion program. While recruiting new businesses is important to growing its econ base, La Porte cannot afford to ignore its current businesses an losing one of them to closure or relocation. A strong business r and expansion program should include regular visits with local employers. These visits can include formal surveys or be informa interviews. However, they should establish a relationship with t takes a long time to employer and serve as a mechanism by which the Economic review plans. Developers Development Coordinator can ascertain any major challenges or pl make seven corrections, for expansion, and help to identify suppliers or customers who c and when it is re- benefit from relocating to La Porte. In addition to site visits, reviewed, there are 10 retention and expansion program could be expanded to include suc initiatives as shop local programs, advertising cooperatives, sh guides, frequent shopper programs, small business seminars, etc. Source: Interview with Louis Rigby, 14)Budget to update the La Porte Economic Development Strategic Pla Mayor of La Porte. which was prepared as a five-year plan of action (2009-2013). Focus Area 2 Improved business friendliness of the City. One topic that was frequently discussed during the public partic process was the perceived lack of business friendliness of the C Moving Forward regard to how projects moved through the development process. In The City should consider was a topic that came up in almost every small group charrette, consolidating and streamlining stakeholder interviews, and in public meetings. It was typicall the standpoint that it takes longer to permit a project than it its development codes and to construct a project, or that it was overly difficult to permi associated processes by or other improvement projects. Other times, it was framed as add combining them into a single and requirements during each subsequent submittal, rather than being comprehensive Unified during the original submittal. Some of this discontent may be at Development Code (UDC). See the normal course of doing government business. But, a large par /w¦·;© r L¦;;··z, for outdated zoning and development codes and further information. administrative and public approval processes. What is important, for the City to dedicate time and resources to pinpoint the issues, and then Source: Kendig Keast Collaborative. determine an action plan to correct them. 5.11 2. tt Adopted July 20, 2009 PUBLIC HEARING DRAFT SEPTEMBER 20, 2012 As the City moves forward with the recommended zoning and develo code changes contemplated throughout this Comprehensive Plan Upd is highly recommended to reach out to, and involve, the developm community in the process. Consolidating all the zoning and devel codes into a single and comprehensive Unified Development Code ( an opportunity to implement the regulatory provisions discussed while at the same time, providing an opportunity to greatly improve the administrative and public Benefits of a Unified Development Code (UDC) approval processes all of which can improve La business friendliness and contribute to the A UDC offers procedural consistency and a single source of standards and definitions. It greatly simplifies the amendment process, Key Planning Considerations helping to ensure consistency among the Key planning considerations improve the business different codes. friendliness of the City include: It makes the regulations more user-friendly for 1) determine where processes can be streamlined. the development, real estate, and consultant 2) communities. codes in conformance with the actions identified There can be better cross-referencing to ensure throughout this plan. that all related provisions are taken into account 3)Increasing communication with the pertaining to any particular development development community to determine and solve proposal. impediments to development. The administration of the codes is consolidated 4)Providing the necessary online and other into one section, thereby simplifying the roles resources needed to successfully navigate the and responsibilities of each official and body. development process. The applications and procedures for all Goal 5.2: development processes can be clearly defined, development codes to implement the regulatory including use of a flow diagram to illustrate the improvements as a means to aid economic submission and review process. development. It allows application of subdivision requirements - Actions and Initiatives access and site circulation review for a single- 1) user site plan when subdivision is not required. regulations to provide for greater predictability in land use decisions while ensuring land use Source: Kendig Keast Collaborative. compatibility and enhancing community character. Further, consider consolidating all development- related provisions into a comprehensive Unified Development Code (UDC) that makes the regulatory specifics easier to navigate and -opment, real estate, and consultant communities (see inset). Developers and t businesses that finance them want timeliness and certainty. Deve will almost always prefer to be held to a higher standard than t subjected to an arbitrary, lengthy, and unpredictable approval p 5.12 financially feasible. The latter (e.g., a typical Planned Unit Example Guidebook Development process) requires a very high tolerance for risk. Consequently, undefined development approval provisions force get a project approved, which may discourage development when the profitability of the end-product is not known. Additionally, businesses usually need space on a relatively short notice, particularly for start-ups, who will not have the time or resour hire a team of professionals to navigate a process for obtaining may cause businesses to locate elsewhere. Goal 5.3: Conduct a thorough review of the City intake procedures for development projects, business permits, and fee structures w view toward adopti- permitting processes. Actions and Initiatives 1)Consider conducting customer service training for front desk personnel and other key staff members and implementing a survey tool to monitor customer satisfaction. 2) development review and permitting process with neighboring communities (e.g., Deer Park, Pasadena, etc.). If no such baseli comparison already exists, then the City should begin tracking t review time for different categories of permitting. Once the dat been collected, the City should hold monthly or quarterly meetin with the development community to review the benchmark data and obtain their feedback regarding their dissatisfaction with t development process. Feedback should be requested on how to improve both regulations and the process. Develop a short- and long-term action plan to resolve issues that do not compromise t integrity of the process or conformity with established regulati Typically, the development community wants and needs consistency and predictability. So, in some cases, streamlining may not reso A well-designed development the issue. Sometimes, larger issues with the review process lie guidebook can faciliate improved subjectiveness of project approvals. This can be particularly ev outcomes (e.g., these pages from when trying to navigate the Planned Unit Development (PUD) Zachary, LA). process. Relevant feedback from this analysis should be presente to the Planning and Zoning Commission and City Council. Source: Kendig Keast Collaborative. 3)Complete the guidebook for the development community and residents to utilize during the development process. The guidebo should include descriptions of the types of applications availab flowcharts of each process, tables of submittal and hearing date 5.13 2. tv Adopted July 20, 2009 PUBLIC HEARING DRAFT SEPTEMBER 20, 2012 as to where further information may be found, and other items pe to the successful navigation of the process. 4)Update the website to make it easier to access information requi the public to secure approval for projects. This could include A fillable application forms, expanded GIS data (e.g., locations a public infrastructure), etc. 5)Consider surveying applicants once the development process is co to determine and quantify overall satisfaction with the departme processes, and to gather feedback on suggested improvements. Focus Area 3 Expanded opportunities for higher quality industrial operations within City limits and the ETJ. La Porte is an industrial City. It is located just 25 miles from Houston and is located directly between the Barbours Cut and Bay to the north/south Interstate 45 corridor and the east/west Inte corridor is further served by more than 130 trucking lines provi all of the United States, Canada, and Mexico. The Union Pacific railroads, with rail hubs in Houston and other Texas cities, ser 12 of miles of track and all Gulf Ports. Combine this with the fact that the Port of Houston is expected to increase its freight tonnage by 42 mil 13 tonnage); La Porte is well-positioned to be an ideal location for busines in warehousing and manufacturing industries. It is precisely thi the City should maintain its focus on industrial economic develo activities. With this being said, the U.S. manufacturing industry continues transformation that has profound effects on the practice of econ development. It is forcing us to rethink what we mean by a ¦©z©ä ,, how we measure economic impact, and how we design incentives. This in large part, because manufacturing employment continues to declin overstatement that an economic strategy built solely around manu jobs may be destined for failure. For this reason, it is recommended to direct economic developmen to a few key target industries that are industrial base. These target industries were identified by the Economic Development District (GCEDD) as being favorable for loc economic conditions: Biomedical/Biotechnical; 12 City of La Porte Economic Development website. 13 H-GAC Regional Goods Movement Study Final Report. Dec. 2011. 