PalestineCompPlan

Palestine 2040: Honoring the Past – Shaping the Future

ACKNOWLEDGEMENTS CITY OF PALESTINE MAYOR: Therell Thomas CITY COUNCIL: District 1 Adam Harding District 2 Vernon Denmon, Jr. District 3 Vickey L. Chivers District 4 Joseph Thompson District 5 Mark D. Price District 6 Steve Presley CITY MANAGER: Wendy Ellis DEVELOPMENT SERVICES DIRECTOR: Jeffrey Lyons

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INSTITUTE OF URBAN STUDIES DIRECTOR: Brian Guenzel ASSISTANT DIRECTOR: Alan Klein PROJECT LEADS: Julie Wyatt, Jack Rainwater PROJECT TEAM: Cristine Baril, Jungsoo Kim, Yanikka Lemons, Kukhyoung Kim, Glenn Showers Special Thanks to Shai Roos

TABLE OF FIGURES

TABLE OF CONTENTS

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TABLE OF CONTENTS: TABLE OF FIGURES EXECUTIVE SUMMARY INTRODUCTION WHY PLAN THE BASIS FOR PLANNING THE PLANNING PROCESS COMMUNITY ANALYSIS HISTORY PEOPLE ECONOMY TRANSPORTATION EDUCATION HOUSING PROJECTIONS EXISTING LAND USE/ZONING CARRYING CAPACITY COMMUNITY VISION PROCESS STRENGTHS AND WEAKNESSES IDENTIFIED ISSUES THE LAND USE PLAN GOALS AND STRATEGIES FUTURE LAND USE MAP POLICY DISTRICTS/DESCRIPTIONS DOWNTOWN CURRENT CONDITIONS GOALS AND STRATEGIES

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III

1 6 6 6 7 9 10 11 13 18 19 20 21 22 24 26 27 28 28 31 32 34 35 38 39 41

NEIGHBORHOODS AND HOUSING 43 CURRENT CONDITIONS 44 GOALS AND STRATEGIES 46 PARKS AND OPEN SPACE 47 CURRENT CONDITIONS/FACILITIES 48 STANDARDS 51 GOALS AND STRATEGIES 53 BUSINESS AND EMPLOYMENT 55 CURRENT CONDITIONS 56 GOALS AND STRATEGIES 58 IMPLEMENTATION 60 IMPLEMENTATION GUIDE MATRIX 61 RESOURCES AND FUNDING STRATEGIES 72 KEY PROJECTS 79 APPENDICES APPENDIX A: DEMOGRAPHIC AND ECONOMIC INFORMATION APPENDIX B: MAPS APPENDIX C: PUBLIC INPUT APPENDIX D: PUBLIC SURVEY RESULTS

TABLE OF FIGURES

TABLE OF FIGURES FIGURE 1: THE PLANNING PROCESS 8 FIGURE 2: PALESTINE 2010 AGE/GENDER 11 FIGURE 3: TEXAS 2010 AGE/GENDER 11 FIGURE 4: WHO LIVES IN PALESTINE? 12 FIGURE 5: ANDERSON COUNTY'S UNEMPLOYMENT RATE AVERAGES 1 POINT HIGHER THAN THE OVERALL TEXAS UNEMPLOYMENT RATE 13 FIGURE 6: WEEKLY WAGES 13 FIGURE 7: ANDERSON COUNTY WORKFORCE TRENDS 13 FIGURE 8: TEXAS WORKFORCE TRENDS 13 FIGURE 9: PALESTINE EXHIBITS RELATIVE STRENGTH IN SEVERAL INDUSTRY CLASSIFICATIONS 15 FIGURE 10: STRONG EMPLOYMENT SECTORS IN PALESTINE (2012 ACS) 16 FIGURE 11: PALESTINE HAS SLIGHTLY OUTPACED TEXAS IN MEDIAN INCOME GROWTH 16 FIGURE 12: PALESTINE AND ANDERSON COUNTY HH INCOME DISTRIBUTIONS ARE SHIFTED LOWER THAN TEXAS AS A WHOLE 17 FIGURE 13: PALESTINE'S MAJOR HIGHWAYS AND RAILROADS 18 FIGURE 14: EDUCATIONAL ATTAINMENT 19 FIGURE 15: PALESTINE ISD ENROLLMENT FACTS (SOURCE: TEA) 19 FIGURE 16: YEAR HOUSING UNITS BUILT 20 FIGURE 17: POPULATION PROJECTION SCENARIOS 21 FIGURE 18: PALESTINE CURRENT LAND USE 22 FIGURE 19: CARRYING CAPACITY 1 24 FIGURE 20: CARRYING CAPACITY 2 24 FIGURE 21: RESIDENTIAL LAND USE IN PALESTINE 25 FIGURE 22: PALESTINE'S VISION STATEMENT 27 FIGURE 23: PALESTINE PERCEIVED STRENGTHS 28 FIGURE 24: PALESTINE PERCEIVED WEAKNESSES 28 FIGURE 25: LAND USE ISSUES 29 FIGURE 26: DOWNTOWN AND NEIGHBORHOOD ISSUES 30 FIGURE 27: PARKS AND BUSINESS ISSUES 30 FIGURE 28: FUTURE LAND USE MAP 34

TABLE OF FIGURES

FIGURE 29: DOWNTOWN MAP 39 FIGURE 30: THROUGH EVENTS AND LOCATIONS LIKE A FARMERS' MARKET, DOWNTOWN CAN BECOME THE PUBLIC SQUARE FOR PALESTINE 40 FIGURE 31: PALESTINE'S DOWNTOWN WOULD BENEFIT FROM DOWNTOWN OPEN SPACE OR PLAZAS 40 FIGURE 32: PALESTINE'S SPECIAL DISTRICTS 44 FIGURE 33: GROSS RENT AS A PERCENTAGE OF HOUSEHOLD INCOME 45 FIGURE 34: BUILDING PERMITS TREND (CITY OF PALESTINE) 45 FIGURE 35: DAVEY DOGWOOD PARK 49 FIGURE 36: ANNUAL DOGWOOD FESTIVAL 49 FIGURE 37: PALESTINE PARK FACILITIES 50 FIGURE 38: OTHER PARKS AND PRIVATE RECREATION FACILITIES 51 FIGURE 39: PARK FACILITY STANDARDS 52 FIGURE 40: PARK AND RECREATION FACILITIES MAP 53 FIGURE 41: DOWNTOWN PALESTINE RETAIL 57 FIGURE 42: PALESTINE REGIONAL MEDICAL CENTER 58 FIGURE 43: HIGH IMPACT INDUSTRIES 58 FIGURE 44: KEY PROJECTS SERVE AS “JUMP STARTS” FOR FUTURE PROGRESS 80 FIGURE 45: KEY GOALS ADDRESSED BY DOWNTOWN PLAN 81 FIGURE 46: A REDEVELOPED DOWNTOWN CAN INCLUDE VIBRANT AND ATTRACTIVE PEDESTRIAN STREETSCAPES 81 FIGURE 47: STREET TREE PLANTING, CLEANUP, AND COMMUNITY GARDENS IN VACANT LOTS ALL ENGAGE THE NEIGHBORHOOD 82 FIGURE 48: KEY GOALS ADDRESSED BY NEIGHBORHOOD PROGRAM 82 FIGURE 49: GOALS ADDRESSED BY CITYWIDE TRAILS/GREENWAY NETWORK 83 FIGURE 50: A CITYWIDE TRAILS AND GREENWAY NETWORK HAS MANY BENEFITS 83 FIGURE 51: A MEDICAL DISTRICT CAN INCLUDE HOTELS, RESTAURANTS, RETAIL, AND HOUSING 84 FIGURE 52: KEY GOALS ADDRESSED BY MEDICAL DISTRICT INITIATIVE 84

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iv

TABLE OF FIGURES

EXECUTIVE SUMMARY

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THE COMPREHENSIVE PLAN AT A GLANCE WHY IS THE PLAN NEEDED?

WHAT IS A COMPREHENSIVE PLAN? 



A Comprehensive Plan provides a guide to public policy in areas such as future land use, neighborhoods and housing, parks and recreation, and economic development.

Comprehensive plans typically encompass large geographical areas, a broad range of topics, and cover a 20-30 year time horizon.

Palestine’s last comprehensive plan was created in 1969. Since that time, Palestine has seen many changes, issues, and opportunities.

Palestine’s Population is Growing and Changing: 22,000

POPULATION PROJECTIONS

21,000 20,000 19,000

HOW WAS THE PLAN DEVELOPED?

18,000 2010

The Comprehensive Plan planning process was designed to ensure participation by the Public through:  



meetings with City officials, business owners, churches, and citizen groups A public meeting with a visual preference survey and interactive exercises which gave the public an opportunity to identify current needs and future hopes for Palestine An online public survey

In addition, the project team performed extensive research and analysis on Palestine and Anderson County.

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2020

LOW SCENARIO

110 90 70

2030

2040

HIGH SCENARIO

CHANGING DEMOGRAPHICS 85.12

78.08

50 30 10 -10

21.92

14.88

2000

2010

NOT HISPANIC

HISPANIC

EXECUTIVE SUMMARY

WHY IS THE PLAN NEEDED? (CONT’D) Palestine seeks to build on its Historic Downtown Assets.

Palestine seeks to increase pedestrian accessibility, connect neighborhoods with retail and recreation, and increase its appeal to visitors and new businesses to enhance quality of life.

Palestine Seeks to Address Housing Conditions, Availability, Diversity, and Affordability.

Palestine seeks to capitalize on its Location and Economic Strengths to further develop distribution, gas/oilfield support, and medical care business.

GROSS RENT AS % OF HH INCOME

EXECUTIVE SUMMARY

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WHAT ARE THE PLAN GOALS? LAND USE: GOAL LU1: ENCOURAGE COMPACT LAND USE PATTERNS. GOAL LU2: PROMOTE EXISTING, UNDERUTILIZED RESIDENTIAL, COMMERCIAL AND INDUSTRIAL AREAS WITHIN EXISTING CITY LIMITS, WHERE ADEQUATE PUBLIC FACILITIES ARE ALREADY AVAILABLE, FOR DEVELOPMENT AND REDEVELOPMENT. GOAL LU3: ENCOURAGE THE DEVELOPMENT OF THE MEDICAL SERVICES SECTOR AND ASSOCIATED COMMERCIAL, RETAIL, AND HOUSING ALONG THE SOUTHERN SECTIONS OF LOOP 256.

GOAL LU4: ENCOURAGE MIXED-USE DEVELOPMENT AND REDEVELOPMENT IN THE HISTORIC DOWNTOWN. GOAL LU5: ENCOURAGE NON-NEIGHBORHOOD, HIGH INTENSITY RETAIL/COMMERCIAL ACTIVITY TO LOCATE ALONG HIGHWAYS AND MAJOR INTERSECTIONS AND NOT ADJACENT TO LOW DENSITY RESIDENTIAL NEIGHBORHOODS. GOAL LU6: ENCOURAGE THE PRESERVATION OF FLOODPLAIN AREAS AS RIPARIAN BUFFERS PROVIDING WILDLIFE CORRIDORS AND OUTDOOR RECREATION.

DOWNTOWN: GOAL D1: ENHANCE THE VIBRANCY AND ECONOMIC VITALITY OF DOWNTOWN. GOAL D2: MAINTAIN AND RESTORE THE HISTORIC FABRIC OF DOWNTOWN GOAL D3: DEVELOP DOWNTOWN AS A COMMUNITY GATHERING PLACE FOR EVENTS AND CELEBRATIONS.

NEIGHBORHOODS AND HOUSING: GOAL N1: PROVIDE SAFE, QUALITY HOUSING CHOICES THAT ARE AFFORDABLE AND ACCESSIBLE TO HOUSEHOLDS OF ALL AGES AND ABILITIES. GOAL N2: ENABLE HOMEOWNERS TO REMAIN IN THEIR HOMES SAFELY, COMFORTABLY, AND AFFORDABLY. GOAL N3: EMPOWER HOMEOWNERS TO ADDRESS ISSUES WITH PROPERTY MAINTENANCE, AESTHETICS AND CODE ENFORCEMENT WITHIN THEIR NEIGHBORHOODS. GOAL N4: SECURE LONG-TERM MARKET RATE, AFFORDABLE AND WORKFORCE RENTAL HOUSING THROUGH STRATEGIC NEW DEVELOPMENT AND REDEVELOPMENT.

PARKS AND OPEN SPACE: GOAL P1: PROVIDE A HIGH QUALITY, DIVERSIFIED PARKS, RECREATION AND OPEN SPACE SYSTEM THAT PROVIDES FOR ALL AGE AND INTEREST GROUPS. GOAL P2: PROVIDE AN INTERCONNECTED SYSTEM OF HIGH QUALITY, ACCESSIBLE MULTI-USE TRAILS AND GREENWAY CORRIDORS THAT OFFER DIVERSE, HEALTHY OUTDOOR EXPERIENCES WITHIN A RICH VARIETY OF LANDSCAPES AND NATURAL HABITATS, ACCESSING AND CONNECTING THE AREA’S NATURAL ENVIRONMENTAL FEATURES, PUBLIC FACILITIES AND DEVELOPED LOCAL NEIGHBORHOODS AND BUSINESS DISTRICTS. GOAL P3: CREATE EFFECTIVE AND EFFICIENT METHODS OF ACQUIRING, DEVELOPING, OPERATING AND MAINTAINING FACILITIES AND PROGRAMS THAT APPROPRIATELY DISTRIBUTE COSTS AND BENEFITS TO PUBLIC AND PRIVATE INTERESTS. GOAL P4: DESIGN AND DEVELOP PEDESTRIAN STREETSCAPES THAT ARE SUSTAINABLE, ACCESSIBLE, SAFE, AND EASY TO MAINTAIN, IN ORDER TO ENHANCE OVERALL SENSE OF PLACE AND IMPROVE RESIDENT AND VISITOR EXPERIENCE.

BUSINESS AND EMPLOYMENT: GOAL B1: DEVELOP A SOUND LOCAL ECONOMY WHICH ATTRACTS INVESTMENT, INCREASES THE TAX BASE, CREATES EMPLOYMENT OPPORTUNITIES FOR PALESTINE RESIDENTS, AND GENERATES PUBLIC REVENUES. GOAL B2: DEVELOP AN ECONOMIC DEVELOPMENT STRATEGY WHICH BALANCES THE NEED FOR DEVELOPMENT WITH OTHER CITY GOALS AND OBJECTIVES. GOAL B3: DEVELOP AN INCREASED FLOW OF PUBLIC REVENUES ACCRUING FROM ECONOMIC DEVELOPMENT. GOAL B4: PROVIDE INCREASED OPPORTUNITIES FOR PERSONAL GROWTH OF CURRENT AND POTENTIAL PALESTINE RESIDENTS THROUGH PRODUCTIVE AND REWARDING EMPLOYMENT.

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EXECUTIVE SUMMARY

WHAT ARE THE KEY PROJECTS WITH THE HIGHEST PRIORITY AND IMPACT?

Downtown Redevelopment Plan

Citywide Trails/Greenway Network

PURPOSE

PURPOSE

Develop the downtown core as a unique civic, commercial, and retail hub.

Provide a network of trails throughout the community, connecting neighborhoods with retail and recreation, and enhancing Palestine’s appearance, appeal, and sense of place.

IMPORTANCE Redevelopment of the Downtown core can be a catalyst to encourage new growth and additional redevelopment within the historic heart of the city.

IMPORTANCE The trails and greenway network can be used for both recreation and transportation.

Neighborhood Program

Medical District Initiative

PURPOSE

PURPOSE

Create a city-wide neighborhood program in Palestine.

Create a special Medical District to promote and enhance business and employment opportunities in medical care and affiliated businesses.

IMPORTANCE Great neighborhoods and involved citizens contribute to a higher quality of life as well as a greater investment in the economy.

EXECUTIVE SUMMARY

IMPORTANCE A vibrant medical district can strengthen Palestine’s economy and offer more and better paying employment opportunities.

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INTRODUCTION

WHY PLAN? Make no little plans; they have no magic to stir men's blood and probably themselves will not be realized. Make big plans; aim high in hope and work."— Daniel Hudson Burnham (1846-1912) What should Palestine look like in 30 years? How will we travel and where will we work? Where will our children play? How will historic places we love—Downtown, South Side, the Michaux Historic District, North Side, and Commercial Old Town—connect to Palestine’s future? Now we must confront the challenges facing the City and embrace our unique qualities to create a place of energy and spirit.

Together we can achieve great things.

Creating a Vision This planning process helps a community establish a vision, and the comprehensive plan transforms that vision into goals and strategies for achievement.

