HomeMy WebLinkAbout06-30-08 Joint Meeting/Special Called Meeting of La Porte City Council and Main Street Advisory Committee
STATE OF TEXAS )(
COUNTY OF HARRIS )(
CITY OF LA PORTE )(
City Council Agenda
Notice is hereby given of a Special Called Meeting of La Porte City Council and Main Street Advisory
Committee to be held June 30, 2008 at 6:00 p.m. in the Council Chambers of City Hall, 604 West
Fairmont Parkway, La Porte, Texas, regarding the items of business according to the agenda listed
below
Next. Ord. 3088
Next Res. 2008-08
1. Call to Order
2. Discussion between City Council and Main Street Advisory Board for the purpose of providing
guidance to the Main Street Advisory Board - Mayor Porter
3. Adjournment
THIS FACILITY HAS DISABILITY ACCOMMODA TIONS AVAILABLE. REQUESTS FOR ACCOMMODA TlONS OR
INTERPRETIVE SERVICES AT MEETINGS SHOULD BE MADE 48 HOURS PRIOR TO THIS MEETING. PLEASE
CONTACT CITY SECRETARY'S OFFICE A T 281-471-5020 OR TOD LINE 281471-5030 FOR FURTHER INFORM A TION.
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artlia Gillett, TR~( r
City Secretary
City's Support
for Main Street Revitalization Efforts
June 30, 2008
.:. Passage of the City Comprehensive Plans and updates (1984 & 2020), which
are supportive of Main Street revitalization efforts
.:. Budget for and hiring of Main Street Coordinator, 2004
.:. Application for entry into Texas Main Street Program, 2004
.:. Establishment of Main Street District ad hoc committee, 2004
.:. P & Z and City Council approval of recommendations from Main Street ad
hoc committee to relax development standards for Main Street district and the
overlay district, 2004 - 2005
.:. Acceptance into the Texas Main Street Program, January, 2005
.:. Passage of ordinance establishing the Main Street Advisory Board, 2005
.:. Appointment of Main Street Advisory Board members, 2005 - 2008
.:. Annual training opportunities for the Main Street Advisory Board
.:. Passage of the La Porte 2020 Comprehensive Plan 5 year Update, June
2006
.:. Approval to submit TXDOT STEP grant for streetscaping project in Main
Street District, 2006 - 2007
.:. Alliance Stars project in Main Street District, 2007 - 2008
.:. Purchase of Main Street properties at 908 & 912 W. Main Street, 2007
.:. Renovation of 908 W. Main Street, 2007 - 2008
.:. Lease to the Economic Alliance Houston Port Region for 908 W. Main Street,
2007 - 2008
.:. Renewal of La Porte Main Street Program with the Texas Historical
Commission's Texas Main Street Program, January, 2008
.:. Consideration of concept for Town Plaza & Gateway Entry, 2008
.:. Establishment of the Fall Back Festival, enhancement of Christmas on Main
Street activities, various events (Motorhead Maniacs, Porte of Call - Music &
Art, Sylvan Beach Art League)
A ckll0 wledgenlellts
CITY OF LA PORTE
Mavor and Citv Council
Norman L. Malone - Mayor
Peter E. Griffiths - Council at Large (A)
Alton E. Porter - Council at Large (B)
Guy M. Sutherland - Council District I
Chuck M. Engelken, Jr. - Council District 2
Howard R. Ebow - Council District 3
Deotis Gay - Council District 4
Charlie D. Young - Council District 5
E.G. "Jerry" Clarke - Council District 6, Mayor Pro Tern
Plannin2: and Zonin2:Commission
Betty T. Waters - Chairperson
Melton Wolters - District 1
Sandie George - District 2
Ross Morris - District 3
Hal Lawler - District 4
Dottie Kaminski - District 5
Ralph Dorsett - District 6
Comprehensive Plan Steerin2: Committee
r-
Roy Baldwin
David Brady
Deotis Gay
Peter Griffiths
Barbara Jenks
Martha Love
Brian Moore
Pat Muston
Chester Pool
Imogene Pulleine
John Tomerlin
Steve Valerius
Betty Waters
Gary Wigginton
John Paul Zemanek
Kev Citv Staff
Robert T _ Herrera - City Manager
John Joems - Assistant City Manager
Jeff Litchfield - Assistant City Manager/Finance Director
Steve Gillett - Director of Public Works
Stephen Barr - Director of Parks and Recreation
Richard Reff - Chief of Police
Joe Sease - Fire Chief
Doug Kneupper - Director of Planning/City Engineer
Louis Rigby - Director of Administrative Services
Carol Buttler - Administrative Assistant
Peggy Lee - Secretary
Dana Ybarra - Secretary
Consultants
Wilbur Smith Associates, Prime Consultant
Rust Environment and Infrastructure, Subconsultant
Pagei
L P t C Ii . Pl U late
Wi/hm. Smitll Associates. Rust EIlVi1"OIlmel1t & b~ti.astl'lIctllre.
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Community Vision
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One of the most important characteristics of the La Porte Comprehensive Plan Update is that it
serves as a statement of policy. The comprehensive plan is general in nature and is intended to provide a
statement about the community goals and policies, 1he general distrIbution and location of land use and
circulation, and other general guidelines for the various plan elements. The plan should provide an overall
guide for future growth and development while allowing some fleXIbility in its interpretation and use to
respond to new ideas and direction as the City progresses, changes and grows.
The La Porte Comprehensive Plan Update is organized and implemented using a hierarchy of
guiding principles. The overall Community Vision is at the top of the hierarchy. A set of community goals
follow with supportive objectives, policies and actions to form the implementation framework and provide
direction for the future growth and development of the community. Each element of the plan has a vision
statement that is specific to the element and consistent with the overall vision of the community. The
definitions of the guiding principles are as follows:
A Vrsion Statement is a broad statement of how the community views itself as it moves into the
218t Century. A vision for the community is an ideal and unique image of the future based on the
community values.
To have a vision means to look ahead: to imagine the future. Vrsioning is a process by which a
community envisions its preferred future. A vision chronicles the hopes, dreams, and aspirations of a
community and helps citizens agree on what they want their community to become.
Goals are the general ends toward which cities direct their efforts. A goal addresses issues by
stating policy intention. They are both qualitative and quantifiable, but are not quantified. Goals stretch
and challenge cities, but they are realistic and achievable.
Objectives are clear targets for specific action. They mark quantifiable interim steps toward
achieving a City's long range mission and goals. Linked directly to goals, objectives are measurable, time-
based statements of intent They emphasize the results of City actions at the end of a specific time period.
Policies are statements of a definite course or method of action selected from among alternatives
and in light of given conditions to guide and determine present and future decisions.
Actions are methods to achieve goals and objectives. Formulated from goals and objectives, an
action is the means for transforming goals to outcomes, with the best use of resources. An action reflects
budgetary and other resources.
A "visioning" process was conducted to develop community consensus on the goals and objectives
that form the framework for the La Porte Comprehensive Plan Update. In order to create a shared vision of
the future, the process involved city leaders and citizens in a dialogue to identifY issues, determine the
assets and challenges of the community, and prepare goals and objectives that will shape and define the
future. The visioning process generally involved answering four questions, including:
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?? Where has La Porte been in the past?
?? Where are we heading in the future?
?? Where do we want to be in the Year 2020 and beyond?
?? How do we achieve our preferred future?
Where has La Porte been in the past? - The answer to this question lies in the review of historical
trends and collection of existing conditions and characteristics of the community. Reviewing historic
population figures and examining socioeconomic characteristics such as race and sex composition,
household composition, age and gender, education, income and employment provides a profile of the
community in the past and present. Another aspect of determining where the community has been in the
past is through identification of issues that are confronting the community. These issues provide a great
deal of insight regarding citizens' attitudes and values across a broad range of issues and topics.
Determination of community assets and challenges also proviie a pulse of the community pertaining to the
perceptions and priorities of the citizenry.
Where are we heading in the future? - Once the past has been closely evaluated, development of
possible futures is a matter of projecting the future population based upon historical trends and relative
assumptions about the present and future. The result is a picture of the community reasonably assuming the
continuation of current trends.
Where do we want to be in the Year 2020 and beyond? - This step in the visioning process entails
selection of a preferred future. As stated by William Jennings Bryan, "Destiny should be a matter of choice
rather than a matter of chance. Planning the preferred future is a deliberate, organized, and continuous
process of determ.ini1g community needs and setting goals and objectives for attaining them. It is the
process by which the community can move from today's reality to tomorrow's possibilities by seizing its
opportunities. The community vision bridges the gap between where we are and where we want to go and
enables the community to choose to act -- rather than waiting to be acted upon. In its simplest terms,
planning the preferred future is deciding, in advance, what to do, how and where to do it, and who is to do
it.
How do we achieve our preferred future? - Herein lies the challenge. A community's plans for the
future are of no value if there is not a mechanism to set the plan in motion. It is important to realize that the
La Porte Comprehensive Plan Update is by no means an end to itself, but rather a beginning to implement
the desired goals, objectives and policies of the City. The plan is a process-oriented statement of the City's
development goals, a graphic portrayal of the strategic view of its physical development over the next
twenty-year period, and an implementation guide providing direction and coordination of private
development and public infrastructure investments. A commitment to implementation is, therefore,
necessary to ensure that the policies and guidelines established through the comprehensive planning process
are upheld and ultimately implemented. The planning process is not complete upon adoption of the plan,
rather it is the beginning of implementation.
The essence of the Comprehensive Plan is an inplementation program that includes specific
program recommendations and actions addressing each of the plan elements. The products of the
implementation program include an action plan with accountability of the agency responsible for
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implementation, a capital improvement program, and implementation tools such as the zoning ordinance,
subdivision regulations, and other development-related ordinances.
LA PORTE'S ASSETS AND CHALLENGES
The community's assets and challenges were determined by citizens of La Porte through a
Comprehensive Plan Steering Committee. In addition, during a community forum on October 27, 1998,
citizens of La Porte were invited to participate in the identification of issues, improvement needs, and
priorities toward development of the community vision. The assets and challenges identified by residents
of La Porte are as follows:
Assets:
Galveston Bay
Park system
Police and Fire ProtectionlEMS
Location (near Houston)
Heritage
Low crime rate
Municipal facilities
Friendly people
Strong business involvement and support
Good highways
Rail yard
Fred Hartman Bridge
Responsiveness to community expectations
High educational attainment
Move toward tourism (NASA, San Jacinto)
Employment opportunities
Fourth largest city in Harris County
Neighborhoods
Industry friendly
Small town atmosphere
Greenery
Energetic citizens
Housing costs
Schools
Diversity
City administration
Deep water port (Barbour's Cut),
Municipal airport
Well manager City
High average income
Young families
Three higher education institutions
Plans implemented (goals achieved)
Challenges:
Size ofl1brary
Restaurants
No public transportation
Total requirements for development; development guide
Lack of public relations
Resistance to change
Lack of entry identification
Lack offumily-oriented recreation and activities (movie theatre)
Reputation of hurricanes
Appearance of older areas and established neighborhoods
Traffic congestion (train @ Fairmont Parkway)
Lack of redevelopment between bay and older areas
Retail loss; lack of support
School reputation
No central place for social services
Industrial reputation
Lack of executive housing
West end population not identified with La Porte
Visual appeal
Drainage (reputation for flooding)
Negative media emphasis
Lack of partnership with County
Absentee landowners (particularly along bay)
Low voter turn out
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Community fragmentation
Airport utilization; loss of FBO
Impacts of Bayport Terminal (lights, noise, view, traffic, erosion)
High land prices
Failure to enforce existing ordinances
City Council Interviews
As part of the visioning process, interviews were conducted with members of the City's elected
leadership to ensure the plan incoIporates their values and direction for the future. The interviews involved
questions pertaining to the benefits and limitations (if any) of living and working in La Porte, the most
significant issues confronting the community's future, the barriers or obstacles to progress, and the
priorities for improving and enhancing La Porte in the future. The following anecdotal quotes capture the
essence of the interviews relating to the responses to each of the above questions. These responses were
utilized to identify overall community attitudes, issues, priorities, desires and needs for managing new
development, sustaining quality neighborhoods, providing adequate facilities and services, preserving the
environment, and generally ensuring fiscally responsible decision-making. Each of the responses were
carefully considered and incoIporated into the individual vision statements.
Benefits oflivinJ! and worldnJ! in La Porte
?? Proximity to the bay and its available activities, e.g. fishing, boating, etc.
?? Small-town atmosphere with proximity to a major metropolitan area
?? Blend of people and the friendliness of the community
Limitations of downsides of livinJ! in La Porte
?? Limited retail shopping opportunities
?? Needed transportation improvements on Bay Area Boulevard and other roadways
?? Storm and industrial hazards
?? Environmental impacts of the industrial base
Ma;or issues confrontinJ! the community
?? Proposed Port of Houston Bayport Terminal Complex
?? Impacts and demands resulting from growth such as congestion and quality of life issues
?? Aging infrastructure such as water and sewer lines
?? Amount of nonconforming structures and properties
Barriers or obstacles to fUture prowess
?? Resistance to chance and short-sightedness
?? Impacts resulting from the proposed Bayport Terminal Complex
?? Ability to develop large vacant tracts of land
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Priorities for fUture improvements
?? Reinvestment in neighborhoods and redevelopment of nonresidential areas
?? Continued enhancement of the parks and recreational areas
?? Utilization and/or redevelopment along the bay front including an inner harbor, marina and mixed
uses
?? Transportation improvements such as the railroad overpass on Fairmont Parkway, S.H. 146 and
Bay Area Boulevard
COMMUNITY ISSUES
Between the Comprehensive Plan Steering Committee and citizens of La Porte who participated in
the small-group breakout sessions at the Community Forum, a comprehensive list of community issues was
identified. The issues include problems or needs that have challenged the community in the past as well as
those that are confronting the community now and anticipated to be issues in the future. The range of issues
identified pertain to a wide variety of challenges, problems and needs of the community. Many of the
issues are within the provision of municipal facilities and services, while others require private enterprise,
neighborhood association, school district, county, state or Federal approval and initiative.
The following issues were utilized in the development of the Community Vision as a means to
understand the desires and needs of the citizens as well as their perception of the community. The plan's
goals, objectives, policies and recommended actions were formulated to address the identified issues. Some
of the issues, however, are peripheral to the purpose and intent of a comprehensive plan, which is the City's
policy guide to the future growth and development of the community. The issues were consolidated into
four categories as follows:
?? Community Facilities, Services and Utilities address public buildings, municipal services, utilities
and infrastructure.
?? Parks and Recreation and Beautification address improvements and facilities, social issues,
aesthetics and maintenance.
?? Land Use and Transportation address the environment, circulation, existing and future land use and
street improvements.
?? Neighborhoods and Redevelopment address commerce/economic development; edevelopment;
and type, scale, and density of development
Community Facilities, Services and Utilities
Drainage
Need drainage master plan
Drainage back-ups
Flood control
Drainage along Sens Road
Underground infrastructure rather than open ditches
Drainage - 6th Street/Stone Creek! Lomax
Condition of ditches - 8th Street
Wastewater
Flooding/sewer backup
Sewer capacity
Reduce inflow/infiltration of sewers
Water
Water quality
Insure potable water supply
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Electric
Flat water rate with a minimum ($24)
Underground electric utilities
Lower utility rates
Health and Human Services
Address drug problem (Northside)
Needs of elderly persons
Availability of handicap services
Emergency Preparedness
Emergency warning system
Upgrade emergency warning system (air quality warning)
Evacuation plan
Spill notification
Refuse
Trash in open ditches
Impact of garbage trucks on area roadways and yards
Trash collection
Curbside recycling
Miscellaneous
Community service program
Quality of schools
Animal control
Insect control
Lighting of public buildings and facilities
Public Buildings
New police station
Northside fire station
New EOC center
Hospital with critical care center
Library (size and location)
Facilities for poor and needy persons
Sidewalks around municipal facilities
Civic neighborhood center
Convention/community center
Parks and recreation youth facility (vacant Kroger)
Outdoor theater
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Water pressure
Lighting
Adequacy of street lighting
Street lighting intensity
Lack of lighting at Sylvan Beach
Adequacy of lighting on N orthside
Police
Patrolling of Sylvan Beach
Foot patrols and bike patrol in incident areas
Security issues @ Sylvan Beach Pier
Protection
Quality Government
Advance information of City Council issues
Accountability and responsiveness
Accountability evaluation
Equality of City spending
Streamlined building permit process
Fire and Emergency Medical Service
Level of service and response times
Infrastructure
Width of streets and sidewalks
Bike lanes
Pedestrian crosswalks
Equal provision of infrastructure improvements
Street construction standards
Complete partial streets (paving)
Traffic control (signals and turn lanes)
Concrete streets for main thoroughfares
Equal provision of infrastructure improvements
Curb reconstruction
Fire hydrants
Underground drainage
Electric pole maintenance
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Parks, Recreation and Beautification
Improvements and Facilities
Neighborhood center (size)
Parks/recreation for youth & facilities
Youth center @ vacant Kroger
Youth activities/facilities (skating, theaters, bowling)
Beach improvement (lighting)
Beach beautification/development
Parks on north and south sides of the City
Improve Sylvan Beach
Marina
Condition of boat launch
Sylvan Beach (boardwalk, sand-beach)
Annexed areas need park, especially southern area
Widen Little Cedar Bayou in Lomax
Aesthetics
Signage for Old Main Street on S.H. 146
Remove signage of vacant buildings
Review and amend sign ordinance, as necessary
Signage to identify entrances
Directional information
School zone signage
Dilapidated Structures
Abandoned houses
Demolition of buildings
Maintenance
Mowing and care of ditches
Tall weed ordinance
More trees and flowers
Maintenance of landscaping
Maintenance of City entrances (county)
Beautify public land
Maintain trails on Cedar Bayou Park
Health and Safe
Graffiti
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Recreation Activities and Programming
Youth programs (Charles Walker Library)
Youth programs and activities
After-school recreation programs
More youth activity (bowling, skating, etc)
Community center
Trail System
Trail/walking path along Bayfront and Broadway
Improvement of trail surfaces
Construct hike/bike trails
Connect parks at Cedar Bayou
More sidewalkslbike lanes
GatewayS and Entrances
Enhance neighborhood entrances
Signage of attractions and destinations
Identify targeted boulevards and intersections
Trash
Beautify Old Highway 146 and Shady River
Screen trash dumpsters
Clean and maintain ditches
Appearance of yards
Cleanliness of beach front
Maintenance of alleyways
Community Character
Visual enhancement
No ambiance
Visual clutter of electric poles
Style of architecture and standards of construction
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Watcrfront
Bay area hotels and resan-type restaurants
Bayfront area
Redevelop beach
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High rise condos 'with watcrfr~'i'
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Neigh.borhoods and Redevelopment
Itcmm'C aban!i~Dcd houses (Cir-ck &: Ba','Sh~I'-\
Commerce and Eu.,UUll~""~""''' "",luUUJ\.Iul
Varia)' of grOce1 y stores
More retm-----r{mall or maioI' shoppmg center\
Esplanade on So Broadway
Job opportunities for semi skilled-wer-kcr;j
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C'teneral Policy
Remove dilapidated buildings
Equal emphasls on all portions of commnnity
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Target transitionmg areas of decline
Enhance aesthetic integI ity
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Land Use and Transportation
Environment
Reduce air pollution
Reduce boat traffic at night (noise)
Lack of sound walls
Annexation
Annex strip of lmd south ofFairmont Parkway
Other areas to consider for annexation
Future Development
Develop waterfront (Bayfront master plan)
Hotel convention center
Shopping center (major)
High rise condos with waterfront view
Keep port activities to the north
Minimize nonconforming uses
Regulate industrial expansion - Bayport Channel
Zoning
Encourage retail uses
Restrict sexually oriented businesses
Circulation
Enforce speed limits
Match speed bumps to speed limits
PublicT~ortation
Park & ride service
Local transit (not Metro)
Truck Traffic
Tax truck traffic
Increasing truck traffic to Port of Houston
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Traffic Control Devices
Signals at ?' St., Td St & Main St.
Signalat Lomax School Rd. & "L" St
Signal on 8th St. & Fairmont Parkway
Signal @ "P" St. & Underwood Road
Traffic light @ "F" St & tn St.
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Street Improvements
Mainrnin existing street structure in Lomax
Considerations of Farrington Road
Improve access to Lomax area
"H" St bridge (Connect to Underwood)
More arteries connecting to S.H. 225
Consideration of new streets in new neighborhoods
Bottleneck "L" St & Sens Rd.
Turn lanes on Fairmont Parkway
Pedestrians
Pedestrian crosswalks & crossing guards
More school zone signs
More sidewalks around municipal facilities
More sidewalks and bike lanes
Sidewalks! ADA accessible
Sidewalks on main roads
Overpasses
Overpass at RR and Fairmont Parkway
Completion of S.H. 146 to south
Railroads (overpasses or improvements)
Standards
Improve Fairmont Parkway to handle trucks
Street improvements in older areas (width)
Concrete pavement on main thoroughfares
Improve streets (Old La PortelEast of S.H. 146)
Widen Sens Road
General width of streets
Better construction standards for major streets
General improvement of streets and sidewalks
Maintenance
Maintain existing infrastructure as a priority
Patched curb work on Main Street
LA PORTE'S VISION FOR THE FUTURE
The La Porte Vision is a broad statement of how the community views itself as it moves into the
21st Century. It is an ideal image of the future based on the community's values. La Porte's Vision is:
To be a first-class community that has maintained its integrity and sense of community characterized by
livable neighborhoods, quolity schools, progressive government and an enhanced quality o/life.