5.14 Chemical & Chemical Based Products; Fabricated Metal Product Manufacturing; and, 14 Machinery Manufacturing. Since the growth of clusters (e.g., biotech cluster) is signific local economic factors that can be modified or improved by local makers, it is critical that further evaluation is undertaken. However, (or targeted clusters) cannot, Conversely, new industrial development should be in conformance -, tourism-, and family-friendly community (see section on Vision in /w¦·;© ). Achieving this business/tourism/family balance may require the City to think di about its approach in the coming years. One of the primary ways to achieve this balance is to strengthen development regulations to implement the Business Park and Auto- Industrial character areas. As detailed in the Appendix B, Future Consideration of Character-based Planning, business parks are primarily for office, medical, and technology/research uses, but can also incl industrial (including warehousing/distribution) when well screen buildings with enhanced materials and design. Business parks als of common open space, extensive landscaping along the perimeters streetscape and design treatments at entries (and other areas), operations that are conducted indoors with limited or no outdoor display. Auto-Urban Industrial, by contrast, is more typical of the indus operations currently in existence within the City and the ETJ. T characterized by large parking and storage areas (e.g., containe unscreened or lesser screened outdoor activities. For future dev areas, strengthened regulations should mitigate these areas thro landscaping and buffering standards, including screening of any activity and storage from the public rights-of-way and adjacent uses and properties. Key Planning Considerations Key Planning Considerations for expanding opportunities for high industrial operations within the City and the ETJ include: 14 The Gulf Coast Economic Development District conducted a region analysis to assess regional competiveness in attracting and reta clusters. It revealed dominant clusters in the region as well as emerging or transforming. Gulf Coast Economic Development Distri 2009-2011 Comprehensive Economic Development Strategy. July 17, 2009. 5.15 2. tx Adopted July 20, 2009 PUBLIC HEARING DRAFT SEPTEMBER 20, 2012 1) Cut and Bayport Terminals. 2)Strengthened regulations for new Business Park and Auto-Urban Industrial development/redevelopment. 3)Pursuing and offering economic incentives for those industrial a vability objectives. Goal 5.4: Balance increased economic development incentives for industry (and targeted clusters) with improved regulatory provisions to p Actions and Initiatives 1)Strengthen the language in Development Agreements to require new industrial development in the ETJ to adequately screen operation storage areas from public rights-of-way, provide additional landscaping, etc.character and livability. 2)Continue to promote industrial development within the City and industrial districts in the Exterritorial Jurisdiction (ETJ). 3)Assess local economic factors to determine favorable conditions locating identified industry clusters. This would include identi most appropriate target clusters, followed by surveys, interview focus group discussions with industry experts to identify their preferences. 4)Update the zoning and development codes to ensure higher quality standards are achieved for those uses that would be allowed in B Park and Auto-Urban Industrial areas. Additionally, provisions n strengthened to improve compatibility between areas of differing character and to achieve better community livability (see /w¦·;© r [7 ; 7 5;Ý;¦;·, for additional information on needed regulatory improvements). Goal 5.5: Proactively prepare undeveloped (and appropriate) area future industrial development and target clusters. Actions and Initiatives 1)Proactively zone land within the City for needed commercial, off light industrial uses, as identified on a¦ ur CÒ·Ò©; [7 ; t. In anticipation of the 45 percent increase in expected freight tonn is particularly important to pre-zone those areas designated as Park and Auto-Urban Industrial. 2)Market and provide incentives for these pre-zoned areas to creat scale business parks. This could include incentives to install t infrastructure needed for multi-lot developments, so that future individual businesses have shovel-ready lots where all that is r to do is to construct the building. 5.16 3)Consider facilitating the discussion with property owners, state county economic officials, and the Union Pacific Railroad, among to test the idea of creating a special logistics park in the vacan bounded by State Highway (S.H.) 225 and S.H. 146 and adjacent to existing Union Pacific rail line. There are a number of distribu companies in the region. The key in maximizing this opportunity the City to go beyond warehousing to create opportunities to add to the goods passing through the area. Specialized facilities th easy off-loading of freight combined with special financial ince the modifications of imports and exports (such as through a Fore Trade Zone) could be a key in making La Porte even stronger for added manufacturing and distribution. This would include: a.Facilitate discussion with state and federal officials on the pr creating a general-purpose Foreign Trade Zone, which can be sponsored by economic development corporations and typically involve public facilities that can be used by more than one firm are most commonly industrial parks used by small to medium sized businesses for warehousing/distribution and some processing/ 15 assembly. b.Facilitate rezoning and permitting the property to allow high-qu large site industrial warehousing. c.Approach Union Pacific on the possibility of building special ra sidings (i.e., a low-speed track sections distinct from the main be used for loading and unloading freight) into a proposed park. 4)Work with large undeveloped landowners to discover their goals f property and help facilitate their goals in conjunction with the of this plan or modify this plan to match mutual goals of the ow City. Focus Area 4 Continued focus on expanding retail and commercial service businesses within the City. One of the topics that came up repeatedly during the public part process was a lack of commercial retail opportunities within the 16 per capita retail sales in La Porte were $1,844 in 2007, which is significantly lower than the neighboring cities of Deer Park ($4,220), Texas C and Baytown ($7,024), and Harris County as a whole ($5,938). Thi that the City could potentially capture a higher level of spendi residents. Although most retail developers have sophisticated approaches fo selection, and are primarily driven by demographics, it is benef 15 Trade Information Center. June 2000. 16 City of La Porte Economic Development Strategic Plan. Confirmed Census Bureau as the most recent year comparable numbers were av 5.17 2. tz Adopted July 20, 2009 PUBLIC HEARING DRAFT SEPTEMBER 20, 2012 relationships with these businesses. As mentioned in the La Port Retail Development: Economic Development Strategic Plan, continued attendance at the Fairmont and Main Street International Conference of Shopping Centers (ICSC) and the ICSCxas Conference and Deal Making Event could provide increased Fairmont Parkway has been developing as the new location to bring future retail shopping opportunities to the City. (or relocation) of some of the Providing incentives to attract retail is already being done. Providing once anchors for Main Street, incentives for retail has its advantages and disadvantages; and including City Hall, the U.S. Post accordingly, only certain cities choose to do it. Though retail Office, and many of the newer improved quality of life, increased tax revenues, and improves t retail businesses. As business property tax base on and/or near the operation, sales collected expanded on Fairmont Parkway, locations are often sent to a headquarters based elsewhere (and in business declined on Main some cases, out of state) and rarely are re-invested to expand t Street. operation or provide above-average wages to local residents. To extent, most retail, but not all, cause local dollars to flow ou Today, there is opportunity to economy. Given the lack of retail opportunities in La Porte, however, it have complimentary retail in is important to pursue additional opportunities for attracting reta both locations. Main Street commercial service businesses to the City. This should include the offers a place well suited for entertainment, fine dining, neighborhood cafes, boutique new construction of retail/commercial office/regional entertainment shopping, and tourist-based businesses. businesses, all in an urban, pedestiran-scaled and walkable Outside of marketing, incentives, and other procedural streamlin environment. On the other measures, the City hand, Fairmont Parkway has -old axiom, developed as an auto-urban commercial corridor, which best set up shop where they are concentrated. Since La Porte serves the automobile and is less is constrained on one side by the bay, and since there is limited area left conducive to pedestrians and for residential development, the City should be smart and strate tourist-based businesses. regard to its zoning and development decisions so that there rem sufficient area for higher quality (and in some cases, higher de Source: City of La Porte Economic Development Strategic Plan; modified residential development. by Kendig Keast Collaborative. Key Planning Considerations Key planning considerations for continuing the focus on expandin other commercial service business include: 1)Analyzing demographic and retail market conditions to determine appropriate market segments for which to provide incentives. 2)Expanding the types of incentives and/or procedural streamlining attract retail and commercial service businesses. Goal 5.6: Increase retail and commercial service business opport through targeted incentives and streamlined permitting. 5.18 Actions and Initiatives 17 1)Consider the use of retail sales tax grants, which are tax rebates based upon a percentage of the sales and use tax received by the City sale of taxable items. The City may also condition the incentive creation of employment, construction of improvements, certain development, continued operations for a specified period of time other public consideration. 2)Undertake a retail market analysis to help identify opportunitie The analysis should include a competition. The outcome of this analysis should be to develop a coordinated economic development strategy comprised of four main elements: retail development, tourism, a convention center (cons with the available space at the soon-to-be-renovated Sylvan Beach Pavilion), and support for industry. Prepare to proactively mark Porte to identified market segments identified in the report. 3)Consider non-cash incentives for stimulation of new development/redevelopment of retail and other commercial service businesses, including such things as: a.Fast-track plan review and permitting (as staff work allows); b.Dedicated inspections; c.Corporate relocation assistance for employees and their families d.Employee recruitment and training, as funded through state grant programs and potentially San Jacinto College; e.Business promotion and assistance; and, f.Assistance with demolition of existing structures for redevelopm and new investment. 4)Implement the recommendations identified in /w¦·;© r [7 ; 7 5;Ý;¦;· as it relates to housing development. This includes such things as encouraging life-cycle housing options in new developm incorporating accessory dwelling units in the zoning ordinance, design standards for high-density residential development, estab average lots size provisions, adding density bonuses, adopting a housing palette, among others, so that there is a sufficient and diverse housing supply (i.e., the rooftops needed to support retail expa). 