In 1968, the City of Palestine created a Comprehensive Plan. Several updates of the land uses have been produced, the latest in 1997, but a complete picture of our community’s character and vision of the future has not been captured since. Much has changed since 1997, and so, in August 2013, the City of Palestine engaged the Institute of Urban Studies at the University of Texas at Arlington (Institute) to prepare a new comprehensive plan.

This plan is not exclusive to one neighborhood, subject, concern, or group. Instead, it embraces the whole city. All of our parts—the natural, the urban, the beautiful, the charming, the aged, and the young—add up to who we are. And although we may not always agree on details, our plan brings out the best of our city, our people, and our future, giving us a roadmap to Palestine in 2040.

THE BASIS FOR PLANNING While municipalities in Texas are not mandated to prepare and maintain a local comprehensive plan, Chapter 213 of the Texas Local Government Code does grant communities the power to develop such plans “for the purpose of promoting sound development of municipalities and promoting public health, safety, and welfare.”

Chapter 213 gives communities such as Palestine flexibility in the design of their plan including 1) plan provisions, 2) whether it’s single or multiple plans, and 3) how it relates and conforms to existing development regulations. In addition, a municipality may adopt or amend the plan into its charter or by ordinance following “a hearing at which the public is given the opportunity to give testimony and present written evidence, and review by the municipality's planning commission or department, if one exists.” This gives Palestine numerous options for continued implementation, additions, or deletions to their plan.

Public participation is vital to this comprehensive planning process and provides authentic ideas for the future.

INTRODUCTION

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THE PLANNING PROCESS Like most communities, Palestine has seen a great deal of change over time. In response to these changes, and in fulfillment of the statutory requirements to enact zoning in the State of Texas, the City of Palestine seeks to create a comprehensive plan to present a long term vision for Palestine’s future development.

The planning process began with an analysis of Palestine’s current conditions. This included data and trends about population, employment, housing, transportation, education, and businesses. A key part of this initial analysis was meeting with the public to identify community issues, assets, and challenges. Additional public input, fully described in Chapter 3: Community Vision, identified citizens’ goals and aspirations for the future. This information was used to create the draft plan, which was presented at a public meeting of the City Council and adopted on January 26, 2015.

The plan is intended to be a guide for shaping policies and initiatives over the next 20-25 years so that they may be directed in accordance with identified community goals and aspirations. It is a realistic appraisal of what our community is now, an outline for what our community wants to be, and a specific set of policies for achieving our community vision and goals.

CITIZEN INPUT

DATA AND TRENDS

VISION AND GOALS

DRAFT PLAN

PUBLIC PRESENTATION

PLAN ADOPTION

IMPLEMENTATION FIGURE 1: THE PLANNING PROCESS

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INTRODUCTION

INTRODUCTION

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COMMUNITY ANALYSIS HISTORY The city of Palestine began when the Texas legislature established Anderson County in 1846. As no community existed at the center of the county, Palestine was created. Ten years later, in 1856, a brick courthouse was built. Soon small businesses were clustered around the square and, by 1866, twelve dry-goods businesses were in operation. Trade was served by paddle-wheel steamers utilizing the Trinity River; however, the arrival of the International-Great Northern Railroad in 1872 led to the demise of local river transport.

By 1896, a new train depot had been constructed and large quantities of cotton, lumber, cottonseed oil, and fruit were transported from Palestine. During the 1880s and 1890s, stores, saloons, and lodging houses rapidly formed a new business district by the railroad tracks resulting in two business districts – Commercial Old Town and New Town. By the 1890s, Palestine had a population estimated at 6,000 with several schools, a number of mills and gins, an opera house, a waterworks, a fire department, two private banks, and several churches. The discovery of oil in 1928 at Boggy Creek, east of Palestine, diversified the town’s economy and carried Palestine through the Great Depression.

Palestine is justly proud if its heritage. The city’s comprehensive plan will be a mechanism to celebrate its past legacy and generate a vibrant future.

In the present day, each spring the city welcomes several thousand visitors to the annual Texas Dogwood Trails. The city is a station of the Texas State Railroad, now a state park, which operates steam excursion trains between Palestine and Rusk. Eilenberger’s Bakery, established in 1898, delivers delicious cakes throughout the world.

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COMMUNITY ANALYSIS

PEOPLE From 2000 to 2010, Palestine’s population grew from 17,598 to 18,712. Estimated 2013 population is 19,148. Palestine’s ten year growth rate of 6.3% was marginally higher than that of Anderson County (6.1%) but well below that of Texas as a whole (20.6%). As seen in Figure 2, Palestine’s population is becoming slightly older and more racially and ethnically diverse. This reflects state and national trends.

As is common in communities outside of major metropolitan areas, Palestine’s population has a higher percentage of older citizens than does the state as a whole. (see Figures 2 and 3 below)

As shown in Figure 4, Palestine is growing more racially and ethnically diverse. This is particularly evident in the increase in self-identified Hispanic households, which grew to 22% of the population in 2010.

Texas’ rapid population growth since 2000 has been fueled by immigration, both international and from the rest of the United States, as families move to Texas for employment.

Palestine had 7,028 households in 2010, with an average household size of 2.60. This is smaller than the size of the average Texas household at 2.75, which reflects the slightly smaller percentage of households with children under 18 in Palestine (32.4) than in the state as a whole (34.2).

80-84 80-84

70-74

70-74

60-64

60-64

50-54

50-54

40-44

40-44

30-34 20-24

30-34

10-14

20-24

Under 5

10-14

1,000

Under 5

10 US Census 2010

5 Palestine Female

0

5 Palestine Male

10 Hundreds

US Census 2010

500 0 Texas Female

500 Texas Male

1,000 Thousands

FIGURE 3: TEXAS 2010 AGE/GENDER

FIGURE 2: PALESTINE 2010 AGE/GENDER

COMMUNITY ANALYSIS

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US Census

12

FIGURE 4: WHO LIVES IN PALESTINE?

COMMUNITY ANALYSIS

ECONOMY

1200

Bureau of Labor Statistics

1000

Palestine is the dominant economic force in Anderson County.

However, economic activity, including employment, income, business mix, and customer base, extends well beyond the borders of Palestine. For this reason, economic data in this section is examined, unless noted, at the level of Anderson County as a whole.

Employment Anderson County’s overall workforce has remained relatively steady over the past several years at about 22,000. Over the past ten years, Anderson County has averaged a slightly higher unemployment rate than the state of Texas: on average, there is 1% higher unemployment in Anderson County than the state as a whole.

984

958

TEXAS

US

761

800 600 400 200 0

PALESTINE/ANDERSON CO

FIGURE 6: WEEKLY WAGES

23,000 22,000

Bureau of Labor Statistics

UNEMPLOYED EMPLOYED

21,000 20,000

19,000 10 9 8 7 6 5 4 3 2 1 0

18,000 17,000 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 FIGURE 7: ANDERSON COUNTY WORKFORCE TRENDS

14,000,000 PALESTINE UNEMPLOYMENT %

13,000,000

TEXAS UNEMPLOYMENT %

UNEMPLOYED EMPLOYED

Bureau of Labor Statistics

12,000,000 Bureau of Labor Statistics

11,000,000 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 10,000,000

FIGURE 5: ANDERSON COUNTY'S UNEMPLOYMENT RATE AVERAGES 1 POINT HIGHER THAN THE OVERALL TEXAS UNEMPLOYMENT RATE

9,000,000 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 FIGURE 8: TEXAS WORKFORCE TRENDS

COMMUNITY ANALYSIS

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COMMUNITY ANALYSIS

6.00

5.00 TRUCK TRANSPORTATION

LQ

EMERGING

4.00

GROWING

GASOLINE STATIONS

3.00 SUPPORT ACTIVITIES FOR MINING

EQUIPMENT RENTAL &

NURSING &RESIDENTIAL

2.00

LEASING SERVICES

CARE FACILITIES

1.00 -0.30

-0.20

-0.10

DECLINING

0.00

0.10

0.20

0.00 AMBULATORY HEALTH CARE

0.30

0.40

0.50

TRANSFORMING

SERVICES

-1.00

DIFFERENTIAL SHIFT

2012 American Community Survey

FIGURE 9: PALESTINE EXHIBITS RELATIVE STRENGTH IN SEVERAL INDUSTRY CLASSIFICATIONS

Building on the existing economic base preserves workforce integrity, capitalizes on existing infrastructure, and leverages current educational resources. Recognizing synergies that exist between existing economic assets and potential opportunities that could diversify the local economy can build a future Palestine that embraces its strengths and welcomes new prospects.

COMMUNITY ANALYSIS

Currently, the greater Palestine economy is showing significant employment strength in the areas of Truck Transportation, Ambulatory Health Care Services, Nursing and Residential Care, and Mining Support Services. These industries can form a foundation upon which to develop additional firms as well as ancillary businesses that capitalize on these areas of strength.

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Employment numbers in these key categories have remained stable or exhibited growth in the period 2010 to 2012, with especially significant growth in Truck Transportation. (see Figure 3) (Additional details concerning industry groups and employment trends can be found in Appendix B.) KEY EMPLOYER CATEGORIES SUPPORT FOR MINING

TRUCK TRANSPORTATION

NURSING AND

$25,000

ESTABLISHMENTS

$20,000

2010

2010

2012

2012

$15,000

793

26

899

28

$10,000

445

19

810

20

$5,000

703

96

808

103

409

4

429

4 8

Household Income Palestine’s median income level continues to lag relative to the state.

When adjusted for 1990 dollars Palestine’s median income is $28,800 compared to the states median income of $35,160. However, during the period 1990 to 2010 Palestine did marginally outpace the state in percent gain over the previous period.

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$35,160

EMPLOYEES

EQUIPMENT RENTAL 159 10 218 & LEASING SERVICES FIGURE 10: STRONG EMPLOYMENT SECTORS IN PALESTINE (2012 ACS)

MEDIAN HOUSEHOLD INCOME

$30,000

ESTABLISHMENTS

SERVICES RESIDENTIAL CARE

$35,000

EMPLOYEES

AMBULATORY HEALTH CARE

$40,000

$30,345

$28,800

$27,016 $23,178

$21,427

$0 1990

2000 TEXAS

PALESTINE

2010 US Census Data

FIGURE 11: PALESTINE HAS SLIGHTLY OUTPACED TEXAS IN MEDIAN INCOME GROWTH

As shown in Figure 5, Palestine and Anderson County have a higher percentage of lower wage earners, and a lower percentage of the top categories of wage earners than does Texas as a whole. Currently, 24.9% of Palestine’s population and 19.1% of Anderson County are below the poverty level compared to the state average of 17.4%.

COMMUNITY ANALYSIS

20.00 2012 American Community Survey

18.00 16.00 14.00

Average weekly wages for Palestine/Anderson County are also lower than the state and national average weekly wages (see Figure 6).

However, Palestine is showing strength and growth in some industries that pay higher than average weekly wages: Support Activities for Mining, Truck Transportation, Equipment Rental and Leasing Services, and Ambulatory Health Care. (More detailed information on industry growth and average weekly wages is found in Appendix B.)

12.00

Tax Revenue Palestine’s sales tax rate is 8.25 cents, and its ad valorem rate is .639/$1,000 of valuation. Tax revenue has been flat or increasing slowly in the last decade, with sales tax receipts in nominal dollar terms declining since the beginning of the Great Recession in 2008.

In order to establish sufficient resources to address future growth and current infrastructure issues, Palestine will need to grow its tax base.

10.00 8.00 6.00 4.00 2.00 0.00 TEXAS

ANDERSON

PALESTINE

LESS THAN $10,000

$10,000 TO $14,999

$15,000 TO $24,999

$25,000 TO $34,999

$35,000 TO $49,999

$50,000 TO $74,999

$75,000 TO $99,999

$100,000 TO $149,999

$150,000 TO $199,999

$200,000 OR MORE

FIGURE 12: PALESTINE AND ANDERSON COUNTY HH INCOME DISTRIBUTIONS ARE SHIFTED LOWER THAN TEXAS AS A WHOLE

COMMUNITY ANALYSIS

Major Projects Two major projects underway have the potential to greatly impact Palestine’s economy: the Sanderson Farms facilities and the YMCA Soccer Fields. Employment effects of Sanderson Farms are projected to be large: 1,032 hourly jobs, 118 salaried jobs, and the total payroll of approximately $28.4 million. The YMCA fields offer Palestine improved quality of life and the opportunity to host soccer tournaments that can generate overnight visitors.

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FIGURE 13: PALESTINE'S MAJOR HIGHWAYS AND RAILROADS

TRANSPORTATION Palestine is truly a crossroads community. US Highways 287, 84, and 79 all service the Palestine market and are augmented by Texas highways 155 and 19. Additionally, rapid access to Interstate Highway 20 is just 55 miles north and Interstate Highway 45 only 35 miles southwest. Convenient access to all feeder highways is facilitated by Texas 256, a loop around the city.

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Palestine also has a General Aviation Airport with two runways.

Additional airport services including commercial aviation are located in Tyler just 45 miles to the north. Rail Service is provided by Union Pacific Railroad Company. Motor Freight is provided by nine commercial carriers. Transportation access and location are key economic strengths for Palestine.

COMMUNITY ANALYSIS

EDUCATION Educational attainment may be a determining factor to the income an individual may receive. It also may be a factor in the various businesses a city attracts.

Palestine, in comparison to Texas, has a significantly higher number of students that end their educational attainment at high-school graduation. The state of Texas high-school graduate-only level is 25.3% while Palestine is 40.2%. Palestine has a bachelor’s level at 9.3% compared to 17.5% for the state as a whole.

There are a few possibilities as to the reason for such a high percent of high-school only educated workers in Palestine, such as: highschool graduates leave the city for higher education attainment and do not return; high-school graduates have employment available that does not require higher education attainment, such as the correctional facilities; and the education level of incoming residents.

Palestine’s students are served by two school districts: Palestine Independent School District and Westwood Independent School District. Palestine ISD served 3,060 K-12 students in the 2013-2014 school year, plus an additional 206 students in the early childhood/pre-K program. Palestine ISD achieved a TEA 2013 Accountability Rating of “Met Standard”, meeting or exceeding the standard in all four performance indexes. Westwood ISD also achieved a “Met Standard” rating with TEA in 2013.

PALESTINE TEXAS

GRADUATE OR PROFESSIONAL DEGREE BACHELOR'S DEGREE ASSOCIATE'S DEGREE SOME COLLEGE, NO DEGREE HIGH SCHOOL GRADUATE 9TH TO 12TH GRADE, NO DIPLOMA LESS THAN 9TH GRADE 0%

US Census Data 2010

10%

20%

30%

40%

50%

FIGURE 14: EDUCATIONAL ATTAINMENT

     

PALESTINE HIGH SCHOOL- (2013-2014) 9-12; 850 STUDENTS; 63.8% ECONOMICALLY DISADVANTAGED PALESTINE JUNIOR HIGH SCHOOL- (2013-2014) 7-8; 443 STUDENTS; 72.7% ECONOMICALLY DISADVANTAGED STORY INTERMEDIATE SCHOOL- (2013-2014) 4-6; 708 STUDENTS; 80.2% ECONOMICALLY DISADVANTAGED SOUTHSIDE ELEMENTARY SCHOOL- (2013-2014) 2-3; 515 STUDENTS; 80% ECONOMICALLY DISADVANTAGED NORTHSIDE PRIMARY SCHOOL- (2011-2012)-KINDER-1; 544 STUDENTS; 82.7% ECONOMICALLY DISADVANTAGED WASHINGTON EARLY CHILDHOOD(2011-2012)-EARLY CHILDHOOD-PRE K; 206 STUDENTS; 100% ECONOMICALLY DISADVANTAGED

FIGURE 15: PALESTINE ISD ENROLLMENT FACTS (SOURCE: TEA)

COMMUNITY ANALYSIS

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Palestine also has two principal higher education facilities: UT Tyler’s Palestine campus and Trinity Valley Community college. UT Tyler’s campus offers on-site courses and online/interactive television classes in nursing and business administration. Current enrollment is approximately 100 students, predominantly in the nursing program.

The nursing program works with Palestine Regional Medical center and other local facilities to offer clinical experience to nursing students.

Trinity Valley Community College’s Palestine location offers on campus and distance education in a variety of programs including nursing.

1400

2008-2012 American Community Survey

1200 1000 800 600 400 200 0 2005 2000 TO1990 TO1980 TO1970 TO1960 TO1950 TO1940 TO 1939 OR 2004 1999 1989 1979 1969 1959 1949 OR LATER

HOUSING

EARLIER

Figure 16: Year Housing Units Built

Housing characteristics consist of the total number of housing units (occupied and vacant), owner or rental occupied status, median rent, and the value and age of housing units.