To be a community that focuses on family and youth by ensuring quality recreational and cultural
activities, services, housing, economic, and educational opportunities that promote well-rounded
productive members of the community.
To be a community committed to sustainability by diligently balancing community needs with available
resources and managing growth in a smart and fiscally responsible manner.
To be a community that celebrates and embraces its long and rich history by reinvesting in neighborhoods,
preserving areas and buildings of historic significance and returning the downtown to an economicaOy
viable and lively activity center.
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To be a community recognized for Ite quality of its built environment and the integration of the natwal
landscape and amenities such as Galveston Bay and Little Cedar Bayou.
To be a community that ensures a good balance between residential, commercial, industrial, and
public/"mstitutional uses supported by quality infrastructure and transportation systems and a sensitivity
to the environmental influence of adjacent uses.
To be a community known for its innovative solutions to managing growth and responsiveness to the
needs of citizens and businesses.
To be a community that offers business and industry a competitive economic environment and is
aggressive in its effort to attract, retain and expand the local economy.
To be a community devoted to the protection of its environment and preservation and conservation of its
natural and cultural resources.
To be a community that strives for economic balance and an equitable distribution of its financilll
resources in all areas of the community.
To be a community that is committed to its fUture through reinvestment in older neighborhoods and
provision of adequate infrastructure.
STATEMENT OF GOALS
A clear and concise statement of goals for maintaining and improving La Porte's quality of life was
developed as the foundation of the comprehensive plan. Focusing efforts on goals increases the plan's
effectiveness in minimizing adverse effects of growth and change, seizing opportunities, and anticipating
and alleviating potential problems. The identification of goals provides a basis for decision-making during
both development and implementation of the plan. Goals also help to promote consistency in plan
implementation as future changes occur in development trends and the physical form of the community as
well as the government leadership.
The following goals were developed by the Comprehensive Plan Steering Committee. The goals
are organized by the individual elements of the comprehensive plan, and include:
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Land Use
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VISion Statement: To create a positive community identity by preserving the Qty's historic character;
enhancing existing neighborhoods; cretlting new neighborhoods served by schools, parks and open
space; attracting a strong employment base; and, implementing design standards for aU development in
the City and particularly along the major entrances to the City.
GOAL 4.1:
GOAL 4.2:
GOAL 4.3:
GOAL 4.4:
GOAL 4.5:
GOAL 4.6:
GOAL 4.7:
GOAL 4.8:
GOAL 4.9:
GOAL 4.1 0:
Transportation
Achieve growth through a deh'berate plann;ne process that emphasizes an orderly,
compact, and cost efficient land use pattern.
Provide for appropriate and compatible uses within the area of influence of the La
Porte Municipal Airport.
Provide for recreational, cultural, community, and activity facilities which are
accessible and appropriately located and integrate them into the master
transportation plan.
Encourage an active, viable downtown with a variety of uses.
Provide an appropriate amount of land for various densities and types of residential
uses and ensure the highest quality living environment
Future development should be implemented with high regard for the physical and
natural environment
Control development along State/County designated major thorougbfilres through
enhanced regulation.
Ensure that all existing and future commercial development is attractive, highly
utilized, and without negative influence on adjacent residential uses.
Attract diversified industry that will contribute to the tax base as well as provide
jobs for a variety of workers in the community without conflicting with other land
uses in La Porte while encouraging younger citizens to remain in the community.
Develop a positive working relationship with the County and State in regards to
mutual goals for development of lands and thoroughfares within the City limits.
Vrsion Statement: La Porte's transportation system shaU provide residents and visitors safe, efficient and
convenient access to all areas of the City and the surrounding region; accommodate current and future
demand for movement of people and goods; and aUow travelers choices of destinations, routes and
modes of travel
GOAL 5.1:
GOAL 5.2:
GOAL 5.3:
GOAL 5.4:
GOAL 5.5:
Establish a hierarchy of thoroughfare classifications that will provide for safe and
convenient flow of traffic throughout the community.
Provide continuity of traffic flow within and between neighborhoods and
throughout the community.
Provide for relief of traffic congestion.
Eliminate major barriers to traffic movement
Upgrade and improve existing street infrastructure to meet or exceed minimum
standards by Year 2020.
~aJ>orte (7o~rehensiveJ>~n lTJ'daee.......................................................................
Page 2-11
Chapter 2
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GOAL 8.4:
GOAL 8.5:
Residential Development
Provide adequate administrative building space for the delivery of quality services
to the public.
Provide citizens of La Porte with adequate health care facilities and services.
Vrsion Statement: To be a City that provides safe, affordable and quality residential neighborhoods that
are sound and stable offering a variety of housing opportunities that meet the City's current and future
needs.
GOAL 9.1:
GOAL 9.2:
GOAL 9.3:
GOAL 9.4:
GOAL 9.5:
GOAL 9.6:
GOAL 9.7:
Revitalize and rehabilitate existing housing in the community where needed..
Meet the future housing needs in La Porte by providing for a variety of housing
options.
Recognize manufactured homes as a viable housing option.
Establish incentives for rehabilitation or replacement of substandard housing.
Promote a standard of home ownership encouraging aesthetically pleasing and well
maintained residential properties.
Preserve the integrity of existing neighborhoods and create livable and safe
neighborhood environmerts.
Protect the attractive appearance and environmental quality of existing low-density
residential neighborhoods and make necessary improvements to maintain the value
of properties and enhance the quality of life.
Beautification and Conservation
Vrsion Statement: To be a City that conserves its natural resources and facilitates a quality natural and
built environment through preservatitJn and enhancement of the visual environment The City will
establish high standards to ensure quality development that is aesthetically cohesive and in harmony
with the character of the community.
GOAL 10.1: Improve the community character of La Porte to make it a desirable place to live,
work, and visit
GOAL 10.2: Improve the aesthetic visual environment of La Porte through enhancement of site
design, signage, roadways, parking areas, open-space, and landscaping.
GOAL 10.3: Invest in Downtown La Porte to establish a VIbrant mix of places to work, live, and
visit, with shops, restaurants, places of entertainment, and a variety of dwelling
units.
Page 2-14
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~oll~unitv ~~on ..........................................................................................
Chapter 2
Public Safety
VISion Statement: The City wiD effectively protect its citizens and visitors from crime, natural disaster,
personal harm, and other emergencies by providing safety and security through provision of responsive
fire, police, emergency medical services, and other City services.
GOAL 11.1: Maximize public safety and assure protection of citizens during and after
emergencIes.
GOAL 11.2: Ensure public safety through adequate provision of key public services.
Redevelopment
VISion Statement: The City will seek to maintain and enhance its historic character, neighborhood
integrity, visual appearance, and quality of life through reinvestment programs and incentives to
redevelop the older and deteriorated areas of the community.
GOAL 12.1: Stabilize and improve the quality of neighborhoods and other areas in decline by attracting
renewed private investment activity.
GOAL 12.2: Revitalize the City's historic downtown area.
Implementation
VISion Statement: To b:! a progressive City with a government that actively and aggressively pursues its
vision for the future through implementation of the La Porte Comprehensive Plan Update.
GOAL 13.1:
The City shall be accountable to the citizens of La Porte for meeting the goals,
objectives and policies set forth in this and future comprehensive plans.
Establish and maintain strong citizen and organizational support of the La Porte
Comprehensive Plan Update to ensure continued updating and implementation.
Implement and annually update a five-year Capital Improvements Program (CIP).
Develop alternative to finance the construction of infrastructure extensions
supporting new development as the city grows.
Revise existing ordinances and adopt new ordinances as necessary to implement
the La Porte 2020 Comprehensive Plan Update.
GOAL 13.2:
GOAL 13.3:
GOAL 13.4:
GOAL 13.5:
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La Pone COlllprehensive Pltzn Update........................................................................:
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Chapter 4
GOAL 4.1:
Achieve growth through a deliberate planning process that emphasizes an
orderly, compact, and cost efficient land use pattern.
OBJ.4.1a:
Policy 1:
Action 1:
Action 2:
Action 3:
Action 4:
OBJ. 4.1 b:
Policy 1:
Page 4-2
Utilize to the maximum extent possible the undeveloped parcels of
land within the City limits that are currently served (or can easily be
served) by adequate public facilities and services for in-fill
development.
The City should create a positive public -private partnership to encourage
sustainable development within the existing city limits and particularly
the existing service area of municipal infrastructure.
Consider a tax reduction program whereby there are financial incentives
for a specified period of time for in. fill development
Encourage private development through some fleXIbility in zoning and
subdivision regulations to allow standard development on existing
parcels while preserving existing zoning in regards to residential versus
commercial development.
Develop a proactive marketing plan to attract developers to La Porte.
Develop a Master Plan to encourage retail/residential development and
consider expending public funds to incite the development by providing
utilities.
Achieve orderly, contiguous development that is compatible with
adjacent land parcels and consistent with existing zoning ordinance.
The City should seek to ensure that adjacent land uses are developed
compatibly and take measures to mitigate land use transitions with
differing intensities. In general, high intensity uses should be adjacent to
each other and likewise for low intensity uses. Land uses in order of
intensity from least to greatest are as follows:
?? Agriculture
?? Low density residentia I
?? Medium density residential
?? High density residential
?? Professional services
?? Office, industry and research parks
?? Commercial retail establishment
?? Highway-oriented commercial
?? Warehousing, assembly, and wholesaling
?? Light industry
?? Heavy industry
The greater the difference in the intensity of adjacent land uses, the
greater the amount of buffering required
T a Porte Comprehensive Plan Update
JLGUld lls~....................................................................................................
Action 1:
Action 2:
Action 3:
Action 4:
Action S:
OBJ.4.1c:
Policy 1 :
Action 1:
Action 2:
Action 3:
OBJ.4.1d:
Policy 1:
Action 1:
OBJ.4.1e:
Policy 1:
Chapter 4
Evaluate existing incompatible land uses and determine what types of
buffering techniques would be effective. Areas to be evaluated include
those adjacent to majorroadways such as S.H. 146, SR. 225, Broadway,
Main Street, Fairmont Parkway and industrial development areas.
Evaluate the appropriateness of design standards that include
landscaping, screening, increased lot sizes and setbacks, and other
methods to minimize negative effects among different land uses. Also,
explore the use of existing natural features as buffers.
Consider transition zoning where appropriate to minimize negative
effects among different land uses.
Review the Zoning Ordinance to consider design criteria for non-
residential developments adjacent to or abutting land developed or
anticipated for residential use.
Review the subdivision regulations and identify innovative site planning
and development techniques, such as street layout; perimeter easements;
and, lot size, shape, and orientation to help future residential
development co-exist compatibly with existing non-residential uses.
Whenever possible, consider vacating, abandoning and clos ing, certain
public rights-of-way deemed unessential to the City.
Study alternative solutions for utilization of vacant parcels as parks
and recreation areas or public open space.
The City should continue to strive to meet the parks and recreation needs
of the citizens and visitors of La Porte.
Utilize the existing land use inventory to identify concentrations of
vacant lots.
Identify potential opportunities for developing pocket parks in priority
areas of need for parks and recreation facilities.
Consider creating a pocket park improvement program that includes
acquisition and development in key locations (including vacant parcels
for in-fill) throughout the community.
The intensity of land use and zoning should relate to the
thoroughfare system classification.
The City should encourage development of higher intensity uses adjacent
to the expressways and low intensity uses on local streets.
Review the zoning map for consistency with this policy and consider
zone changes where appropriate.
Maintain appropriate zoning classifications to allow transitional
buffering of land use intensities.
The City should utilize its codes, policies and regulations to ensure
appropriate development compatIbility.
La Porte Comprehensive Plan Update .......................................................................
Page 4-3
~~d lJs~....................................................................................................
Action 2:
OBJ. 4.3b:
Policy 1:
Action 1:
Action 2:
Chapter 4
Investigate partnership opportunities with public, quasi-public, and non-
profit organizations for developing facilities.
Link facilities and neighborhoods by bikeways, sidewalks, and
public transportation.
The City should encourage the linking of facilities and neighborhoods.
Study a functional, effective and efficient local bus service.
Study an integrated regional bus service.
GOAL 4.4:
Encourage an active, viable downtown with a variety of uses.
OBJ. 4.4a:
Policy 1 :
Action 1:
OBJ. 4.4b:
Policy 1 :
Action 1:
Action 2
Action 3:
Action 4:
Action 5:
Action 6:
Ensure appropriate zoning supports viability.
The City should zone downtown in a way that enables vitality.
Develop strategies for encouraging redevelopment--commercial and
residential.
Unify various downtown development plans into a comprehensive
plan for downtown development.
The City should promote a unified vision for downtown.
Continue improvements to the appearance and utility of downtown.
Participate in Main Street and other revitalization programs.
Utilize portions of the Building Code to provide flexibility for
appropriate construction and reconstruction standards for older buildings.
Utilize the Parking Ordinance to ensure appropriate requirements for
mixed use development and off street parking.
Improve the streetscape by adding period street lights, benches, and
landscaping and other amenities.
Explore Federal and State funding for revitalization of Main Street.
GOAL 4.5:
Provide an appropriate amount of land for various densities and types of
residential uses and ensure the highest quality living environment.
OBJ. 4.5a:
Policy 1:
Locate residential development in areas best suited to accommodate
each type of density. For example, medium and high density
residential development should allow residents access to highways.
Such housing, however, should not be viewed as a means for
buffering conflicting land uses.
The City should support the development of residential uses at densities
appropriate to particular areas given criteria such as existing land use and
zoning in the area, character and scale of development, suitability of the
property, and the capacity of the infrastructure.
La Pone Comprehensive Plan Update.......................................................................
Page 4-5
Cluzpter 4
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Action 1:
Action 2:
OBJ.4.5b:
Policy 1 :
Action 1:
Action 2:
Determine appropriate residential densities for various areas within the
City on the basis of accessibility, utility availability, toJx>graphy,
proximity to shopping areas, and other relevant factors.
Update the Zoning Ordinance and Official Zoning Map to reflect
identification of various areas for particular densities.
Create a high quality living environment for La Porte's
neighborhoods with an adequate provision of parks, recreation
areas, and open space.
The City should seek to provide each developed neighborhood with an
adequate and appropriate amount of parks, recreation areas, and open
space that is accessible to its residents.
Provide developed active and passive recreation sites and areas to meet
the changing needs of local neighborhoods.
Implement recommendations made in Chapter 7 - Parks and Recreation
Element
GOAL 4.6:
Future development should be implemented with high regard for the physical
and natural environment
081. 4.6a:
Policy 1 :
Action 1:
Action 2:
Action 3:
Coordinate future development with the physical environment,
placing a premium upon developing in harmony with existing
natural features.
The City should encourage new development that is sensitive to and in
keeping with the physical and natural environment
Evaluate floodplains, slopes, soils, vegetation, and other physical
features to identify the most appropriate sites for various types of
development
Explore the use of an overlay zoning district to protect sensitive
environmental areas and scenic vistas.
Explore alternative financing methods including Federal and State funds
to promote landscaping along roadways.
GOAL 4.7: Control development along State/County designated major thoroughfares
through enhanced regulation.
081.4.7a:
Policy 1:
Action 1:
Page 4-6
Identify alternatives and solutions to enhance the function and
appearance of major entrances to the community.
The City should manage and regulate development along major
thoroughfares, and particularly state highways to enhance function and
appearance.
Adopt corridor overlay zoning provisions along major thoroughfares.
l.a Porte Comprehensive Plan Update
Beautification and Conservation
.................................................,
Chapter 10
Citizens have expressed great interest for enhancing the visual appearance of La Porte and the
potential for redevelopment and reinvestment in Downtown, along major corridors, and in nonresidential
areas. Through the Community Forum and a series of Comprehensive Plan Steering Committee meetings,
it is apparent that citizens visualize attractive shopping centers, livable neighborhoods, landscaped
roadways, pleasant places to walk. and an enhanced quality of life. They want successful shopping areas
that appeal to shoppers. They see the opportunities in the downtown to create a destination that combines a
lively entertainment district in a historically significant area. retail stores interspersed with restaurants and
professional offices and a blend of residential units as well.
The purpose of the Beautification and Conservation Element of the La Porte Comprehensive Plan
Update is to establish a framework within which the City can operate to encourage quality sustainable
development This element outlines the issues identified by citizens through the plan development process
and establishes guidelines for achieving the community's vision. Smart development is well managed to
ensure it is compatible with the natural environment, is fiscally responsible pertaining to public investment
in infrastructure, uses tax dollars and resources efficiently, and makes private development profitable.
The following goals, objectives, policies and actions were prepared by the Comprehensive Plan
Steering Committee as a result of the issues and needs identified by community residents at the community
forum in October 1998.
GOALS AND OBJECTIVES
GOAL 10.1: Improve the community character of La Porte to make it a more
desirable place to live, work, and visit.
OBJ. 10.1 a: Enhance the visual aesthetic character of the community through the
establishment of programs, standards, and guidelines.
Policy 1: The City should develop and implement aesthetic guidelines and standards
to enhance the aesthetic appeal of the community.
Action 1: Consider a program to organize and promote the maintenance and upkeep
of neighborhoods and business districts.
Action 2: Continue to actively identify code violations and proactively pursue
compliance with City ordinances and regulations.
Action 3: Review and amend, as necessary, the existing codes and ordinances of the
City to ensure that each achieves the desired results of an aesthetically
pleasing environment
Action 4: Consider a program to publicly recognize residential and business property
owners for their role toward enhancing the visual climate of La Porte.
Page 10-1
L R tell . PI Vi d t
Wilbur Smith ksociates ? Earth Tech
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Cluzpter 10
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Page 10-2
Action 5:
OBJ.I0.lb:
Policy 1 :
Action 1:
Action 2:
Action 3:
Action 4:
Action 5:
Action 6:
Action 7:
Action 8:
OBJ.I0.lc:
Policy 1:
Action 1:
Visually enhance and maintain public infrastructure improvements such as
streets, traffic signals, signage, sidewalks, and parks and specifically in
highly visible areas of the community.
Develop gateways and scenic corridors into and through the
community to estabHsh a first impression and create a recognizable
iden1ity for La Porte.
The City should enhance the entrances and corridors in the City to
establish a regional identity.
Identify and develop specific locations for entrance gateways and enhanced
corridors such as S.H. 146, S.H. 225, Broadway/Old Highway 146,
Fainnont Parkway, Spencer Highway, Main Street, Underwood Road, Bay
Area Boulevard, and San Jacinto Street
Prepare specific gateway and corridor plans for public improvements such
as bridges and traffic signals, landscaping, and entrance signage.
Consider visually appealing monument signs and install them at the
identified gateways.
Utilize landscaping that is weather-resistant and resilient for the public
rights-of-way environment.
Acquire excess rights-of-way to be used for open space and landscaped
green areas.
Consider a corridor crverlay district along specified enhancement corridors
to enact unique design guidelines to include provisions for signage,
landscaping, building fa ade materials and design, and other visual
elements.
Review and amend the City's sign ordinance, as necessary, to control the
location, type, style, size, and scale of signs throughout the City with
specific standards for the identified enhancement corridors.
Incorporate associated enhancement costs into the Capital Improvement
Program and Annual Budget.
Showcase the recognizable and unique iden1ities of different areas of
the community including Sylvan Beach, downtown, Five -Corners,
residential neighborhoods, and other distinct areas of La Porte.
The City should build upon its local assets to create a unique identity.
Consider the design and installation of distinctive street signs, signals, and
directional signage identifying areas of the city as unique and focal points
of community activity. Select or design street signs, street signals, and
directional signage that are unique and consistent with the historic or
special character of the area. Request input from appropriate organizations
and agencies.
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1reauafic~on~C:onserv~n .............................................................................
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Action 2:
Action 3:
Action 4:
Action 5:
OBJ.I0.ld:
Policy 1:
Action 1:
Action 2:
Action 3:
Action 4:
OBJ.I0.le:
Policy 1:
Action 1:
Action 2:
Action 3:
Chapter 10
Continue to actively enforce the sign ordinance to ensure compliance.
Continue partnering with the Chamber of Commerce, businesses, schools,
and organizations to develop an on-going banner program that promotes
local businesses, festivals, and community activities.
Incorporate assocsted enhancement costs into the Capital Improvement
Program and Annual Budget
Consider development of a historic trail/corridor on Main Street to exlubit
the local historic markers.
Consider a property maintenance code and enforceme ot program for
vacant and undeveloped properties, which provide opportunities for
renovation and redevelopment
The City should continue to promptly enforce ordinances regarding
property maintenance and appearance.
Encourage and support private initiatives to landscape and beautify vacant
lots.
Conduct a visual property and building maintenance survey and identify
priority improvements. Work with property owners towards conformance.
Consider the implementation of a II'operty maintenance code to provide
standards for upkeep and improvements.
Consider a program to encourage property owners to maintain and enhance
their property so as to be an asset to the City.
Improve the visual environment in the established areas of the City by
relocating or burying overhead utility lines where practical and
feasible.
The City should seek to enhance the visual quality of the community by
identifying alternatives and solutions for overhead power lines.