5)Look for ways to increase dollars available for retail spending. the variables effecting increased retail dollars are number of d (i.e., roof tops), household income, cost of living expenses, an understanding of demographics. 17 Retail sales tax grants are authorized by Section 380.001 of the Government Code. 5.19 2. t| Adopted July 20, 2009 PUBLIC HEARING DRAFT SEPTEMBER 20, 2012 Focus Area 5 Continued commitment to place-based Quality of Life Challenge economic development. One challenge facing local Businesses that do not depend on or need the local and regional governments in their endeavor to infrastructure established for the shipping and container indust accommodate future growth is the ports, state highways, railways and rail yards) will choose ensuring an adequate quality of (or not choose to locate) in La Porte for a multitude of reasons life for area residents and ago, these decisions were primarily related to location and cost businesses. doing businesses. While these are still extremely important, the st business environment in the 21 Century has undergone drastic Public services such as health, changes as the national economy is transitioning from being safety, and education, along with manufacturing-based to service-based. Traditionally, economic amenities such as cultural and development was mostly focused on recruiting businesses to locat recreational opportunities, scenic your community. This approach depends heavily on large incentive such as tax abatements, free land, and reduced costs for infrast. increasingly important factors in While these types of services certainly remain an important part the economic competition among overall business/industry attraction process, most organizations and within regions. this point. Fortunately, these are only the most basic tools in economic development toolkit. Investments and public policies aimed at improving quality of life Nurturing and attracting talent is perhaps the most fundamental appear to have the potential to st for creating long-term sustainable economic vitality in the 21 Century. yield economic benefits by Much of this is due to the changing needs of U.S. employers as t maintaining or improving the goal implies more than workforce development and training. It al live and work. encompasses the idea of recruiting people. Source: 2009-2011 Comprehensive Economic Development Strategy, Gulf As denoted in /w¦·;© decreasing Coast Economic Development District. rate of population growth signifies that the City will not meet expectations established by the H-GAC 2035 Forecast due to limit Attracting Talent areas remaining for residential development, combined with a relatively low-density pattern of development that currently exi National demographic trends, the City today (and is expected to continue in the future). Furt most notably the aging of the 5;m©¦wz- {¦w· (i.e., 40 baby boomers, suggest that to 44 years and younger) are decreasing, while the older cohorts demand for workers may soon 45 to 49 years and older) are increasing in size. This will resuan outstrip supply. As a result, competition for labor is expected sustainable workforce, La Porte should focus on attracting and to increase among companies as retaining younger workers. (see inset) well as communities. Focusing on the development, attraction, and The quality of e retention of talent should, and retain a younger demographic, as well as talent, in general. The therefore, be an important part of quality of schools plays a pivotal role in attracting families a any economic development strategy. employers to an area. The perce major deterrent to moving to a particular community. As such, a Source: Kendig Keast Collaborative. community cannot afford to ignore its public schools. Higher edu 5.20 also plays a pivotal role. Not only must employers be assured of educated and skilled workers, but talented individuals are often places that offer access to higher education and related ameniti result, it is imperative that the City remains supportive of La Independent School District (La Porte ISD) and San Jacinto Colle the City remains a more attractive option for new residents and Increasingly, companies rely on the skills and talent of their w retain or gain a competitive advantage. Only recently have emplo discovered that one way to tap into talented workers is by locat operations in communities with a strong sense of place. This is communities offering a multitude of amenities are the ones attra While housing, entertainment, culture, recreation, retail, and employm In La Porte, the same assets that make it a desirable tourism ann destination enhance its quality of place. The historic Main Stre to Sylvan Beach and the bay front, and the recently constructed trail system are attractive to residents and visitors alike. For this reason, as the City supports projects to revitalize Mai greater Downtown area, and Sylvan Beach; improve its physical ap and expand the number of choices available, marketing these oppo is of the utmost importance. Increasing the number of visitors to expanding the population of La Porte is a necessary component of an enhanced quality of place. Key Planning Initiatives Key planning considerations for continuing to commit to place-ba economic development include: 1)Strengthening partnerships with San Jacinto College as a means t conditions. 2)Developing a targeted tourism and internal / external marketing strategy. 3)Facilitating infrastructure improvements to enhance community livability. Goal 5.7: investing in the community and making La Porte an attractive pla and work. Actions and Initiatives 1)Develop collaborative programs with engineering, business, and o projects that aid in the betterment of the community. Examples o 5.21 2. ut Adopted July 20, 2009 PUBLIC HEARING DRAFT SEPTEMBER 20, 2012 design and planning, student consulting projects for area busine the City, internship programs with local employers, and communit service programs such as Habitat for Humanity or the Keep La Por Beautiful Program. 2)Support the creation of a program designed to retain San Jacinto graduates and attract alumni. This program should involve the Ci Jacinto College, the Chamber of Commerce, and the La Porte Econo Development Corporation. The program could include scholarships place graduates with area employers and provide incentives for t remain in La Porte after graduation. The program should also inc marketing component to establish and maintain communication with San Jacinto College alumni to keep them informed of changes, and opportunities and benefits of living in La Porte. This can be ac other people with ties to La Porte. 3)Strengthe much wider role in the community as an economic development asse The City should explore ways it could partner with the college t carry out its goals and mitigate its challenges. In addition, th Pedestrian Improvements Can should work to enhance San Jacinto Colleges student experience by Improve the Economic encouraging improved pedestrian infrastructure around the colleg Bottomline for Local Businesses and supporting programs that promote student involvement in the community (see inset). Utilizing representatives from San Jacint College as a featured speaker at the Main Street Morning Brew is good beginning point for improving this relationship. 4)Develop a coordinated tourism strategy that goes beyond trying to attract visitors to the area, as this is not sufficien the tourism strategy should by local businesses, so that the full economic benefit can be re by the City and area businesses. In coordination with area partn (e.g., the La Porte Bay Area Heritage Society), the City should In the City of Lodi, California, a series of public-private pedestrian- attract visitors, a retail strategy that provides outlets for vi oriented projects were completed spend money, and a marketing plan that effectively targets those along five street blocks (including groups who are likely to come to La Porte. widening sidewalks, bulb-out 5)Implement the recommendations identified in /w¦·;© r intersections, and other [7 ; 7 5;Ý;¦;· as related to continued investment in improvements) and were credited Main Street, Sylvan Beach, bayfront, and the Downtown area, for a large economic turnaround. including establishing connections between the bayfront and the Vacancy rates dropped from 18 to Downtown area, developing a Downtown master plan, revising six percent and upon completion, regulatory provisions to ensure a strengthened urban character, the City saw a 30 percent increase in facilitating additional housing choice (e.g., residential over r Downtown sales tax revenue. units), and continued pursuit of public/private bayfront Source: Alliance for Biking and Walking. development projects. Photos Source: LODI.Com 6)Implement the recommendations in /w¦·;© r [7 ; 5.22 7 5;Ý;¦;· as related character and appearance overall livability. 7)Implement the recommendations in /w¦·;© r /Òz·ä a,zz·ä as related to sidewalk and trail improvements. 8)Continue to pursue infrastructure and facility improvements on M Street and at Sylvan Beach. For Main Street, the City should bui the recent gateway and Five Points Town Plaza improvements to implement other pedestrian Sylvan Beach Pavilion improvements along the entire length of Main Street. For Sylvan Beach, the City should build off of the recent beach re-nourishment project and planned renovation of the Sylvan Beach Pavilion to determine other projects that will have a similar economic impact in these areas. These types of s can be significant economic development generators for the City (see inset). 9)Continue to sponsor festivals and events in Downtown and other parts of the City, including Christmas on Main Street, The La Porte by the Bay The Sylvan Beach Pavilion restoration project, like s Day concert, and Art Walk other historic preservation projects, may yield (see inset ), among others. significant economic development benefits for a 10)Promote Main Street as the primary entertainment community. Below are a few of the benefits: and retail destination for residents, students, and Historical designations improve property values tourists. Downtowns are typically the lifeblood of a Incentives for historic properties attract community, where residents, employees, and reinvestment tourists can be seen walking, shopping, entertaining, Historic building rehabilitation rebuilds Texas and dining. The recent improvements made along communities Main Street are a good start, but there are still significant improvements to be made. Preservation of historic properties creates jobs 11)Once the Sylvan Beach Pavilion is renovated, utilize 18 its historic status as part of an overall marketing History museums draw tourists and economic strategy for weddings, dances, and other community vitality to communities events (see inset). Historic preservation activities can Revitalization of Texas Main Street cities makes also have a significant imp good business sense 19 development and overall livability. Additionally, continued support for implementing the Source: Pavilion 18 The Sylvan Beach Pavilion is individually listed in the National Places (NRHP), as well as designated as a Recorded Texas Historic Landmark (RTHL), and a State Archeological Landmark (SAL). Letter from the Texas Commission. 