Housing issues identified through this analysis and through public input include:

The 2008-2012 Census figures for the City of Palestine cite the total number of housing units as 7,253. Of these, 5,959 (82.2%) are occupied and 1,294 (17.8%) are vacant. Within the occupied numbers, 3,594 (60.3%) are owner-occupied and 2,365 (39.7%) are renter-occupied, with a median rent of $708.

a lack of housing choice, particularly for affordable single family housing, a high amount of distressed and abandoned housing, particularly in some of the older areas of the city, a large number of vacant parcels in existing neighborhoods, a lack of newer housing stock, both single and multi-family.

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   

COMMUNITY ANALYSIS

The low scenario is derived from the Texas Water Board projections of growth for the City of Palestine, and reflects more or less status quo growth. The high scenario represents Palestine capturing a higher proportional amount of the household growth accruing from the incoming Sanderson Farms operations. The range of the projections indicates that the 2040 population of Palestine is likely to be in the range from 20,405 to 21,775.

PROJECTIONS To account for future growth possibilities, a low and high range of population projections were created. These growth scenarios are based on the impact of future job growth from current trends and the regional jobs impact of the Sanderson Farms operations locating in Palestine and Anderson County.

24,000

22,000

20,000

18,000

16,000

14,000

12,000

1960

ACTUAL POPULATION 13,974

1970

1980

1990

2000

2010

14,525

15,948

18,042

17,598

18,712

2020

2030

2040

LOW PROJECTION

18,712

19,531

20,172

20,405

HIGH PROJECTION

18,712

20,842

21,526

21,775

ACTUAL POPULATION

LOW PROJECTION

HIGH PROJECTION

FIGURE 17: POPULATION PROJECTION SCENARIOS

COMMUNITY ANALYSIS

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EXISTING LAND USE AND ZONING Existing land-use looks at the types of uses that currently occur on each parcel of land.

FIGURE 18: PALESTINE CURRENT LAND USE

22

COMMUNITY ANALYSIS

The zoning map refers to the legal zoning requirements enacted by the City of Palestine.

COMMUNITY ANALYSIS

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CARRYING CAPACITY By 2040, Palestine is expected to add between approximately 1,700 (low) to 3,100 (high) people to its existing population. While the exact nature of the growth will determine the land required to accommodate this growth, a range from a minimum of 429 to an expected maximum of 782 acres of land will be required.

Based on the results of the carrying capacity analysis (see Figure 22), it is estimated that there are 2,401 acres of developable residential land within the current city limits. Use of all available residential and within the city limits would accommodate a population of 28,244, well above the high population growth scenario If growth continues at the same development density (business as usual), the anticipated land required for growth for the plan scenarios through 2040 will be between 429 to 782 acres. Alternately, if the City grows in a more compact pattern in the future, Palestine will require less land. Under both growth conditions, all development can be accommodated on land within the existing city limits barring only very high growth done at a very low density. (Complete analysis can be found in Appendix B)

Acres CURRENT RESIDENTIAL (SF/MF) ZONED CURRENT RESIDENTIAL (RE) ZONED CURRENT USED AS PARKS CURRENT VACANT RESIDENTIAL ZONED TOTAL CURRENT RESIDENTIAL ZONED LAND IN USE CURRENT VACANT RESIDENTIAL ZONED FLOOD AREA (UNDEVELOPABLE) TOTAL CURRENT AVAILABLE RESIDENTIAL FIGURE 19: CARRYING CAPACITY 1

POPULATION PERSONS/ACRE (CURRENT DENSITY) DWELLING UNITS/ACRE (CURRENT DENSITY)

2,598 197 2,401

18,712 3.97 1.53

LOW POPULATION SCENARIO ADDITIONAL POPULATION

1,693

HIGH POPULATION SCENARIO ADDITIONAL POPULATION LOW SCENARIO ADDITIONAL NEEDED LAND (ACRES)

3,063 427 772

HIGH SCENARIO ADDITIONAL NEEDED LAND (ACRES) FIGURE 20: CARRYING CAPACITY 2

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6,131 1,960 775 2,598 4,718

COMMUNITY ANALYSIS

FIGURE 21: RESIDENTIAL LAND USE IN PALESTINE

COMMUNITY ANALYSIS

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26

COMMUNITY VISION

PROCESS Engaging the public is an integral part of the comprehensive planning process. The process of developing a planning vision began on December 5, 2013 at City Hall in Palestine. The IUS team met with 23 members of the community to discuss their likes and dislikes about Palestine and their hopes for the future. For the series of meetings, individuals were invited from many different areas including representatives from local churches, representatives from the Police Department, representatives from the Planning and Zoning Commission, the business community and downtown businesses, neighborhood representatives, and the City Council participated in the stakeholder meetings held in December. (Questions used to guide the sessions and a listing of participants are in Appendix A.) Public meetings were also held on April 25, 2014 with thirty-one participants in attendance. A visioning exercise consisted of a Visual Preference Survey (VPS) and an interactive map workshop generated conversation targeting four areas: parks and lakes, neighborhoods, businesses, and the downtown core. The visioning process provided the opportunity for participants to provide descriptive words expressing their opinions relating to their city experiences with current conditions and their vision of Palestine in ten years.

The goal for these exercises was to generate impressions of the future of Palestine, its neighborhoods, and its region.

COMMUNITY VISION

Palestine’s vision statement is a story about the kind of place the city will be in the future and what kind of change the citizens are working toward. This vision will be achieved by following a set of clear goals and enacting specific strategies and actions.

VISION STATEMENT: THE CITY OF PALESTINE COUNCILMEMBERS AND EMPLOYEES VISUALIZE AND WORK TO ADVOCATE A COMMUNITY THAT IS:          

PROGRESSIVE NATURALLY BEAUTIFUL STRONG BUSINESS AND INDUSTRY-ATTRACTIVE TO NEW BUSINESS GOOD JOB OPPORTUNITIES FOR ALL QUALITY BUSINESS, GOVERNMENT, COMMUNITY, AND EDUCATIONAL ORGANIZATIONS WELL PLANNED AND MAINTAINED FUNCTIONAL INFRASTRUCTURE HEALTHY AND SAFE AMPLE RECREATION, CULTURAL, AND ARTISTIC OPPORTUNITIES A HISTORICAL TREASURE A PLACE ALL ARE PROUD TO CALL HOME

FIGURE 22: PALESTINE'S VISION STATEMENT

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STRENGTHS AND WEAKNESSES During the visioning process, stakeholders and citizen participants identified key factors that were considered key strengths and weaknesses of Palestine. In addition, citizens identified four key issue areas: neighborhoods and housing, business and employment, downtown Palestine, and parks and open space. Addressing these specifics was the foundation in developing a set of overall goals and recommended actions for the City of Palestine.

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PERCEIVED STRENGTHS STRONG HISTORY / HERITAGE APPEALING NATURAL ENVIRONMENT LOCATION BETWEEN DALLAS, HOUSTON, AND SHREVEPORT EXCELLENT RAIL AND ROAD ACCESS MEDICAL SERVICES INDUSTRY TWO COLLEGES IN TOWN CITIZENS HAVE A GREAT DEAL OF LOYALTY / PRIDE

PERCEIVED WEAKNESSES “BOXED-IN” BY HISTORY PALESTINE / WESTWOOD DIVIDE AGING AND INADEQUATE INFRASTRUCTURE LACK OF WELL-PAYING EMPLOYMENT LACK OF EMPLOYMENT DIVERSITY CONFUSING DEVELOPMENT REGULATIONS LACK OF INVESTMENT LACK OF COORDINATED PROMOTION, BRANDING, MARKETING

FIGURE 23: PALESTINE PERCEIVED STRENGTHS

FIGURE 24: PALESTINE PERCEIVED WEAKNESSES

COMMUNITY VISION

IDENTIFIED ISSUES For the first exercise, participants were asked to write three words that they felt best described the current Palestine for each of the four key issue areas, then to write three words that would best describe what they would like to say about those same aspects of Palestine 30 years in the future.

For the second exercise, participants were asked to work with a map for each of the four key issue areas of the community and locate places of interest, their place of residence, their place of work, and areas of concern or opportunity. Detailed results of these exercises can be found in Appendix B. In addition, participants were asked to rate a set of images on a visual preference survey. These images dealt with alternatives for housing, business activity and appearance, the pedestrian streetscape, and appropriateness of different potential land uses for Palestine.

LAND USE  

DESIRE TO CONCENTRATE DEVELOPMENT/REDEVELOPMENT IN EXISTING NEIGHBORHOODS AND WITHIN CURRENT CITY LIMITS. NEED FOR A MIX OF HOUSING TYPES AND ACCESSIBLE NEIGHBORHOOD LEVEL RETAIL AND COMMERCIAL SERVICES IN EXISTING NEIGHBORHOODS

  

NEED TO PRESERVE NATURAL “LOOK AND FEEL” OF PALESTINE NEED TO APPROPRIATELY SHARE COSTS AND MINIMIZE ONGOING EXPENSE OF ADDITIONAL INFRASTRUCTURE. DESIRE TO REPAIR AND IMPROVE INFRASTRUCTURE AND HOUSING STOCK WHILE RESPECTING HISTORIC NEIGHBORHOODS. FIGURE 25: LAND USE ISSUES

A final source of community input was an online survey administered from June 25 through July 18, 2014. 74 citizens responded to a series of 16 questions about the present day Palestine and their desires for the future of the city. (The complete survey and survey results are in Appendix D) From this public input, the planning team identified several key issues for Downtown Palestine, Neighborhoods/Housing, Business/Jobs, and Parks and Open Space. These issues were instrumental in crafting the goals and strategies that are presented in this plan.

COMMUNITY VISION

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DOWNTOWN  

    

NEED TO PRESERVE AND ENHANCE THE HISTORY OF DOWNTOWN’S BUILDINGS AND PEOPLE. DIFFICULT FOR RETAIL/RESTAURANT AND OTHER REUSE OF DOWNTOWN BUILDINGS DUE TO DEVELOPMENT REGULATIONS AND INFLEXIBLE BUILDING EXTENSIVE VACANCIES/UNOCCUPIED AND POORLY MAINTAINED STRUCTURES IN DOWNTOWN POORLY IDENTIFIED AND INSUFFICIENT INFRASTRUCTURE STRUGGLING FARMERS MARKET. LACK OF DISTRICT AND WAY FINDING SIGNAGE FOR DOWNTOWN NEED TO INITIATE OPPORTUNITIES TO GENERATE DOWNTOWN RESIDENTIAL, POSSIBLY IN HISTORIC BUILDINGS.

NEIGHBORHOODS/HOUSING  

LACK OF AFFORDABLE RENTAL OR OWNERSHIP HOUSING HIGH NUMBER OF VACANT DWELLINGS, ESPECIALLY IN OLDER NEIGHBORHOODS

   

VACANT LOTS RESULTING FROM TEARDOWNS OF POORLY

PARKS/OPEN SPACE    

BUSINESS      

MAINTAINED BUILDINGS



NEED FOR MORE QUALITY MULTI-FAMILY AND SENIOR HOUSING HOUSING NEEDING REPAIR NEED FOR BETTER PEDESTRIAN INFRASTRUCTURE



FIGURE 26: DOWNTOWN AND NEIGHBORHOOD ISSUES

Desire to increase number of park activities and programming Perceived need to develop in-park and off-street trail system for pedestrians and cyclists to provide recreation and connectivity Desire to promote the pride the residents have in the city’s natural beauty.

Need to provide park services in a cost effective and equitable manner

 

Allow restaurants and retail to “think outside the box” Offer ‘high-end’ retail choices Empower and encourage small family businesses Generate efficient traffic flow on the loop Encourage signage, lighting, and street beautification Encourage development of employment opportunities for younger residents Generate more diverse job training, especially skilled trades Reduce “red-tape” for developing or redeveloping commercial/retail properties Encourage the development of business districts Enhance the overall tax base FIGURE 27: PARKS AND BUSINESS ISSUES

These community derived issues are integral to the land use districts presented in the Future Land Use Map. Specific strategies to achieve these goals, as well as Key Projects are presented in Chapter 7: Implementation.

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COMMUNITY VISION

LAND USE PLAN

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GOALS AND STRATEGIES Land Use goals and strategies for this comprehensive plan are derived from citizen input and baseline information. They are: Goal LU1: Encourage compact land use patterns.

Strategies LU1.1: Develop a State-of-the-Art Development Code to address zoning and subdivision regulations in a manner that will facilitate the implementation of Plan objectives. Requirements should be established to achieve policy and design direction within the framework of a clear and predictable development process, while achieving high standards.

LU1.2: Encourage relatively compact retail, commercial and industrial land uses developed according to the future land use plan and revised development ordinances, taking advantage of shared amenities including: parking, vehicle and pedestrian access, landscaping and signage.

Goal LU2: Promote existing, underutilized residential, commercial and industrial areas within existing city limits, where adequate public facilities are already available, for development and redevelopment.

Strategies LU2.1: Reduce the pressure for development in the ETJ by promoting and incentivizing as necessary a variety of housing options on currently vacant sites within the city limits.

LU2.2: Development of residential, commercial, or industrial areas at higher intensities should be promoted only where they can

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reasonably and economically be served with essential public services.

Goal LU3: Encourage the development of the Medical Services sector and associated commercial, retail, and housing, by designation of a Medical Services along the southern sections of Loop 256.

Strategies LU3.1: Develop an overlay district ordinance for a Medical Services District to encourage a place where not only medical services providers, but providers of ancillary retail and commercial services, lodging, and appropriate professional housing can develop.

LU3.2: Develop a menu of appropriate financing mechanisms, potentially including Tax Increment Financing and/or a Public Improvement District in order to develop the infrastructure improvements necessary to create a Medical District that is vital, attractive, accessible, and secure.

Goal LU4: Encourage mixed-use development and redevelopment in the historic downtown.

Strategies LU4.1: Address barriers to downtown development including parking, affordability, and the need for overall development management.

LU4.2: Broaden Downtown Palestine's role as a housing market and neighborhood services center LU4.3: Better communicate an overall sense of place by including clear gateways and gathering places, and better connecting downtown to surrounding neighborhoods.

LAND USE PLAN

LU 4.4: Expand Police Bike Patrol in Downtown District

Strategies LU6.1: Develop a park dedication requirement as a part of the development code.

LU 4.5: Police Administration coordinate with Downtown Business Association for implementation of Citizen Observer Alerts for Crime Watches.

LU6.2: Expand Police bike patrol in park areas.

LU4.6: Develop a menu of appropriate financing mechanisms, potentially including Tax Increment Financing and/or a Public Improvement District in order to connect, improve and enhance the overall physical fabric of Downtown Palestine.

Goal LU5: Encourage non-neighborhood, high intensity retail/commercial activity to locate along highways and major intersections and not adjacent to low density residential neighborhoods.

Strategies LU5.1: Provide for transition between large commercial/retail developments and nearby low density residential neighborhoods by graduating the scale of development.

LU5.2: Require that outparcels and pad sites surrounding large commercial developments be developed in such a manner that encourages pedestrian access both between parking and buildings and from adjacent developments.

Goal LU6: Encourage the preservation of floodplain areas as riparian buffers providing wildlife corridors and outdoor recreation.

LAND USE PLAN

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FIGURE 28: FUTURE LAND USE MAP

34

LAND USE PLAN

LAND USE AREA DESCRIPTIONS The plan establishes a typology for land use areas, including descriptions and broad policies for each area. These land use policy areas are the result of an analysis of development suitability constraints, the existing built environment and provision of development infrastructure, determination of minimum land area required to accommodate projected growth, and input from civic and community leadership. These descriptions are meant to provide an overall character of the area, with the specific applicable development regulations left to the discretion of future decision makers.

Greenway/Floodplain These areas represent low lying stream corridors. Development should be discouraged in these areas due to impacts on storm water flow, water quality, and the high expense of raising development above the 100 year flood level. These corridors are useful for providing recreational trail connectivity throughout the community, as well as preserving open space and wildlife corridors and providing opportunities for outdoor recreation. Palestine should consider including park and trail dedication requirements in its development ordinances to facilitate the development of a citywide trail and greenway system.

Downtown Mixed Use The Downtown Mixed Use area corresponds with the designated districts of Downtown and Commercial Old Town. This historic heart of Palestine is a place for living, working, shopping, and celebration.

This land use category focuses of pedestrian, cottage retail and

LAND USE PLAN

manufacturing (craft industries with storefronts), and office activity with added residential uses which preserve the historical look and feel of Palestine.

The Downtown Mixed Use area is an active place with buildings one to three stories in height and usually placed directly along the sidewalk with on‐street parking. Away from this center, density should decrease to minimize impacts on nearby neighborhoods.

Palestine should consider linking the historic downtown with the courthouse square via some form of public transit such as a trolley, along with ensuring safe and pleasant walking connections. Streets should have trees and wide sidewalks. Palestine should explore the creation of a downtown public square that includes public gathering space and city offices. There may be landscaped paths from the corridor to rear parking areas, sidewalk cafés, outdoor dining areas or courtyards for 24 hour a day use.