Establish a partnership with local utility providers to determine the cost,
timing, and feasibility of relocating overhead lines underground throughout
the City, but specifically along the defined enhancement corridors and
focal points, to support the enhancement of the visual environment
Amend the City's applicable ordinances, as necessary, to require utility
lines to be buried, located at the rear of lots, or on the perimeter of
subdivisions.
Incorporate the costs to bury overhead power lines along the identified
enhancement corridors, such as Bay Area Boulevard, into the Capital
Improvement Program and Annual Budget.
Page 10-3
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La Porte 2020 Comprehensive Plan Update..................................................................
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: Chapter 10
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GOAL 10.2:
Improve the aesthetic visual environment of La Porte through
enhancement of site design, signage, roadways, parking areas, open
space, and landscaping.
OBJ.I0.2a: Enhance the appearance of major thoroughfares and residential
streets throughout La Porte.
Policy 1: The City should establish standards and guidelines to address the
appearance of corridors in La Porte.
Action 1: Consider 1he development of corridor enhancement plans for S.H. 225,
S.H. 146, Fairmont Parkway, Underwood Road, Spencer Highway, Bay
Area Boulevard, Broadway, Main Street, San Jacinto Street and others as
determined appropriate and necessary.
Action 2: Consider development of enhanced standards of development for public
improvements such as bridges, sidewalks, streetlights, traffic signals, and
signage.
Action 3: Consider amending, for new development, the City's typical cross sections
to increase the width of right-of-way on priority corridors to allow
increased setbacks and provision of additional open space.
Action 4: Utilize marginal access roads to create additional open space adjacent to
major thoroughfares.
Action 5: Consider landscaping standards and specifications for all classifications of
roadways.
Action 6: Consider a street tree program along defined enhancement corridors, with
sensitivity to utility placement and maintenance concerns.
Action 7: Consider a corridor improvement plan and include it in the Capital
Improvement Program and Annual Budget, including costs for design,
installation, and long-term maintenance.
OBJ.I0.2b: Create gateways to the Oty along major thoroughfares entering the
community as weD as en1ering neighborhoods and other defined
districts such as shopping areas, parks, and Downtown La Porte.
Policy 1: The City should enhance its community character by creating visual
interest and defining boundaries of unique areas of the city.
Action 1: Consider amending the City's development regulations, as necessary, to
require provisions for increased building and parking lot setbacks, open
space easements, raised street medians, and traffic calming improvements
at entrances to neighborhoods, distinct areas, and special districts.
Action 2: Consider amending 1he City's design criteria, as necessary, to incorporate
provisions for use of traffic calming techniques at the entrances of
neighborhoods, distinct areas, and special districts.
Page 10-4
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Page 10-5 :
La Porle 2020 Comprehensive Pllln Update..................................................................:
Action 3:
Action 4:
OBJ.I0.2c:
Policy 1:
Action 1:
Action 2:
Action 3:
Action 4:
Action 5:
Actio n 6:
OBJ.I0.2d:
Policy 1:
Chapter 10
Consider a plan review process to coordinate the design and appearance of
subdivisions and nonresidential developments, including special features
such as distinct paving patterns, unique lighting, landscaping, entrance
monuments, increased open space, raised street medians, and other special
features such as earthen berms, retention ponds, swimming pools, and
fountains or statues.
Consider amending the City's development regulations, as necessary, to
require entry monuments at all major entrances of residential subdivisions
and commercial centers, industrial parks, and other distinct areas to create
an identity for the area.
Create public open space throughout the community to provide visual
relief of development density and public infrastructure.
The City should conserve and preserve open space throughout the
community, including areas along thoroughfares, within neighborhoods,
and specifically natural resource areas.
With the exception of Historic Downtown Main Street and other
constrained environments, consider amending the City's development
regulations, as necessary, to require provisions for increased building and
parking lot setbacks and open space easements adjacent to thoroughfare
and collector roadways.
Consider preservation of unique natural resource areas within and adjacent
to development.
Preserve adequate rights-of-way to accommodate increased setbacks and
open space easements.
Amend the City's development regulations, as necessary, to require
provision for site distance easements at intersections of thoroughfares and
collectors.
Consider increased setbacks to buffer neighboring residential land uses
from the potential adverse impacts associated with major thoroughfares.
Consider the acquisition and maintenance of excess rights-of-way, vacant
lots, vacated alleys and easements, areas beneath power lines, irregularly
shaped parcels (the triangular tract, for example, at Five Comers), and
other undesirable parcels as public open space.
Enhance the appearance of properties
thoroughfares and other highly visible areas.
The City should establish codes and standards for the appearance of
properties throughout the city and particularly adjacent to high visibility
corridors.
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: Cluzpter 10
Action 1:
Action 2:
Action 3:
OBJ.I0.2e:
Policy 1 :
Action 1:
Action 2:
Action 3:
Action 4:
OBJ.I0.2f:
Policy 1 :
Action 1:
Action 2:
Action 3:
Page 10-6
Consider amending the City's development regulations, as necessary, to
require consistent, compatible, and cohesive perimeter fencing adjacent to
subdivisions as well as nonresidential developments.
Consider amending the City's development regulations, as necessary, to
require perimeter landscape and open space easements around subdivisions
and nonresidential developments, when adjacent to major thoroughfares,
collector roadways, and public facilities and properties.
Consider assurances for long-term care and maintenance of perimeter
fencing and landscaping.
Utilize standards and policies to guide the visual appearance of
buildings and other facilities and improvements.
The City should establish standards and guidelines to achieve a high
quality sustainable built and natural environment that is consistent with the
community vision and compatible with natural environment
Consider design standards and/or architectural guidelines for multiple
family dwellings, commercial and industrial buildings, and public
facilities.
Maintain a site plan review process to ensure conformance with standards
and policies pertaining to architectural and site design.
Utilize the planned unit development provisions to encourage special
development features such as retention ponds, lakes, open space, and other
visual attractions.
Consider compatIbility standards for the design and appearance of
commerci11 office and retail buildings when adjacent or in near proximity
to single or two family residential development
Consider enhanced sign controls in areas adjacent to major
thoroughfares, collector roadways, residential neighborhoods, and
other highly visible areas.
The City should manage the appearance and location of signs, particularly
adjacent to major thoroughfares, collector roadways and entrances to the
City.
Consider a corridor overlay district with enhanced regulations pertaining to
the location, type, style, color, lighting, size, and scale of signage.
Amend the City's sign ordinance to include provisions for submission of
master signage plans for commercial centers.
Require signage that visually blends with the development and is not out of
character with the surrounding area.
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~eauafic~on~d~onserv~on ............................................................................
OBJ. 10.2g:
Policy 1:
Action 1:
Action 2:
Action 3:
Action 4:
Action 5:
OBJ.IO.2h:
Policy 1:
Action 1:
Action 2:
Chapter 10
Enhance the appearance of nonresidential parking areas.
The City should coordinate with property owners to develop and
implement parking lot landscaping standards.
Consider amending the City's development regulations, as necessary, to
require enhanced interior landscaping standards within parking and
vehicular use areas.
Consider a ratio of landscape islands per parking spaces, such as one island
per twenty parking spaces. Each island should be protected by vertical
curbs.
Consider landscape island standards to require them to be designed and
grouped to create defined aisles and entrances.
Consider installation and maintenance standards for trees, shrubs, and
other landscape materials.
Consider perimeter parking lot screening to fully screen the parking area
from adjacent roadways and properties.
Screen accessory and incidental uses, equipment, and storage areas.
The City should establish standards to screen unsightly views from the
public.
Consider amending the City's development regulations to require
screening refuse enclosures; exterior ground-mounted or building-mounted
equipment including mechanical equipment, utilities' meter banks and
coolers; rooftop equipment; and storage of materials, products and
equipment
Continue to conduct a site plan review process to ensure conformance with
the screening requirements.
GOAL 10.3:
Invest in Downtown La Porte to establish a vibrant mix of places to
work, live, and visit, with shops, restaurants, places of entertainment,
and a variety of dwelling units.
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OBJ. 10.3a:
Policy 1:
Action 1:
Encourage the renovation, reuse, and redevelopme nt of structures in
Downtown La Porte in a manner that is compatible with the area's
architectural and historic character and that will bring businesses,
visitors, and residents to the area.
The City should continue to devote necessary resources to revitalize
Downtown and to create a VIbrant area of regional and local interest
Comprehensive, consistent use and application of the existing building
code shall be applied when reviewing redevelopment and improvements,
(for example, health end risk factors such as electrical, plumbing, fire
codes, etc.) to older structures.
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Chapter 10
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Action 2:
Action 3:
Action 4:
Action 5:
Action 6:
Action 7:
Continue with enhancements of design features that maintain the historic
character/appearance for sidewalks, parking, and lighting should be
utilized to promote a more attractive appearance of Downtown.
Utilize incentives to encourage redevelopment and adaptive re-usage of
historical and architecturally significant buildings and structmes.
Encourage leaselpurchase arrangements of properties owned by trusts that
currently own Downtown buildings.
Require newly developed and redeveloped buildings to blend with the
character, design, and scale of the existing structmes in Downtown.
Promote a safe environment through design and community-based law
enforcement
The City should attempt to work in cooperation with the school district to
create tax breaks.
OBJ.I0.3b: Create an aesthetic and pbysieally appealing cbaracter in Downtown
La Porte that creates a unique destination for visitors.
Policy 1: The City should adopt an urban design theme for Downtown and create
standards and guidelines to manage the aesthetic appearance of the area.
Action 1: Utilize urban design guidelines consistent with the existing mixture of
architectural styles to create a strong and cohesive "sense of place."
Action 2: Consider design guidelines or standards in cooperation with property
owners and other organi7.ations, agencies, and stakeholders in the
Downtown area.
Action 3: Incorporate distinctive improvements such as street and sidewalk paving
patterns, unique street signage, and pedestrian amenities.
Action 4: Consider entrance markers as "II:1im.gateways to Downtown with
identification signs and landscaping.
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OBJ.I0.3c: Attract entertainment and dining estabHsbments to Downtown La
Porte including theaters, restaurants, and sidewalk cafes.
Policy 1: The City should actively market Downtown La Porte to create a
destination for retail and entertainment activities.
Action 1: Parmer with the Chamber of Commerce and other stakeholder
organizations and agencies to establish an aggressive commercial and retail
development program to attract and retain desirable uses within Downtown
La Porte.
Action 2: Consider incentives to property owners who lease or develop their
buildings with restaurant and other desirable uses.
Action 3: Offer a clear and expedited permit process for entertainment, restaurant,
and other desirable uses.
Action 4: Encourage the location of museums as well as art and artisan galleries.
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OBJ.IO.3d:
Policy 1 :
Action 1:
Action 2:
OBJ.IO.3e:
Policy 1:
Action 1:
Action 2:
Action 3:
Action 4:
Action 5:
Provide direct and adequate access to Downtown La Porte thereby
encouraging shopping trips by local residents and visitors .
The City should develop and implement corridor enhancement plans for all
major roadways leading to Downtown.
Designate and label routes to Downtown La Porte and Sylvan Beach so
that it is easy to find from Fairmont Parkway, S.H. 146, S.H. 225, and
Broadway.
Create a unique gateway to the downtown to create a sense of arrival.
Consider business development incentive programs that offer financial
assistance and technical expertise to commercial property owners
within Downtown La Porte for upgrading and renovating building
facades, in accordance with established design guidelines.
The City should establish programs and incentives to encourage
investment in and enhancement of Downtown.
Consider a Business Development Loan Fund, Building Loan
Improvement Program, Paint Program, and Historic Tax Credit Program to
assist property owners with the improvement of properties, facades, and
other physical enhancements in Downtown.
Consider the creation of a municipal improvement district or public
improvement district within Downtown, which have the authority to levy
an assessment apportioned for the improvements.
Encourage private businesses to supplement a program grant fund.
Solicit the involvement of local financial institutions to establish a low
interest loan program for property and facade improvements.
Consider a special Downtown La Porte fund in the City's Annual Budget
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OBJ. 10.3f: Tbe City should seek to create an attractive pedestrian environment in
Downtown to attract residents and visitors to the area
Policy 1: Promote the use of sidewalk canopies on storefronts to create a
comfortable and attractive pedestrian environment
Action 1: Encourage property and business owners to install canopies to provide
shade and shelter as well as an attractive cohesive appearance in
Downtown.
OBJ.IO.3g: Encourage festivals and other community activities to focus attention
on Downtown La Porte.
Policy 1: The City should continue to promote and advertise Downtown La Porte as
a tourist destination.
Action 1: Continue to publicize and encourage participation in local festivals,
celebrations, concerts, and other community activities.
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Action 3:
Create positive partnerships with businesses and property owners to
sponsor festivals and community activities.
Further promote a regional festival that showcases Downtown and its
history.
Action 2:
BEAUTIFICA nON ISSUES
Citizens and members of the Comprehensive Plan Steering Committee identified a series of issues
during a community forum as well as the Comprehensive Plan Steering Committee. The issues identified at
the forum included signage, improvement of entrances to neighborhoods and the City, beautification of
specific corridors such as Broadway, screening of refuse containers, and the overall visual enhancement
The issues are further described as follows:
Identity of the City
The City's residents perceive that others see their city as less appealing than other communities in
the region, while La Porte has a lot of assets that are not recognized, albeit hidden in some instances. The
City tends to be perceived only as an industrial City and not for its neighborhoods, Sylvan Beach, or any of
its other assets.
Entrances to the City
The residents believe there should be more attention on creating "gateways at the entrances to the
City to pranote the attractiveness and identity of the City. The aesthetic appearance of the City also
includes enhancement of roadways in terms of their visual appearance, functional use, and condition. The
overall aesthetic potential of Downtown La Porte is unrealized without a gateway to denote entrance to a
special area. It is also believed that there need to be directional signs to guide visitors to community
facilities and attractions.
City Beautification
The provision of landscaping in medians, rights-of-way, and parking areas would greatly enhance
the visual appeal of the City, particularly in key locations such as S.H. 225, S.H. 146, Fairmont Parkway,
and Broadway. In addition, by establishing standards of development, the City would generate quality
sustainable development that adds to the identity and image of the community.
Improvements to the Appearance of Older Established Neighborhoods
A continued program needs to be developed to improve the overall safety, appearance, and function
of the City's residential areas. Neighborhoods are the foundation of the quality of life in the community,
which are essential to support and sustain.
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Improvements to Dilapidated Commercial Corridors and Areas
Major corridors such as Fairmont Parkway, Broadway, Spencer Highway, S.H. 225, and S.H. 146
need attention to increase landscaping, reduce signage clutter, remove or rehabilitate unsightly properties,
and improve building facades of older structures.
Downtown Revitalization and Utilization
There is great interest in making the downtown a viable commercial area that would attract not only
visitors, but residents as well The downtown offers a special environment that could be a strong asset of
the community if there is a focus of resources committed to the area.
Barriers to Revitalization
Some of the potential properties for redevelopment are owned by a relatively few owners or trusts.
Trusts have fiduciary responsibilities that sometimes limit their ability to sell or donate property. Costs of
building renovations and requirements are barriers to someone wanting to locate a business and/or
residence.
BEAUTIFICATION GUIDELINES
Urban design is a combination of appearance and function; how the City looks and feels to
residents and visitors and how neighborhoods and other areas are linked together. Urban design is a
mechanism to create a sense of community, an identity that is unique to La Porte and which defines its
image. It requires collaboration on behalf of residents, elected and appointed officials, busnesses,
development community, home associations, Chamber of Commerce, economic development agency, civic
organizations, and other key stakeholders in the community. When done well, an urban design program is
an asset to the community, which enhances its identity, improves its competitive position for development
and redevelopment, and genuinely enhances the sense of community, quality of life, and livability of the
community. Reasons for the community to invest in beautification through urban design are as follows:
?? Desirable place to live;
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Guidelines for Beautification Improvement
To be fully effective in achieving the community's vision for the future, a beautification program
needs to be implemented citywide. However, needs often out weight the financial resources available to
achieve the desired outcome. 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 a beautification program. These priority areas are
concentrated at the entrances to the City and along its major thoroughfares, as displayed in Figure 10.1 -
Gateways and Corridors. There is also a hierarchy of importance of the identified entrances and corridors
dependent upon their relative viSlbility. The primary and secondary gateways and corridors are illustrated
in Figure 10.1.
There are a large variety of components that contnbute to the visual appearance and .'feel of a
community. Some components are more apparent than others, although they all contnbute to the overall
character of the community. The beautification elements identified below, if implemented, will each have a
considerable impact on the visual environment and the perceived level of quality and sustainability in the
community. The primary elements of a beautification program include:
Overall Visual Appearance
The overall visual appearance includes building facades, screening of storage areas, land use
compatIbility, design cohesiveness, street aesthetics, overhead utilities, landscaping, and signs - what meets
the eye - and what forms the overall impression of the city. Improvements to the appearance may include
the removal of .'slipcover facades to reveal the original structure, relocation of overhead utility lines,
coordination of signage, enhanced streetscape environs through landscaping and open space, increased
setbacks, creation of an architectural theme, design cohesiveness, screening of storage and service areas,
creation of gateways, and many other enhancements.
Area Identification
Area identification includes distinctive signage, lighting, landscaping, sidewalk design, and items
that distinguish the area from the surrounding city. Areas may have a distinctive logo on their street signs
to denote a special area such as Downtown or historic districts. Generally, area identification can be
achieved through establishing something unique about the area, something that sets it apart from other areas
and creates a sense of arrival upon entering the neighborhood of district.
Gateways may be clearly
delineated by distinct signage
or by design features such as
decorative light fixtures,
unique pavement patterns,
fencing, and enhanced
landscaping. Gateways
establish identity.
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Infrastructure
Streets, overhead utilities, sidewalks, and parks are visible infrastructure that are functional
elements of an beautification scheme in the community. Sidewalks have potential to be much more than a
strip of concrete that runs parallel to the street. More than a necessity for pedestrians, sidewalks can
provide an amenity to neighborhoods and other areas to create a walkable community and a pleasant
environment for walking, exercising, or sightseeing. Use of brick or stone pavers on sidewalks and
crosswalks can significantly improve the appearance of an otherwise typical street or neighborhood.
Sidewalks also link one activity center to another and relieve traffic congestion by encouraging people to
walk rather than drive.
Overhead utilities often add to the visual clutter of an area, along with traffic signals, streetlights,
street signs, business signs, buildings, and an array of other physical improvements. Placing overhead
utilities underground can have a significant impact on the visual environment of an area. Many
communities throughout the country require all overhead utilities to be placed underground as a condition
of development.
Parks are often not considered infrastructure, although they are as important to a community as are
streets and utilities. Consideration of parks equitably with the provision of fire and police services, streets
and utilities will create a pleasant living environment that offers open space and visual relief from
development.
Overhead power lines, as
shown to the left, detractfrom
an otherwise pleasant
physical environment.
Increased setbacks and
landscaping cannot overcome
the visual obstruction of
overhead utilities.
Parking
AB in any downtown or shopping center, parking is a necessity. On-street parking is cmvenient for
shoppers and merchants, but often unattractive and impedes the flow of traffic. Off-street parking lots
provide a better place to par~ but are not perceived as convenienL Parking lots provide an opportunity for
additional trees and landscaping and may be designed as "car parks , or as places to leave the car, but also
to rest and enjoy the outdoors in an attractive setting. The City of La Porte would benefit from off-street
parking in the Downtown area located behind the streets.
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Cluzpter 10
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The use of landscape parking
islands provides an
opportunity to foster
aesthetically pleasing
developments, which enhance
the appearance and character
of the community.
Landscaped Corridors
Streets and greenbelt linkages are included as a beautification element so that their appearance and
function can be addressed for improvements. Major corridors, such as S.H. 225, S.H. 146, Fairmont
Parlc:way, Spencer Highway, Broadway, and Main Street, can benefit from the addition of sidewalks,
increased se1hacks, cohesive fencing, more open space, landscaping, gateway entrances, public art and
features, decorative street lights and traffic control, streetscape improvements for pedestrians, and a
coordinated signage system, all in addition to managing the flow of traffic. Street rights-of-way can be
designated corridors with specific requirements for landscaping, signage, building setbacks, and parking
may be imposed.
Landscaped corridors create
an impression of a livable
community, while producing
an aesthetic street
environment. These
"boulevard-type" corridors
include raised medians and
increased setbacks.
Increased Setbacks and Open Space
The provision of additional green space within and adjacent to roadways creates a more pleasant
visual environment Additbnal rights-of-way are required to accomplish this boulevard-type setting, which
may not be feasible in all circumstances. These corridors should be reserved for principal arterials and
other high profile roadways. In constrained environs, many of the same principals may be achieved through
increased landscaping, cohesive fencing, curvilinear sidewalks, unique and visible crosswalks, decorative
traffic control and lighting, and underground utilities. Creating pockets of open space, such as at
intersections, is also an effective technique to enhance the visual environment.
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Increased setbacks adjacent to
roadways offer an opportunity
to reduce environmental
impacts on adjacent property
owners and to create
additional open space for
sidewalks, trails, and
landscaping.