11/15/11. 19 The Center for Urban Policy Research at Rutgers University, Texa and The LBJ School of Public Affairs at the University of Texas at Austin. Hi Preservation at Work for the Texas Economy. 1999. 5.23 2. uv Adopted July 20, 2009 PUBLIC HEARING DRAFT SEPTEMBER 20, 2012 recommendations found in the San Jacinto Historic District Corri Standards Report can help to bring in tourism dollars. 12)Maximize the recent improvements to Seabreeze Park and Sylvan Be by incorporating the City-owned property into an overall bayfron experience for the citizens of La Porte. 13)Fully implement the economic development internal and external marketing campaign envisioned in the La Porte Economic Developme Strategic Plan. build consensus for a primary theme/message to market La Porte t will be shared by all community development, economic developmen ed organizations. As with all successful marketing, it is critical to identify target audiences and to focus efforts on th primary target audiences for La Porte should be: a.Local and regional business leaders who can influence business location and other investment decisions; b.Key allies, such as state and regional economic development organizations; c. d. The most important target audience for La Porte should be the pe and businesses who are already invested (either financially or emotionally) in the community (e.g., the Main Street Business Al They are also the ones who represent La Porte on a daily basis i business and personal interactionsboth regionally and nationally. A sustained internal marketing campaign should be undertaken to generate and promote a positive image of La Porte. This includes publication. Making sure that existing residents and local busin leaders have a positive image of the community is critical to th of any external campaign as these are the people who can best te La Porte story to the outside world. La Porte needs to set itself apart from the competition througho region. The most effective marketing strategies are those that p specific initiatives and opportunities. In other words, the vari audiences must be swayed by the message that their interests can maximized by investing social and economic capital in La Porte. 14)To compensate for the closed w; .äw©; {Ò newspaper, the City should continue to pursue additional media opportunities to ensu residents are kept fully abreast of local government news. 5.24 I MPLEMENTATION C6 HAPTER N 3®¯¹N¶²§´N¹«º¹N¬µ¸º®N§N¼¯¹¯µ´N§¹NºµN®µ½N+§N/µ¸º«N¹®µ»²ªNª«¼«²µ¶N 2001 vs. 2012 Plan Comparison µ¼«¸Nº®«N´«¾ºNusN¿«§¸¹NN§´ªN¨«¿µ´ª NN6¯º®Nº®«N¼¯¹¯µ´N¯´N¶²§©« Nº®«N ©µ³³»´¯º¿N³»¹ºN´µ½Nª¯¸«©ºN¯º¹N¸«¹µ»¸©«¹Nµ¬Nº¯³«N§´ªN³µ´«¿NºµN 2001 2012 Update ¶²§´N¯³¶²«³«´º§º¯µ´ N$§©®Nµ¬Nº®«Nµ§²¹ N§©º¯µ´¹ N§´ªN¯´¯º¯§º¯¼«¹ Ch. 13, Implementation Ch. 6, Implementation ¯ª«´º¯¬¯«ªNº®¸µ»®µ»ºNº®¯¹N¶²§´N³»¹ºN¨«Nº»¸´«ªN¯´ºµN¹¶«©¯¬¯©N ¶¸µ¸§³¹ N¯´¯º¯§º¯¼«¹ N§´ªCµ¸N´«½N¹º§´ª§¸ª¹ N3®¯¹N©®§¶º«¸N «¹º§¨²¯¹®«¹N¶¸¯µ¸¯º¯«¹N§´ªN¹«º¹N¬µ¸º®N§N¶¸µ©«¹¹NºµN«´¹»¸«Nº®«N¶² ¯³¶²«³«´º«ªN§´ªN±«¶ºN©»¸¸«´ºNµ¼«¸Nº¯³« N 6.1 Introduction Implementation is a team effort, requiring the commitment and le of elected and appointed officials, staff, residents, business a and other individual and collective influences that will serve a this plan. This includes close coordination and joint commitment regional, and state partners that significantly impact the futur of La Porte, including: Harris County; Texas Department of Transportation (TxDOT); Port of Houston Authority, and the Barbours Cut and Bayport Term Battleground, Bayport, and South La Porte Industrial Districts; La Porte Independent School District (La Porte ISD); La Porte Economic Development Corporation; La Porte Redevelopment Authority; Bay Area Houston Convention & Visitors Bureau; La Porte-Bayshore Chamber of Commerce; San Jacinto College; Main Street Business Alliance; and, Other organizations, agencies, and groups. 6.1 REVISED DRAFT SEPTEMBER 20, 2012 Each chapter of this plan outlines specific issues to be address what is envisioned by community residents. In response are a lar of recommended actions that relate to regulatory changes, progra initiatives, and capital projects. While these recommendations a comprehensive and intended to be accomplished over the 20-year h this plan, near-term strategies must be put in place to take the toward implementation. These strategies must then be prioritized decisions as to the sequencing of activities, the capacity to fu initiative, and the ability to obligate the necessary funding. T top priorities and viewed as feasible in the short term are placed year action plan. In addition to implementing these targeted str broader policies set forth by the plan text and maps may be used decisions related to the physical and economic development of th community. The purpose of this chapter is to integrate the elements of the provide a clear path for sound decision making. This chapter out organizational structure necessary to implement the plan, strate directions and priorities for implementation, and a process for evaluation and appraisal of the plan to ensure it is kept releva 6.2 Methods and Responsibility for Implementation To be successful, the City should utilize this plan on a daily b should be integrated into ongoing governmental practices and pro The recommendations should be referenced often and widely used t decisions pertaining to the timing and availability of infrastru improvements; proposed development/redevelopment applications; z change requests; expansion of public facilities, services, and p annual capital budgeting, among other considerations. Each Councilman, staff person, and member of boards, commissionsr committees has an obligation to use this plan in guiding their d plan is designed to guide the growth and economic development of community. It is intended to guide staff of all departments in managing their individual activities, annual work programs, and capital p The primary means of implementation include: Amendment of current and preparation of new land development regulations to ensure a quality and character of development that development ordinances, in particular, should be re-written to improve use compatibility, conserve natural resources and open space, preser character and integrity of neighborhoods and valued areas, impro efficiency of facility and service provisions, and contribute to responsible pattern of urban growth. 6.2 Formation of policies, directly and indirectly, through recommendations by City staff, the Planning and Zoning Commission, other boards, decisions of the City Council. As new development/redevelopment Council, must abide by the policies and recommendations of this The text of this plan, coupled with the future land use, beautif, and thoroughfare plans, provides the requisite guidance for achi what has been envisioned by the residents and stakeholders of th community. Regular updating of a capital improvement program (CIP); a five-year plan identifying capital projects for street infrastructure; wat wastewater, and drainage improvements; park, trail, and recreati facility provisions; and other public buildings and municipal se These capital improvements must be coordinated with the objectiv this plan and implemented consistent with the future land use, beautification, and thoroughfare plans, and other relevant plans Identification and implementation of special projects, programs, initiatives to achieve organizational, programmatic, and/or developmental objectives. These may include further studies, det area plans (individual neighborhoods or special districts), or i expanding upon key City programs. These tend to be more manager function, which may support or influence physical improvements o enhancements, but themselves focus on community betterment. 6.3 Plan Administration maintain a commitment for its ongoing, successful implementation. committees, and organizations, will have essential roles in impl plan and, thus, ensuring its success. Education and Training Due to the comprehensive nature of this plan update, it is neces conduct individual training workshops with the Planning and Zoni Commission, City Council, and City department managers, as well the other boards and committees who have a role in plan implemen These are the groups who, individually and collectively, will be for implementation. The importance of their collaboration, coord communication cannot be overstated. The training initiative shou Discussion of the roles and responsibilities of each individual commission, board, or committee and their function in the organi A thorough overview of the entire plan, with particular emphasis segments that most directly relate to their charge. Implementation tasking and priority setting, allowing each group establish their own one-, two-, and five-year agendas in coordin with the strategic agenda of the Mayor and City Council. 6.3 2. v Adopted July 20, 2009 REVISED DRAFT SEPTEMBER 20, 2012 Facilitation of a mock meeting to exhibit effective use of the p policies and recommendations. A concluding question-and-answer session. Role Definition The City Council will assume the lead role in implementing this chief responsibility is to decide and establish the priorities a by which each action will be initiated and completed. In conjunc City Manager, they must manage the coordination among the variou also responsible for the funding commitments required, whether i capital outlay, budget for expanded services, additional staffin studies, or programmatic or procedural changes. The hierarchy and roles of implementation are as follows: City Council Establishes overall action priorities and timeframes by which ea of the plan will be initiated and completed. Considers and sets the requisite funding commitments. Offers final approval of projects/activities and associated cost the budget process. Provides direction to the Planning and Zoning Commission and the management and staff. Planning and Zoning Commission Recommends to City Council an annual program of actions to be implemented, including guidance as to the timeframes and priorit Prepares an Annual Progress Report for submittal and presentatio the Mayor and City Council. Ensures decisions and recommendations presented to the City Coun This relates particularly to decisions for subdivision approval, review, zone change requests, ordinance amendments, and annexati Ensures that the plan influences the decisions and actions of ot boards and committees. City Departments and Plan Administrator All departments are responsible for administering this plan, spe relates to their function within the organization. Many departme involved in the plan development process and are, therefore, fam content and outcomes. They must now be enrolled as implementers ensure their budgets and annual work programs are in line with t Planning Director will serve as the Plan Administrator and will role in coordinating among the various departments. 