Heritage Neighborhood The Heritage Neighborhood area addresses identified historic residential districts within the core of Palestine. Development considerations for this planning area should include design criteria to ensure heritage appropriate development form, an appropriate mix of housing types including townhomes, single family detached, duplexes, and four-plexes. Supporting and complementary uses, such as neighborhood parks, open space, schools and other public or civic uses, are also encouraged in this category. Accessory dwelling units such as garage apartments and carriage houses may be appropriate within some neighborhoods. Neighborhood retail, such as a “mom and pop” convenience grocers, bakeries, and coffee shops, may be appropriate in redeveloping areas if developed in harmony with the residential character.

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Neighborhoods in this category should have increased pedestrian access to community services through shorter block lengths, narrower streets, sidewalks and greenbelts with hike and bike trails.

Core Neighborhood This category is predominantly composed of existing residential with traditional development patterns but no historic designation. These areas should allow for a mix of densities, lot sizes, housing types, styles, and patterns that can be accommodated or retrofitted to make a more pedestrian accessible environment. This area is large enough to accommodate likely population growth through the planning period at current densities. Encouraging new residential construction within this planning area takes advantage of existing infrastructure, lowering costs to the city of Palestine. The primary uses in this category include single-family residences as well as duplexes, patio homes and town homes, and size appropriate multifamily. Supporting and complementary uses, such as neighborhood parks, open space, schools and other public or civic uses, as well as neighborhood level commercial and retail are also encouraged in this land use area.

Commercial This area serves both local and regional customer bases, and is the location of much of Palestine’s more intense current commercial and retail uses. This policy area represents a mix of uses including multifamily residential, commercial, restaurant, and local and big box retail. This land use area is located at nodes along major streets (Particularly highways 79 and 287/119 and Loop 256) which are easily accessed via automobiles. Buildings in these areas tend to be on separate parcels, stand one to three stories in height and include

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offices and a range of retail and commercial uses. In addition to employment and services, this area may also include multi‐family housing in low‐ to mid‐rise apartment buildings or condominiums.

Landscaping and physical design should enhance visitor’s experiences, separate sidewalks from major roads and define pedestrian routes in large parking lots. Gateway landscaping, monuments and other devices can be used to provide reinforcement of City image. City efforts should be directed at enhancing infrastructure to facilitate customer and resident access and improving overall area appearance, regenerating existing property, and encouraging sustainable and high quality growth.

Industrial Areas with this use are intended to encourage industrial growth as employment centers for Palestine and the region. Industrial Growth areas possess sufficient rail and water infrastructure to facilitate industrial uses. Enough contiguous area should be available to allow the large footprints required by distribution and/or production businesses. City efforts should be directed at ensuring appropriate infrastructure and monitoring potential environmental impacts of development.

Medical District This area corresponds to the location of the majority of Palestine’s medical care facilities, and seeks to aid in the development of additional care facilities as well the ancillary services that support the healthcare sector of the economy. Potential uses include hospitals and surgical centers, physician offices, medical labs and diagnostic services, dialysis centers, rehabilitation facilities, and other outpatient service facilities. Other uses include supporting commercial and retail, such as hotels, extended stay hotels,

LAND USE PLAN

restaurants, pharmacies, and convenience retail. Possible residential uses include senior and assisted living facilities and housing for employees who wish to live close to their workplace. Physical design should enhance pedestrian and handicapped accessibility, enhance visitor’s experiences, and ensure safety.

Public/Institutional Community facilities include municipal offices, schools, police, fire, and other public services. This future land use area is expected to increase as population and employment demand grows, and can be helpful in terms of providing a clear sense of place, such as a downtown square/plaza adjacent to municipal offices.

an equitable sharing between the public and private sectors of the full costs of public improvements and services specifically and uniquely attributable to individual new developments.

Airport This land use category corresponds to the area of Palestine Municipal Airport. Potential allowable uses should include those activities that can enhance the economic impact of Palestine Municipal Airport via “through the fence� operations or development of an airport business park featuring businesses that complement direct airport related activity or which utilize air transport for their operations.

Parks/Open Space This land use category is provided to identify all larger public and private community parks and open spaces within the City and ETJ of Palestine. This designation incorporates larger than neighborhood parks, recreation, open space preservation areas and proposed trails.

Neighborhood level parks are not denoted separately, but should be planned and included within other land use areas as appropriate.

Agricultural/Low Density Neighborhood Considerations of development in this land use area should include the rate of population growth and the existence of infrastructure including roads, water, and sewer. A mixing of housing densities and uses should be encouraged around major nodes and corridors, but generally at lower densities than Core Neighborhood areas. Before approving any new green-field development, the long-term public costs of infrastructure, induced traffic demand, and impact on the rest of Palestine should be considered by policy makers and elected officials. Other considerations should include the encouragement of

LAND USE PLAN

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38

DOWNTOWN

This plan defines Downtown as the area analogous to the Main Street Overlay District. (see Figure 27) The area includes the Downtown Historic District. Downtown is defined by its very large number of historic structures as well as overall architectural vernacular.

However, the downtown area also presents numerous challenges.

Numerous historic structures are unutilized, vacant, and/or in various states of disrepair. Some structures have issue with access to adequate infrastructure for repurposing, and some even have

FIGURE 29: DOWNTOWN MAP

DOWNTOWN

39

problems with resident bat colonies living in wall and ceiling voids.

These challenges are reflected in community input: citizens describe downtown as “tired”, “deteriorated” and “inactive”.

Throughout the community engagement process, citizens also indicated their pride in the historic downtown area, and their desire for the area to be enhanced and redeveloped as a true community heart. Citizens expressed the desire for the future downtown to be “exciting, interesting, busy, thriving”, and a “place of beauty.”

Some specific activities/developments receiving positive public comment include improving mobility and connectivity both to and within the downtown, better connecting downtown to the city’s other assets, and including residential uses. Citizens are seeking a wider variety of retail and commercial services, especially restaurants and entertainment. Overall, Palestine citizens seem to be seeking an active and vibrant downtown that reflects the rich heritage of the city, but will not be held prisoner to the past.

Previous planning efforts recognized the possibilities of Palestine’s historic downtown. As far back as 1969, comprehensive plans have suggested Palestine take measures to improve and strengthen its downtown in order to provide a competitive advantage compared to other nearby communities. The 1969 planning proposals were designed to improve the method of handling the shopper and the vehicle. This differentiation of street space included a proposed Pedestrian Mall – a three block section of Oak Street between Queen and Sycamore.

Figure 30: THROUGH EVENTS AND LOCATIONS LIKE A FARMERS' MARKET, DOWNTOWN CAN BECOME THE PUBLIC SQUARE FOR PALESTINE

FIGURE 31 PALESTINE'S DOWNTOWN WOULD BENEFIT FROM DOWNTOWN OPEN SPACE OR PLAZAS

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DOWNTOWN

GOALS AND STRATEGIES The implementation section of this plan includes numerous initiatives for revitalizing downtown. Key initiatives include the hiring of an outside firm to work with the citizens, elected officials, and organizations such as the Main Street Program and the Palestine Economic Development Corporation to develop a detailed downtown redevelopment plan as well the development of a downtown farmers market.

A downtown redevelopment plan should include:   

 



Whenever possible, previous efforts should be utilized in the ongoing planning efforts.

Another key initiative is the development of downtown public open space in the form of a “town square” to serve as the central gathering place for the community. This can be green space or a paved plaza.

Other initiatives include coordination with a broader neighborhood initiative to mobilize resident and business owner resources to address issues such as litter, graffiti and code enforcement.

A market analysis for Palestine’s retail and commercial services.

A retail sales leakage analysis.

A complete infrastructure assessment including sewer, water, electric, natural gas, telephone/data lines, and wireless access.

A suggested signage ordinance, including directional and way finding signage.

A suggested streetscape design, including pedestrian amenities, façades, lighting, and pedestrian and auto circulation.

An analysis of possible financial resources, including TIRZ/TIF financing, business associations, and PID organization.

Some of these initiatives have been undertaken previously by organizations like the Palestine Economic Development Corporation.

DOWNTOWN

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Downtown goals and strategies for this comprehensive plan are derived from citizen input and baseline information. They are: Goal D1: Enhance the vibrancy and economic vitality of downtown.

Strategies: D1.1: Undertake a complete downtown redevelopment plan to enhance the vibrancy of the downtown overlay district.

D1.2: Refine the current Downtown Overlay District Zoning Ordinance and the supporting Subdivision and Land Development Regulations to reflect the findings of strategy D1.1.

D1.3: Proceed with developing appropriate financing mechanisms, such as a Tax Increment Financing (TIF) District to support capital investments in infrastructure for downtown redevelopment.

D1.4: Work with economic development organizations, local community groups, and business owners to address code compliance issues within downtown.

D1.5: Police coordination and long term problem solving with Code Enforcement to address issues such as graffiti, rubbish, weeds, vagrancy, panhandling, etc. that could detract from downtown.

D1.6: As part of an overall Capital Improvement Plan for the city, identify and prioritize issues with pedestrian accessibility and connectivity to and within downtown.

Goal D3: Develop downtown as a community gathering place for events and celebrations.

Strategies: D3.1: Develop a downtown plaza/square to enhance aesthetics and provide a gathering place.

D3.2: Develop a year-round schedule of events, festivals, and performances to celebrate the community and attract visitors to downtown.

Goal D2: Maintain and restore the historic fabric of downtown Strategies: D2.1: Undertake a complete land use and condition inventory of the downtown.

D2.2: Undertake a study to identify appropriate possible reuse for historic downtown properties.

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DOWNTOWN

NEIGHBORHOODS AND HOUSING

43

CURRENT CONDITIONS Palestine has a mixture of housing types and ages throughout the city. Palestine’s neighborhoods range from newer subdivisions to stately mansions in designated historic districts.

Palestine has four designated districts for historic housing: Downtown Historic District, Southside Historic District, Michaux Park Historic District, and Northside Historic District.

FIGURE 32: PALESTINE'S SPECIAL DISTRICTS

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NEIGHBORHOODS AND HOUSING

Public input identified these issues:      

Need for affordable housing High number of vacant dwellings Vacant lots resulting from teardowns not well maintained Need for more quality multi-family and senior housing Housing needing repair Lack of pedestrian infrastructure in neighborhoods

In addition, Palestine has a high percentage of vacant housing units: a total of 1,294 units (17.8%), compared to the state rate of 12.0% (2008-2012 American Community Survey). Palestine also has an aging housing stock: only 6.2% of Palestine’s total housing stock was constructed after 1999.

The new construction rate of Palestine’s residential market has not fully recovered since the Great Recession decline.

Palestine has a lack of quality affordable housing. Median Gross Rent for Palestine is $705/month, and Palestine’s Median Household Income (MHI) is $35,149. Affordable rent for a family making 60% of Median Household Income would be $527/month. Based on data shown in Figure 31, less than 18.4% of housing units are affordable at 60% of MHI, and only 7.2% of housing units are affordable for families earning 50% of MHI.

7.2% 10.2%

LESS THAN 15.0 PERCENT 15.0 TO 19.9 PERCENT

11.6%

50.6%

20.0 TO 24.9 PERCENT 25.0 TO 29.9 PERCENT 30.0 TO 34.9 PERCENT

13.2%

35.0 PERCENT OR MORE

7.2% FIGURE 33: GROSS RENT AS A PERCENTAGE OF HOUSEHOLD INCOME

NEIGHBORHOODS AND HOUSING

FIGURE 34: BUILDING PERMITS TREND (CITY OF PALESTINE)

Citizens expressed concern about the overall condition of their neighborhoods as well. These concerns about poorly maintained homes and lots, as well as the condition of pedestrian infrastructure offer opportunities for action through increased involvement of neighbors in their neighborhoods (see Goal N3 below and Neighborhood Initiative in the Implementation chapter).

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GOALS AND STRATEGIES Neighborhood and Housing goals and strategies for this comprehensive plan are derived from citizen input and baseline information. They are: Goal N1: Provide safe, quality housing choices that are affordable and accessible to households of all ages and abilities.

Strategies: N1.1: Partner with existing property owners to increase accessibility.

N1.2: Promote and encourage development of new universally designed housing units.

N1.3: Encourage an increase in accessible and adaptable units above minimum required levels.

N1.4: Encourage accessible single-family residential development.

N1.5: Police to coordinate with neighborhood associations to help create neighborhood watch groups to address crime and quality of life issues.

N1.6: Police assist and coordinate with city staff to ensure that environmental design aids in crime control/response to crime, such as placement of street lights, residential numbering visibility, etc.

N1.7: Develop and promote minimum construction goals for adaptability and accessibility.

N1.8: Partner with others to develop a senior living facility serving varying income levels.

Goal N2: Enable homeowners to remain in their homes safely, comfortably, and affordably.

N2.1: Provide rehabilitation services to existing low- and moderateincome homeowners.

N2.2: Assist low- and moderate-income home-owners to maintain and improve energy efficiency.

N2.3: Strengthen ability of senior homeowners with limited resources to age in place.

Goal N3: Empower homeowners to address issues with property maintenance, aesthetics and code enforcement within their neighborhoods.

Strategies: N3.1: Encourage formation of neighborhood associations* in existing and new neighborhoods.

N3.2: Assist residents in properly identifying and reporting code compliance issues.

N3.3: Police assist and encourage neighborhood associations and watch groups to address issues.

N3.4: Partner with non-profit groups to provide community education and assistance in repairing and maintaining property. *These associations are voluntary and do not constitute a Home Owners Association (HOA).

Goal N4: Secure long-term market rate, affordable and workforce rental housing through strategic new development and redevelopment.

Strategies: N4.1: Develop policies and regulations that encourage consolidation and redevelopment of vacant lots in existing neighborhoods

Strategies:

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NEIGHBORHOODS AND HOUSING

N4.2: Develop policies and regulations that incorporate affordable housing units as part of new development and redevelopment projects.

N4.3: Partner with nonprofit and for profit developers to develop new affordable housing.

N4.4: Include affordable housing plans in new or revised Small Area and Corridor Plans.

NEIGHBORHOODS AND HOUSING

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48

PARKS AND OPEN SPACE

DEFINITION Parks and open spaces are defined as any land that is free of residential, institutional, commercial, or industrial use. The quality of life in a community relies on the careful balance between equity, environment, and economy. More than any other single item, the overarching aesthetic value and recreational options of a City’s parks, recreation and open spaces (PROS) contribute to the City’s enduring brand and promotes its image to visitors and residents alike.

CURRENT CONDITIONS/FACILITIES The Piney Woods region of East Texas, with its millions of acres of pine forests and wetlands, has a unique appeal all its own. This natural region of Texas is marked by rolling terrain covered with pines and oaks, and rich bottomlands with tall hardwoods. Palestine takes pride in its natural surroundings, identifying itself with the native dogwoods that grow in the surrounding woods, and offering an annual Dogwood Festival.

Palestine’s citizens have the opportunity to embrace nature’s bounty and celebrate the variety of ecosystems while enjoying a picnic, bicycle ride, bird watching excursion, or a leisure hike. Parks, open space, and recreational opportunities are important, not only to enhance quality of life and neighborhood vitality, but also to preserve natural resources and provide alternative modes of travel and connection between neighborhoods and growth centers.

PARKS AND OPEN SPACE

FIGURE 35: DAVEY DOGWOOD PARK

FIGURE 36: ANNUAL DOGWOOD FESTIVAL

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More than any other single item, the overarching aesthetic value and recreational options of a City’s parks, recreation and open spaces (PROS) contribute to the City’s enduring brand and promotes its image to visitors and residents alike. As well as being a place to gather as family and community, and to exercise and relax, parks, recreation and open spaces are a source of pride and identity to its citizens.

Palestine has 12 parks, including athletic complexes and YMCAs, which make up 1.6% percent of the total land area within the city limits and ETJ. The park sites total 451.5 acres. (Lakes and their facilities are not included in the acreage calculations.) In addition, Palestine’s Community Forest includes approximately 900 acres of undeveloped or lightly developed park land used for hiking, fishing, and habitat preservation.

Also not counted as Palestine’s current park acres are any parks and open spaces held by schools or private homeowner’s associations.

Park, recreation, and open spaces are held by schools for the specific use of the communities school-aged children and are an essential part of the overall PROS health in a community.