Architectural Design
Cluzpter 10
A major component contnDuting to the perception of an area as beautiful or unattractive is the built
environment. Development of architectural guidelines or design standards will promote quality
development that a;hieves the desired aesthetic environment of the community. Perhaps the two more
important aspects of guidelines or standards are the use of decorative building materials and the
cohesiveness of design among adjacent buildings regardless of their relationship. Use of an architectural
theme or style that ties an area or district together creates visual unity. For example, architectural standards
specific to the Downtown area would help to maintain and restore the historic character of the area.
However, there must also be imagination and innovation permitted to avoid development of a sterile and
uninviting environment. Another facet of building architecture is its context with the surrounding
environment. For instance, among other site development issues such as access, circulation, use, and
traffic, by designing a commercial building to be residential in appearance the visual impact on adjacent
properties may be greatly reduced or eliminated.
Cohesive development plays
an integral role in the
appearance of an area. The
use of guidelines or standards
can establish site design
parameters to coordinate the
appearance and visual context
of an area.
Signage
Businesses require identification and directional signs; however, these signs can be designed and
located to form a better visual impression without detracting from their purpose. The City's sign ordinance
should include provisions to regulate the maximum amount of signage allowed for wall, ground, window
signs, spacing and even recommend styles in keeping with the desired overall visual appearance formulated
by a consensus of citizens and elected officials. These requirements should be imposed along high profile
corridors, and may be used throughout the community.
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CluJpter 10
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Gatewavs and District Identity
A well-4esigned system of
signage creates a sense of
order, which greatly
enhances the visual
environment and improves
the ability of passers-by to
collect and process
information about the area.
Direction, location, and identity signage, which inform and establish a sense of place, need to be
appropriately designed and located to direct and inform without creating a cluttered visual environment
The use of street signs with area logos helps identify special districts or neighborhoods. Colored banners
may also be mounted on light poles or buildings. However, these signs need to be coordinated and placed
in locations where they are easy to read from the street. In areas of the city that are distinctive in
appearance or use, entrance and internal signage should be used for identification.
Gateways establish a sense
of arrival to an area, and
create a first impression and
lasting identity. Gateways
capitalize on the uniqueness
of an area and establish
defensible community
boundaries.
General Considemtions for Beautification Improvement
Landscaping enhances the visual appeamnce of individual developments as well as the community
as a whole. Landscaping also contributes to rninirni:r.ing the harmful impacts of noise, dust., debris, motor
vehicle headlight glare, or other artificial light intrusions, and other objectionable activities or impacts
conducted or created by an adjoining or nearby use. Trees and other plantings along streets make living and
visiting the City a more pleasant experience. The City should assure that a landscaping and tree protection
ordinance establishes the necessary provisions to achieve its vision of the :future regarding specifics about
the type of landscaping desired. For example, trees placed within parking areas greatly improve the
appearance, but also provide much needed shade in the Texas climate. Preserving trees during development
and requiring the replacement of trees that are removed will have a significant impact on the community's
appearance. It is important to note, however, that all plantings require ongoing maintenance either by the
City, property owners, community organizations, or neighborhood groups.
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Perimeter screening of parking facilities will reduce the negative appearance of such areas. Low
shrubbery that shields vehicle lights and bumpers will add to the visual appearance while reducing the
impact of the lights on the surrounding areas and uses. Consideration should be given to both the design
and maintenance so that there is adequate visibility from the street.
Traffic calming devices can be utilized to reduce traffic flow and speeding problems on local
streets. These include speed humps, street closures, bulb-outs and traffic circles, high visibility crosswalks,
narrower lanes, and landscaped medians.
DOW~IO~ LA PORTE
Considerations for Enhancement
To create an attractive, interesting place where citizens and visitors will want to shop and be
entertained, there are four issues to be addressed including creating a mixed use environment. accessibility,
parking, aesthetics, and pedestrian orientation.
Mixed Use
In order for Downtown La Porte to play important economic and social roles, a variety of uses need
to be present. Elements that will help to generate interest and patronage include a destination restaurant.
family spots such as an ice cream parlor, entertainment venues such as a community theater, a variety of
unique retail shops, residential units, and defined open space for parks and recreational activities and
downtown festivals and special events.
It is essential that residents, visitors and particularly potential customers have good access to
Downtown La Porte. As such, a top priority should be improvement of street conditions throughout
Downtown and the surrounding area. Streets should be in good condition and where curbs and gutters are
partial or non-existent, they should be installed to adequately drain the streets and prevent flooding.
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Access
Another significant asset to vehicles entering Downtown La Porte is clear and distinct signage.
Distinctive street signs that convey the character of the district will assist shoppers to easily find their
destination while helping to alleviate confusion for visitors.
Aesthetics
A business district is largely characterized by its physical appearance. Factors influencing the
appearance include architecture, facade maintenance, gateways, signage, landscaping, open space, street
furniture, and lighting. Additions or improvements to the appearance will encourage residents and visitors
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Chapter 10
to come to Downtown La Porte for single and multi-pwpose trips. If an area is perceived as depressed,
underutilized, or unsafe, it will typically not enjoy the activity necessary to revitalize it If Downtown La
Porte is highly active, aesthetically at1ractive, and safe, people will enjoy spending time in the area
Downtown is in direct competition with commercial uses in other parts of the city and with those in
surrounding communities. Therefore, by enhancing its appeal, it can become a preferred destination for
consumers. Another initiative that would aesthetically enhance Downtown is the improvement of alleyways
as shown on Figure 10.2 - Alleyway Improvements. A caf next to an alleyway could utilize the space for
outdoor dining. Improvements as simple as tables, chair and umbrellas along with planters and festive lights
create a usable pleasant space. Alleyways could also provide pedestrian linkages to parking areas, such as
those located behind storefronts of rear halfblocks, with proper surfacing and lighting.
Parking
Adequate parking is essential to the long-term success of La Porte's downtown. Parking is
necessary for downtown business owners, area residents, and both short- and long-term parkers. To
determine the supply necessary to meet the average and peak parking demand, an area wide parking study is
recommended to identify the existing conditions, inventory the availability of both on- and off-street
parking spaces, identify existing and future parking needs and options for meeting the needs, and preparing
a downtown parking plan and program.. An effective parking plan considers the parking needs of
businesses and patrons as well as issues related to parking such as pedestrian linkages, lighting, signage,
and overall access and circulation throughout the downtown.
Pedestrian Friendliness
The purpose of a pedestrian friendly Downtown is to encourage people to get out of their cars and
interact with other people. Downtown may be considered pedestrian friendly when a person desires to visit
the district and complete their business on foot It is important that all sidewalks are in good physical
condition. An interesting and appealing sidewalk design can encourage this activity. A design theme
should be implemented throughout Downtown to aeate a unifying identity. Comers can be enhanced for
pedestrians to facilitate crossing streets by creating extensions which effectively shorten the
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FIGURE 10.2
ALLEYWAY IMPROVEMENTS
La Porte Comprehensive Plan Update
La Porte, Texas
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t.:--
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FIGURE 10.3
PEDESTRIAN FRIENDLY ELEMENTS
La Porte Comprehensive Plan Update
La Porte, Texas
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FIGURE 10.4
PEDESTRIAN FRIENDLY ELEMENTS
La Porte Comprehensive Plan Update
La Porte, Texas
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Cluzpter 10
distance from one comer to another making it easier and safer to cross the street, as shown in Figures 10.3
and lOA - Pedestrian Friendly Elements. Pedestrian refuges can be created at the balfpoint of crossing a
street to create a protective zone for pedestrians to wait for passing traffic. This is particularly important for
wider arterial streets such as Main Street. Shade is an important factor in creating a pleasant walking
environment for pedestrians, which can be accomplished with sidewalk canopies on store fronts and/or
planting street trees.
IMPLEME"!\'T A TInS
Main Street Program
This is a program that is available to reinvest in and revitalize Downtown La Porte. The program
was designed by the National Trust for Historic Preservation in 1980, and is administered through the Texas
Main Street program of the Texas Historical Commission in 65 Texas cities. The Main Street Program
focuses on a four-point approach of organization, design. promotion, and economic redevelopment targeted
to downtowns. The intent is to support and encourage historic preservation within the context of economic
revitalization.
Participation in the Main Street program requires a participating city to commit to and adopt the Main
Street strategy consisting of ten criteria, which are summarized as follows:
?? Broad-base public support for the commercial district revitalization process, with strong support
from both public and private sectors;
?? Vision and mission statements relevant to community conditions and to the local Main Street's
organizational stage;
?? Comprehensive Main Street work plan;
?? Historic preservation ethic;
?? Active board of directors and committees;
?? Adequate operating budget;
?? Paid professional manager;
?? Program of ongoing training for staff and volunteers;
?? Reporting of key statistics; and.
?? Current member of the National Main Street Network.
The Texas Historical Commission provides consulting services and a staff of experts on a number
of preservation issues to support Main Street programs at no charge to enrolled cities. Training programs
are provided at a nominal cost.
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Public Improvement District
In accordance with the Texas Local Government Code, Chapter 372, Improvement Districts in
Municipalities, a municipality may initiate or receive a petition requesting the establishment of a public
improvement district in the municipality or its extraterritorial jurisdiction. An improvement project may be
undertaken if the governing body finds that an improvement district would promote the interests of the
municipality. A public improvement project may include a variety of improvements that influence the
quality of development and aesthetic appearance of an area, including landscaping, signage, sidewalks, art,
parking, utility infrastructure, parks, acquisition, and special services for improvement and promotion of the
district, which may include the aesthetic appearance and architectural significance of the district.
Establishment of a Public Improvement District requires a petition, findings as to the advisability of
the proposed improvement, its estimated cost, method of assessment and apportionment of cost; a feasibility
report to determine whether an improvement should be proposed; appointment of an advisory body; a
public hearing on the advisability of the improvement; authorization to create an improvement district;
preparation of a service plan to define the annual indebtedness and projected costs of improvement;
preparation of an assessment plan and apportionment plan; and preparation of an assessment roll.
Urban Renewal
In accordance with the Texas Local Government Code, Chapter 374, Urban Renewal in
Municipalities, a municipality may exercise its urban renewal powers upon adoption of a resolution that a
slum area or blighted area exists and that rehabilitation, conservation or slum clearance of the area is
necessary for the public heaTh, safety, morals, or welfare of the residents of the municipality. A majority of
the voters voting in an election must favor adoption of the resolution in order to enact urban renewal. An
urban renewal project includes any of the following activities: (1) activities in the urban renewal area that
are designed to eliminate or prevent the development or spread of slums and blighted areas; (2) slum
clearance and redevelopment; (3) rehabilitation or conservation; and/or (4) development of open land that,
because of location or situation, is necessary for sound community growth and that is to be developed, by
replatting and planning, for predominantly residential uses.
Tax Increment Financing (TIP) may be used as a method to fund the improvements within a
defined urban renewal area. TIP requires majority approval by the voters of the municipality. TIP is a
municipal financing tool that enables a municipality to encourage redevelopment of a designated area or
areas in partnership with private development. Public improvements within the designated urban renewal
area are financed using tax revenue generated by new investment. The advantage of this financing
technique is the ability to capture all or a portion of the increased tax revenue generated by private
investment. The increment is placed in a tax increment fund to be used only for public purposes within the
urban renewal area. With tax increment financing, the existing tax base would be noted as the base year.
The increase in tax revenues resulting from private investment would create a positive increment that would
be held in the tax increment fund rather that distributed to the various taxing jurisdictions. The special fund
is used to finance public purpose expenditures or to repay bonds issued to finance the expenditures.
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Chapter 10
Through creation of a TIP district, a municipality may enter into agreements regarding the architectural
design and aesthetic appearance of the property and buildings within the district.
Municipal Management District
In accordance with the Texas Local Government Code, Chapter 375, Municipal Management
Districts in General, a municipality may create a management district for, among other reasons, to further
promote the health, safety, welfare, morals, convenience, and enjoyment of the public by landscaping and
developing certain areas within the district that are necessary for the restoration, preservation, and
enhancement of scenic and aesthetic beauty. The general purpose of a management district is to promote
and benefit cornmercial development and commercial areas.
A Municipal Management District may be created only in an area devoted primarily to commercial
development and business activity. In order to create a district, a petition requesting creation of a district
must be received by the owners of a majority of the assessed value of the real property in the proposed
district or 50 persons who own real property in the proposed district Upon creation, the district has all the
rights, powers and privileges of a taxing authority.
Planned Development District
A planned development district (also referred to as a planned unit development) is defined as a
development of land that is under unified control and is planned and developed as a whole in a single
development operation or programmed in stages of development. Planned development districts are
designated for the purpose of encouraging and requiring orderly development at a quality level that exceeds
that commonly found in projects developed in conventional zoning distric ts. A planned development
district allows fleXIbility of normal and established development techniques in exchange for innovative
designs to increase compatIbility, enhance imaginative site planning, create amenities, provide greater open
space, and improve the architectural appearance and overall quality of development. An advantage of
planned developments is that continuing maintenance and compliance with the final development plan is
binding upon all successors and assigns unless the plan is amended.
When property is rezoned to a planned development district designation, a preliminary
development plan is considered and approved as part of the rezoning application. The content and
submission requirements include all necessary information needed to approve site development including
preliminary engineering. Upon approval of the zoning classification and preliminary development plan, a
final development plan may be submitted and approved administratively if there are no modifications from
the approved preliminary development plan.
Article IV, Planned Unit Developments, of Chapter 106 of the City of La Porte Code of Ordinances
addresses the procedures and requirements for planned developments in the City. The procedures establish
the submittal requirements for a major or minor development site plan or preliminary plat. In addition,
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Chapter 10
there are specific criteria to be used by the Planning and Zoning Commission in reviewing and making a
recommendation to the City Council. The article also addresses requirements such as property controls,
public services, building height, and roadways. The specific development requirements address density,
yard, required frontage, yards, and minimum project size for commercial and industrial developments. The
supplementary district regulations address specific uses such as domestic livestock, breeding kennels, bed
and breakfasts, and accessory uses.
Conditional or Special Use Permit
Generally, a conditional or special use is defined as a use other than a use permitted by (or as of)
right A conditional or special use permit is a process by which a particular use is reviewed in relation to a
specific site to determine whether the proposed use, with or without the imposition of conditions, is
appropriate for the premises. Certain uses of land, buildings or structures may not be appropriate under all
circumstances in any given zoning district, but may be appropriate and suitable where adequate precautions
can be taken to assure compatibility with surrounding uses, public need, and the city as a whole. Approval
of a conditional or special use typically requires an additional level of review by the Planning Commission,
City Council. Architectural Review Board andlor other special-purpose review board.
A conditional or special use permit applies to the property that is legally descnbed in the
application and is not transferable to another property without similar proceedings to determine the
appropriateness and compatlbility of the use on a new property. A conditional or specBl use is typically
subject to expiration if the use permitted by the ordinance is not fully established and operational within a
specific time period, such as one year from the date of the ordinance granting the permit. In addition, the
use permit may be revoked by the City Council if any of the terms are violated.
Uses that require a conditional or special use permit are identified within the standard zoning
districts depending on the nature and intensity of the use. To insure that there is adequate review of the
application, including public notice and comment, an application for a conditional or special use is required
and processed in the same manner as a change in zoning classification. In addition to a required
application, a site plan is required to show the details of the proposed use and its relationship to surrounding
properties.
Overlay District
Overlay districts allow establishment of special regulations within parts or all of a zoning district or
several zoning districts. The provisions cf overlay districts supplement the base zoning district regulations
and typically do not preempt the regulations of the underlying base zoning district, although they may allow
exceptions under certain circumstances. Overlay districts may be indicated on the official Zoning District
Map, may include a boundary description in the text, or contain a list of specific parcels or buildings subject
to the overlay regulations.
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A City may adopt a single overlay district that is broadly applied to all defined areas, or may
establish more than one overlay district with specific regulations tailored to the area's architectural
character, scale of development or other unique characteristics. Examples of regulations that may apply
within an overlay district include sgo. control, height and area requirements, setbacks, landscaping and
screening, open space, and design standards and architectural guidelines. Site review would be required
with the adoption of overlay districts.
Site Review
The zoning ordinance may incbde provisions for consideration of site plans in standard zoning
districts. Generally, within nonresidential zoning districts, preliminary site plans are required for submittal
to be approved by City staff and the Planning Commission (or City Council). Approved preliminary site
plans are typically valid for a specified time period such as one year, with time extensions available up to
one additional year if authorized by the Planning Commission or City Council. Disapproval of a
preliminary site plan by the Planning Commission may typically be appealed to the City Council. Content
and submittal requirements for preliminary site plans are specified in the ordinance. The site review
process often allows considerable discretion to be exercised by the governing body since it may deal with
hard to define aesthetic and design considerations.
The purpose of a site review process is for an applicant to demonstrate a satisfactory quality of
design in the individual buildings and its site, the appropriateness of the building of buildings to the
intended use, and the aesthetic appropriateness of the development to its surroundings. Satisfactory design
quality and harmony involves among other things:
?? Appropriate use of quality building materials and harmony and proportion of the overall design;
?? Architectural style that is compatible with the overall character of the neighborhood;
?? Height and color of the proposed structure as compared to a4jacent and abutting structures; and,
?? Plan is consistent with sound land planning, good site engineering design principles and good
architectural principals.
Adoption of architectural guidelines andlor design standards is necessary to complement the site
review and approval process pertaining to the definition of quality development, specification of
architectural style and harmony of design. Design guidelines should consider subdivision regulations, the
existing built and natural environments, local culture and history, public streetscape improvements, and
local public policy. Their legal basis should be firmly established in the comprehensive plan, particularly
associated with specifically defined areas of significance. Design regulations are most suitable in a separate
section of the Code of Ordinances, but integrated with the zoning regulations.
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Chapter 10
Downtown Implementation
Successful implementation of a Downtown Enhancement Plan will rely on four critical factors:
?? Public/private cooperation;
?? Regulatory consistency;
?? Marketing of opportunities; and,
?? Financial resources.
The business development climate in Downtown La Porte must continue to be strengthened through
a joint public -private initiative to promote establishment and growth of desirable retail, service, restaurant,
and entertainment businesses. A strong spirit of cooperation between Downtown business owners and the
City of La Porte can be fostered in adopting and implementing needed regulations regarding landscaping,
signage, and property maintenance to improve its appearance. The City should provide the organizational
capacity and resources needed to implement a Plan.
Organization and administration of a Main Street Program, in coordination with the Chamber of
Commerce and the City, could create a partnership to conduct active promotional campaigns to attract new
businesses to Downtown La Porte.
A Downtown Enhancement Plan must be considered as an economic development plan as well as a
building renovation and appearance plan. Economic Development is the cooperative action between the
public and private sectors, which :csults in widespread and sustained private investment. Some key
concepts include cooperative action, partnering, and sustained private investment via the marketplace. The
community's economic development program relates to community actions designed to attract and
encourage business growth and promote job creation.
Potential financial resources include a variety of funding sources, such as:
?? Creation of a self-assessment benefit district which levies a special assessment tax on businesses
and property owners in the district for the purpose of carrying out specific public physical
improvements.
?? Creation of a special service area in which property owners are taxed with a mill levy or a special
assessment and the funds generated are used for infrastructure improvements, maintenance
programs, public parking, etc.
?? Sales tax funds dedicated for revitalization and redevelopment of commercial areas. The City may
utilize non-profit development corporations to promote the creation of new and expanded industry
and mmufacturing activity with in the city and surrounding vicinity. A Section 4A-development
corporation is funded by the imposition of a local sales and use tax dedicated to economic
development. The Section 4B one-half cent sales tax can be used to promote a wide range of civic
and commercial projects. These are possible if the city has room in the local sales tax structure.
?? Bar and Restaurant tax.
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Cluzpter 10
?? Work to obtain State approval of Transportation Enhancement funds for improving sidewalks and
streetscapes within Downtown La Porte.
?? Utilize Community Development Block Grant (CDBG) funds for public infrastructure and
community services programs.
?? City of La Porte Capital Improvement Program and Annual Budget.
?? Transportation Equity Act of the 21"t Century (TEA-21) and State Highway Funds can be used for a
variety of transportation enhancements and improvements. For example, the Surface Transportation
Program may be used for improvements on roads that are not functionally classified as local or
rural minor collectors. .
?? Texas Recreation and Parks Account Program allows local units of government to apply for park
grant funds for outdoor recr~on from the Texas Parks and Wildlife Department. This program
provides 50 percent matching grant assistance to eligible local governments for the acquisition and
development of public recreation areas and facilities.
?? Venue taxes-Cities may adopt a venue project tax whereby they can collect taxes to fund a
specific voter-approved economic development project. Projects may inclt1de sports stadiums,
convention centers and related improvements, or tourist development along an inland waterway.
Venues that may be taxed include admissions, motor vehicle rental, event parking, hotel occupancy,
and facility uses.
?? Local Property Tax Incentives that may be utilized by cities to attract commercial enteIprise are:
Property Tax Abatement in which a city may enter into an agreement to abate (waive and/or
postpone) property taxes in a "reinvestment zone"
Tax Increment Financing is a tool to publicly finance needed structural improvements and
enhanced infrastructure within a defined area. The costs of the improvements are repaid by the
contnbution of all of a portion of future tax revenues that are attnbuted to the increased in the
property values due to the improvements in the reinvestment zone.
?? Economic Development Through Tourism - A city may adopt the following programs to augment
tourism programs that bring visitors to the area:
Local Hotel occupancy tax provides an important source of funding for maintaining a city's
tourism program.