6.4 Intergovernmental Coordination Increasingly, jurisdictions are acknowledging that issues are re than local, in nature. Watersheds and other ecosystems, economic conditions, land use, transportation patterns, housing, and the growth and change are issues that cross the boundaries of the co and impact not only La Porte, but also Harris County and each of adjacent communities. As a result, the economic health of La Por reliant upon the county and neighboring communities, meaning tha success of one is largely dependent on and, thus, responsible fo of the other. Perhaps of greatest importance to the effective implementation o is recognition that all levels of government and the private sec participate. For example, the idea of improving the overall appe corridors in the City, for instance, will not be effective witho coordination of the Texas Department of Transportation (TxDOT), County, and in large part, the private sector as new development redevelopment occurs along these corridors. Strong intergovernmental cooperation will also be instrumental i implementation of this plan. Each of the governmental agencies s common interests and goals, including enhancing economic develop and providing for quality housing, services, and infrastructure goals can be more effectively achieved through mutual cooperatio coordination. Recommended Strategies for Intergovernmental Cooperation Create an intergovernmental planning advisory council, which sho include representatives from different entities and agencies inc the City, Harris County, Economic Development Corporation, La Po ISD, San Jacinto College, Port of Houston Authority, the industr districts, and others. The council should meet quarterly to cons act on projects and initiatives that are of mutual interest and Develop agreements with La Porte ISD to address potential joint acquisition of park land, improvement and maintenance of land an facilities, and use and management of areas and buildings. This also include a joint agreement to construct and operate a natato 6.4 Implementation Strategies Shown in Table 6.1, Summary Action Plan, are the key strategies for implementation, with more detail found within the individual pla These strategies highlight the steps to be taken by the City, of coordination with other jurisdictions, organizations, or agencie designed to be kept up-to-date and used on an annual basis as part of the regular review process. Projects should be further prioritized i action plan. Each year, the projects that are substantially com 6.5 2. x Adopted July 20, 2009 REVISED DRAFT SEPTEMBER 20, 2012 be removed, with the corresponding years advanced one year and a year of programmed actions added. In this way, this table may be ongoing basis and provided to the City Council to keep them appr progress of implementation. Table 6.1, Summary Action Plan Priority Primary Action Items Chapter Reference Highest Priority Actions (in order of priority) Streamlined Permitting Process. Study existing development processes and regulations to determine a plan of action to resolve issues 1 compromising the integrity of the process or enforcement of esta regulations. This also could include such things as fast-track permitting, assistance with demolition of structures, etc.. Public Safety Improvements. Continue to support an excellent system of public safety services. In addition, consder: expanding police, fire, and EMS personnel concurrent with popula growth; 2 constructing a new animal shelter; establishing a formalized replacement and procurement program fo vehicles and major equipment; and, providing adequate funding for training and community education programs. Neighborhood Improvement Program. Develop a formalized neighborhood improvement program that ensures the quality of exi neighborhoods are maintained or improved over time. This would i additional planning (e.g., facilitating the development of 3 neighborhood plans) and technical support; development of a target-area community investment fund; streamlined regulations and processes (focsed to faciliate and incentivize reinvestment); and, development of an advocacy-based code enforcement program. Business Retention and Expansion Program. Improve efforts to maintain 4 relationships with existing businesses in order to determine pub strategies to overcome challenges or facilitate plans of expansi Continued on next page. 6.6 Table 6.1, Summary Action Plan Continued. Priority Primary Action Items Chapter Reference Highest Priority Actions (continued in order of priority) Park and Trail System Improvements. Improve the existing quality of existing parks and recreation areas through: adopting and implementing a parks-to-standard program; master planning for all new/revitalized park development; increasing the diversity of amenities; 5 improving accessibility and connectivity; establishing an on-line registration system for programs; adding neighborhood and community parkland in areas of need and concurrent with population growth; and completing the trail system p. Market Retail Analysis. Undertake a market retail analysis separately or in 6 coordination with an update to the Economic Development Strategi Infrastructure Improvements. Continue to implement the and Drought Contingency Plan. In addition, consider the followin completing the geographic information systems (GIS) utility mapp database; 7 conducting a system-wide condition analysis of all utility infra to determine an appropriate short- and long-term plan of action repair, rehabilitate, or replace existing utility infrastructure identifying and eliminating any dead-end water mains; and, studying to identify expanded opportunities for reuse of wastewat Unified Development Code / Modification of Regulatory Provisions Prepare a Unified Development Code (UDC) to ensure an effective from comprehensive plan to the implementing regulations. Modifie provisions should include,but not be limited to: building placement, design, and materials; 8 parking lot, streetscape, and foundation landscaping; screening, lighting, and buffering; lot design and open space; street and pedestrian connectivity and access management; and, sidewalk design, placement, and amenities. Continued on next page. 6.7 2. z Adopted July 20, 2009 REVISED DRAFT SEPTEMBER 20, 2012 Table 6.1, Summary Action Plan Continued. Priority Primary Action Items Chapter Reference Highest Priority Actions (continued in order of priority) Downtown Master Plan. Prepare a master plan for the Downtown area, including Main Street and Sylvan Beach, the connections between, transition to adjacent areas. This includes: setting a clear and collectively supported vision; 9 determination of implementation framework to guide new/ reinvestment; and, coordinating with previous work completed on marketing and branding. Drainage Improvements. Continue to implement the recommendations identified in the Citywide Drainage Study. In addition, consider: designing and constructing all future/redeveloped flood control 10 on-site drainage proejcts as community enhancements and/or recreational amenities; and, encouraging vegetative buffers along stream and other drainagewa Coordinated Tourism Strategy. Develop a coordinated tourism strategy to 11 Business Parks. Proactively zone and market areas for higher quality 12 business parks for those areas identified on the Map 2.6, Future Land Use Plan. Business Incubator. Establish a small business incubator site within the City in coordination with San Jacinto College Small Business Dev 13 Center (SJC SBDC). Priority consideration should be given to loc site in Downtown or near San Jacinto College. Safe Sidewalks Program. Prepare a safe sidewalks program to identify 14 and correct unsafe and poorly maintained sidewalk segments at ke locations throughout the community. Continued on next page. 6.8 Table 6.1, Summary Action Plan Continued. Priority Primary Action Items Chapter Reference Highest Priority Actions (continued in order of priority) Increasing Sustainability. sustainability, including: reaching the identified per capita water reduction targets; pursuing third-party certification (e.g., LEED-NC®) for design a construction of all new municipal projects; 15 offering tax abatement incentives for private-sector development registered with LEED or other similar sustainable design and construction programs; utilizing drought resistent landscaping for public improvement projects and providing incentives for private sector projects; a establishing community drop-off recycling locations in each park the short-term and curbside recycling in the long-term. Strategic Corridors Program. Develop a strategic corridors program to 16 direct aesthetic and infrastructure improvements for those corri identified on a¦ ur .;Ò·zEz-·z t. Mid- to Long-Term Priority Actions (requires further prioritization in subsequent years) Community Enhancement. Partner with the Texas Department of Transportation (TxDOT) and the county to enhance the appearance existing corridors, gateways, interchanges, and bridges, as depi Map 2.2, Beautification Plan. This could include: strengthening ordinance 1501-II; developing corridor enhancement plans for the primary and secondary corridors identified on a¦ ur .;Ò·zEz-·z t; partnering with area partners to determine other strategies for improvement of the corridors; and, implementing a comprehensive wayfinding program. Scenic Texas Certification. Continue to make necessary improvements to achieve certification through the Scenic City Certification Prog sponsored by Scenic Texas. Continued on next page. 6.9 2. | Adopted July 20, 2009 REVISED DRAFT SEPTEMBER 20, 2012 Table 6.1, Summary Action Plan Continued. Priority Primary Action Items Chapter Reference Mid- to Long-Term Priority Actions (requires further prioritization in subsequent years) Revitalization Program. Develop a comprehensive revitalization program for those areas identified on Map 2.1, Rehabilitation Target Areas. This program should include: a detailed public participation process; the development of revitalization plans; and, remove regulary impediments to infill development, redevelopment and revitalization. Existing Street Connectivity Improvements. Work with public and private stakeholders to determine a plan of action and funding source to the additional connections on existing streets as identified on Map 4.1, Thoroughfare Plan. Signal Warrant Studies. Conduct signal warrant studies to determine if signals are warranted at the terminus of roads traversing and bo the Lomax Area and along Fairmont Parkway and Spencer Highway. Access Management Studies. Conduct access management studies along corridors of concern to identify and evaluate Transportation Sys Management (TSM) measures to enhance the capacity of the existin street system. Complete Streets Policy. Adopt a Complete Streets policy and commit to implemeting it during all new development/redevelopment projects Expand Mass Transit Availability. Coordinate with area partners to determine the feasibility of additional bus stops and routes to increased ridership over time. Improved Mass Transit Quality. Improve the quality of each dedicated bus stop located within the City (e.g., installation of all-weather shelters, benches, ADA accessibility, online transit arrival information, Summer Youth Pass Program. Coordinate with the Harris County Office of Transit Services (and other partners) to implement a Summer Yout Program for high school-aged children to have unlimited access during the summer. Source: Kendig Keast Collaborative. 