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PARKS AND FACILITY LOCATIONS REAGAN PARK 16.1 ACRES

CALHOUN PARK 10 ACRES

WILLIE MYERS PARK 2.4 ACRES

STEVEN BENNETT PARK 22.5 ACRES

CROCKETT ROAD AND REAGAN STREET 6 TENNIS COURTS (LIGHTED) 2 PLAYGROUNDS 3 LARGE PICNIC SHELTERS (AVAILABLE FOR RENTAL) PICNIC AREAS WITH GRILLS 1 SAND VOLLEYBALL COURT 2 SPLASH DECKS 1 BANDSTAND (AVAILABLE FOR RENTAL 2 PUBLIC RESTROOM FACILITIES END OF CALHOUN STREET 1 LIGHTED SOFTBALL FIELD 1 PUBLIC RESTROOM FACILITY PLAY EQUIPMENT 1 LARGE PICNIC SHELTER (AVAILABLE FOR RENTAL) SOUTH DORRANCE STREET AT WEST CAMPBELL STREET 1 BASKETBALL COURT 1 PLAYGROUND 1 PUBLIC RESTROOM FACILITY 1 LARGE PICNIC SHELTER (AVAILABLE FOR RENTAL) NORTH LOOP 256 AT MOODY STREET (ADJACENT TO YMCA) 3 SOFTBALL FIELDS 2 PICNIC SHELTERS 4 FITNESS STATIONS 1 SOCCER FIELD (LIGHTED) BOARDWALK NATURE TRAIL PLAY EQUIPMENT 1 BASKETBALL COURT FIGURE 37: PALESTINE PARK FACILITIES

PARKS AND OPEN SPACE

PARKS AND FACILITY LOCATIONS (CONT'D) GREENS PARK 20 ACRES

TIP STREET AT CONRAD STREET 1 BASKETBALL COURT PLAY EQUIPMENT 9-HOLE DISC COURSE PICNIC AREAS LARRY STREET PARK LARRY STREET AT VICTORY STREET 1 ACRE PLAY EQUIPMENT 1 PICNIC SHELTER (AVAILABLE FOR RENT) 1 PUBLIC RESTROOM FACILITY MITCHELL CAMPBELL FIELD LAURA STREET AT KICKAPOO STREET 3 ACRES 1 LIGHTED BASEBALL FIELD 1 PUBLIC RESTROOM FACILITY ATHLETIC COMPLEX ARMORY ROAD 29 ACRES 10 LIGHTED BALL FIELDS WITH SEATING 2 PUBLIC RESTROOM FACILITIES 2 CONCESSION AREAS (AVAILABLE FOR LEAGUE PLAY) FIGURE 38: PARK FACILITIES CONT'D

Citizens emphasized that parks and lakes are important to the health and vibrancy of their community. Citizens also expressed:    

a necessity for an increase in activities and programming in existing parks the desire to better enhance and utilize parks’ natural beauty the potential role for attractive park facilities to induce tourists to visit and stay longer the desire for the City to market the natural beauty and sense of place provided by Palestine’s parks.

PARKS AND OPEN SPACE

The residents stated in public meetings that Palestine’s parks and lakes are often unadvertised, hidden, and underutilized. However, citizens also emphasized that there is huge potential for future park and recreation activities in the city. Citizens envision city parks, recreation facilities and lakes that are coordinated, promoted, and that provide well-groomed hike and bike trails and a great tourist attraction.

OTHER PARKS AND YMCA DAVEY DOGWOOD PARK 254 ACRES

PALESTINE COMMUNITY FOREST APPROX. 900 ACRES TEXAS STATE RAILROAD PARK 93.5 ACRES PALESTINE YMCA PALESTINE YMCA ALEX PATEL SOCCER COMPLEX (OPENING FALL 2015) 75 ACRES

900 NORTH LINK STREET (ADJACENT TO NORTH LOOP 256) OVER FIVE AND ONE-HALF MILES OF HARD-SURFACED ROADS AND UNINCORPORATED HIKING TRAILS. LOCATED ON BOTH SIDES OF U.S. HIGHWAY 287 JUST TO THE NORTH OF GILLESPIE PARK. IT INCLUDES FOUR LAKES, IS USED FOR HIKING, FISHING, AND TO PRESERVE THE NATURAL HABITAT OF WILDLIFE IN THE AREA. EAST OF LOOP 256 IN PALESTINE ON US HWY 84 RV PARK AND CAMPGROUNDS 5500 NORTH LOOP 256 (S.E. OF STEVEN BENNETT PARK) INTERSECTION OF TEXAS 19 AND U.S. 287 NORTH

MULTIPLE SOCCER FIELDS BOY SCOUT NATURE TRAIL PAVILION PICNIC AREA FIGURE 38: OTHER PARKS AND PRIVATE RECREATION FACILITIES

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STANDARDS Overall NRPA acreage standards for the current population level call for a total of between 505 and 608 acres for all of Palestine’s parks, which is just above Palestine’s current total of 451 acres. At maximum projected population in 2040, Palestine would need between 588 and 708 total acres of park land. Inclusion of the Community Forest in the overall park acreage would provide enough park land for maximum projected population.

The National Parks and Recreation Association (NRPA) has established standards for community park facilities. Utilizing the NRPA Standards, Figure 41, below, effectively depicts the City’s recreational facility needs.

Activity/Facility Baseball/Softball Fields (league)

Major Recreation Facility Level of Service in the City of Palestine Facilities for Projected NRPA Recommended Existing Facilities in Facilities for 2010 Pop. Population of 21,775 in Guidelines: Facilities Per of 18,712 City of Palestine 2040 Population 4 4 15 1 per 5,000*

Basketball Courts (outdoor)

1 per 5,000*

3

4

4

Tennis Courts

1 per 2,000*

6

9

11

Volleyball Areas (outdoor)

1 per 5,000*

1

4

4

NRPA = No Standard

8

9

11

7

19

22

Pavilion/Picnic Shelter

Playgrounds

1 per 2,000**

NRPA = No Standard

1 area per 1,000*** Recreation Center

1 per 20,000 - 30,000***

1****

1

1

Soccer Fields (league)

1 per 10,000*

1*****

2

2

NRPA = National Recreation and Parks Association *. Guidelines from Appendix A in Recreation, Park and Open Space Standards and Guidelines, p. 60- 61, 4th printing 1990 **. Guidelines from Kansas City Metropolitan Region Public Parks Standards in Recreation Park and Open Space Standards and Guidelines, p. 67, 4th printing 1990 ***. Guideline from Carrollton Parks & Recreation Department (Feb. 1999). ****YMCA Facility *****YMCA facility to be built will add numerous fields.

FIGURE 39: PARK FACILITY STANDARDS

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PARKS AND OPEN SPACE

FIGURE 40: PARK AND RECREATION FACILITIES MAP

PARKS AND OPEN SPACE

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GOALS AND STRATEGIES The implementation portion of this plan suggests that the City of Palestine engage an outside entity to work with the City, citizens, and local organizations to develop a comprehensive Parks, Recreation, and Open Space Master Plan (PROS Plan) The Parks, Recreation, and Open Space Master Plan should include:     

An extensive community engagement component, including establishment of a community based steering committee A complete parks facilities inventory, including assessment of current condition Multi-step needs assessment, including demand based, standards based, and resource based needs analysis Conceptual parks facilities plans indicating possible locations for in-park programming A detailed implementation plan, including a complete listing of needed projects and prioritization of needs.

The PROS plan would be adopted as an amendment to this Comprehensive Plan, and would serve as the “road-map” for park, recreation, and open space development in Palestine.

Additional recommendations include a complete review of Palestine’s development regulations to include appropriate landscaping standards and dedication requirements for new construction and redevelopment and implementing landscaping ordinances that provide for improved streetscape with plants that reflect Palestine’s natural character.

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PARKS AND OPEN SPACE

Parks and Open Space goals and policies for this comprehensive plan are derived from citizen input and baseline information. They are:

appropriately distribute costs and benefits to public and private interests.

Goal P1: Provide a high quality, diversified parks, recreation and open space system that provides for all age and interest groups.

Strategies: P3.1: Revise and implement sub-division and development ordinances that require dedication of land to parks and trails or fee in lieu of dedication to be used for land acquisition.

P3.2: Engage local school districts and other organizations to maximize access to facilities while minimizing duplication of costs.

P3.3: Investigate innovative available methods for the financing of maintenance and operating needs in order to reduce costs, retain financial flexibility, match user benefits and interests, and increase facility services.

Strategies: P1.1: Provide neighborhood, community, and special use parks and facilities that are accessible to neighborhoods and citizens.

P1.2: Where appropriate, initiate joint planning and operating programs with other public and private agencies to provide for special activities like soccer and baseball league and tournament facilities that can provide services to local residents and attract visitors from the region and the state.

P1.3: Engage local non-profit and neighborhood resources to provide for neighborhood level beautification activities and programs.

Goal P2: Provide a system of high quality, accessible multi-use trails and greenway corridors that offer diverse, healthy outdoor experiences within a rich variety of landscapes and natural habitats, accessing and connecting the area’s natural environmental features, public facilities and developed local neighborhoods and business districts.

Strategies: P2.1: Plan a comprehensive system of trails and greenway corridors.

P2.2: Connect and unify neighborhoods with local, regional and state recreational activities as well as schools, shopping, and public facilities.

Goal P4: Design and develop pedestrian streetscapes that are sustainable, accessible, safe, and easy to maintain, in order to enhance overall sense of place and improve resident and visitor experience.

Strategies: P4.1: Include streetscape, landscaping, and pedestrian amenities as appropriate in future planning efforts for Downtown, the Medical District, and reworking of subdivision and development ordinances.

P4.2: Include local and native plant palette in landscaping choices to reduce maintenance costs while reflecting an authentic sense of the local natural environment.

P4.3: Include accessibility as a requirement in future development ordinances and redevelopment plans.

Goal P3: Create effective and efficient methods of acquiring, developing, operating and maintaining facilities and programs that

PARKS AND OPEN SPACE

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56

BUSINESS AND EMPLOYMENT

CURRENT CONDITIONS Palestine is located almost midway between Dallas and Houston, and east of Interstate 45, the principal traffic artery between the two large metropolitan areas. Palestine’s location offers access to numerous larger markets in the state. Palestine also has a long history of excellent rail service. Current service is provided through BNSF and the Union Pacific railroads. Its location and transportation infrastructure have resulted in a thriving distribution sector in Palestine.

Palestine’s rich history also offers opportunities for tourists. The annual Dogwood Festival, the Museum of East Texas Culture, and the many activities at the Texas State Railroad Park offer a chance to enjoy the history and natural beauty of East Texas. Palestine’s historic downtown has bakeries, antique stores and restaurants to visit.

Average weekly wages for Anderson County are $830. This is 85% of the average weekly wage for the state as a whole ($973). The average weekly wage for Texas is 3% higher than for the nation as a whole.

While Palestine should seek industries that pay above the average weekly wage for the area, it should be noted that Anderson County’s average pay can be presented as a cost advantage to potential employers.

Palestine’s retail and restaurant business clusters along major highway corridors, especially the southeastern portion of Loop 256.

Downtown also retains significant retail and restaurant business.

Palestine is also becoming a regional center for medical care.

Palestine Regional Medical Center and Palestine Regional Rehabilitation Hospital employ over 80 physicians offering a full range of care. In addition, Palestine is recognized as an Official Retirement Community, and has several assisted living and resident nursing care facilities.

As noted in the Economy section of the Community Analysis, Palestine’s location, history, and medical care sector account for a large proportion of its most promising employment sectors. In the past several years, General Freight Trucking has produced over 80% employment growth, while paying well over the Anderson County average weekly wage (see Figure 43).

BUSINESS AND EMPLOYMENT

FIGURE 41: DOWNTOWN PALESTINE RETAIL

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        

Offer ‘high-end’ retail choices Empower and encourage small family businesses Generate efficient traffic flow on the loop Encourage signage, lighting, and street beautification Encourage development of employment opportunities for younger residents Generate more diverse job training, especially skilled trades Reduce “red-tape” for developing or redeveloping commercial/retail properties Encourage the development of business districts Enhance the overall tax base

FIGURE 42: PALESTINE REGIONAL MEDICAL CENTER

Palestine’s hospital and medical office clusters along Loop 256 between Highway 79/82 and S. Sycamore Street/322. Several retirement/nursing/rehabilitation facilities also cluster in this area.

Note that there is demand for medical services in counties adjacent to Palestine, with all of the immediately adjacent counties to the south and west of Anderson County designated as medically underserved areas by the Texas State Office for Rural Health.

Citizen input about business activity generally focused on providing access to a wider variety of services and more employment opportunity, especially more opportunity for younger residents to stay in Palestine.

Specific ideas mentioned include: FIGURE 43: HIGH IMPACT INDUSTRIES



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Allow restaurants and retail to “think outside the box”

BUSINESS AND EMPLOYMENT

GOALS AND STRATEGIES Business and Employment goals and strategies for this comprehensive plan are derived from citizen input and baseline information. They are: Goal B1: Develop a sound local economy which attracts investment, increases the tax base, creates employment opportunities for Palestine residents and generates public revenues.

Strategies: B1.1: Revitalize the downtown commercial/retail core though cooperation with business owners and relevant organizations such as Main Street Palestine B1.2: Develop a comprehensive branding and tourism campaign in cooperation with relevant groups such as Palestine Economic Development Corporation as well as State and Federal organizations in order to expand visitor and tourism activity.

B1.3: Increase cooperation and coordination between public and private sectors in the formulation of economic development plans and programs.

B1.4: Develop a priority project list and budget to improve infrastructure capacity to support existing and new development by including closer coordination between economic development and capital improvements programming.

B1.5: Identify location for Medical District designation, and develop appropriate infrastructure and development regulations for expansion of existing commercial uses and attraction of new establishments and projects.

BUSINESS AND EMPLOYMENT

B1.6: Develop a strategy to enhance the retention and expansion of small, entrepreneurial businesses.

B1.7: Create departmental branding that coordinates with overall city objectives (increased patrols in hotspots, higher visibility/decreased response times, increased rates of problem solving at lower organizational level, community oriented policing perspective) with overall goal of increased in quality of life, a decrease in crime rates, and a reduction in the fear of crime within the community.

Goal B2: Develop an economic development strategy which balances the need for development with other City goals and objectives.

Strategies: B2.1: Ensure the preservation and enhancement of Palestine’s historic and natural assets and character which make it attractive both as a quality residential community and as an economic investment.

B2.2: Encourage adaptive reuse of older commercial structures and complementary and compatible new developments of superior quality.

B2.3: Encourage development opportunities which result in minimal adverse impacts to the City's environment and housing supply.

B2.4: Craft development regulations that encourage an equitable sharing between the public and private sectors of the full costs of public improvements and services specifically and uniquely attributable to individual new developments.

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Goal B3: Develop an increased flow of public revenues accruing from economic development.

Strategies: B3.1: Increase retail tax revenues through development of industries paying higher than average weekly wages.

B3.2: Increase retail tax revenues through expansion of the retail tax base and/or increase in the number of potential shoppers.

B3.3: Develop, retain and use, to the maximum extent practicable and feasible, tax increment revenues for development activities as permitted by law.

Goal B4: Provide increased opportunities for personal growth of current and potential Palestine residents through productive and satisfying employment.

Strategies: B4.1: Work with local industries and organizations such as the Texas Workforce Commission to identify the skills and training needed to retain and attract key industries to Palestine.

B4.2: Encourage greater coordination between existing and future employment needs, educational curricula and job training programs.

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BUSINESS AND EMPLOYMENT

IMPLEMENTATION

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GOALS AND STRATEGIES MATRIX

LAND USE GOALS/STRATEGIES

SHORT TERM: 1-2 YEARS

MEDIUM TERM: 2-5 YEARS

LONG TERM: 5+ YEARS

INVOLVED PARTIES

GOAL LU1: ENCOURAGE COMPACT LAND USE PATTERNS. LU1.1: DEVELOP A STATE-OF-THE-ART DEVELOPMENT CODE TO ADDRESS ZONING AND SUBDIVISION REGULATIONS IN A MANNER THAT WILL FACILITATE THE IMPLEMENTATION OF PLAN OBJECTIVES. REQUIREMENTS SHOULD BE ESTABLISHED TO ACHIEVE POLICY AND DESIGN DIRECTION WITHIN THE FRAMEWORK OF A CLEAR AND PREDICTABLE DEVELOPMENT PROCESS, WHILE ACHIEVING HIGH STANDARDS.

LU1.2: ENCOURAGE RELATIVELY COMPACT RETAIL, COMMERCIAL AND INDUSTRIAL LAND USES DEVELOPED ACCORDING TO THE FUTURE LAND USE PLAN AND REVISED DEVELOPMENT ORDINANCES, TAKING ADVANTAGE OF SHARED AMENITIES INCLUDING: PARKING, VEHICLE AND PEDESTRIAN ACCESS, LANDSCAPING AND SIGNAGE.