Designation under the Texas Program for Historic Landmarks with the owners' approval
provides eligtbility for ad valorem tax exemptions and state grant preservation funds, technical
preservation assistance, and inclusion in travel guides.
Designation under the National Register for Historic Places makes certain tax credits available
for certified rehabilitation of income producing buildings and allows for federal historic
preservation grants- n-aid
?? Grants and Loans for Economic Development - A city may provide a grant or loan of city funds or
services to promote economic development, but must insure that the public purpose of economic
development will be pursued by the business through the creation of jobs, or expansion of the tax
base by construction of or enhancement of physical facilities. Safeguards and demonstrable
benefits should be stipulated in a contract agreement in which there are tangible means for
measuring the business' meeting of its obligations. In addition, a city may provide land to promote
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Chapter 10
economic development by obtaining and even partially developing a site to show to businesses that
may relocate to the area. Examples may include the purchase of land for municipal facilities
including water and sewer treatment plants, industrial parks, municipal airports, and city streets.
?? Issuing Debt for Finance Economic Development - If permitted by the city charter, a city may issue
bonds to finance infrastructure improvements and certain mmufacturing and commercial facilities.
These bonds may be issued through the development corporation, a tax increment financing district
Commercial buildings must be subsequently leased to a private entity. Bonds may also be issued
by an industrial development corporation and are payable solely from the sales tax proceeds.
?? Economic Development through Infrastructure Improvements - Public Improvement Districts
(PIDs) are a means for undertaking public improvements by allowing a city to levy and collect
special assessments for property with the city or its ETJ. Improvements include water, wastewater,
sewer drainage, sidewalks, street, mass transit, parking, hbrary, park and recreation, landscaping,
art installation, pedestrian malls and other similar p-ojects. Also included are safety services and
business-related services such as advertising, recruitment and development. The city or affected
property owners must petition for the creation of a PID. The revenue from the special assessment
must be used for the specified improvements or developments in the PID.
?? Municipal management (downtown) districts are a relatively new way that commercial property
owners may enhance a defined business area to finance facilities and improvements above and
beyond what is already provided by the city or property owners. The improvements may be paid
for by a combination of self- imposed property taxes, special assessments impact fees and other
charges against the property owner. Such a district is meant to enhance, not replace city services in
the area.
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Redevelopment Strategy
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Chapter 12
Urban redevelopment efforts require cooperative action to encourage new and sustained private
investment and to provide supporting rehabilitation of public infrastructure. A key part of the process is
determining what strategic actions the community should take to achieve its redevelopment goals and
objectives. Successful redevelopment will often require cooperation and coordination between agencies at
different levels of government as well as non-profit community organizations. This should include
coordination of physical improvements with social service programs which aim to enhance the health and
economic capacity of residents in targeted neighborhoods.
The purpose of this element of the Comprehensive Plan Update is to assess existing development
conditions in La Porte, document redevelopment issues and priorities, determine what barriers may impede
redevelopment efforts, and identify the primary opportunities for redeveloping areas in the City that are at
risk of continued decline without appropriate, coordinated action. The conclusions form the basis of
recommendations for La Porte's future redevelopment strategies. This plan element is also closely linked to
other elements addressing future land use, transportation, utility infrastructure, community facilities,
residential development, parks and recreational facilities, and beautification.
During the comprehensive planning process, La Porte residents expressed great interest in
redevelopment opportunities in the historic downtown area. Certain reighborhoods also are in need of
revita1iza:tion efforts to address substandard housing conditions, remove abandoned structures, enhance
public safety, improve community aesthetics, stabilize and increase property values, and bolster the City's
tax base in the process. One such area is "Old La Porte, which is generally the City's oldest
neighborhoods to the east of State Highway 146. These older areas of town have inevitably become less
competitive for ongoing investment as the City has expanded and newer, more contemporary housing
developments with reasonable home prices and the latest amenities have been constructed in other areas.
The Fairmont Park area, in particular, has experienced significant residential development as growth has
continued eastward from Deer Park. As noted in the City's 1984 Comprehensive Plan, older residential
neighborhoods and commercial areas tend to be the most resistant to change because of their existing land
use and property ownership patterns. Security concerns due to criminal activity also hold certain areas back
from their full potential.
As a part of the planning process, the Comprehensive Plan Steering Committee identified issues
and needs facing La Porte as well as the community's strengths and weaknesses. This exercise helped to
determine the future needs of the community and improvements necessary to meet these needs. The
following issues/needs, assets, and challenges related to redevelopment efforts were identified by citizens of
La Porte:
Issues/Needs :
?? Diminished quality of older neighborhoods (e.g., east of State Highway 146)
?? Dilapidated structures and demolition of abandoned buildings
?? Declining property values
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?? Enhancement of Old Main Street area (e.g., unique identity, aesthetic improvements, mix of stores,
adequate parking and access, entertainment and events)
?? Waterfront development (e.g., Sylvan Beach improvement, high-rise condos, restaurants, hotel and
conference center, marina development, Bayfront Master Plan)
?? Neighborhood enhancement (e.g., police protection, street lighting, parks, street improvements and
curb repairs, property maintenance and aesthetics)
?? Drug-related criminal activity and graffiti
?? Youth facilities and activities
?? Subsidized housing
?? Public facilities for poor and needy persons
?? Community pride and organization of civic associations
?? Promotion of existing attractions and destinations (e.g., Old Main Street)
?? New retail development (e.g., major shopping centers, grocery stores, downtown area)
?? EClrtourism
?? Prevention of urban blight in areas at risk
?? Maintenance of existing infrastructure
?? Equal provision of infrastructure improvements
Assets :
?? Heritage
?? Galveston Bay
?? Move toward tourism
?? Neighborhoods
?? Small town atmosphere
?? Plans implemented and goals achieved
Challenges:
?? Lack of development between bay and older areas
?? Appearance of older neighborhoods
?? Retail loss and lack of support
?? Inadequate enforcement of existing ordinances
?? Resistance to change
?? Absentee landowners, particularly along the bayfront
The Comprehensive Plan Steering Committee prepared the following goals, objectives, policies,
and actions based on citizen input received in public meetings held during the planning process and at a
community forum in October 1998. The goals and objectives are numbered for reference purposes only and
not to indicate any priority ranking. Each goal and objective is intended to provide direction for future
community decisions regarding redevelopment in La Porte.
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Action 2:
Action 3:
Action 4:
Action 5:
Policy 3:
Action 1:
Action 2:
Action 3:
Action 4:
Chapter 12
Implement recommendations in the Land Use Element related to
neighborhood protection requirements as part of the City's development
review and approval process, including physical screening, increased
setbacks, and use of open space buffers.
Work with owners of existing commercial and industrial operations near
residential areas to identify ways to reduce adverse impacts on adjacent
neighborhoods.
Implement the numerous recommendations in the Residential
Development Element related to long-term protection of neighborhood
integrity.
Avoid zoning amendments that amount to inappropriate "spot zoning.
The City should encourage and support community and neighborhood-
based action programs.
Promote organization of qualified neighborhood associations.
Provide technical assistance to neighborhoods in drafting new or reviving
lapsed deed restrictions and restrictive covenants.
Communicate regularly with local organizations and churches about
identified needs and planned projects and opportunities for public-private
coordination.
Implement recommendations in the Residential Development Element
related to support of neighborhood initiatives.
I GOAL 12.2: Revitalize the Oty's historic downtown area.
OBJ. 12.2a:
Policy 1 :
Action 1:
Action 2:
Action 3:
Action 4:
Action S:
Prepare and implement a downtown development plan.
The City should promote a unified vision for downtown through a
cooperative and unified effort with the Main Street Association.
Through the downtown plan, take the necessary steps to prepare the City to
participate in Main Street and other revitalization programs.
Review the City's zoning ordinance to ensure that downtown is zoned
appropriately to promote its long-term viability and encourage
redevelopment activities.
Evaluate the pedestrian "friendliness of the downtown area and identify
needed improvements to pedestrian ways.
Implement recommendations in the Beautification Element related to
adoption of an urban design theme for downtown and establishment of
standards and guidelines for managing downtown aesthetics and creating a
"sense of place through distinctive inprovements in cooperation with
property owners and other downtown stakeholders.
Conduct an inventory of existing building conditions to identify
substandard or dilapidated structure and to set priorities for rehabilitation
efforts.
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Page 12-8
Policy 2:
Action 1:
Action 2:
Action 3:
Action 4:
Action 5:
Action 6:
Action 7:
Action 8:
Action 9:
Policy 3:
Action 1:
Action 2:
Action 3:
Policy 4:
The City should implement a comprehensive set of physical and aesthetic
improvements in the downtown area.
Implement recommendations in the Beautification Element related to
techniques for encouraging renovation and re-use of existing buildings
(e.g., fleXible construction standards, tax and financial incentives).
Initiate a street-tree planting program based on a planting plan that is
coordinated with other recommended improvements, such as sidewalk and
curb and gutter repairs.
Develop a comprehensive street lighting program for the downtown area,
including installation of antique-style lamp posts and establishment of a
street lamp replacement schedule.
Enhance the appearance of off-street parking areas through perimeter and
interior landscaping improvements in coordination with downtown
property owners.
Encourage private initiatives to landscape and beautify vacant and
undeveloped properties in the downtown area and step up enforcement of
property maintenance codes.
Determine the feasibility of providing a pocket park or improved public
open space in the downtown area for pedestrian congregation, with
benches, a gazebo or bandstand, appropriate plantings, historical
information, public art, etc.
Develop visible identification markers and landscaped gateways at
strategic locations to denote entry into the historic downtown area
Promote a safe downtown environment through appropriate design and
highly-visible, community-based law enfoccement (e.g., more walking
and/or bike patrols).
Implement recommendations in the Beautification Element related to other
...4)5 to c:.trlmI""lCc:. the ac.sthctics and vismd apyt.ai of do~ntolll'il.
The City should explore possible avenues for resources and financial
incentives for downtown redevelopment activities.
Explore Federal and State funding for downtown revitalization projects.
Implement recommendations in the Beautification Element related to
incentives, "seed money, and technical assistance for private
redevelopment projects (e.g., business loan funds, historic restoration tax
credits, low-interest loans from local financial institutions, a special
downtown matching grant fund in the City's annual budget).
Consider the creation of a municipal improvement district or public
improvement district which would have the authority to levy an assessment
apportioned for downtown improvements.
The City should be responsive to the needs of existing businesses in the
downtown area to promote their retention and growth.
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Lnapter 1".1-
Action 1: Survey downtown businesses to determine what incentives and
improvements are considered important and necessary to attract and retain
1515SmoIi~.
A.cti.nn '-'n lP p:n'tnP.Nhipwith nthP.T jlrf".:iL.pnblir..JUld pri~tj"'.....tm1i1ir.s.;~nmr.
duwu:Luwn dtvc::lul'WCU:l :;c;I.J.ih.uus lnvdivlhg busillc::ss ownc::rs w lbcus on
opportunities and improvement needs and develop specific action plans.
Annually evaluate and revIse downtown development mcentIves and
policies as needed.
Create a City-sponsored awards program to recognize successful
downtown businesses and downtown improvement projects.
Action 3:
Action 4:
OBJ. 12.2b:
Policy 1:
Action 1:
Action 2:
Action 3:
Action 4:
Action 5:
Policy 2:
Action 1:
Action 2:
Action 3:
Action 4:
Action 5:
Policy 3:
Action 1:
Establish downtown La Porte as a community focal point and a more
attractive destination for residents and visitors.
The City should work to attract desired types of businesses to the
downtown area
Support development of a marketing plan and materials to attract regional
retailers ~chi&e basineooes to the oo':,'nto>~.
Recruit more restaurants and entertainment uses to downtown.
Attract businesses that cater specifically to the teen market.
Support the use of financial incentives to attract targeted businesses.
Host a joint Cty/Chamber seminar periodically for existing and
prospective downtown merchants and property owners.
The City should work with o1h.@I' mtitiet: tg Ql'WTO;"'w ~tPc(~~ ~
community activities that could be hosted in the downtown area
Implement recommendations in the Beautification Element related to
promotion and use of downtown as a place for special events.
Develop and publicize an annual program of downtown activities.
Work with downtown property owners and temnts to explore opportunities
for festivals and other community activities.
Explore potential "spin-off activities related to established, major annual
events in La Porte such as Sylvan Beach Day and the Bay Day festival.
Implement recommendations in the Parks and Recreation Element related
to establishment of a community theatre and annual community activities
such as sports tournaments, festivals, outdoor concerts, fairs and other
special events, some of which could be hosted in the oowntown area.
The City should support measures to establish more of an "identity and
r8e8~le 98.8 U8i~ image fer gel,','Rt.sr:."B. La PeRe.
Continue to work: with the Main Street Association and other community
organizations to develop an ongoing banner program that promotes local
businesses, festivals and community.
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Action 2:
Action 3:
Action 4:
Action 5:
Action 6:
Policy 4:
Action 1:
Action 2:
Action 3:
Action 4:
Action 5:
Implement recommendations in the Beautification Element related to
distinctive design features for downtown such as street and sidewalk
paving patterns and store-front awnings and canopies.
Develop street signs and directional signs that are unique and compatIble
with the historic character of the downtown area.
Implement recommendations in the Beautification Element related to
corridor enhancement to improve vehicular access to downtown and to add
appropriate directional signage to guide visitors from major area roadways
into the downtown area.
Step up marketing efforts for downtown and the entire city through
coordinated advertising in wmmunity newspapers, an upgraded City Web
site, and other new and expanded efforts.
Increase the City's role in marketing and promotion by establishing a
Convention and Visitors Bureau and by dedicating a larger share of
hotel/motel tax revenues to local tourism and business promotion activities.
The City should work with community groups to preserve, enhance and
promote La Porte's historical assets.
Implement design standards and incentives for the preservation and
enhancement of historic structures in the downtown area
Explore avenues of financial support and assistance to local historic
preservation activities.
Promote heritage tourism opportunities.
Feature historic structures and sites in all informational publications,
community Internet sites, and promotional literature and events.
Implement recommendations in the Parks and Recreation Element related
to support of activities which promote La Porte's historic landmarks and
features for local enjoyment and for tourism potential.
EXISTING CONDITIONS
Previous Plans and Studies
Several related plans and studies have previously addressed redevelopment needs within La Porte.
City of La Porte Comprehensive Plan (1984)
The City's 1984 Phn noted that La Porte, like other cities, had areas that were already in a
deteriorated condition or experiencing such decline. While limited, these areas were seen as adversely
affecting the City's overall image and detracting from nearby neighborhoods. The Comprehensive Plan
established a goal of upgrading the quality of these areas. Those involved in preparing the 1984 Plan also
believed that the City could best bolster these areas by implementing the new Comprehensive Plan,
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Chapter 12
including various actions aimed at improving future land use, thoroughfares, utilities, community facilities,
residential development and community aesthetics. By following through on these plan proposals and
targeting local resources through a citywide Capital Improvement Program, it was thought that the entire
City would thrive as traditional development patterns took hold in La Porte amid the strong regional growth
situation. A later update to the City's Comprehensive Plan in 1994 focused on a few key elements and did
not address redevelopment issues.
City of La Porte Bavfront Master Plan (1993)
The City in 1993 retained a consultant team to develop a Marina Waterfront District Master Plan.
This study was intended to stimulate new economic development, diversify the City's IlXlnomic base
through stimulation of tourism, and encourage improvement in the physical environment by taking better
advantage of La Porte's waterfront assets. The report pointed out that while La Porte's bayfront was once
the site of grand celebrations and intense summer holiday activity, the area had experienced considerable
decline as a regional recreation destination. The consultant recommendations ranged from "safe,
immediately-achievable physical improvements to more ambitious project proposals that would vastly
transform La Porte. The City continues to desire the types of major waterfront developments depicted in
this plan, including a hotel and conference center and a marina on Galveston Bay.
Historic Downtown Area
A Central Business District (CBD) is traditionally the commercial center of a city. This is
characterized in most cities as an area of higher land values; a concentration of retail businesses, offices,
governmental functions, financial institutions, and service businesses; and, cultural and entertainment
activities. A vital component to the CBD is its retail patrons. However, patrons and visitors will not come
to the CBD without adequate parking, pedestrian amenities, a variety and balance of retail and service
stores, pleasant aesthetics, sufficient street lighting to create a secure and safe environment, and ease of
access. The photograph shown in Figure 12.1 - ffistoric Downtown La Porte, illustrates the existing
conditions in downtown.
As in many cities, La Porte's historic doWItown area along Main Street is no longer the City's
primary commercial center. However, it is an area that clearly is still valued by La Porte residents, as
indicated during the current comprehensive planning process. Improvements can be made to the physical
appearance and fimctionality of the downtown area that will have a significant impact. Currently, there
may be a perception of architectural discontinuity, a lack of identity, and aging or deteriorating buildings
and infiastructure that define the image of the old downtown. Nonetheless, existing building and vacant
parcels may present opportunities for fulfilling special needs or uses in the downtown area such as parks
and open space, parking and other locally identified retail, entertainment and service needs. The City's
1984 Comprehensive Plan pointed out the need for more retail development in La Porte, and this need
continues. In the City's current marketing brochure, "La Porte, Texas: Ready for Business, La Porte's
City Manager notes the City's desire to attract new retail businesses, including supermarkets, shopping
centers and new full service franchise restaurants. Some of these uses could be attracted to downtown or
the vicinity to bolster this area.
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FIGURE 12.1
mSTORIC DOWNTOWN LA PORTE
La Porte Comprehensive Plan Update
La Porte, Texas
An initial step that the City can take in the downtown area is to conduct an inventory of existing
building conditions. Each building would be classified as standard, substandard, or dilapidated. A s1andard
condition is defined as a building with few or no visual defects, and any defects that do exist are considered
minor. A building with a substandard condition requires repair that is typically not within the regular
course of maintenance and upkeep, such as rotted awnings, cracked foundations and deteriorating mortar.
These repairs are of an intermediate nature. The final condition category is dilapidated, which is defined as
a building with major structural defects. Once this information is assembled, City staff can then determine
which blocks have a disproportionate share of deteriorated buildings and where rehabilitation needs are
greatest.
It is also important to document those buildings that have been renovated, are well maintained,
have unusual architecture, or otherwise add to the appearance of the downtown area Some structures might
fall into this category if renovations were made.
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Chapter 12
supporting the City's ongoing economic development. The manual included a new rating form for
evaluating proposed capital improvement projects. Among the rating criteria, City staff were to determine
whether a potential project would increase property values in a neighborhood, residential or business
district; reduce urgent health or safety problems; and, improve the quality of life of citizens. Significantly,
a project would also score higher if it was aimed at implementing a stated City goal or an action
recommendations from an adopted City plan. The City should follow through on this approach to
programming capital improvements as its pursues its redevelopment objectives.
Downtown Rehabilitation
The Beautification Element of the Comprehensive Plan identifies four primary issues which must
be addressed for the downtown area to hold its own against other, more modem and convenient commercial
areas. These four issues are: (1) creation of a mixed-use environment; (2) accessibility and parking; (3)
aesthetics; and (4) pedestrian orientation. In addition, the Beautification Element already outlines various
options for pursuing redevelopment opportunities and implementing improvements in the downtown area.
These include:
?? the Main Street Program;
11 public improvement districts;
?? urban renewal programs, including Tax Increment Financing (TIF) tools;
?? municipal management districts; and,
?1 use of zoning and development review tools, including planned development districts, conditional
or special use permits, and overlay districts.
Successful implementation of a downtown development plan will require public/private
cooperation, regulatory consistency, organizational capacity, and financial resources.
Funding Mechanisms
La Porte should explore all potential methods for funding needed redevelopment programs in
~rlniti~~.l:f5n;:l.:oc..in~~1:be-...C~.JWm'W~~}Jli.~J-~~?1RJm.:~~.,.s.n,~~E1~1m
the issuance of long-term debt. C'JTaD1s from federal and state sources will often reollire local matchinll
funds and comnntments. The followmg 1S a brief OVerview of possible tax, funding and mcentlve methods.
Local Propertv Tax Incentives
Property Tax Abatement in which a city may enter into an agreement to abate (waive and/or
postpone) property taxes in a "reinvestment zone."
Tax Increment Financing is a tool to publicly finance needed structural improvements and enhanced
infTastn;lC;OOre (l>J!tlm-.a~~~~~~~!~~.
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Implementation
Chapter 13
Planning is a continuous process. As such, it is important to realize that the La Porte
Comprehensive Plan Update is by no means an end in itself. In fact, standing alone it is merely a source of
information on existing conditions and future desires, capable of accomplishing very little. A
Comprehensive Plan must be constantly scrutinized to ensure that its goals, objectives, policies, and
recommended actions continue to reflect changing community needs and attitudes. Likewise, great care
should be taken to ensure that its policies are continually reflected in the La Porte 2020 Land Use Plan,
which is the general plan for land use and development for the City of La Porte. Recommendations for the
continuing pl;::mnine process are provided in this chapter.
The Comprehensive Plan is the City's guide for government officials and citizens in making public
policy decisions regarding future land use and development Perhaps most importantly, the Comprehensive
Plan must be brought to life through a dynamic implementation framework, which recommends specific
proposals for programs and actions that should be implemented by the City.