6.10 Table 6.1, Summary Action Plan Continued. Priority Primary Action Items Chapter Reference Mid- to Long-Term Priority Actions (requires further prioritization in subsequent years) Airport Master Plan. Update the Airport Master Plan which should include an: an operations plan; updated facilities and development plan; economic development strategy; and, overall site and landscape improvement plan. Facilitate Industry Clusters. Assess local conditions to determine favorable conditions for identified industry clusters. This includes: identifying appropriate clusters; and, conducting surveys, interviews, and focus group discussions. Logistics Park. Facilitate discussion with the Union Pacific Railroad (and others) to develop a special logistics park in the vacant area b State Highway (S.H.) 225 and S.H. 146 and adjacent to the existi This could include the creation of a general-purpose Foreign Trade Zone and development of special rail sidings into the proposed park. Source: Kendig Keast Collaborative. 6.5 Plan Amendment This plan must remain flexible and allow for adjustment to chang Plan Amendments time. Shifts in political, economic, physical, and social condit other unforeseen circumstances will influence the priorities of Minor Amendment community. As growth continues, new issues will emerge, while ot Similar to what occurred in may no longer be relevant. Some action statements may become les 2005, City Staff should under practical, while other plausible solutions will arise. To ensur take another minor update continues to reflect the vision and remains relevant and viable revision sometime around 2015- time, the plan must be revisited on a routine basis, with regula 2016. amendments and warranted updates. Major Amendment Revisions to the plan are two-fold: minor plan amendments shoul By 2020-2021, the City should occur bi-annually and more significant updates handled every fiv undertake a complete rewrite of Minor amendments may include revisions to the future land use, this plan. beautification, or thoroughfare plan as the development/redevelopment pattern unfolds and enhancement 6.11 2. tt Adopted July 20, 2009 REVISED DRAFT SEPTEMBER 20, 2012 projects get implemented. Major updates will involve reviewing t conditions and growth trends; re-evaluating the goals, policies, recommendations; and formulating new ones in response to changin and priorities. Annual Progress Report A progress report should be prepared annually by the Planning an Commission, with the assistance of the Plan Administrator, and p the Mayor and City Council. This ensures that the plan is regula and modifications are identified for the minor plan amendment pr an essential part of this effort. The Annual Progress Report should include: 1)Significant actions and accomplishments during the past year, in the status of implementation for each programmed task. 2)Implementation constraints, including those encountered in administering the plan and its policies. 3)Proposed amendments that have come forward during the course of year, which may include revisions to the plan maps, or other recommendations, policies, or text changes. 4)Recommendations for needed actions, programs, and procedures to developed and implemented in the forthcoming year, including a recommendation of projects to be included in the CIP, programs a initiatives to be funded, and priority coordination needs with p private implementation partners. Bi-annual Amendment Process Plan amendments should occur on a bi-annual basis, allowing prop changes to be considered concurrently so that the cumulative eff understood. The proposed amendment must be consistent with the g and policies set forth in the plan. Careful consideration should to guard against site-specific plan changes that could negativel adjacent areas and uses or detract from the overall vision and c the area. Factors that should be considered include: 1)Consistency with the goals and policies of the plan. 2)Adherence with the future land use, beautification, thoroughfare economic development, and parks and trails plans. 3)Compatibility with the surrounding area. 4)Impacts on infrastructure provision. 5)Impact on the ability to provide, fund, and maintain adequate se 6)Impact on environmentally sensitive and natural areas. 7)Contribution to the vision of the plan and character of the comm 6.12 Five-Year Update/Evaluation and Appraisal Report Similar to the process that was undertaken in 2005, City Staff s undertake a more comprehensive evaluation in about five years. should be prepared by the Plan Administrator, with input from va departments, Planning and Zoning Commission, and other boards an committees. The report involves evaluating the existing plan and how successful it has been in implementing the vision and goals. purpose is to identify the successes and shortcomings of the pla what has changed, and make recommendations on how the plan shoul modified. The report should review baseline conditions and assum about trends and growth indicators, and it should evaluate imple potential and/or obstacles related to any unmet goals, policies, recommendations. The result of the evaluation report will be a r Comprehensive Plan. More specifically, the report should identify and evaluate the f 1)Summary of plan amendments and major actions undertaken over the last five years. 2)Major issues in the community and how these issues have changed time. 3)Changes in the assumptions, trends, and base studies including t following: a.The rate at which growth is occurring relative to the projection forward in the plan. b.Shifts in demographics and other growth trends. c.The area of land that is still remaining vacant and its capacity meet projected demands. d.Citywide attitudes and whether changes necessitate amendments to the vision and goals. e.Other changes in the political, social, economic, or environment conditions that dictate a need for plan amendment. 4)Ability of the plan to continue to successfully implement the vi a.Individual statements or sections of the plan must be reviewed a rewritten to ensure that the plan provides sufficient informatio direction to achieve the intended outcome. b.Conflicts between goals and policies that have been discovered i the implementation and administration of the plan must be resolved. c.The action agenda should be reviewed and major actions accomplished should be highlighted. Those not accomplished shou be re-evaluated to ensure their relevancy and/or to revise them appropriately. d.The timeframes for implementing the individual actions should be re-evaluated. Some actions may emerge as a higher priority given new or changed circumstances, while others may become less important. 6.13 2. tv Adopted July 20, 2009 REVISED DRAFT SEPTEMBER 20, 2012 e.Based upon organizational, programmatic, and procedural factors, well as the status of previously assigned tasks, the implementat task assignments must be reviewed and altered to ensure timely accomplishment. f.Changes in laws, procedures, and missions may impact the ability achieve the goals. The plan review must assess these changes and their impacts on the success of implementation, leading to any suggested revisions in strategies or priorities. 6.14 FC UTURE ONSIDERATION C OF HARACTER-BASED P LANNING APPENDIX A One of the ways to improve community - Why should Community Character be Considered in La approach to zoning and land development, which Porte? offers many benefits (see inset on next page) when compared to a conventional approach like The community character approach offers many benefits including: Comprehensive Plan update recommends the City the ability to determine and realize the intended consider in the future to transition to a character- character of future development; based approach to planning. The remainder of an increased assurance as to quality development this chapter provides guidance for if and when outcomes; that transition might be undertaken. improved compatibility within and between districts; attraction of highly-skilled workers and high-tech Community character goes beyond typical businesses; categorization of the functional use of land such potential premium to the value of housing; as residential, commercial, and industrial to increased design flexibility to protect natural resources and valued open space; account, as well, for the physical traits one can fewer zoning map amendments and thus, streamlined approval; increased certainty in the development process; ability to better plan for infrastructure needs; A character-based approach focuses on the mixed use projects on a by-right basis; and development intensity, which encompasses the buffering that is commensurate with the level of impact density and layout of residential development; on adjacent and abutting properties. the scale and form of non-residential development; and the amount of building and Source: Kendig Keast Collaborative. pavement coverage (i.e., impervious coverage) relative to the extent of open space and natural vegetation or landscaping. This applies both on individual devel and across entire areas. It is this combination of basic land us characteristics of such use that more accurately determines the A.1 PUBLIC HEARING DRAFT SEPTEMBER 20, 2012 compatibility and quality of development, as opposed to land use instance, both Main Street and Fairmont Parkway have restaurants same use); however, when patronizing a restaurant along Main Str encounters a more pedestrian-friendly environment with sidewalks