 CITY STAFF, OUTSIDE CONSULTANT

 CITY STAFF

GOAL LU2: PROMOTE EXISTING, UNDERUTILIZED RESIDENTIAL, COMMERCIAL AND INDUSTRIAL AREAS WITHIN EXISTING CITY LIMITS, WHERE ADEQUATE PUBLIC FACILITIES ARE ALREADY AVAILABLE, FOR DEVELOPMENT AND REDEVELOPMENT. LU2.1: REDUCE THE PRESSURE FOR DEVELOPMENT IN THE ETJ BY PROMOTING AND INCENTIVIZING AS NECESSARY A VARIETY OF HOUSING OPTIONS ON CURRENTLY VACANT SITES WITHIN THE CITY LIMITS.

LU2.2: DEVELOPMENT OF RESIDENTIAL, COMMERCIAL, OR INDUSTRIAL AREAS AT HIGHER INTENSITIES SHOULD BE PROMOTED ONLY WHERE THEY CAN REASONABLY AND ECONOMICALLY BE SERVED WITH ESSENTIAL PUBLIC SERVICES.

62

 CITY STAFF, OUTSIDE CONSULTANT



CITY STAFF

IMPLEMENTATION

LAND USE GOALS/STRATEGIES

SHORT TERM: 1-2 YEARS

MEDIUM TERM: 2-5 YEARS

LONG TERM: 5+ YEARS

INVOLVED PARTIES

GOAL LU3: ENCOURAGE THE DEVELOPMENT OF THE MEDICAL SERVICES SECTOR AND ASSOCIATED COMMERCIAL, RETAIL, AND HOUSING ALONG THE SOUTHERN SECTIONS OF LOOP 256.

LU3.1: DEVELOP AN OVERLAY DISTRICT ORDINANCE FOR A MEDICAL DISTRICT TO ENCOURAGE A PLACE WHERE NOT ONLY MEDICAL SERVICES PROVIDERS, BUT PROVIDERS OF ANCILLARY RETAIL AND COMMERCIAL SERVICES, LODGING, AND APPROPRIATE PROFESSIONAL HOUSING CAN DEVELOP. LU3.2: DEVELOP A MENU OF APPROPRIATE FINANCING MECHANISMS, POTENTIALLY INCLUDING TAX INCREMENT FINANCING AND/OR A PUBLIC IMPROVEMENT DISTRICT IN ORDER TO DEVELOP THE INFRASTRUCTURE IMPROVEMENTS NECESSARY TO CREATE A MEDICAL DISTRICT THAT IS VITAL, ATTRACTIVE, ACCESSIBLE, AND SECURE.



 CITY STAFF, OUTSIDE CONSULTANT



CITY STAFF, OUTSIDE CONSULTANT, EDC

GOAL LU4: ENCOURAGE MIXED-USE, PEDESTRIAN ORIENTED DEVELOPMENT AND REDEVELOPMENT IN THE HISTORIC DOWNTOWN. LU4.1: ADDRESS BARRIERS TO DOWNTOWN DEVELOPMENT INCLUDING PARKING, AFFORDABILITY, AND THE NEED FOR OVERALL DEVELOPMENT MANAGEMENT. LU4.2: BROADEN DOWNTOWN PALESTINE'S ROLE AS A HOUSING MARKET AND NEIGHBORHOOD SERVICES CENTER

LU4.3: BETTER COMMUNICATE AN OVERALL SENSE OF PLACE BY INCLUDING CLEAR GATEWAYS AND GATHERING PLACES, AND BETTER CONNECTING DOWNTOWN TO SURROUNDING NEIGHBORHOODS. LU 4.4: EXPAND POLICE BIKE PATROL IN DOWNTOWN DISTRICT LU 4.5: POLICE ADMINISTRATION COORDINATE WITH DOWNTOWN BUSINESS ASSOCIATION FOR IMPLEMENTATION OF CITIZEN OBSERVER ALERTS FOR CRIME WATCHES LU4.6: DEVELOP A MENU OF APPROPRIATE FINANCING MECHANISMS, POTENTIALLY INCLUDING TAX INCREMENT FINANCING AND/OR A PUBLIC IMPROVEMENT DISTRICT IN ORDER TO CONNECT, IMPROVE AND ENHANCE THE OVERALL PHYSICAL FABRIC OF DOWNTOWN PALESTINE.

IMPLEMENTATION

 C CM

ITY STAFF, OUTSIDE CONSULTANT ITY STAFF, OUTSIDE CONSULTANT, AIN STREET

C

ITY STAFF, OUTSIDE CONSULTANT

   

CITY STAFF, OUTSIDE CONSULTANT, EDC

63

LAND USE GOALS/STRATEGIES

SHORT TERM: 1-2 YEARS

MEDIUM TERM: 2-5 YEARS

LONG TERM: 5+ YEARS

INVOLVED PARTIES

GOAL LU5: ENCOURAGE NON-NEIGHBORHOOD, HIGH INTENSITY RETAIL/COMMERCIAL ACTIVITY TO LOCATE ALONG HIGHWAYS AND MAJOR INTERSECTIONS AND NOT ADJACENT TO LOW DENSITY RESIDENTIAL NEIGHBORHOODS. LU5.1: PROVIDE FOR TRANSITION BETWEEN LARGE COMMERCIAL/RETAIL DEVELOPMENTS AND NEARBY LOW DENSITY RESIDENTIAL NEIGHBORHOODS BY GRADUATING THE SCALE OF DEVELOPMENT.

LU5.2: REQUIRE THAT OUTPARCELS AND PAD SITES SURROUNDING LARGE COMMERCIAL DEVELOPMENTS BE DEVELOPED IN SUCH A MANNER THAT ENCOURAGES PEDESTRIAN ACCESS BOTH BETWEEN PARKING AND BUILDINGS AND FROM ADJACENT DEVELOPMENTS.

 

CITY STAFF, OUTSIDE CONSULTANT

 

CITY STAFF, OUTSIDE CONSULTANT GOAL LU6: ENCOURAGE THE PRESERVATION OF FLOODPLAIN AREAS PROVIDING WILDLIFE CORRIDORS, OPEN SPACE, AND OUTDOOR RECREATION. LU6.1: DEVELOP A PARK DEDICATION REQUIREMENT AS A PART OF THE DEVELOPMENT CODE. LU6.2: EXPAND POLICE BIKE PATROL IN PARK AREAS.

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 

CITY STAFF, OUTSIDE CONSULTANT

IMPLEMENTATION

DOWNTOWN GOALS/STRATEGIES

SHORT TERM: 1-2 YEARS

MEDIUM TERM: 2-5 YEARS

LONG TERM: 5+ YEARS

INVOLVED PARTIES

GOAL D1: ENHANCE THE VIBRANCY AND ECONOMIC VITALITY OF DOWNTOWN. D1.1: UNDERTAKE A COMPLETE DOWNTOWN REDEVELOPMENT PLAN TO ENHANCE THE VIBRANCY OF THE DOWNTOWN OVERLAY DISTRICT. D1.2: REFINE THE CURRENT DOWNTOWN OVERLAY DISTRICT ZONING ORDINANCE AND THE SUPPORTING SUBDIVISION AND LAND DEVELOPMENT REGULATIONS TO REFLECT THE FINDINGS OF STRATEGY D1.1.

CO

ITY STAFF, MAIN STREET, EDC, BUSINESS



WNERS, RESIDENTS

EDC, TRAVELTEX, MAIN STREET, BUSINESS OWNERS, CITY STAFF, PALESTINE VISITORS CENTER, TPWD, OUTSIDE CONSULTANT

D1.3: PROCEED WITH DEVELOPING APPROPRIATE FINANCING MECHANISMS, SUCH AS A TAX INCREMENT FINANCING (TIF) DISTRICT TO SUPPORT CAPITAL INVESTMENTS IN INFRASTRUCTURE FOR DOWNTOWN REDEVELOPMENT.

CO

D1.4: WORK WITH ECONOMIC DEVELOPMENT ORGANIZATIONS, LOCAL COMMUNITY GROUPS, AND BUSINESS OWNERS TO ADDRESS CODE COMPLIANCE ISSUES WITHIN DOWNTOWN.

CM

D1.5: POLICE COORDINATION AND LONG TERM PROBLEM SOLVING WITH CODE ENFORCEMENT TO ADDRESS ISSUES SUCH AS GRAFFITI, RUBBISH, WEEDS, VAGRANCY, PANHANDLING, ETC. THAT COULD DETRACT FROM DOWNTOWN.



D1.6: AS PART OF AN OVERALL CAPITAL IMPROVEMENT PLAN FOR THE CITY, IDENTIFY AND PRIORITIZE ISSUES WITH PEDESTRIAN ACCESSIBILITY AND CONNECTIVITY TO AND WITHIN DOWNTOWN.

ITY STAFF, MAIN STREET, EDC, BUSINESS WNERS, COUNTY, SCHOOL DISTRICTS

ITY STAFF, BUSINESS OWNERS, RESIDENTS, AIN STREET, SCHOOL DISTRICTS

  

POLICE DEPARTMENT, CITY STAFF

CITY STAFF, OUTSIDE CONSULTANT

GOAL D2: MAINTAIN AND RESTORE THE HISTORIC FABRIC OF DOWNTOWN D2.1: UNDERTAKE A COMPLETE LAND USE AND CONDITION INVENTORY OF THE DOWNTOWN. D2.2: UNDERTAKE A STUDY TO IDENTIFY APPROPRIATE POSSIBLE REUSE FOR HISTORIC DOWNTOWN PROPERTIES.

 

CITY STAFF, OUTSIDE CONSULTANT CITY STAFF, OUTSIDE CONSULTANT

GOAL D3: DEVELOP DOWNTOWN AS A COMMUNITY GATHERING PLACE FOR EVENTS AND CELEBRATIONS. D3.1: DEVELOP A DOWNTOWN PLAZA/SQUARE TO ENHANCE AESTHETICS AND PROVIDE A GATHERING PLACE. D3.2: DEVELOP A YEAR-ROUND SCHEDULE OF EVENTS, FESTIVALS, AND PERFORMANCES TO CELEBRATE THE COMMUNITY AND ATTRACT VISITORS TO DOWNTOWN.

IMPLEMENTATION

  

CITY STAFF, OUTSIDE CONSULTANT CITY STAFF, OUTSIDE CONSULTANT, MAIN STREET, PARKS DEPARTMENT, VISITORS’ CENTER

65

NEIGHBORHOODS AND HOUSING GOALS/STRATEGIES

SHORT TERM: 1-2 YEARS

MEDIUM TERM: 2-5 YEARS

LONG TERM: 5+ YEARS

INVOLVED PARTIES

GOAL N1: PROVIDE SAFE, QUALITY HOUSING CHOICES THAT ARE AFFORDABLE AND ACCESSIBLE TO HOUSEHOLDS OF ALL AGES AND ABILITIES. CITY STAFF, RESIDENTS, CHURCHES, N1.1: PARTNER WITH EXISTING PROPERTY OWNERS TO INCREASE ACCESSIBILITY. NEIGHBORHOOD GROUPS N1.2: PROMOTE AND ENCOURAGE DEVELOPMENT OF NEW UNIVERSALLY DESIGNED HOUSING UNITS. N1.3: ENCOURAGE AN INCREASE IN ACCESSIBLE AND ADAPTABLE UNITS ABOVE MINIMUM REQUIRED LEVELS. .

N1.4: ENCOURAGE ACCESSIBLE SINGLE-FAMILY RESIDENTIAL DEVELOPMENT. N1.5: POLICE TO COORDINATE WITH NEIGHBORHOOD ASSOCIATIONS TO HELP CREATE NEIGHBORHOOD WATCH GROUPS TO ADDRESS CRIME AND QUALITY OF LIFE ISSUES

N1.6: POLICE ASSIST AND COORDINATE WITH CITY STAFF TO ENSURE THAT ENVIRONMENTAL DESIGN AIDS IN CRIME CONTROL/RESPONSE TO CRIME, SUCH AS PLACEMENT OF STREET LIGHTS, RESIDENTIAL NUMBERING VISIBILITY, ETC. N1.7: DEVELOP AND PROMOTE MINIMUM CONSTRUCTION GOALS FOR ADAPTABILITY AND ACCESSIBILITY. N1.8: PARTNER WITH OTHERS TO DEVELOP A SENIOR LIVING FACILITY SERVING VARYING INCOME LEVELS.

    CITY STAFF CITY STAFF, DEVELOPERS CITY STAFF, OUTSIDE CONSULTANT DEPARTMENT, NEIGHBORHOOD   PGOLICE ROUPS   



POLICE DEPARTMENT, CITY STAFF CITY STAFF, OUTSIDE CONSULTANT CITY STAFF, OUTSIDE CONSULTANT

GOAL N2: ENABLE HOMEOWNERS TO REMAIN IN THEIR HOMES SAFELY, COMFORTABLY, AND AFFORDABLY. N2.1: PROVIDE REHABILITATION SERVICES TO EXISTING LOW- AND MODERATE-INCOME HOMEOWNERS.

CITY STAFF, RESIDENTS, NON-PROFITS

N2.2: ASSIST LOW- AND MODERATE-INCOME HOME-OWNERS TO MAINTAIN AND IMPROVE ENERGY EFFICIENCY.

CITY STAFF, NON-PROFITS, STATE  AGENCIES CITY STAFF, DEVELOPERS

N2.3: STRENGTHEN ABILITY OF SENIOR HOMEOWNERS WITH LIMITED RESOURCES TO AGE IN PLACE.

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IMPLEMENTATION

NEIGHBORHOODS AND HOUSING GOALS/STRATEGIES

SHORT TERM: 1-2 YEARS

MEDIUM TERM: 2-5 YEARS

LONG TERM: 5+ YEARS

INVOLVED PARTIES

GOAL N3: EMPOWER HOMEOWNERS TO ADDRESS ISSUES WITH PROPERTY MAINTENANCE, AESTHETICS AND CODE ENFORCEMENT WITHIN THEIR NEIGHBORHOODS. N3.1: ENCOURAGE FORMATION OF NEIGHBORHOOD ASSOCIATIONS IN EXISTING AND CITY STAFF, OUTSIDE CONSULTANT, NEW NEIGHBORHOODS. COMMUNITY GROUPS



N3.2: ASSIST RESIDENTS IN PROPERLY IDENTIFYING AND REPORTING CODE COMPLIANCE ISSUES

N3.3: POLICE ASSIST AND ENCOURAGE NEIGHBORHOOD ASSOCIATIONS AND WATCH GROUPS TO ADDRESS ISSUES

N3.4: PARTNER WITH NON-PROFIT GROUPS TO PROVIDE COMMUNITY EDUCATION AND ASSISTANCE IN REPAIRING AND MAINTAINING PROPERTY

  

CITY STAFF, OUTSIDE CONSULTANT

 CITY STAFF, OUTSIDE CONSULTANT, NON-PROFITS

GOAL N4: SECURE LONG-TERM MARKET RATE, AFFORDABLE AND WORKFORCE RENTAL HOUSING THROUGH STRATEGIC NEW DEVELOPMENT AND REDEVELOPMENT. N4.1: DEVELOP POLICIES AND REGULATIONS THAT ENCOURAGE CONSOLIDATION AND CITY STAFF, OUTSIDE CONSULTANT REDEVELOPMENT OF VACANT LOTS IN EXISTING NEIGHBORHOODS



N4.2: DEVELOP POLICIES AND REGULATIONS THAT INCORPORATE AFFORDABLE HOUSING UNITS AS PART OF NEW DEVELOPMENT AND REDEVELOPMENT PROJECTS.



N4.3: PARTNER WITH NONPROFIT AND FOR PROFIT DEVELOPERS TO DEVELOP NEW AFFORDABLE HOUSING.

CITY STAFF, DEVELOPERS

N4.4: INCLUDE AFFORDABLE HOUSING PLANS IN NEW OR REVISED SMALL AREA AND CORRIDOR PLANS.

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IMPLEMENTATION

CITY STAFF, OUTSIDE CONSULTANT

CITY STAFF, OUTSIDE CONSULTANT, DEVELOPERS

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PARKS AND OPEN SPACE GOALS/STRATEGIES

SHORT TERM: 1-2 YEARS

MEDIUM TERM: 2-5 YEARS

LONG TERM: 5+ YEARS

INVOLVED PARTIES

GOAL P1: PROVIDE A HIGH QUALITY, DIVERSIFIED PARKS, RECREATION AND OPEN SPACE SYSTEM THAT PROVIDES FOR ALL AGE AND INTEREST GROUPS. P1.1: PROVIDE NEIGHBORHOOD, COMMUNITY, AND SPECIAL USE PARKS AND FACILITIES THAT ARE ACCESSIBLE TO NEIGHBORHOODS AND CITIZENS. P1.2: WHERE APPROPRIATE, INITIATE JOINT PLANNING AND OPERATING PROGRAMS WITH OTHER PUBLIC AND PRIVATE AGENCIES TO PROVIDE FOR SPECIAL ACTIVITIES LIKE SOCCER AND BASEBALL LEAGUE AND TOURNAMENT FACILITIES THAT CAN PROVIDE SERVICES TO LOCAL RESIDENTS AND ATTRACT VISITORS FROM THE REGION AND THE STATE.