The essence of the Comprehensive Plan is an implementation program that includes specific
program recommendations and actions addressing each of the plan elements. The products of the
implementation program include an action plan with accountability of the agency responsible for
implementation, a capital improvement program, and implementation tools such as the zoning ordinance,
subdivision regulations, and other development-related ordinances.
CONTINUING TO PLAN FOR THE FUTURE
The Continuing Planning Process
Circumstances will continue to change in the
future, and the La Porte Comprehensive Plan Update will
require modifications and refinements to be kept up-to-
date and current. Some of its proposals will be found
unworkable and other solutions will continue to emerge.
Needed refinements and changes should be carefully noted
and thoroughly considered as part of the Annual Plan
Updates and 5-Year Major Plan Revisions. As changes
occur, however, La Porte's Vision should remain the
central theme and provide a unifying element The plan's
importance lies in the commitment of citizens to agree on
La Porte's purposes for the future, and to apply that
consensus in continuing efforts that focus on the
betterment of their community.
L P t C h. Pl U. date
Wilbur Smith Associates ? Earth Tech
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Annual Plan Amendment Process
Annual plan amendments will provide opportunity for relatively minor plan updates and revisions
such as changes in future land use designations, implementation actions, and review of plan consistency
with ordinances and regulations. Annual plan amendments should be prepared and distributed in the form
of addenda to the adopted Comprehensive Plan. Identification of potential plan amendments should be an
ongoing process by the Planning Commission and City staff throughout the year. Citizens, property
owners, community organizations, and other governmental entities can also submit requests for plan
amendments. Proposed plan amendments should be reviewed and approved by the Planning Commission.
The Planning Commission and City Council should adopt plan amendments in a manner similar to the plan
itself, including public hearings and consideration of action.
Annual Report of the Planning Commission
The Planning Commission should prepare an Annual Report for submittal and presentation to the
City Council. Status of implementation for the Comprehensive Plan should be included in the Annual
Report. Significant actions and accomplishments during the past year should be included, as well as
recommendations for needed actions and programs to be developed and implemented in the coming new
year. The time schedule for preparation and submittal of the Annual Report should be coordinated wth the
City's annual budget development process so that the recommendations will be available early in the
budgeting process.
Major Plan Updates
Major updating of the Comprehensive Plan should occur every five years. These updates will
ensure renewal and continued utility of the Comprehensive Plan for use by City officials and staff. Annual
plan amendments from the previous four years should be incorporated into the next major plan update. Plan
updates will be a significant undertaking involving City officials, City departments, and citizens.
Consultant services may be utilized if necessary. The result of the major plan updates will be a new
Comprehensive Plan for the City, including new identification of up-to-date goals, objectives, policies and
implementation actions.
Citizen Participation in Continuing Planning
La Porte's citizens shared in developing the plan's goals, objectives and proposals by participating
in a community forum, public meetings and hearings, and steering committee workshops. The many ideas
and comments contrIbuted by citizens during the plan's development were incorporated and shaped the
resulting proposals and recommendations. Similarly, the citizens should continue to be involved in
implementation and maintenance of the Comprehensive Plan. Advisory committees, public meetings and
community workshops, town meetings, public forums, newsletters, media releases, and public notices
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Chapter 13
should be utilized to inform and involve citizens in continued planning. Methods and activities for public
participation should be carefully chosen and designed to achieve meaningful and effective involvement
GOALS, OBJECTIVES, POLICIES AND STATEMENTS OF ACTION
As stated in previous sections, the Comprehensive Plan is comprehensive. It identifies the factors
related to future community growth, analyzes the relationships between these factors, proposes what needs
to be done about them, and recommends goals, objectives, policies, and statements of action for using the
City's resources in the most fiscally responsible and effective manner.
An aggressive yet realistic framework for implementing t:he ComprehensIve Plan should be
established., maintained., and utilized by the entire community. Implementation tools that are common
include the zoning ordinance, subdivision regulations, annexation management plan, and the capital
improvement program (CIP) and capital budget. These tools should be reviewed and updated periodically
so that the goals, objectives, and policies of the Comprehensive Plan can be put into action.
The primary focal points for implementation of La Porte's Comprehensive Plan will center upon
the plan elements, including Land Use and Annexation; Transportation; Utility Infrastructure Systems;
Parks and Recreation; Community Facilities and Services; Residential Development; Beautification and
Conservation; Public Safety; and., Redevelopment, which are descrIbed in the previous chapters.
Implementation will include use of the La Porte 2020 Land Use Plan in decision-making relating to
zoning and subdivision approvals, to ensure that development and redevelopment are consistent with the
City's Comprehensive Plan. Future expansion of the City will occur as newly annexed areas are
incorporated under the recommended annexation policy and in accordance with the La Porte 2020
Annexation Plan. Street and highway improvements in accord WIth the CIty's new Transportation
Thoroughfare Plan will be another principal activity. Acquisition and improvements for parks and open
space will occur as the Park and Recreation Master Plan is implemented Improvements identified by
the Utilities Infrastructure Systems Element included in the Comprehensive Plan will be undertaken as well.
The identification of goals provides a basis for decision-making during both development and
implementation of the plan. Goals also help to promote consistency in plan implementation as future
changes occur in development trends and the physical form of the community as well as the government
leadership. The following goals were developed by the Comprehensive Plan Steering Committee pertaining
to overall implementation of the La Porte Comprehensive Plan Update.
Vision Statement: To be a progressive City with a government that actively and aggressively pursues its
vision for the future through implementation of the La Porte Comprehenslve nan upaare.
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GOAL 13.1: The City shall be accoun
objectives, and policies set forth in this and future comprehensive plans.
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ChIlpter 13
TABLE 13.1
STRATEGIC IMPLEMENTATION PROGRAM
La Porte Comprehensive Plan Update
La Porte, Texas
Action I Element \ Objective Agency
Responsibility
Action 1 Consider a tax Land Use X CM,CC
reduction program whereby OBJ. 4.1a
there are financial
incentives for a specified
period of time for in-fill
development
Action 2 Encourage priva.te Land Use X PL, P&Z
development through some OBJ 4.1a
fleXIbility in zoning and
subdivision regulations to
allow standard
development on existing
parcels while preserving
existing zoning in regards
to residential versus
commercial development
Action 3 Develop a Land Use X CM,CC
proactive marketing plan to OBJ. 4.1a
attract developers to La
Porte.
Action 4 Develop a Master Land Use X CM,CC
Plan to encourage OBJ. 4.1a
retail/residential
development and consider
expending public funds to
incite the development by
providing utilities.
Action 1 Evaluate existing Land Use X PL, P&Z
incompat1ble land uses and OBJ 4.1b
determine what types of
buffering techniques would
be effective. Areas to be
evaluated include those
adjacent to major roadways
such as S.H. 146, S.H. 225,
Broadway, Main Street,
Fairmont Parkway and
industrial development
areas.
Action 2 Evaluate the Land Use X PL, P&Z, CC
appropriateness of design OBJ 4.1b
standards that include
landscaping, screening,
increased lot sizes and
sethacks, and other
methods to minimize
negative effects among
different land uses. Also,
explore the use of existing
natural fea1ures as buffers.
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Action j Element \ Objective Agency
Responsibility
Action 3 Consider Land Use X X X PL, P&Z, CC
transition zoning where OBJ 4.tb
appropriate to minimize
negative effects among
different land uses.
Action 4 Review the Land Use X PL, P&Z, CC
Zoning Ordinance to OBJ 4.tb
consider design criteria for
non-residential
developments adjacent to or
abutting land developed or
anticipated for residential
use.
Action S Review the Land Use X PL, P&Z
subdivision regulations and OBJ 4.tb
identiiY innovative site
planning and development
techniques, such as street
layout; perimeter
easements; and, lot size,
shape, and orientation to
help future residential
development co-exist
compatibly with existing
non-residential uses.
Whenever possible,
consider vacating,
abandoning and closing,
certain public rights-of-way
deemed unessential to the
City.
Action t Utilize the Land Use X PL
existing land use inventory OBJ 4.1c
to identify concentrations
of vacant lots.
Action 2 Identify potential Land Use X X X PR, PL
opportunities for OBJ 4.tc
developing pocket parks in
priority areas of need for
parks and recreation
facilities.
Action 3 Consider creating Land Use X PR,PL
a pocket park improvement OBJ 4.tc
program that includes
acquisition and
development in key
locations (including vacant
parcels for in-fill)
throughout the co=unity.
Action t Review the Land Use X PL
zoning map for consistency OBJ 4.td
with this policy and
consider zone changes
where appropriate.
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Action I Element \ Objective Agency
Responsibility
Action 1 S1udy a Land Use X X PL, CM, CC
functional, effective and OBJ 4.3b
efficient local bus service.
Action 2 S1udy an Land Use X X PL, CM, CC
integra1ed regional bus OBJ4.3b
service.
Action 1 Develop strategies Land Use X PL, P&Z
for encouraging OBJ 4.4.
redevelopment -
commercial and residential.
Action 1 Continue Land Use X X X DD
improvements to the OBJ 4.4b
appearance and utility of
downtown.
Action 2 Participate in Land Use X X X DD,CC
Main Street and other OBJ 4.4b
revitalization programs.
Action 3 Utilize portions of Land Use X PL
the Building Code to OBJ 4.4b
provide flexibility for
appropriate cons1roction
and reconstruction
standards for older
buildinRS.
Action 4 Utilize the Land Use X PL
Parking Ordinance to OBJ 4.4b
ensure appropriate
requirements for mixed use
development and off street
parking.
Action 5 Improve the Land Use X X X PR. ENG, PW
streetscape by adding OBJ 4.4b
period street lights,
benches, and landscaping
and other amenities.
Action 6 Explore Federal Land Use DD,PL
and State funding for OBJ 4.4b
revitalization of Main Sl
Action 1 Determine Land Use X PL, P&Z
appropriate residential OBJ 4.5.
densities for various areas
within the City on the basis
of accessibility, utility
availability, topography,
proximity to shopping
areas, and other relevant
factors.
Action 2 Update the Land Use X PL, P&Z
Zoning Ordinance and OBJ 4.5.
Official Zoning Map to
reflect identification of
various areas for particular
densities.
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Action I Element \ Objective Agency
Responsibility
not within a reasona Ie
dis1ance of an existing
neighborhood park.
Action 3 The City should Parks and Recreation X X X PRo CM, CC
work toward acquisition of OBJ 7.2b
excess rights-of-way,
vacated alleys and
easements, areas beneath
overhead power lines,
irregularly shaped parcels
and other non-developable
parcels for utilization as
mini-parks and/or public
open space.
Action 4 The City should Parks and Recreation X X X PRo CM, CC
work toward acquisition OBJ 7.2b
and development of linear
linkages to connect each of
the mini-parks,
neighborhood and
community parks, and
public open spaces to
provide a safe and
convenient route from
neighborhoods and between
~ks.
Action 1 Jdentify the Parks and Recreation X PR
amount of acreage of parks, OBJ 7.2e
recreation and open space
needed to support the
projected population of
future growth areas
utilizing either national or
local development
standards.
Action 2 Utilize the park Parks and Recreation
dedication requirement to OBJ 7.2e
acquire lands for public
parks and recreation
purposes.
Action 1 The City should Parks and Recreation X X X PRo CM, CC
encourage the private OBJ 7.2d.l
development of recreational
activities such as a bowling
alley, skating rink, movie
theater and an indoor sports
facility.
Action 2 The City should Parks and Recreation X X X PR
work with the Chamber of OBJ 7.2d.l
Commerce, Main Street
Association, and other civic
groups to assist and
promote the organization of
annual community
activities such as sports
tournaments, festivals,
outdoor concerts, fairs and
b
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Action i Element \ Objective Db~YU."_ro:.....:J.;h'T
I I v-...) ..''CA.'' I "'-..v ''CAr;, I ....I + J'C41i'" I .A"'\Lo'",.t'''..''ALJI'A.&AL..,
pmsue compliance with .
City ordinances and .
regulations.
Action 3 Review and Beautification and X X X "PT j:;'N~ PUT
amend, as necessaIy, the Conservation CM, P&Z, CC
existing codes and OBJ 10.la
ordinances of the City to
ensure that each achieves
the desired results of an
aesthetically pleasing
environment
Action 4 Consider a Beautification and X CM
program to publicly Conservation
recognize residential and OBJ 10.la
business property owners
for their role toward
enhancing the visual
climate of La Porte.
Action S Visually enhance Beautification and X X X ENG, PW
and maintain public Conservation
infrastructure OBJ 10.la
improvements such as
streets, traffic signals,
signag::, sidewalks, and
parks and specifically in
highly visible areas of the
community.
Action 1 Identify and Beautification and X PL, P&Z
develop specific locations CODservation
for entrance gateways and OBJlo.tb
enhanced corridors such as
S.H. 146, S.H. 225,
Broadway/Old Highway
146, Fairmont Parkway,
Spencer Highway, Main
Street, Underwood Road,
Bay Area Boulevard, and
San Jacinto Street.
Action 2 Prepare specific Beautification and X X X PL, ENG
gateway and corridor plans Conservation
for public improvements OBJ lO.tb
such as bridges and traffic
signals, landscaping, and
entrance signage.
Action 3 Consider visually Beautification and X X X PL, ENG, PW
appealing monument signs Conservation .
and install them a1 the OBJlo.tb
identified gateways.
Action 4 Utilize Beautification and X X X PW
landscaping tha1 is weather- Conservation
resistant and resilient for OBJto.tb
the public rights-of-way
environment.
Action S Acquire excess Beautification and X X X PL, ENG, CM, CC
rights-of-way to be used for Conservation
open space and landscaped OBJ to.tb
green areas.
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Action I Element \ Objective Agency
Responsibility
Action 6 Consider a Beautification and X PL, P&Z, CC
corridor overlay district Conservation
along specified OBJto.tb
enhancement corridors to
enact unique design
guidelines to include
provisions for signage,
landscaping, building
fa ade materials and
design, and other visual
elements.
Action 7 Review and Beautification and X PL, P&Z, CC
amend the City's sign Conservation
ordinance, as necessary, to OBJ to.tb
control the location, type,
style, size, and scale of
signs throughout the City
with specific standards for
the identified enhancement
corridors.
Action 8 Incorporate Beautification and X X X CM,CC
associated enhancement Conservation
costs into the Capital OBJ to.tb
Improvement Program and
Annual Budget.
Action 1 Consider the Beautification and X X X ENG, PW
design and installation of Conservation
distinctive street signs, OBJ to.Ic
signals, and directional
signage identifying areas of
the city as unique and focal
points of community
activity. Select or design
street signs, street signals,
and directional signage that
are unique and consistent
with the historic or special
character of the area.
Request input from
appropriate organizations
and agencies.
Action 2 Continue to Beautification and X X X PL
actively enforce the sign Conservation
ordinance to ensure OBJ 10.le
compliance.
Action 3 Continuing Beautification and X X X CM
partnering with the Conservation
Chamber of Commerce, OBJ 10.le
businesses, schools, and
organizations to develop an
on-going banner program
that promotes local
businesses, festivals, and
community activities.
Action 4 Incorporate Beautification and X X X CM,CC
associated enhancement Conservation
costs into the Capital OBJ to.le
Page 13 -48
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I~plelMen~on~~n ..........................................................................................
Chapter 13
Action I Element \ Objective Agency
Responsibility
Improvement Program and
Annual Budget.
Action 5 Consider Beautification and X DD,CM
development of a historic Conservation
trailIcorridor on Main OBJ lO.lc
Street to exhibit the local
historic markers.
Action I Encourage and Beantification and X X X PL,CM
support private initiatives to Conservation
landscape and beautify OBJ lO.ld
vacant lots.
Action 2 Conduct a visual Beautification and X X X PL
property and building Conservation
maintenance survey and OBJlo.Jd
identify priority
improvements. Work with
property owners towards
conformance.
Action 3 Consider the Beautification and X CM,CC
implementation of a Conservation
property maintenance code OBJlo.Jd
to provide standards for
unkeeo and imnrovements.
Action 4 Consider a Beautification and X X X PL, CM, CC
program to encourage Conservation
property owners to OBJlo.Jd
maintain and enhance their
property so as to be an asset
to the City.
Action I Establish a Beautification and X X X ENG, CM, CC
partnership with local Conservation
utility providers to OBJ lO.le
determine the cost, timing,
and feasibility of relocating
overhead lines underground
throughout the City, but
specifically along the
defined enhancement
corridors and focal points,
to support the enhancement
of the visual cnviromncnt.
Action 2 Amend the City's Beantification and X PL, P&Z, CC
applicable ordinances, as Conservation
necessary, to require utility OBJ lO.le
lines to be buried, located at
the rear of lots, or on the
perimeter of subdivisions.
Action 3 Incorporate the Beautification and X X X CM,CC
costs to bury overhead Conservation
power lines along the OBJ lO.le
identified enhancement
corridors, such as Bay Area
Boulevard, into the Capital
Improvement Program and
Annual Budget.
Action I Consider the Beautification and X X PL, P&Z
development of corridor Conservation
Page 13-49
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: Chapter 13
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Action I Element \ Objective Agency
Responsibility
enhancement plans for S.H. OBJ 10.2a
225, S.H. 146, Fairmont
Parkway, Underwood
Road, Spencer Highway,
Bay Area Boulevard,
Broadway, Main Street,
San Jacinto Street and
others as determined
appropriate and necessary.
Action 2 Consider Beautification and X ENG, PW
development of enhanced Conservation
standards of development OBJ 10.2a
fOT public improvements
such as bridges, sidewalks,
streetlights, traffic signals,
and signage.
Action 3 Consider Beautification and X PL, ENG
amending, for new Conservation
development, the City's OBJ 10.2a
typical cross sections to
increase the width ofrigbt-
of-way on priority corridors
to allow increased setbacks
and provision of additional
open space.
Action 4 Utilize marginal Beautification and X X X PL, ENG
access roads to create Conservation
additional open space OBJ 10.2a
adjacent to major
thoroW!:hfares.
Action 5 Consider Beautification and X PL, ENG
landscaping standards and Conservation
specifications for all OBJ 10.2a
classifications of roadwavs.
Action (j Consider a street Beautification and X X X PL, ENG
tree program along defined Conservation
enhancement corridors, OBJ 10.2a
with sensitivity to utility
placement and maintenance
concerns.
Action 7 Consider a Beautification and X PL, P&Z
corridor improvement plan Conservation
and include it in the Capital OBJ 10.2a
Improvement Program and
Annual Budget, including
costs fOT design,
installation, and long-term
maintenance.
Action 1 Consider Beautification and X PL, P&Z
amending the City's Conservation
development regulations, as OBJ 10.2b
necessary, to require
provisions for increased
building and parking lot
setbacks, open space
easements, raised street
medians, and traffic
Page 13-50
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Chapter 13 :
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Action I Element \ Objective Agency
Responsibility
calming improvements at
entrances to neighborhoods,
distinct areas, and special
districts.
Action 2 Consider Beautification and X ENG, PW, CC
amending the City's design Conlervation
criteria, as necessary, to OBJ 10.2b
incorporate provisions for
use of traffic calming
techniques at the entrances
of neighborhoods, distinct
areas, and special districts.
Action 3 Consider a plan Beaudftcatlon and X PL, P&Z
review process to Conlervation
coordinate the design and OBJ 10.2b
appearance of subdivisions
and nonresidential
developments, including
special features such as
distinct paving patterns,
unique lighting,
landscaping, entrance
monuments, increased open
space, raised street
medians, and other special
features such as earthen
berms, retention ponds,
swimming pools, and
fountains or statues.
Action 4 Consider Beaudftcation and X PL, P&Z
amending the City's Conservation
development regulations, as OBJ 10.2b
necessary, to require entry
monuments at all major
entrances of residential
subdivisions and
commercial centers,
industrial parks, and other
distinct areas to create an
identity for the area.
Action 1 With the Beautification and X PL, P&Z
exception of Historic Conservation
Downtown Main Street and OBJ lO.2c
other constrained
environments, consider
amending the City's
development regulations, as
necessary, to require
provisions for increased
building and parking lot
se1backs and open space
easements adjacent to
thoroughfare and collector
roadways.
Action 2 Consider Beautification and X X X PL, P&z, CC
preservation of unique Conservation
natural resource areas OBJ lO.2c
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: Chapter 13
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Action I Element \ Objective Agency
Responsibility
within and adjacent to
development
Action 3 Preserve adequate Beautification and X X X PL, ENG
rights-of-way to Conservation
accommodate increased OBJ JO.2c
setbacks and open space
easements.
Acti0ll4 Amend the City's Beautification and X PL, ENG
development regulations, as Conservation
necessary, to require OBJ lO.2c
provision for site distance
easements at intersections
of thoroughfares and
collectors.
Action S Consider Beautification and X X X PL, P&Z
increased setbacks to buffer Conservation
neighboring residential land OBJ lO.2c
uses from the potential
adverse impacts associated
with maior thoro~.
Action 6 Consider the Beautification and X X X PL, ENG, eM. ee
acquisition and Conservation
maintenance of excess OBJ lO.2c
rights-of-way, vacant lots,
vacated alleys and
easements, areas beneath
power lines, irregularly
shaped parcels (the
triangular tract, for
example, at Five Comers),
and other undesirable
parcels as public open
space.
Action 1 Consider Beautification and X PL, P&Z
amending the City's Consen'ation
development regulations, as OBJ lO.2d
necessary, to require
consistent, compatible, and
cohesive perimeter fencing
adjacent to subdivisions as
well as nonresidential
developments.