streets, buildings brought mostly to the street, and on-street parking. In contrast, when patronizing a restaurant along Fairmont Parkway, encounters a more auto-oriented environment where there are no s (or they are sporadic) and buildings are set back behind off-str (see inset on next page for an example of the same residential u three different characters). Key Planning Considerations 1)Amending the zoning ordinance to repurpose and recalibrate its d and standards to reflect their intended community character outc GOAL 1: Implementing a Same Use; Different Character character-based approach to planning by refocusing the zoning ordinance to emphasize the character intent and form of development in appropriate zoning mixed use districts. originally adopted in the 1980s and is based on a conventional (Euclidean) approach to zoning one that focuses on land use and minimum area standards. As part of the implementation of this comprehensive plan update, it is recommended that the City While the use is the same, the character of these individual developments is consider at some time in the much different by way of lot sizes, setback, street configuratio future to repurpose and density and spacing of development. The character may again chan recalibrate the zoning and should the center property develop. The value of a character-based zoning development ordinances to system is a preservation of character and hence property values. This place emphasis on the character segment along N. P Street features three adjacent areas develope of development (without placing single-family residential use, but each exhibiting a much different as much emphasis on land use). characterAuto-Urban on the left, Rural in the middle, and Suburban on While use should remain a the right. These character types are elaborated later in this ch secondary consideration, the Source: Kendig Keast Collaborative. density/intensity and design of development is of much greater importance if the City is to enhance its character. (see inset) A.2 2. u Adopted July 20, 2009 PUBLIC HEARING DRAFT SEPTEMBER 20, 2012 Actions and Initiatives 1)Consider revising the district purpose statements to define the character of the district, rather than general use types. For in purpose of the R--density, single- the district is suburban in nature, characterized by a balance b the landscape and buildings, which may be large lots or smaller clustered around public open space. Open space and low imperviou surface ratios characterize the built environment. 2)Consider recalibrating the density and open space ratios of each district and revise the dimensional standards to reflect the int character. For instance, the setbacks and lot widths and coverag vary by character, with small setbacks and higher coverage for neighborhoods of an urban character and larger setbacks and lowe coverage for suburban and rural neighborhoods. 3)Consider identifying established neighborhoods with cohesive cha and community identity and create neighborhood conservation dist to protect and promote the existing neighborhood feel. In additi allow for reasonable improvements in these existing neighborhood without cumbersome variance procedures. Include by-right standar making improvements to buildings to ensure that they remain in character with the neighborhood and do not adversely impact the and enjoyment of neighboring properties. 4)Consider transitioning the existing Planned Unit Development (PU regulations to a Planned Development (PD) option available in ce districts in order to mix different housing types. This by-right allows the density and open space standards to be clearly define reflect the intended character. A housing palette should be util clearly specify the minimum lot areas and dimensions, setbacks, heights, and maximum building coverage for each dwelling unit ty These new PD provisions would include explicit density and open standards together with provisions for permitted and limited use housing diversity, dimensional criteria, residential and nonresi development standards, open space and recreation design, subdivi layout and design, street configurations, and bufferyards and tr thereby allowing them as a by-right option rather than through a discretionary approval process. 5)Consider reviewing and revising the lists of permitted and condi uses in each district. The current districts are cumulative mean single family dwellings are permitted in both low and high densi districts. The permitted uses in the commercial district are bas use function rather than their scale or design character. By way example, the neighborhood commercial district allows drugstores, places, and grocery stores with limitations of scale or other de parameters to ensure a character that is compatible with the adj neighborhood. A.3 2. v Adopted July 20, 2009 PUBLIC HEARING DRAFT SEPTEMBER 20, 2012 6)Consider adopting a housing palette that includes dimensional standards for each of several housing types. The purpose of the palette is to ensure the character (size, spacing, scale) of each housing type in a neighborhood or mixed housing development, such as a mixed use center or traditional neighborhood development (THD). 7)For the purposes of procedural streamlining and to better focus the appropriate locations of uses, consider restricting the types and numbers of allowable conditional uses. For those uses with performance standards, make them a limited use whereby they are administratively permitted subject to written standards. 8)Consider amending the ordinance to include bufferyard Flexible bufferyards ensure that the scale of provisions for ensuring improved compatibility between the bufferyard is commensurate with the adjacent areas of different character. The bufferyards must intensity and/or proximity (i.e., the character) of adjacent uses. In addition, a flexible vary according to the intensity of abutting development, bufferyard approach would provide multiple with a range of options (including combinations of buffer options (i.e., landscaping only, landscaping width, plant density, earthen berms, and fencing) to meet a and berm, or landscaping and fence specified standard of opacity. This would provide adequate structure) to achieve the same level of buggering of adjacent uses as well as street corridors. The compliance, while providing the developer existing provisions only specify a 25 foot buffer between with flexiblity to implement the one that is multi-family and single family residential developments most appropriate for their site and project. without any specification as to the type of density of landscaping. (see inset) Source: Kendig Keast Collaborative. 9)Consider establishing a minimum open space ratio (OSR) within residential development and landscape surface ration (LSR) within nonresidential development. The ratios will according to the character of the district. These areas will pro buffering and shade, accommodate recreational amenities, and pro needed space for stormwater detention. A.4 2. w Adopted July 20, 2009 PUBLIC HEARING DRAFT SEPTEMBER 20, 2012 Below details potential future character districts that could be if the City transitions to a character-based approach to plannin The Rationale of Character-Based Land Use Districts A character--based system in that each of the above developments may be permitted in the same land use (or zoning) d system would require each of these to be in separate districts e impacts (e.g. traffic, utility demands, etc.) are the same. In t house may be different the character remains the same. This is s open space measures to control and ensure the intended character. The density and open space controls may hold the density constant (density neutral) or may allow a b open space and resources or to achieve other community objective Source: Kendig Keast Collaborative. &´³´±¤ #§ ± ¢³¤± $¨²³±¨¢³² Rural Rural. This designation is for areas with large acreages (scattered homesteads and pasture land) and very large lot developments (se may also include clustered residential development that is offse percentage of open space on the overall tract. Rural character i found in areas on the fringe of the City where infrastructure (i gutter, sewer, etc.) may be less intensive than other areas of t character typically exhibits: Wide open landscapes, with no sense of enclosure, and the views horizon are unbroken by buildings. Structures are in the background or invisible entirely as they blend into the landscape. Very high open space ratios and very low building coverage. Greater building separation providing privacy and detachment fro neighboring dwellings. Much greater reliance on natural drainage systems. A more pleasant environment for walking and biking, especially f street trail systems. A.5 2. x Adopted July 20, 2009 PUBLIC HEARING DRAFT SEPTEMBER 20, 2012 Suburban Residential. This designation is for areas that include detached Suburban Residential residential dwellings (see inset); planned developments (to prov housing types, e.g., attached residential, with increased open s Suburban Residential character typically exhibits: A high degree of open space maintained on the site. Larger lot sizes to allow for larger front yards and building se Greater side separation between homes. Less noticeable accommodation of the automobile (especially wher driveways are on the side of homes rather than occupying a porti the front yard space, and where garages are situated to the side of the main dwelling). In some case, Suburban Residential can accommodate smaller lot s exchange for greater open space, with the additional open space devoted to maintaining the Suburban character and buffering adja properties. Auto Urban Residential. This designation also includes detached residential Auto Urban Residential dwellings; attached housing types (see inset) (subject to compat open space standards, e.g., duplexes, townhomes, patio homes); p developments (with a potential mix of housing types and varying subject to compatibility and open space standards), etc. Auto Ur Character typically exhibits: Less openness and separation between dwellings compared to Subur areas. Auto-oriented character (e.g., driveways and front-loading garag dominate the front yard and facades of homes). Uniform front setbacks where minimal variation in individual hou design can create a monotonous street environment. Lack of variation (sometimes) or excessive monotony which can be on subdivision layouts that are overly characterized by straight and uniform lot sizes and arrangement. Traditional Residential. This designation covers many of the core single- Traditional Residential family residential neighborhoods within East La Porte (see inset prevailing lot size allows for less openness and separation betw than in Suburban and Rural residential areas. Traditional Reside character areas typically exhibit: Mature tree canopies; which help to differentiate these areas fr Urban Residential areas. Highly gridded streets, oftentimes with alleys. Incremental increases in housing density and lot coverage; enoug differentiate from corresponding Suburban Residential areas. Suburban Village. This designation includes mixed use (on single sites and within individual structures), attached residential dwellings (p A.6 2. y Adopted July 20, 2009 PUBLIC HEARING DRAFT SEPTEMBER 20, 2012 live/work units), commercial retail, office, etc. (see inset). Rather than linear Suburban Village strips, these village centers will have much smaller building fo typically cater towards neighborhood conveniences such as drug s professional services, and retail users. Given the expected incr population constrained by the limited areas remaining for develo recommended that La Porte consider facilitating the development the remaining areas as more self-contained, mixed use villages. Village character areas typically exhibit: High degree of landscape surface than found in Auto-Urban charac areas. Pedestrian-oriented setting and more walkable environments. Higher site coverage, where a minimum two-story structures are encouraged. Reliance on on-street parking, centralized public parking, and w feasible, structured parking. Photos not from La Porte Auto Urban Commercial. Development types include a wide range of Auto Urban Commercial commercial retail and service uses (at varying scales and intens depending on the site); office (both large and/or multi-story bu small-scale office uses depending on the site); and public/insti (see inset). Auto-Urban character areas typically exhibit: A largely horizontal development pattern. A very open environment (but to accommodate extensive surface parking versus the more prominent green spaces found in Suburban areas) Significant area devoted to vehicular access drives, circulation surface parking, and loading/delivery areas (making pavement the prominent visual feature versus green or open areas). Auto-orien character may be enhanced with better building and site design. Urban Downtown. This character area is different from an Auto-Urban commercial area in that the buildings are brought to the street no or very limited on-site parking (see inset). Buildings within Urban Downtown occupy a large percentage of the site, and front and side yard s be built to the property line in order to maintain the character traditional downtown. Downtown character areas typically exhibit Most intensive development character in City. Streets framed by buildings with zero/minimal front setbacks. Greatest site coverage. Minimum two-story structures encouraged. Reliance on on-street parking, centralized public parking, and w feasible, structured parking. Public/institutional uses designed of an Urban character. Business Park. This designation is typically Suburban in character and primarily is for office, medical, and technology/research uses, A.7 2. z Adopted July 20, 2009 PUBLIC HEARING DRAFT SEPTEMBER 20, 2012 include light industrial (including warehousing/distribution) wh Business Park screened and in buildings with enhanced architectural design (se. Business Parks are a good way to attract new companies to the ar could be an attractive alternative the existing facilities avail Business Park character areas are typically grouped in campus st and typically exhibit: Reduced site coverage and larger areas of common open space. A minimum open space ratio of 20%-30%, which still allows for a si cumulative building footprint since most such developments invol Photo not from La Porte large sites. Extensive landscaping of business park perimeter, and special streetscaping and design treatments at entries, key intersection internal focal points. Development outcomes that exceed City ordinances and development Auto-Urban Industrial standards (because they are often controlled by private covenant restrictions) Site operations that are conducted indoors with no outdoor stora display. Auto-Urban Industrial. La P industrial City, and as such, there are many industrial areas lo around the City which exhibit an Auto-Urban character (see inset these areas can be enhanced through landscaping and buffering st master- existing industrial buildings are a mix of older and new brick a buildings scattered throughout the City. Auto-Urban Industrial c areas typically exhibit: Predominantly characterized by large parking and storage areas a minimal greenspace; although some industrial park developments m feature more open space and landscaping, regulated signage, scre etc. Parks and Open Space Outdoor activity and storage, which should be screened where vis from public ways and buffered from residential areas. It could a include certain publicly owned uses (e.g., public works faciliti maintenance, treatment plants, etc.) Parks and Open Space. This designation is for open space areas and the trail system. Parks are formally develo recreation areas comprised of public parks, trails, and other im recreational (active and passive) or cultural amenities (see ins spaces are less developed natural areas typically characterized or unique environmental features that may or may not be develope Typically, public parkland will remain in the public realm in pe future parkland acquired to fill the gaps and support new develo design, intensity of development, and planned uses/activities sh A.8 2. { Adopted July 20, 2009 PUBLIC HEARING DRAFT SEPTEMBER 20, 2012 the area character (e.g., Five Points Town Plaza should look dif Public / Institutional Pete Gilliam Park). Parks and Open Space character areas typical Manicured lawns, parking lots and sidewalks, playgrounds, sports and sports fields, etc. Unimproved natural areas or improved to provide limited amenitie parking, trails, bird blinds, etc. Public/Institutional. This designation includes the City-owned buildings and facilities (including City Hall and the police and fire stations publicly or privately-owned schools and hospitals, churches and buildings, public parking lots and structures, and other non-gov civic functions (e.g., Chamber of Commerce) (see inset). Since t occur throughout the City, they should be designed to be compati the character of the surrounding area. Irrespective of which cha these facilities are placed, they should still exhibit: High quality, highly durable materials. Sufficient landscaping and full screening of outdoor storage. Special streetscaping and design treatments may be warranted in areas. A.9 2. | Adopted July 20, 2009 wz ¦m; z·;·zä ;E· , B-OP UILDUT OPULATION PA ROJECTION NALYSIS N APPENDIX B th Historically, the City has seen tremendous growth during the 20 century, showing about a 60 percent rate of growth through the 1960s and percent rate of growth through the 1970s and 1980s. More recentl however, as the City nears build out, the rate of population inc been decreasing. In the 1990s, the rate of growth decreased to 1 During the last decade, the rate of growth decreased to six perc One of the established sources of population projections is the Galveston Area Council (H-GAC). Traditionally, they provide popu forecasts for each city and county in the Houston-Galveston metr region. However, H-ctions are derived using a regional, macro-level analysis based on past growth trends to pr future population increase. This macro-level analysis accordingl account for the diminishing amount of developable land remaining Porte. In fact, using this method resulted in H-GAC over-predict approximately 4,000 persons in La Porte by 2010 (about 11 percen than actual). Further, H- 60,000 people by 2040, which is unlikely given the development c and existing land use patterns in the City. Depicted in Figure B.1, Historical and Projected Population Increases, is the past historical population numbers for the City, combined with H- 1 on the 2000 Census. Rather than taking these H-GAC numbers as a given, it was decide population projections on the remaining residential developable City. First, vacant parcels were selected using the latest aeria 1 H-GAC 2035 Regional Growth Forecast Data. http://censusforecast.h- gac.com/2035Forecast.aspx B.1 PUBLIC HEARING DRAFT SEPTEMBER 20, 2012 Figure B.1, Historical and Projected Population Increases undeveloped lots and land in those areas that are depicted as re the draft Future Land Use Plan (i.e., Large Lot, Low Density Res Medium to High Density Residential). map. Next, average density per land use category was derived usi Table B.1, Average Dwelling Units Per Acre, are the results of this analysis. Table B.1, Average Dwelling Units Per Acre FLU Residential Associated Average Dwelling Land Use Zoning Housing Type (from Zoning Regulations) Units Per Acre Category District LL LL 1.0 Large Lot LDR R-1 4.8 Single Family Detached R-2 Single Family Detached/Attached; Multi-Family MHDR 8.6 Single Family Detached/Attached; Multi-Family; Garden R-3 Apts.; Condos/Townhomes Note: These numbers are derived using an average of existing allng zoning regulations. The densities stated in the zoning regulations are assumed to be B.2 2. u Adopted July 20, 2009 26th PUBLIC HEARING DRAFT SEPTEMBER 20, 2012 Finally, the average dwelling units per acre were then used to d additional and total population at build out (based on existing regulations). This is depicted in Table B.2, Additional and Total Population at Build Out. Table B.2, Additional and Total Population at Build Out FLU Residential Vacant Multiplied by Average Dwelling Multiplied by Avg. Household Size (2.84)* Land Use Acreage Units Per Zoning District Category LL 442 442 1,255 LDR 470 2,258 6,412 MHDR 349 2,989 8,488 Additional Persons at Full Build out 16,154 Total Build Out Population 49,954 * Derived from the 2010 Census data. Based on that analysis, it was determined that the City could re approximately 49,954 persons at full build out. However, this is few assumptions that may decrease the actual total number as dev occurs. First, the numbers were derived using maximum allowable and does not account for development that has occurred and may o the future at lower density. Second, there are several large tra (e.g., the PPG property) that are designated as residential on t Land Use Map that may not be developed using the average dwellin per acre numbers derived above. Other large tracts of land are f in trees (e.g., some of those residential tracts at the southern off State Highway 146) and also may not be developed at the aver dwelling units per acre derived above. Finally, taking into account that the City has been experiencing rate of growth over the past 20 years, it is most likely that th reaching the full build out population of 49,954 persons in the years. Rather, the rate of growth will continue to decrease to l was experienced in the first decade of this century (i.e., < six B.3 2. v Adopted July 20, 2009