P1.3: ENGAGE LOCAL NON-PROFIT AND NEIGHBORHOOD RESOURCES TO PROVIDE FOR NEIGHBORHOOD LEVEL BEAUTIFICATION ACTIVITIES AND PROGRAMS.

STAFF, MAIN STREET, EDC, CBITY USINESS OWNERS, RESIDENTS EDC, TRAVELTEX, CITY STAFF, PALESTINE VISITORS CENTER, OUTSIDE CONSULTANT



STAFF, MAIN STREET, EDC, CBITY USINESS OWNERS, RESIDENTS

GOAL P2: PROVIDE A SYSTEM OF HIGH QUALITY, ACCESSIBLE MULTI-USE TRAILS AND GREENWAY CORRIDORS THAT OFFER DIVERSE, HEALTHY OUTDOOR EXPERIENCES WITHIN A RICH VARIETY OF LANDSCAPES AND NATURAL HABITATS, ACCESSING AND CONNECTING THE AREA’S NATURAL ENVIRONMENTAL FEATURES, PUBLIC FACILITIES AND DEVELOPED LOCAL NEIGHBORHOODS AND BUSINESS DISTRICTS. P2.1: PLAN A COMPREHENSIVE SYSTEM OF TRAILS AND GREENWAY CORRIDORS P2.2 CONNECT AND UNIFY NEIGHBORHOODS WITH LOCAL, REGIONAL AND STATE RECREATIONAL ACTIVITIES AS WELL AS SCHOOLS, SHOPPING, AND PUBLIC FACILITIES

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CITY STAFF, OUTSIDE CONSULTANT  CITY STAFF, OUTSIDE CONSULTANT

IMPLEMENTATION

PARKS AND OPEN SPACE GOALS/STRATEGIES

SHORT TERM: 1-2 YEARS

MEDIUM TERM: 2-5 YEARS

LONG TERM: 5+ YEARS

INVOLVED PARTIES

GOAL P3: CREATE EFFECTIVE AND EFFICIENT METHODS OF ACQUIRING, DEVELOPING, OPERATING AND MAINTAINING FACILITIES AND PROGRAMS THAT APPROPRIATELY DISTRIBUTE COSTS AND BENEFITS TO PUBLIC AND PRIVATE INTERESTS. P3.1: REVISE AND IMPLEMENT SUB-DIVISION AND DEVELOPMENT ORDINANCES THAT REQUIRE DEDICATION OF LAND TO PARKS AND TRAILS OR FEE IN LIEU OF DEDICATION TO BE USED FOR LAND ACQUISITION.



CITY STAFF, OUTSIDE CONSULTANT

P3.2: ENGAGE LOCAL SCHOOL DISTRICTS AND OTHER ORGANIZATIONS TO MAXIMIZE ACCESS TO FACILITIES WHILE MINIMIZING DUPLICATION OF COSTS.

ITY STAFF, WISD, PISD, TVCC, UT CTYLER

P3.3: INVESTIGATE INNOVATIVE AVAILABLE METHODS FOR THE FINANCING OF MAINTENANCE AND OPERATING NEEDS IN ORDER TO REDUCE COSTS, RETAIN FINANCIAL FLEXIBILITY, MATCH USER BENEFITS AND INTERESTS, AND INCREASE FACILITY SERVICES.

BUSINESS OWNERS, CITY STAFF, EDC, TPWD, OUTSIDE CONSULTANT

IMPLEMENTATION

69

PARKS AND OPEN SPACE GOALS/STRATEGIES

SHORT TERM: 1-2 YEARS

MEDIUM TERM: 2-5 YEARS

LONG TERM: 5+ YEARS

INVOLVED PARTIES

GOAL P4: DESIGN AND DEVELOP PEDESTRIAN STREETSCAPES THAT ARE SUSTAINABLE, ACCESSIBLE, SAFE, AND EASY TO MAINTAIN, IN ORDER TO ENHANCE OVERALL SENSE OF PLACE AND IMPROVE RESIDENT AND VISITOR EXPERIENCE. P4.1: INCLUDE STREETSCAPE, LANDSCAPING, AND PEDESTRIAN AMENITIES AS APPROPRIATE IN FUTURE PLANNING EFFORTS FOR DOWNTOWN, THE MEDICAL DISTRICT, AND REWORKING OF SUBDIVISION AND DEVELOPMENT ORDINANCES. P4.2: INCLUDE LOCAL AND NATIVE PLANT PALETTE IN LANDSCAPING CHOICES TO REDUCE MAINTENANCE COSTS WHILE REFLECTING AN AUTHENTIC SENSE OF THE LOCAL NATURAL ENVIRONMENT.

P4.3: INCLUDE ACCESSIBILITY AS A REQUIREMENT IN FUTURE DEVELOPMENT ORDINANCES AND REDEVELOPMENT PLANS.

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 



EDC, MAIN STREET, BUSINESS OWNERS, CITY STAFF, OUTSIDE CONSULTANT

CITY STAFF, OUTSIDE CONSULTANT EDC, MAIN STREET, BUSINESS OWNERS, CITY STAFF, OUTSIDE CONSULTANT



IMPLEMENTATION

BUSINESS AND EMPLOYMENT GOALS/STRATEGIES

SHORT TERM: 1-2 YEARS

MEDIUM TERM: 2-5 YEARS

LONG TERM: 5+ YEARS

INVOLVED PARTIES

GOAL B1: DEVELOP A SOUND LOCAL ECONOMY WHICH ATTRACTS INVESTMENT, INCREASES THE TAX BASE, CREATES EMPLOYMENT OPPORTUNITIES FOR PALESTINE RESIDENTS AND GENERATES PUBLIC REVENUES. B1.1: REVITALIZE THE DOWNTOWN COMMERCIAL/RETAIL CORE THOUGH COOPERATION WITH BUSINESS OWNERS AND RELEVANT ORGANIZATIONS SUCH AS MAIN STREET PALESTINE B1.2: DEVELOP A COMPREHENSIVE BRANDING AND TOURISM CAMPAIGN IN COOPERATION WITH RELEVANT GROUPS SUCH AS PALESTINE ECONOMIC DEVELOPMENT CORPORATION AS WELL AS STATE AND FEDERAL ORGANIZATIONS IN ORDER TO EXPAND VISITOR AND TOURISM ACTIVITY. B1.3: INCREASE COOPERATION AND COORDINATION BETWEEN PUBLIC AND PRIVATE SECTORS IN THE FORMULATION OF ECONOMIC DEVELOPMENT PLANS AND PROGRAMS.

STAFF, MAIN STREET, EDC, CBITY USINESS OWNERS, RESIDENTS EDC, TRAVELTEX, MAIN STREET, BUSINESS OWNERS, CITY STAFF, PALESTINE VISITORS CENTER, TPWD, OUTSIDE CONSULTANT



CITY STAFF, MAIN STREET, EDC, BUSINESS OWNERS, RESIDENTS, CHAMBER OF COMMERCE



B1.4: DEVELOP A PRIORITY PROJECT LIST AND BUDGET TO IMPROVE INFRASTRUCTURE CAPACITY TO SUPPORT EXISTING AND NEW DEVELOPMENT BY INCLUDING CLOSER COORDINATION BETWEEN ECONOMIC DEVELOPMENT AND CAPITAL IMPROVEMENTS PROGRAMMING.

B1.5: IDENTIFY LOCATION FOR MEDICAL DISTRICT DESIGNATION, AND DEVELOP APPROPRIATE INFRASTRUCTURE AND DEVELOPMENT REGULATIONS FOR EXPANSION OF EXISTING COMMERCIAL USES AND ATTRACTION OF NEW ESTABLISHMENTS AND PROJECTS.

B1.6: DEVELOP A STRATEGY TO ENHANCE THE RETENTION AND EXPANSION OF SMALL, ENTREPRENEURIAL BUSINESSES. B1.7: CREATE DEPARTMENTAL BRANDING THAT COORDINATES WITH OVERALL CITY OBJECTIVES (INCREASED PATROLS IN HOTSPOTS, HIGHER VISIBILITY/DECREASED RESPONSE TIMES, INCREASED RATES OF PROBLEM SOLVING AT LOWER ORGANIZATIONAL LEVEL, COMMUNITY ORIENTED POLICING PERSPECTIVE) WITH OVERALL GOAL OF INCREASED IN QUALITY OF LIFE, A DECREASE IN CRIME RATES, AND A REDUCTION IN THE FEAR OF CRIME

CITY STAFF 



CITY STAFF, OUTSIDE CONSULTANT, EDC, CHAMBER OF COMMERCE

  

CITY STAFF, OUTSIDE CONSULTANT, BUSINESS OWNERS



POLICE DEPARTMENT

WITHIN THE COMMUNITY

IMPLEMENTATION

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BUSINESS AND EMPLOYMENT GOALS/STRATEGIES

SHORT TERM: 1-2 YEARS

MEDIUM TERM: 2-5 YEARS

LONG TERM: 5+ YEARS

INVOLVED PARTIES

GOAL B2: DEVELOP AN ECONOMIC DEVELOPMENT STRATEGY WHICH BALANCES THE NEED FOR DEVELOPMENT WITH OTHER CITY GOALS AND OBJECTIVES B2.1: ENSURE THE PRESERVATION AND ENHANCEMENT OF PALESTINE’S HISTORIC AND NATURAL ASSETS AND CHARACTER WHICH MAKE IT ATTRACTIVE BOTH AS A QUALITY RESIDENTIAL COMMUNITY AND AS AN ECONOMIC INVESTMENT.

B2.2: ENCOURAGE ADAPTIVE REUSE OF OLDER COMMERCIAL STRUCTURES AND

ITY STAFF, OUTSIDE CONSULTANT, CEDC

COMPLEMENTARY AND COMPATIBLE NEW DEVELOPMENTS OF SUPERIOR QUALITY.

ITY STAFF, OUTSIDE CONSULTANT, CEDC

B2.3: ENCOURAGE DEVELOPMENT OPPORTUNITIES WHICH RESULT IN MINIMAL ADVERSE IMPACTS TO THE CITY'S ENVIRONMENT AND HOUSING SUPPLY.

ITY STAFF, OUTSIDE CONSULTANT, CEDC

B2.4. CRAFT DEVELOPMENT REGULATIONS THAT ENCOURAGE AN EQUITABLE SHARING BETWEEN THE PUBLIC AND PRIVATE SECTORS OF THE FULL COSTS OF PUBLIC IMPROVEMENTS AND SERVICES SPECIFICALLY AND UNIQUELY ATTRIBUTABLE TO INDIVIDUAL NEW DEVELOPMENTS



CITY STAFF, OUTSIDE CONSULTANT

GOAL B3: DEVELOP AN INCREASED FLOW OF PUBLIC REVENUES ACCRUING FROM ECONOMIC DEVELOPMENT. B3.1: INCREASE RETAIL TAX REVENUES THROUGH DEVELOPMENT OF INDUSTRIES PAYING HIGHER THAN AVERAGE WEEKLY WAGES.

ITY STAFF, OUTSIDE CONSULTANT, CEDC, ETCOG

B3.2: DEVELOP STRATEGIES TO INCREASE RETAIL TAX REVENUES THROUGH EXPANSION OF THE RETAIL TAX BASE AND/OR INCREASE IN THE NUMBER OF POTENTIAL SHOPPERS.

CITY STAFF, OUTSIDE CONSULTANT

B3.3: DEVELOP, RETAIN AND USE, TO THE MAXIMUM EXTENT PRACTICABLE AND FEASIBLE, TAX INCREMENT REVENUES FOR DEVELOPMENT ACTIVITIES AS PERMITTED BY LAW.

CITY STAFF, OUTSIDE CONSULTANT

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IMPLEMENTATION

RESOURCES/FUNDING STRATEGIES The sustainable development and revitalization of Palestine can only happen if there is funding to support it. The following overarching philosophy helps to guide the financing position:  Quality over quantity  Re-investment  Leveraging existing resources  Responsible fiscal, social, and environmental stewardship.

Finding new and creative ways to fund and finance development and growth can add a layer of certainty through a variety of funding options, involve more stakeholders, and enhance the City’s ability to provide a higher quality community environment, greater diversity of opportunity and variety of activities. The following is a list of potential funding sources. Some sources apply to more than one category of city improvement. In such cases the source is detailed in the first instance, and then simply listed each additional time it is included.

Downtown Public Improvement Districts PIDs offer cities and counties a means for improving their infrastructure to promote economic growth in an area. The Public Improvement District Assessment Act allows cities and counties to levy and collect special assessments on properties that are within the city or its extraterritorial jurisdiction. Additional financing options are available to certain large counties.

IMPLEMENTATION

Municipal Development Districts Cities may hold an election in all or part of a city, including the extra territorial jurisdiction, to create a municipal development district and adopt a sales tax to fund the district.

The district could undertake a variety of projects including a convention center, civic center, auditorium and other County Assistance Districts A county may adopt this sales tax, in all or part of the county, if the new combined local sales tax rate would not exceed 2 percent at any location within the district. Funds can be used for construction, maintenance or improvement of roads or highways; maintenance or improvement of libraries, museums, parks or other recreational facilities; and/or promotion of economic development and tourism.

Main Street Improvements Program Provides eligible Texas Main Street communities with matching grants to expand or enhance public infrastructure in historic main street areas. Specific uses can include assistance in eliminating handicap barriers and deteriorated conditions in downtown areas. http://www.texasagriculture.gov/GrantsServices/RuralEconomicDe velopment/TexasCapitalFund/MainStreetImprovementProgram.asp Downtown Revitalization Program Awards matching grant funds for public infrastructure to foster and stimulate economic development in rural downtown area. http://www.texasagriculture.gov/GrantsServices/RuralEconomicDe velopment/TexasCapitalFund/DowntownRevitalizationProgram.asp

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Infrastructure Development (Texas Dept. of Agriculture) Provides grants for Infrastructure Development to create or retain permanent jobs in primarily rural communities and counties. Funds can be used to encourage new business development and expansion. http://www.texasagriculture.gov/GrantsServices/RuralEconomicDe velopment/TexasCapitalFund/InfrastructureDevelopment.aspx

Taxing districts established to provide funds for certain types of improvements that benefit a specific group of affected properties.

This can include Tax Increment Financing Districts. Improvements may include infrastructure, street lighting, landscaping, erection of fountains, and acquisition of art, and supplemental services for improvement and promotion,

Corporate Sponsorships The City of Palestine has a number of industries located within its city limits. With the growing concern for sustainable growth, many corporations desire to engage favorably in the local economy. This funding source allows corporations to invest in the development and enhancement of new or existing facilities. This is done through direct donations or sponsorships and staffing of programs and events.

Revenue Bonds Bonds used for capital projects that will generate revenue for debt service where fees can be set aside to support repayment of the bond.

General Obligation Bonds Used primarily for capital improvements and general public improvement, these bonds are issued with the approval of the electorate.

Inter-local Agreements Contractual relationships entered into between two or more local units of government and/or between a local unit of government and a non-profit organization for the joint usage/development of meeting and convention facilities, sports fields, regional parks, or other facilities.

Special Improvement District/Benefit District:

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Partnerships Partnerships help to share costs, risks, responsibilities, and asset management based on the strengths of each partner. Partnerships can be developed between two government entities, a non-profit and a City department, or private businesses or organizations and a City agency. Development of a “Friends of Palestine� advocacy organization for fundraising is a great way to engage citizens and create community.

Annual Appropriation/Leasehold Financing This is a c financing structure which requires use of a third party to act as issuer of the bonds, construct the facility and retain title until the bonds are retired. The City enters into a lease agreement with the third party, with annual lease payments equal to the debt service requirements. The bonds issued by the third party are considered less secure than general obligation bonds of the City, and therefore more costly. Since a separate corporation issues

IMPLEMENTATION

these bonds, they do not impact the City’s debt limitations and do not require a vote. However, they also do not entitle the City to levy property taxes to service the debt. The annual lease payments must be appropriated from existing revenues.

Dedication/Development Fees These fees are assessed for the development and upgrade of parks, recreational facilities, open spaces, and trails and can apply to residential, industrial, and/or commercial properties.

Foundation/Gift Many tax-exempt, non-profit organizations offer a variety of means to fund and promote specific causes, activities or issues. These can be in the form of capital projects campaigns, fundraisers, endowments, etc.

Irrevocable Remainder Trusts These trusts are set up with individuals who typically have more than a million dollars in wealth. They will leave a portion of their wealth to the City in a trust fund that allows the fund to grow over a period of time and then is available for the City to use a portion of the interest to support specific amenities, facilities or programs that are designated by the trustee.