Action 2 Consider Bcautification and X PL, P&Z
amending the City's Conservation
development regulations, as OBJ lO.2d
necessary, to require
perimeter landscape and
open space easements
around subdivisions and
nonresidential
developments, when
adjacent to major
thoroughfares, collector
roadways, and public
facilities and properties.
Action 3 Consider Beantification and X X X PL, CM, ec
assurances for long-term Conservation
Page 13 -52
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~......................................................................................... I~pLellenia"on~LIn
Chapter 13
Action I Element \ Objective Agency
Responsibility
vehicular use areas.
Action 2 Consider a ratio Beautification and X PL, P&Z
of landscape islands per Conservation
parking spaces, such as one OBJ 10.2g
island per twenty parking
spaces. Each island should
be protected by vertical
curbs.
Action 3 Consider Beautification and X PL, P&Z
landscape island standards Conservation
to require them to be OBJ 10.2g
designed and grouped to
create defined aisles and
entrances.
Action 4 Consider Beautification and X PL, P&Z
installation and Conservation
maintenance standards for OBJ 10.2g
trees, shrubs, and other
landscape materials.
Action 5 Consider Beautification and X PL, P&Z
perimeter parking lot Conservation
screening to fully screen the OBJ 10.2g
parking area from adjacent
roadways and properties.
Action 1 Consider Beautification and X PL, P&Z, CC
amending the City's Conservation
development regulations to OBJ 10.2h
require screening refuse
enclosures; exterior ground-
mounted or building-
mounted equipment
including mechanical
equipment, utilities' meter
banks and coolers; rooftop
equipment; and storage of
materials, products and
eQuipment.
Action 2 Continue to Beautification and X X X PL, P&Z
conduct a site plan review Conservation
process to ensure OBJ 10.2h
conformance with the
screening requirements.
Action 1 Comprehensive, Beautification and X X X PL
consistent use and Conservation
application of the existing OBJ 10.3a
building code shall be
applied when reviewing
redevelopment and
improvements, (for
example, health and risk
filctors such as electrical,
plumbing. fire codes, etc.)
to older structures.
Action 2 Continue with Beautification and X X X DD, CM, CC
enhancements of design Conservation
features that maintain the OBJ 10.3a
historic
Page 13 -54
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Implementation Plan
.........................................................................................
Chapter 13
Action j Element \ Objective Agency
Responsibility
character/appearance for
sidewalks, parking, and
lighting should be utilized
to promote a more
attractive appearance of
Downtown.
Action 3 Utilize incentives Beautification and X X X CM,CC
to encourage Conservation
redevelopment and adaptive OBJ 10.3a
re-usage of historical and
architecturally significant
buildings and structures.
Action 4 Encourage Beautification and X CM,CC
leaselpurchase Conservation
arrangements of properties OBJ 10.3a
owned by trusts that own
Downtown buildings.
Action S Require newly Beautification and X X X PL, P&Z, CC
developed and redeveloped Conservation
buildings to blend with the OBJ 10.3a
character, design, and scale
of existing structures in
Downtown.
Action 6 Promote a safe Beautification and X X X PD
environment through design Conservation
and community-based law OBJ 10.3a
enforcement.
Action 7 The City should Beautification and
attempt to work in Conservation
cooperation with the school OBJ JO.3a
district to create tax breaks.
Action 1 Utilize urban Beautification and X X X PL, P&Z
design guidelines consistent Conservation
with the existing mixture of OBJ 10.3b
architectural styles to create
a strong and cohesive
"sense of place."
Action 2 Consider design Beautification and X DD, PL, P&Z
guidelines or standards in Conservation
cooperation with property OBJ 10.3b
owners and other
organizations, agencies, and
stakeholders in the
Downtown area.
Action 3 Incorporate Beautification and X X X DD, CM, CC
distinctive improvements Conservation
such as street and sidewalk OBJ 10.3b
paving patterns, unique
street signage, and
pedestrian amenities.
Action 4 Consider entrance Beautification and X DD
markers as "mini- Conservation
gateways to Downtown OBJ 10.3b
with identification signs
and landscaping;.
Action 1 Partner with the Beautification and X X X CM,CC
Chamber of Commerce and Conservation
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Chapter 13
Action I Element \ Objective Agency
Responsibility
other stakeholder OBJI0.3c
organizations and agencies
to establish an aggressive
commercial and retail
development program to
attract and retain desirable
uses within Downtown La
Porte.
Action 2 Consider Beautificatioo and X X X CM,CC
incentives to property Conservation
owners who lease or OBJI0.3c
develop their buildings with
restaurant and other
desirable uses.
Action 3 Offer a clear and Beantification and X X X PL
expedited permit process Conservation
for entertainment, OBJ 10.3c
restaurant, and other
desirable uses.
Action 4 Encourage the Beautification and X X X DD, CM, CC
location of museums as Conservation
well as art and artisan OBJ 10.3c
galleries.
Action 1 Designate and Beautification and X PL,PW
label routes to Downtown Conservation
La Porte and Sylvan Beach OBJ to.3d
so that it is easy to find
from Fairmont Parkway,
S.H. 146, S.H. 225, and
Broadway.
Action 2 Create a unique Beautification and X PL,DD
gateway to the downtown Conservation
to create a sense of anival. OBJ to.3d
Action 1 Consider a Beautification and X X X CM,CC
Business Development Conservation
Loan Fund, Building Loan OBJ lO.3e
Improvement Program,
Paint Program, and Historic
Tax Credit Program to
assist property owners with
improvement of properties,
facades, and other physical
enhancements in
Downtown.
Action 2 Consider the Beautification and X X CM,CC
creation of a municipal Conservation
improvement district or OBJ lO.3e
public improvement district
within Downtown, which
have the authority to levy
an assessment apportioned
for the improvements.
Action 3 Encourage private Beantification and X X X DD,CM
businesses to supplement a Conservation
program grant fund OBJ lO.3e
Action 4 Solicit the Beantification and X X X CM,CC
involvement of local Conservation
Page 13-56
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Chapter 13 :
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Action I Element \ Objective Agency
Responsibility
finaDcial institutions to OBJ JO.3e
establish a low interest loan
program for property and
facade improvements.
Action 5 Consider a special Beantification and X CM,CC
Downtown La Porte fund in Conservation
the City's Annual Budget. OBJ JO.3e
Action J Encourage Beautification and X X X CM,CC
property and business Conservation
owners to install canopies OBJ IO.3f
to provide shade and shelter
as well as an attractive
cohesive appearance in
Downtown.
Action J Continue to Beautification and X X X DD, PRo CM
publicize and encourage Conservation
participation in local OBJ lO.3g
festivals, celebrations,
concerts, and other
community activities.
Action 2 Create positive Beautification and X X X PRo CM
partnerships with Conservation
businesses and property OBJ JO.3g
owners to sponsor festivals
and community activities.
Action 3 Furtherpromote a Beautification and X X DD,CM
regional festival that Conservation
showcases Downtown and OBJ JO.3g
its history.
Action J Update the Public Safety X EC
La Porte Emergency Plan to OBJ n.la
reflect changed conditions
such as completion of the
Fred Hartman Bridge and
associated improvements to
the S.H. 225/146
interchange. This plan
should emphasize
westbound evacuation
routes such as S.H. 225 and
Fairmont Parkway versus
northbound evacuation over
the Fred Hartman Bridge.
Action 2 Continue to Public Safety X X X EC,CM
promote better regional OBJ n.la
coordination of evacuation
planning in coordination
with Harris County and
other local jurisdictions.
Action 3 Review existing Public Safety X X X CM,CC
resources of City as it OBJ n.la
pertains to emergency
~~nse duties.
Action 4 Conduct and Pnblic Safety X ENG, PW
regularly update an OBJ 1l.1a
inventory of unanchored
mobile homes and other
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La Porte Comprehensive Plan Update......................................................................... .:.
I~ple~ent~on~~n .........................................................................................!
Chapter 13 :
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I Agency
Action I Element \ Objective Responsibility
of existing commercial and OBJI2.lg
industrial operations near Policy 2
residential areas to identify
ways to reduce adverse
impacts on adjacent
neighborhoods.
Action 4 Implement the Redevelopment X X X PL, P&Z
numerous OBJI2.lg
recommendations in the Policy 2
Residential Development
Element related to long-
term protection of
neighborhood inteeritv.
Action 5 A void zoning Redevelopment X X X PL, P&Z
amendments that amount to OBJ 12.lg
inappropriate "spot Policy 2
zoning.
Action I Promote Redevelopment X X X PL
organization of qualified OBJ 12.lg
neig;hborhood associations. Policv 3
Action 2 Provide technical Redevelopment X X X PL
assistance to neighborhoods OBJI2.lg
in drafting new or reviving Policy 3
lapsed deed restrictions and
restrictive covenants.
Action 3 Communicate Redevelopment X X X CM,CC
regularly with local OBJ 12.lg
organizations and churches Policy 3
about identified needs and
planned projects and
opportunities for public-
private coordination.
Action 4 Implement Redevelopment X X X PL, P&Z, CC
recommendations in the OBJI2.lg
Residential Development Policy 3
Element related to support
of neighborhood initiatives.
Action I Through the Redevelopment X X X DD,CC
downtown plan. take the OBJ 12.2.
necessBIY steps to prepare Policy I
the City to participate in
Main Street and other
revitalization
Action 2 Review the City's Redevelopment X PL, P&Z
zoning ordinance to ensure OBJ 12.2.
that downtown is zoned Policy I
appropriately to promote its
long-term viability and
encourage redevelopment
activities.
Action 3 Evaluate the Redevelopment X X DD,PL
pedestrian "friendliness of OBJ 12.2.
the downtown area and Policy 1
identify needed
improvements to pedestrian
ways.
Action 4 ID11llement RedevelODment X X X PL, P&Z, CC
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Page 13 -67 :
La Porte Comprehensive Pla.n Update.......................................................................... .:.
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: Chapter 13
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Action I Element \ Objective Agency
Responsibility
recommendations in the OBJ 12.2.
Beautification Element Policy 1
related to adoption of an
urban design theme for
downtown and
establishment of standards
and guidelines for
managing downtown
aesthetics and creating a
"sense of place through
distinctive improvements in
cooperation with property
owners and other
downtown stakeholders.
Action 5 Conduct an Redevelopment X ENG, PW
inventory of existing OBJ 12.2.
building conditions to Policy 1
identify substandard or
dilapidated structures and
to set priorities for
rehabilitation efforts.
Action 1 Implement Redevelopment X X X PL, P&Z, ee
recommendations in the OBJ 12.2.
Beautification Element Policy 2
related to techniques for
encouraging renovation and
re-use of existing buildings
(e.g., fleXIble construction
standards, tax and financial
incentives).
Action 2 Initiate a street- Redevelopment X PL, ENG, PW
tree planting program based OBJ 12.2.
on a planting plan that is Policy 2
coordinated with other
recommended
improvements, such as
sidewalk and curb and
gutter repairs.
Action 3 Develop a Redevelopment X X DD, eM, CC
comprehensive street OBJ 12.2.
lighting program for the Policy 2
downtown area, including
installation of antique-styl e
lamp posts and
establishment of a street
lamp replacement schedule.
Action 4 Enhance the Redevelopment X X DD, PL, ee
appearance of off-street OBJ 12.2.
parking areas through Policy 2
perimeter and interior
landscaping improvements
in coordination with
downtown property owners.
Action 5 Encourage private Redevelopment X X X DD,CM
initiatives to landscape and OBJ 12.2.
beautify vacant and Policy 2
undeveloped properties in
Page 13-68
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I~ple!lentation~~ ..........................................................................................
Chapter 13
Action I Element \ Objective Agency
Responsibility
the downtown area and step
up enforcement of property
maintenance codes.
Action 6 Determine the Redevelopment X X PL,DD
feasibility of providing a OBJ 12.2a
pocket park or improved Policy 2
public open space in the
downtown area for
pedestrian congregation,
with benches, a gazebo or
bandstand, appropriate
plantings, historical
information, public art, etc.
Action 7 Develop visible Redevelopment X X DD, PL, CC
identification markers and OBJ 12.2a
landscaped gateways at Policy 2
strategic locations to denote
entry into the historic
downtown area.
Action 8 Promote a safe Redevelopment X X X PD
downtown environment OBJ 12.2a
through appropriate design Policy 2
and highly visible,
community-based law
enforcement (e.g., more
walking and/or bike
patrols).
Action 9 Implement Redevelopment X X X DD,PL
recommendations in the OBJ 12.2a
Beautification Element Policy 2
related to other ways to
enhance the aesthetics and
visual appeal of downtown.
Action 1 Explore Federal Redevelopment X X X DD, PL, CM
and Sta1e funding for OBJ 12.2a
downtown revitalization Policy 3
~ects.
Action 2 Implement Redevelopment X X X CM,CC
recommendations in the OBJ 12.2a
Beautification Element Policy 3
related to incentives, "seed
money, and technical
assistance for private
redevelopment projects
(e.g., business loan funds,
historic restoration tax
credits, low-interest loans
from local financial
institutions, a special
downtown matching grant
fund in the City's annual
budget).
Action 3 Consider the Redevelopment X X CM,CC
creation of a municipal OBJ 12.2a
improvement district or Policy 3
public improvement district
which would have the
Page 13-69
~a~o~ (7o~J7.rehensiveJ>~n lTj)d~...........................................................................
~......................................................................................... l~p~~en~tion~~n
: Chapter 13
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Action j Element \ Objective Agency
Responsibility
authority to levy an
assessment apportioned for
downtown improvements.
Action 1 Survey downtown Redevelopment X DD,CM
businesses to determine OBJ 12.2a
what incentives and Policy 4
improvements are
considered important and
necessary to attract and
retain business.
Action 2 In partnership Redevelopment X X X DD,CM
with other area public and OBJ 12.2a
private entities, host Policy 4
periodic downtown
development seminars
involving business owners
to focus on opportunities
and improvement needs and
develop specific action
plans.
Action 3 Annually evaluate Redevelopment X X X DD, CM, CC
and revise downtown OBJ 12.2a
development incentives and Policy 4
policies as needed.
Action 4 Create a City- Redevelopment X CM,CC
sponsored awards program OBJ 12.2a
to recognize successful Policy 4
downtown businesses and
downtown improvement
projects.
Action 1 Support Redevelopment X CM,CC
development of a mat'keting OBJ 12.2b
plan and materials to attract Policy 1
regional retailers and
national franchise
businesses to the downtown
area.
Action 2 Recruit more Redevelopment X X X CM
restaurants and OBJ 12.2b
entertainment uses to Policy 1
downtown.
Action 3 Attract businesses Redevelopment X X X CM
that cater specifically to the OBJ 12.2b
teen market. Policy 1
Action 4 Support the use of Redevelopment X X X CM,CC
financial incentives to OBJ 12.2b
attract targeted businesses. Policy 1
Action 5 Host a joint Redevelopment X X X CM,CC
City/Chamber seminar OBJ 12.2b
periodically for existing Policy 1
and prospective downtown
merchants and property
owners.
Action 1 Implement Redevelopment X X X DD,CM
recommendations in the OBJ 12.2b
Beautification Element Policy 2
related to promotion and
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Page 13-70
I~ple~en~onl'~n ..........................................................................................
Chapter 13
Action I Element \ Objective Agency
Responsibility
use of downtown as a place
for special events.
Action :1 Develop and Redevelopment X X X DD,CM
publicize an annual OBJ 12.:1b
program of downtown Policy 2
activities.
Action 3 Work with Redevelopment X X X PR, CM
downtown property owners OBJ 12.2b
and tenants to explore Policy 2
opportunities for festivals
and other community
activities.
Action 4 Explore potential Redevelopment X X PR
"spin-off activities related OBJ 12.2b
to established, major annual Policy 2
events in La Porte such as
Sylvan Beach Day and the
Bay Day festival.
Action 5 Implement Redevelopment X X PR
recommendations in the OBJ 12.:1b
Parks and Recreation Policy :1
Element related to
establishment of a
community theatre and
annual community
activities such as sports
tournaments, festivals,
outdoor concerts, fairs and
other special events, some
of which could be hosted in
the downtown area.
Action 1 Continue to work Redevelopment X X X DD,CM
with the Main Street OBJl2.2b
Association and other Polley 3
community organizations to
develop an ongoing banner
program that promotes
local businesses, festivals
and community.
Action :1 Implement Redevelopment X X PL, P&Z, CM
recommendations in the OBJ 12.:1b
Beautification Element Policy 3
related to distinctive design
features for downtown such
as street and si:iewalk
paving patterns and store-
front awnings and canopies.
Action 3 Develop street Redevelopment X DD, PL, PW
and directional signs that OBJ 12.2b
are unique and compatible Policy 3
with the historic character
of the downtown area.
Action 4 Implement Redevelopment X X PL, ENG, CC
recommendations in the OBJ 12.:1b
Beautification Element Policy 3
rela1ed to conidor
enhancement to imDrove
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La Porte Comprehensive Pia" Update...........................................................................
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: Chapter 13
Action I Element \ Objective Agency
Responsibility
vehicular access to
downtown and to add
appropria1e directional
signage to guide visitors
from major area roadways
into the downtown area.
Action 5 Step up marketing Redevelopment X X X CM,CC
efforts for downtown and OW 12.2b
the entire city through Policy 3
coordinated advertising in
community newspapers, an
upgraded City Web site,
and other new and
expanded efforts.
Action 6 lncrease the Redevelopment X X CM
City's role in marketing and OW 12.2b
promotion by establishing a Policy 3
Convention and Visitors
Bureau and by dedicating a
larger share ofhotellmotel
tax revenues to local
tourism and business
promotion activities.
Action 1 Implement design Redevelopment X X X PL, P&Z, CC
standards and incentives for OW 12.2b
preservation and Policy"
enhancement of historic
structures in the downtown.
Action 2 Explore avenues Redevelopment X X X CM,CC
of financial support and OW 12.2b
assistance to local historic Policy ..
preservation activities.
Action 3 Promote heritage Redevelopment X X X DD, CM, CC
tourism opportunities. OW 1Ub Policy"
Action 4 Feature historic Redevelopment X CM
stTuctures and sites in all OW 12.2b
informational publications, Policy"
community Internet sites,
and promotional literature
and events.
Action 5 Implement Redevelopment X X X PR
recommendations in the OW 12.2b
Parks and Recreation Policy ..
Element related to support
of activities, which promote
La Porte's historic
landmarks and features for
local enjoyment and for
tourism potential.
Action 1 Establish annual Implementation X X X CM
review procedures for OBJ 13.la
individual City departments Policy 1
to prepare a repcrt to City
Council, concurrent with
the annual budget process,
on completed or initiated
programs and
Page 13 -72
. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. La Porte Comprehensive Plan Update
IIlPLe~en~on~~ .........................................................................................
Chapter 13
Project I Program Area ~ Agency
Responsibility
Install traffic calming Streets and Sidewalks X X X ENG, pw, CC
improvements in
neighborhoods as
appropriate, including road
llllIrOWing, flush medians,
higher visibility crosswalks,
one-way streets, rumble
strips, gateway treatments,
cum radius reduction,
narrow street slow-points,
speed humps/raised
crosswalks, 1ra.ffic circles,
raised intersections, lane
narrowing, mid-block
roadway narrowing,
medians and intersection
redesilm.
Extension of Farrington Streets and Sidewalks X X ENG. PW, CC
Boulevard (115)
RefugelTum lanes on Streets and Sidewalks X ENG, PW, CC
Fairmont Parkway (116)
Construction of Bay Area Stre ets and Sidewalks X ENG, PW, CC
Boulevard from Fairmont
Parkway to Spencer
Highway and S.H. 225
(117)
Pedestrian walkway (130) Streets and Sidewalks X X X ENG, PW, CC
Development of additional Streets and Sidewalks X X X ENG, PW, CC
pedestrian walkways (131)
Contract overlay (146) Streets and Sidewalks X X X ENG, PW, CC
Concrete street Streets and Sidewalks X X X ENG, PW, CC
repa.irslreplace (147)
Sidewalks replacement Streets and Sidewalks X X X ENG, PW, CC
prOgram (149)
South gm Street Streets Ilnd Sidewalks X ENG, PW, CC
reconstruction Fairmont
Parkway to L.C.B. Park
(152)
Fairmont Parkway sidewalk Streets and Sidewalks X X ENG, PW, CC
(154)
Develop entrance gateways Beautification X X X PRo ENG, PW, CC
at entnmces to the City
such as S.H. 146, S.H. 225,
Broadway/Old Highway
146, Fairmont Parkway,
Spencer Highway, Main
Street, Underwood Road,
Bay Area Boulevard, and
San Jacinto Street.
Design and install Beautification X X PW,CC
distinctive street signs,
signals, and directional
signa.ge identifying areas of
the city.
.
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: Chapter 13
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Project I Program Area ~ Agency
Responsibility
Bury overl:1ead power lines Beautification X X X ENG, PW, CC
along the identified
enhancement corridors.
Install street trees along Beautification X X X ENG, PRo CC
designated enhancement
corridors.
Acquire and maintain Beautification X X X ENG, PRo CM, CC
excess rights-of-way,
vacant lots, vacated alleys
and easements, areas
beneath power lines.
irregularly shaped parcels
(the triangular tract, for
example, at Five Corners).
and other undesirable
parcels as public open
space.
Upgrade the electric Beautification X X ENG. pw. CC
systems in Downtown La
Porte to sup,port special
events and festivals.
Construct entrance markers Beautification X X PRo PW. CC
as "mini-gateways to
Downtown with
identification signs and
lan' .
Acquire vacant parcels to Parks and Recreation X X X PR,CC
create in-fill pocket-parks
in areas of park need.
Acquire priority Parks and Recreation X X X PRo CC
conservation areas fee
simple or protect them
through conservation
easements.
Acquire and develop four Parks and Recreation X X X PR,CC
(4) additional community
parks to provide full service
area coverage of the City,
as displayed in Chapter 7,
Parks and Recreation.
Acquire and develop seven Parks and Recreation X X X PR,CC
(7) additional neighborhood
parks to provide an even
distribution of
neighborhood parks and
recreation facilities
throughout the City. as
displayed in Chapter 7,
Parks and Recreation.
Develop linear linkages to Parks and Recreation X X X PR,CC
connect each of the mini-
parks, neighborhood and
community parks, and
public open spaces.
Page 13 -82
. . . . . . . . . . . . . . . . .. . . . . . .. .. . . .. .. . . .. . .... . . . . . . . . . . .. . .. . . .. . . .. . . . . . ... La Porte Comprehensive Plan Update
La Porte 2020
Comprehensive Plan 5 Year Update
June 30, 2008
The following information is part of the La Porte 2020 Comprehensive Plan 5
Year Update. The only section reprinted is the "Main Street Efforts". The entire
Comprehensive Update was received by Council in May 2006 and approved in
June 2006.
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CITY OF LA PORTE PLANNING DEPARTMENT
COMPREHENSlVE PLAN REViEW COMMITTEE
604 W. Fairmont Parkway, La Porte, TX 77571
V\~v.'wJaporte-tx..gO\' \ .
Phone: (281) 471-5020 I Fax (281) 47~5005
May 24, 2006
Mayor Alton E. Porter
City of La Porte
604 W. Fainnont Parkway
La Porte, Texas 77571
RE: La Porte 2020 Comprehensive Plan 5-Year Update
The Honorable Mayor Porter: - ~
We are pleased to submit the 2005 update to the City of La Porte 2020 Comprehensive Plan. This report
was prepared in accordance with Chapter 1 which identifies the Plan as a principal part of the City's
overall planning process, involving all facets of the Community and requiring, as a minimum., an update
every five years to ensure that it reflects the true vision and direction of the community.
The charter of our committee was to review the P~an in its entirety, update the goals and objectives to
reflect progress andaccompusbments, identify goals that require attention or recommend some for
deletion, and to further recommend any additional goals and objects in keeping V\icth the City's vision as
delineated in the Comprehensive Plan itself. Our methodology incorporated a complete review .of all the
chapters within the Plan; input from the general public, independent analysis by the committee members
and information gathered from the various interviews with all Department Directors, including the Main
Street Coordinator and Emergency Response personnel. We feel this update reflects viewpoints from a
broad speCtrum and continues to serve the citizens of La Porte by seeking to preserve the unique quality
of life of our City.
_ Speaking for the Coinmittee, I can say that we welcomed the .opportunity to participate in this important
task.' It provided a forum to express our views and to receive valuable insight an the progress of our City
that may have been overlooked had we not taken the time to perform this update. We believe that we
faitbfully represented the citizens and community leaders an their vision for the future development of the
cOmmunity and- hereby recoinmend this updated addendum as a continuing validation of the La Porte
2020 Comprehensive Plan.
Respectfully,
czI~W~
Betty T. Waters
Chairperson
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The City has actively pursued and accomplished its goal or becomiT1~ a 1iain Street communi-i.)' and
was one of four citiesacCv-<>pted in 2005. In addition to this, the Main Street Committee successfully
accomplished e~.J.8.blishmen:t of new orclinances tha:tare appropriate for our historic downtown.. The
primary issues that still remain. to be dealt with are architectural preservation measures, building usage,
and parking downtown., wTIich may need to be reconsidered to make it more appropriate for doWIrtDWn.
. Below are various goals stated tbron~hout the existing Comprehensive Plan tn?T is applicable to the
:tv\" 81n Street Db.~ct Th..is list is intended to be used in conjunction with the Comprehensive Plan Update
2000 - 2020, \vitb. new items lis""L.Bd below. Many or the specmc items contained within each goal are also
applicable even tb.Oll~n they are not included in this document (details round in the "2000 - 2020 upd.a:te).
Future updates v.ill compile this information into a section dedicated to Main Street
!IJ!JII!!
GOAL 4.1: Achieve growth through a deliberate plsunmg process that emphasizes an orderl)i, "
eompact, and cost efficient land us.e pattern..
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The City aims to infill property and attract a Bed. & Breakfast industry in the 11ain Street District, as
Well as residential neighborhoods nortb.and south of the District. In order to do this, the City must focus
on the following:
1. Wilen appropriate, apply ror Nationallfu-wric District
2. If merited., apply building restrictions and tree protective me~LIres to hold onto and improve
neighborhood and property value.
3. Research VE.t"ious methods to generate the Bed & Breakfast industry, recruit property
Jn8D8gers, and. establish high standards that will represent La Porte well.
4. Conduct a market analysis ror Bed & Breakfasts.
5. Conduct a market analysis ror retail and. service industries ror dovmtown...
6. Actively pursue businesses that are a good match ror" dm..1Jltown.
7. Create and enforce stricter land use ordin.ance:s.
8. Create architectural preservation measures and method to enforce.
9. Link. efforts or downtown and tourism opportunities with those or Bed & Breakfast industry,
hotel. various museums (possibilities include an industrial museum and a HOlli."'1:on Port Ref!ion
museum) etc. along Sylvan Beach and Galveston Bay. "~
10. L[)cate, when built, a Convention & Visitors' Bureau dOVilTI.town.
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GOAL 43: Provide ror recreational, cultural, commnnity a.nd a.Mity facilities which are
accessible and appropriately located and integra.te into the master transportation plan.
L Conduct market analysis for enterLErinment district
2. Consider developing a cultural center/museum downtown
3_ Consider developing a La POrte Conven:tion & Visitors Bureau dOVi'1ItoVliJl.
4. Develop a par'k-;n~ plan with landscaping and pedestrian friendly routes along the M8in Sueet
District.
5. Consider outdoor ent;;-rt:>rinment venues and develop (i.e. oUtdoor theatre, stage and sound
sys:'"LBTIl, etc.) .
6. Reach out to the NOLthside District and develop ac;tivitieslfestivals to fos"-t.er dignity and pride.
GOAL 4.4: Encoura.ge an active, viable downtown with a variety of uses.
1. Conrinue encour"aging businesses to meet the residents' needs within the MSD and combine it
Viiith the tourism market
2. Conduct analysis as to what dOV\711tov\1D. .can support for community and regional tourism.
Forecast future tolli-ism opportunities and begin .worl.ring toward.
GOAL 4.5: Provide an appropriate amo:unt of land for various densities and types of residential
nsesandensnre the highest qwility fuiing environment.
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1. Encourage residential usage above ground floors in existing bllilclings as well as encourage
multi-s:'"LOry buildfngs be built to accommodate resideIli:i2.l and office space above ground level.
2. Work on beautifying area furon:::-n streetscaping, bmers, lighting, trash receptacles, planters,
benches, dumps-'"ter shields .
3.W Drk on eliminFlting undesirable behavior downtoV\'TI such as graffiti, prostitutio~ etc. and
make a clean safe area both day and night.
GOAL 4.6: Future development should be implemented with high regard for the physical and
natural environment.
1. Consideranon should be given to preserving and enhancing the area's natural beauty, including
existing older trees. .
2. Gateway entries to announce arrival to downtoV\7ll that are sensitive to the Dfu-'ural environment
and to our heritage.
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GO.4.L 4.7: Control development along State/County designa.ted major thoronghfares through .
enhanced regulanon.
1. Archltec'!:I.Ir"al Preservation Measures
2. Signage Ordinances
3. Building Ordinances
4. Business Mi-d Usage Ordinances
GOAL 4.8: Ensure mat all existing and future commercial development is att:ra.ctiv.e, highly .
utilized, and without negative influenc:eon adjacentresidentiaI mes.
1. Architectural Preservation Measures
2. Signage Ordinances
3. Building Ordinances
4. Design Review
::>- _As business demands increase, allow expansion into exist:ing historic homes, anr1Tne: to the
heritage tourism appeal. If 'warranted at a later date, expand along Sail Jacinto Street, JTnkine:
dovm.to~n Viri:th Sylvan Beach..
GOAL 4.H}: Dewelop a positive working relationship with the County and State in regards to. .
mutual goals for development of lands and thoroughfares within the City limits.
1. Con:Dllue building relationships "With the Coimtyand state agencies to assist in beaw.wcation
efforts., such as streetscaping, aVi7Dings, banners, Holiday decorations, etc. .
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GOAL 5.1: Establish a hierarchy of thoroughfare classifications tha.t will provide for safe and
convenient flow of traffic throu.ghout the community.
1. Slow trFlffi c along Main Street to provide a safe and friendly pedestrian area..
2. Ins-'-L8l1 directional sir.na~e.
GOAL 5.2: Pro"ide continuity of traffic flow within and be~een neighborhoods throughout the
community.
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( GOAL 5.3: Provide for relief of traffic congestion..
L In the eveni that tOlli-1sm. builds to such a level within the nex.1: 20 yelli-s.. plan for the possibility
of tra.ffi.c congestion downtown becoming a problem.
ORJ. 53.c Plli-sne alternate modes of transportation.
1. Consider shuttles arid oilier means of transpor'"L.a:TIon to and from Sylvan. Beach and the Bed &
Breakfast on the Bay area to dOwntov\''Il in addition to v.78.lkIDg and bike trails. as tourism increases.
GOAL 5.5: Upgrade and improve existing street infrast.rnemre to meet or exceed minimu.m
standard by Year 202ft
1. Consider placing utilities underground 'When upgrading. street i.nfrastructllre.
GOAL 5.6: Provide for the increasing demand for transportation. fa.cilities while preseI;Jing and
enhancing the att:r-a.ctiveness of the environment.
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GOAL 5.7: Establish and ma.inta.in a. network of new and eristing sidewalks a.s a component of
improved stand:ards for Cit)' s.treets.
1. Consider new sidewalks along M:ain Street with. new historically accurate lighting with
electrical ou.tlets for use durin.g festivals., etc.
2. Consider putting power lines underground. .
3. Consider instAlling side~'B.1ks from the neighborhoods on the north .and SOb.1:h sides of Main
Street to encourage pedestrian traffic.
GOAL 5.8: Co>operate with neighboring communities to establish internrban modes of
tra.n.spo rtatio n.
1. As tourism grows in the region it may be a good idea to join forces to provide transporta:tion
for tourists. etc. around the region.
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Utilfn" Il~fraStJ'lu:ture SysteJllS
GOAL 6.2: Pro~ide a.dequate draina.ge/prevent flooding.
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1. Analyze drainage in the Main Street District and adjacent neighborhoods. S.ome concern has
been expressed about drainage in the alleys alon.g Main Street.
GOAL 6.10: Prevent infiltra.tion into the sanitary sewer system.
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DBJ 6.10b: Have an ongoing maintenance/rehabilitation program to insure that all lines are
properly maintained.
1. These systems may be antiquated and require replacement to meet current needs.
GOAL 6.14: Assure adequate capital funding for infrastructure improvements.
Pllrks & RecJ"eatiOll
GOAL 7.2: Provide a diverse blend of parks, recreation and open space areas including community
and neighborhood parks, mini-parks, natural open space areas, and linkages, to adequately
accommodate the current and future needs of La Porte's residents a.nd visitors.
1. Consider strategically placed pocket parks and linear parks in the Main Street District.
GOAL 7.3: Crea.te and maintain an accessible parks and recreation system for enjoyment by
residents and visitors alike.
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1. Link parks in the Main Street District with pedestrian walkways, bike routes, and streets and to
other parts of tovvn, etc.
OBJ. 7.4c: Encourage private sector participation in the provision of parks and recreation
opportunities.
GOAL 7.7: Develop a network of pedestrian and bicycle ways throughout the La Porte area,
including an interconnected system of paths, trails, lanes, and routes that are multipurpose,
accessible, convenient and connect to residential neighborhoods, parks, schools, workplaces,
shopping, major open spaces, and other destinations.
1. Include the Main Street District in this plan.
GOAL 7.8: Assist in the preservation and enhancement of the education, appreciation, and
preservation of local historic and cultural resources.
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COlJllJZUllity Facilities & Sel'Vice
GOAL 8.1 Maintain adequa.te provisions of police services and continue to fnlf'ill the mission of the
Police Department.
1. Consider haV:1Dg a satellite office downtown.
2. In order to create an environment conducive to tourism at night as well as during the day,
make the downtown area safer.
GOAL 8.4: Provide adequate administrative building space for the delivery of quality senices to
the public.
1. Consider downtown for future expansion of city office space, departments, etc.
esidel1tial DevelopJllen
GOAL 9.1: Consider programs to revitalize and rehabilitate existing housing in the community
where needed.
1. Consider having educational programs on landscaping. care of older trees and buildings, etc.
2. Seek grants to assist in these types of project.
GOAL 9.2: Meet the future housing needs in La P.orte by providing for a variety of housing.
options.
1. Encourage 10ft apartment living in the overlay district above ground level.
GOAL 9.3: Encourage the rehabilitation or replacement of substandard housing.
1. Take special care to encourage the rehabilitation and beautification of older homes and
. . buildings.
GOAL 9.5: Preserve the integrity of existing neighborhoods and create livable and safe
neighborhood enviro.nments.
. 1._ Place e:rnphasis on revitalizing neighborhoods adjacent to the Main Street District.
2. Assist and encourage application for National Historic District status or for a historic marker,
where appropriate.
3. Consider establishing design standards for neighborhoods to :maintain historically accurate
housing that will add to the heritage tourism appeal and pride in La Porte's history.
4. Consider - establishiiig measures to protect trees, etc. - especially older trees which add to the
authentic feel ofllie area.
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eoutificatiOJl ana COllservatWll
GOAL 10.1: Improve the commnnity character of La Porte to make it a more desirable place to.
live, work, and visit.
This can be accomplished in the Main Street District and Slli"TOunding neighborhoods by creating a
standard of typical styles for buildings that are true to the history of La Porte. It will be important to
maintain the laid back, unpretentious air that drew others to La POrte decades ago.
, GOAL 10.2: Improve the aesthetic visual environment of La Porte through enhancement of site
design, signage, roadways, parking areas, open space, and landscaping.
1. Brand our downtown through the usage of appropriate logos, gateway entries, directional
signage, banners, streetscaping, architectural preservation measures, landscaping, lighting, etc.
GOAL 10.3: Invest in Downtown La Porte to establish a vibrant mix of places to work, live, and
visit, with shops, restaurants, places of entertainment, and a variety of dwelling units.
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New Goals for Consideration:
Market Analysis of Downtown Business Mix
Architectural Preservation Measures
Revisit usages
National Historic designation for historic neighborhoods and buildings
Help with beautifying facades of buildings
Landscaped parking lots with signage
TXDOT issues: streetscaping, awnings, banners, Cb-ristmas decorations
Gateway at 5 points
Tree protection
Empowerment Zone and other economic development incentives
Bed & Breakfast by the Bay - throughout the historic neighborhoods
llblic Sl{fel}
GOAL 11.1: Ma-rimir.e public safety and protection of citizens during and after emergencies.
1. Consider mechanism to alert tourists who are unfamiliar with regional hazards of chemicals,
hurricanes, etc. or the meaning of "Shelter in Place". .
GOAL 11.2: Provide for key public services during emergencies.
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etlel'eJoplllel11 Strllteg}
GOAL 12.1: Stabilize and improve the quality of neighborhoods and otber areas in decline by
attracting renewed private investment activity.
1. Conduct a market analysis to determine the best business mix for downtown.
2. Consider allowing Bed & Breakfast industry in the adjacent neighborhoods to the Main Street
District as well as along the bay and other historical neighborhoods to attract heritage touii.::.lJ1
to La Porte.
3. Recruit appropriate businesses to downtown.
GOAL 12.2: Revitalize the City's historic downtown area.
I11pleJl1elltatiol1
GOAL 13.4: Develop alternatives to finance the construction of infrastructure extensions
supporting new development as the city grows.
GOAL 13.5: Revise existing ordinances and adopt new ordinances as necessary to implement the ;
La Porte Comprehensive Plan Update.
1. Consider architectural protective measures for houses and buildings, design ordinances and
enforcement, etc.
2. Include provision for the protection of older trees, etc.
Meeting Handout
Main Street / Downtown La Porte
Vision / Plan / Goals
The City Council's vision for Main Street/Downtown is for a
re-vitalization effort to promote growth for established businesses
and to encourage new investments and re-development efforts to
enhance the image to bring the citizens of La Porte and
surrounding communities back to the downtown area of La
Porte. The City plans to be a partner in creating a new, vibrant
atmosphere that will attract business and bring added value to
the Main Street District property owners.
We plan to accomplish this through the combined efforts of our
Main Street Program and utilizing the resources of our 4B
Corporation to provide funding and creative vision / thinking to
induce / encourage new investments and a program or programs
to assist existing businesses in upgrading their facilities
appearance(s) to meet new and necessary fa,ade treatments.
It is not our intention to do harm but the architectural standards
and the building uses issues are both critical to the ultimate
success of this development / re-development effort. This is being
designed to be a "win-win" project for all concerned.
Our goal is not to be a "Kemah Boardwalk" or a "South Beach
Florida" result rather we are trying to accomplish a quiet,family
friendly environment where locals can come and stroll Main
Street, browse in shops, eat a quiet lunch or maybe at some point
sit and enjoy music or entertainment in the new "Town Square"
andjust kick back and enjoy Main Street.
Purpose is to clarify this Council's Position / Direction for the
Main Street District
From the Comprehensive Master Plan and updates to the
Comprehensive Master Plan
To the hiring of a Main Street Coordinator / The Texas Main
Street Program
Support of Festivals and Projects Council has demonstrated
a willingness to Improve Main Street
As we are at the decision making stage of very significant capital
investments on Main Street we need to re-affirm
our position and intentions for the continued development of
Main Street.
In concert with this we need to make it clear that the Board
appointments that we make to the Main Street Advisory Board
are in sinc with our wishes and plans for Main Street re-
development. We should not have appointments that want on
the board to carry on personal agendas and to thwart re-
development progress.
Architectural standards as well as building uses issues are
critical to re-development and to attract "New Investment" on /
in
the Main Street District.
MEMO
TO: Ron Bottoms, John Joerns
FROM: Debra D. Dye
DATE: June 27, 2008
REGARDING: Board Makeup
Councilman Mosteit inquired what percentage of downtown business/property owners the Texas
Main Street office would recommend serve on the Main Street Advisory Board. The following
comments are from Debra Farst, Texas Main Street State Coordinator:
"Because every community is unique, we don't specifically state that XX should be from here
and XX should be from there or for that matter how many board members there should be.
Instead, we provide guidelines for this and here are some of the resources for those guidelines.
Here is what is listed in the 10 Criteria (a scoring category for National Recognition) as far as
board makeup:
'Broad-based public support for the commercial district revitalization process, with
strong support from both public and private sectors. By involving a broad range of interests
and perspectives in the revitalization process, the Main Street program leverages the
community's collective skills and resources to maximum advantage. The goal is for all sectors
to understand and be philosophically committed to the downtown revitalization process and
commit the maximum resources possible to achieve commercial district revitalization and
sustained management.
A thriving local Main Street program represents and involves a coalition of organizations,
agencies, businesses and individuals from throughout the community - not just those who own
property or businesses in the commercial district or who have a direct economic tie to it, but all
members of the community who are interested in the community's overall health. Involvement
by both the public and private sectors is critical, as well; neither sector can revitalize the
commercial district without the skills and vantage points of the other. Ideally, both sectors will
participate in the revitalization process by providing funding, leadership, and ideas, and by
encouraging collaboration between existing programs to assist the revitalization process.
The Main Street organization should have the active participation of various stake- holders at
the committee and board levels. Please list the sectors of the oooulation that vour
committees and board members reoresent. Examoles are:
Local government; Regional planning groups; Realtors; Property owners; Business owners;
Local industries; Financial institutions; Transportation authorities; Developers; Youth-based
groups; Community and economic development organizations; Consumers; Religious
institutions; Historic preservation organizations; School groups and students; Architects and
building contractors; Parking authorities; DistricUneighborhood residents; Civic groups.
Participants should contribute financial, in-kind and volunteer support for the revitalization
program.. .
Participants should also look for, and act on, opportunities to make connections between other
programs with which they are involved and the Main Street revitalization effort so that, by doing
their own work a little smarter, or in a better integrated way, other programs help further the
revitalization effort ...
The program should include an ongoing process for volunteer recruitment, orientation and
recognition, constantly refreshing its pool of volunteers and involving new volunteers each
year...'"
604 West Fairmont Parkway La Porte, Texas 77571 dYf'dlfiJlaoortf'tx ~ov
Fax 281-842-1259 City HaI/281-471-5020 Office 281-470-5017