IMPLEMENTATION

Neighborhoods and Housing Volunteerism The revenue source is an indirect revenue source in that persons donate time to assist the community in providing a product or service on an hourly basis. This reduces the City’s cost in providing the service plus it builds advocacy into the system.

Friends Associations These groups are formed to raise money typically for a single focus purpose that could include a park facility or neighborhood programs that will better the community as a whole.

Neighborhood Associations A Neighborhood Association is a group of residents, business representatives, and/or other interested citizens that devote their time and energy to improve and enhance a well-defined, geographic area that they and others live. Neighborhood associations offer an opportunity for government officials, developers or others to solicit input from the residents that live within a specific geographic area.

A well-organized, diverse group of neighbors can be a powerful force in building a cohesive neighborhood where people want to become involved in neighborhood issues, and can empower residents to work together in improving their neighborhood.

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Public Improvement District (PID) PIDs may be formed to develop, rehabilitate or expand affordable housing; create water, wastewater, health and sanitation, or drainage improvements; street and sidewalk improvements; mass transit improvements; parking improvements; library improvements; park, recreation and cultural improvements; landscaping and other aesthetic improvements; art installation; creation of pedestrian malls or similar improvements; supplemental safety services for the improvement of the district, including public safety and security services; or supplemental business-related services for the improvement of the district, including advertising and business recruitment and development.

Land Banks A land bank is an entity established to assemble, temporarily manage, and dispose of vacant land for the purpose of stabilizing neighborhoods and encouraging re-use or redevelopment of urban property. Land banking may be a viable option in addressing distressed areas and preserving a diversity of housing opportunities. http://www.hud.gov/offices/cpd/about/conplan/foreclosure/landb anks.cfm

Non-Profit Organizations Non-profit organizations can assist in the construction and rehabilitation of affordable housing. http://www.habitat.org/how/about_us.aspx

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HOME Programs Authorized under the Cranston-Gonzalez National Affordable Housing Act, the purpose of the program is to expand the supply of decent, safe, affordable housing and strengthen public-private housing partnerships between Units of General Local Governments, Public Housing Authorities, nonprofits, and for profit entities.

Programs include Homeowners Rehabilitation Assistance, Homebuyer Assistance, Tenant-Based Rental Assistance, Single Family Development Assistance for non-profits, and assistance for persons with disabilities. http://www.tdhca.state.tx.us/home-division/index.htm Housing Tax Credit Program Administered by the Texas Department of Housing and Community Affairs, the HTC program is one of the primary means of directing private capital toward the development and preservation of affordable rental housing for low-income households. The HTC program funds the development of affordable multifamily rental properties or rehabilitation of existing properties that are willing to maintain affordable rents for an extended period of time.

Tax credits are awarded to eligible participants to offset a portion of their federal tax liability in exchange for the production or preservation of affordable rental housing. The value associated with the tax credits allows residences in HTC developments to be leased to qualified households at below market rate rents. Note that developments financed through housing tax credits can included a mix of low income and market rate units. http://www.tdhca.state.tx.us/multifamily/faqs-htc-basics.htm

IMPLEMENTATION

Parks and Open Space Revised Intermodal Transportation and Efficiency Act (H.R. 2889) This funding program was originally authorized by the Federal Government in 1991. Funds are distributed through the state. There are several million dollars in enhancement revenues available for transportation related projects, including bicycle and pedestrian trails, rail depot rehabilitation, landscaping, and beautification projects Hotel, Motel and Restaurant Tax A city may impose a hotel occupancy tax (HOT tax) by passage of an ordinance. The tax based on gross receipts from room charges can be used to fund programs that support and encourage tourism.

Texas Recreation and Parks Account (TRPA) Program The Texas Local Parks, Recreation, and Open Space Fund is administered by the Texas Parks and Wildlife Department (TPWD).

Funds are available on a fifty percent (50%) cost share basis. (http://www.tpwd.state.tx.us/business/grants/trpa/) National Tree Trust Partnership The link provides databases for a number of funding opportunities. http://meldi.snre.umich.edu/node/21529 Land Trust Many counties have developed land trusts to help secure and fund the cost for acquiring land that needs to be preserved and protected for greenway purposes. This could be a good source to look to for acquisition of future lands.

IMPLEMENTATION

Texas Department of Forestry Urban and Community Forest Challenge Grant: Matching grants are available on a 50/50 cost share basis for a variety of projects including program development, beautification, staffing and training workshops. These are small grants of $5,000 to $15,000.

In-kind services and/or private money can provide the matching funds. This is an excellent opportunity to leverage community-based volunteerism. http://www.fs.fed.us/ucf/nucfac Greenway Utility Greenway utilities are used to finance acquisition of greenways and development of the greenways by selling the development rights underground for the fiber optic types of businesses.

User Fees Cities often levy Fees for use of city facilities, parks and open spaces for special events or programs. The City must position its fees and charges to be market-driven and based on charges levied by comparable public and private facilities.

Recreation Service Fees These dedicated user fees allow participants the opportunity to contribute toward the upkeep of parks and recreation facilities they use and can apply to all organized activities which require a reservation of some type. Examples of activities are sports leagues, special interest classes, and other organized programs requiring exclusive or intense use of a facility. The funds are used to maintain existing facilities or constructing new ones.

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Business and Employment Enterprise Zones The Texas Enterprise Zone Program is an economic development tool for local communities to partner with the State of Texas to promote job creation and capital investment in economically distressed areas of the state. Designated projects are eligible to apply for state sales and use tax refunds on qualified expenditures. http://www.texasahead.org/tax_programs/enterprise/ Food and Beverage Tax The tax is usually associated with convention and tourism bureaus, but can also include parks and recreation agencies as they manage many of the tourism attractions.

Capital Improvement Fees These fees are on top of the set user rate for accessing facilities such as convention and visitor facilities, golf courses, recreation centers and pools to support capital improvements that benefit the user of the facility.

Concession Management Concession management is from retail sales or rentals of soft goods, hard goods, or consumable items. The City either contracts for the service or receives a percentage of the profit after expenses.

Naming Rights Many cities and counties sell the naming rights for new buildings or renovation of existing buildings and facilities for the development cost associated with the improvement.

Transfer of Development Rights Agreements (TDR) TDR’s are a market based technique that encourages the voluntary transfer of growth from places where a community would like to see less development (called sending areas) to places where a community would like to see more development (called receiving areas). The sending areas can be environmentally-sensitive properties, open space, agricultural land, wildlife habitat, historic landmarks or any other places that are important to a community.

The receiving areas should be places that the general public has agreed are appropriate for extra development because they are close to jobs, shopping, schools, transportation and other urban services.

Private Developers These developers lease space from City-owned land through a subordinate lease that pays out a set dollar amount plus a percentage of gross dollars for building or facility enhancements. These could include a golf courses, convention facilities, sports complexes, equestrian facilities, and recreation centers.

Private Concessionaires Contract with a private business to provide and operate desirable recreational activities financed, constructed, and operated by the private sector with additional compensation paid to the City.

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IMPLEMENTATION

Sales Tax This revenue source has been very successful in funding park systems and other community improvements. This tax is very popular in high traffic tourism type cities and with county and state parks.

Advertising Sales This revenue source is for the sale of tasteful and appropriate advertising at city facilities such as park and recreation related structures.

Easements This revenue source is available when the City allows utility companies, businesses, or individuals to develop some type of an improvement above ground or below ground on their property for a set period of time and a set dollar amount to be received by the City on an annual basis.

Land and Water Conservation Fund The LWCF Program provides matching grants to States and local governments for the acquisition and development of public outdoor recreation areas and facilities (as well as funding for shared federal land acquisition and conservation strategies). The program is intended to create and maintain a nationwide legacy of high quality recreation areas and facilities and to stimulate non-federal investments in the protection and maintenance of recreation resources across the United States (http://www.nps.gov/lwcf/).

Texas Department of Transportation (TxDOT) The Landscaping Cost Sharing Program: Fifty percent (50%) cost sharing support is available for both highway and pedestrian landscape projects on routes within the designated permanent state highway system.

IMPLEMENTATION

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KEY PROJECTS Key Projects are distinct and limited approaches to advancing the Comprehensive Plan’s short term priorities. Although these projects can be implemented over the near term, they are anticipated to have a substantial impact on Palestine over a longer period of time by enhancing the city’s distinctiveness and reinforcing its existing strengths. These Key Projects are intended to build on Palestine’s positive aspects, creating a more accessible, functional, engaged, attractive, and enjoyable community.

The City of Palestine can begin implementing the comprehensive plan’s priorities by undertaking any one of the Key Projects: they are not prioritized. The Key Projects coordinate with four Comprehensive Plan components: Downtown, Neighborhoods and Housing, Parks and Open Space, and Business and Employment.

Identified projects are:    

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Downtown Redevelopment Plan Neighborhood Program Medical District Initiative Greenway/Trails Network

FIGURE 44: KEY PROJECTS SERVE AS “JUMP STARTS” FOR FUTURE PROGRESS

IMPLEMENTATION

Downtown Redevelopment Plan PURPOSE Develop the downtown core as a unique civic, commercial, and retail hub while maintaining a strong connection to Palestine’s heritage.

IMPORTANCE Redevelopment of the Downtown core can be a catalyst to encourage new growth and additional redevelopment within the historic heart of the city.

FIGURE 46: A REDEVELOPED DOWNTOWN CAN INCLUDE VIBRANT AND ATTRACTIVE PEDESTRIAN STREETSCAPES

BENEFITS  Increased revenue for the city  Increased number of businesses and attractions available to people in the Downtown area  Draw an increased number of people and consumers to Downtown  Provide additional housing options within the downtown core  Provide a central public gathering space for civic events and celebration  increased entertainment and cultural opportunities for all ages  A sense of place identifying a true Downtown GOAL D1: ENHANCE THE VIBRANCY AND ECONOMIC VITALITY OF DOWNTOWN. GOAL D2: MAINTAIN AND RESTORE THE HISTORIC FABRIC OF DOWNTOWN. GOAL D3: DEVELOP DOWNTOWN AS A COMMUNITY GATHERING PLACE FOR EVENTS AND CELEBRATIONS. FIGURE 45: KEY GOALS ADDRESSED BY DOWNTOWN PLAN

IMPLEMENTATION

CHALLENGES  Existing facilities requiring significant remediation before redevelopment can occur  Aging infrastructure  Complex funding strategies  Cooperation between public and private entities STEPS TO ACCOMPLISHMENT  Establish community based steering committee  Contract with outside consultant  Complete current use and condition inventory of study area  Establish potential for building reuse  Coordinate with area businesses and organizations  Establish and implement citizen engagement strategy  Coordinate funding structures and mechanisms, including incentives  Revise development ordinances per plan  Demolish un-restorable structures  Construct new streetscape and public space amenities

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Neighborhood Program PURPOSE Create a city-wide neighborhood program in Palestine that connects people and resources, connects neighborhoods to the city, and provides for support for neighborhood organizations and improvements for the broader community.

IMPORTANCE Neighborhoods are the base of a community. Great neighborhoods and involved citizens contribute to a higher quality of life as well as a greater investment in the economy. Neighborhood resources can best address many issues close to home. Neighborhoods that are visually appealing, secure, and engaged contribute to the success of Palestine and help make it a place where people want to live, work, and play.

BENEFITS    

Fosters a greater sense of community by empowering residents to address specific concerns Improves communication between residents, neighborhood organizations, and the city Engages community people and resources to help make neighborhoods better places to live Results in more visually appealing neighborhoods

CHALLENGES  

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Bringing residents with different interests and backgrounds together to pursue common goals Engaging residents who are often overlooked in other community outreach efforts, like renters and citizens whose first language is not English

FIGURE 47: STREET TREE PLANTING, CLEANUP, AND COMMUNITY GARDENS IN VACANT LOTS ALL ENGAGE THE NEIGHBORHOOD

STEPS TO ACCOMPLISHMENT 

  

Develop a working group of city departments to work with outside consultant to develop an approach to establishing and building strong and enduring neighborhood-City relationships Contract with outside consultant to assist with developing neighborhood engagement plan Develop social media campaigns targeted to Palestine’s neighborhoods and youth to promote civic education and exchange of ideas Develop annual Neighborhood Academy to promote neighborhood engagement and education and provide tools for neighborhood success

GOAL N2: ENABLE HOMEOWNERS TO REMAIN IN THEIR HOMES SAFELY, COMFORTABLY, AND AFFORDABLY. GOAL N3: EMPOWER HOMEOWNERS TO ADDRESS ISSUES WITH PROPERTY MAINTENANCE, AESTHETICS AND CODE ENFORCEMENT WITHIN THEIR NEIGHBORHOODS. FIGURE 48: KEY GOALS ADDRESSED BY NEIGHBORHOOD PROGRAM

IMPLEMENTATION

Citywide Trails/Greenway Network PURPOSE Provide a network of trails and open space throughout the community, increasing pedestrian accessibility, connecting neighborhoods with retail and recreation, and enhancing Palestine’s appearance, appeal, and sense of place.

IMPORTANCE The trails and greenway network can be used for both recreation and transportation, and is a key component of citywide accessibility. The network can improve public health by allowing residents to exercise close to home. The greenway/trails network can also appeal to visitors and potential residents by offering improved quality of life.

BENEFITS      

Provide an amenity to residents Attract new residents Can bolster tourism Increase property values Improve public health Provide an alternative mode of transportation

CHALLENGES    

May need to acquire right of way to develop Trail construction can be expensive Some segments may be most cost effective if provided through dedication requirements at subdivision construction, which may be many years away Increased maintenance costs of larger network

FIGURE 50: A CITYWIDE TRAILS AND GREENWAY NETWORK HAS MANY BENEFITS

STEPS TO ACCOMPLISHMENT       

Plan the preferred network in cooperation with citizens, civic groups, city staff, and outside consultants as necessary Plan a phased approach to construction, determining which sections of the network should be completed in five years, the next five, and so on Acquire necessary right of way Require developers to dedicate land and/or connect to the network so that it can be used as a transportation option Dedicate funding and combine with grant opportunities as they arise Construct the Trails/Greenway network Maintain the network’s infrastructure and landscaping

GOAL P2: PROVIDE AN INTERCONNECTED SYSTEM OF HIGH QUALITY, ACCESSIBLE MULTI-USE TRAILS AND GREENWAY CORRIDORS THAT OFFER DIVERSE, HEALTHY OUTDOOR EXPERIENCES WITHIN A RICH VARIETY OF LANDSCAPES AND NATURAL HABITATS, ACCESSING AND CONNECTING THE AREA’S NATURAL ENVIRONMENTAL FEATURES, PUBLIC FACILITIES AND DEVELOPED LOCAL NEIGHBORHOODS AND BUSINESS DISTRICTS.

FIGURE 49: GOALS ADDRESSED BY CITYWIDE TRAILS/GREENWAY NETWORK

IMPLEMENTATION

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Medical District Initiative PURPOSE Create a special Medical District to promote and enhance business and employment opportunities in the ambulatory medical care and affiliated businesses, as well as provide opportunities for senior independent and assisted living, workforce housing, and supporting retail and commercial activities.

IMPORTANCE Palestine has a vital and growing medical services sector, much of which is concentrated along Loop 256 between Highways 79/84 and South Sycamore Street/322. Some of Palestine’s largest employers are located in this area, and there is available land for growth. In addition, there is an increasing demand for these services, both from an aging population within Palestine, and from neighboring counties to the south and west which have been designated as medically underserved areas. A vibrant medical district can strengthen Palestine’s economy and offer more and better paying employment opportunities for current and future residents.

BENEFITS     

Potential for job creation Attraction of new businesses Increase in well-paying jobs Better ability to market Palestine as a medical services destination Economic development throughout the city

CHALLENGES   

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Funding Coordinating efforts of businesses, schools, developers, and economic development organizations Integrating with other economic development efforts

FIGURE 51: A MEDICAL DISTRICT CAN INCLUDE HOTELS, RESTAURANTS, RETAIL, AND HOUSING

STEPS TO ACCOMPLISHMENT       

Establish steering committee Engage outside consultant to assist in development of comprehensive strategy Engage community Develop overlay boundary Coordinate funding structures and mechanisms, including incentives Revise development ordinances per plan Develop joint efforts with UT Tyler campus and Trinity Valley CC for nursing and kinesiology programs

GOAL B1: DEVELOP A SOUND LOCAL ECONOMY WHICH ATTRACTS INVESTMENT, INCREASES THE TAX BASE, CREATES EMPLOYMENT OPPORTUNITIES FOR PALESTINE RESIDENTS AND GENERATES PUBLIC REVENUES. GOAL B3: DEVELOP AN INCREASED FLOW OF PUBLIC REVENUES ACCRUING FROM ECONOMIC DEVELOPMENT. FIGURE 52: KEY GOALS ADDRESSED BY MEDICAL DISTRICT INITIATIVE

IMPLEMENTATION

APPENDIX

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