City of Temple Comprehensive Plan 2020 by City of Temple

THE CITY OF TEMPLE COMPREHENSIVE PLAN The Temple Comprehensive Plan was developed by the City of Temple with the technical assistance of Halff Associates, Inc. A special thanks goes to the many residents, stakeholders, and community leaders for their insight and support throughout the duration of this master planning process. The following individuals are recognized for their significant contributions to the preparation of the Comprehensive Plan.

TEMPLE CITY COUNCIL Mayor Tim Davis Councilmember Jessica Walker, District 1 Mayor Pro Tem Judy Morales, District 2 Councilmember Susan Long, District 3 Councilmember Wendell Williams, District 4

PLANNING & ZONING COMMISSION Jeremy Langley, Chair Bryant Ward, Vice Chair Lydia Alaniz Lee Armstrong Paulino Castillo Lester Fettig Daniel Jeanes Derek Marshall Donna Wright

STAKEHOLDER ADVISORY GROUP Dr. Andrejs Avots, Baylor Scott & White Adrian Cannady, TEDC Rod Henry, Chamber of Commerce Marty Janczak, TABA Jeremy Langley, P&Z Dr. Bobby Ott, TISD Dr. Christina Ponce, Temple College Dr. Matt Smith, BISD Scott Snell, Baylor Scott & White

CPAC (COMP PLAN ADVISORY COMMITTEE)

OTHER KEY PLANNING & DEVELOPMENT STAFF

Charley Ayres Thomas Baird Paulino Castillo Perry Cloud Jean Coley Dr. Sandra Creech Bill DiGaetano Zoe Grant Carrie Guillen

Kelly Atkinson, Senior Neighborhood Planner Mark Baker, Principal Planner Jason Deckman, Senior Transportation Planner Kathie Gover, Administrative Assistant II Dan Kelleher, Main Street Manager Brian Kosel, Building Official Tammy Lyerly, Senior Planner Barbara Morgenroth, Permit Supervisor Nancy Whetstone, Development Coordinator TaNicia Wydermyre, Planning Technician

Tony Hale John Howe John Kiella Kevin Koch Susan Luck Chuck Lucko Larry Neal David Patrick Claud Ross

KEY CITY STAFF Brynn Myers, City Manager David Olson, Assistant City Manager Erin Smith, Assistant City Manager Lynn Barrett, Planning & Development Asst. Director Traci Barnard, Finance Director Heather Bates, Marketing Director Kevin Beavers, Parks & Recreation Director Heather Bigham, GIS Manager Don Bond, Public Works Director Brian Chandler, Planning & Development Director Buford Craig, Transform Temple Director Kathy Davis, City Attorney Alan DeLoera, Director of Information Technology Nancy Glover, Community Development Director Stacey Hawkins, Director of Performance Excellence Kenny Henderson, Transportation Director Sean Parker, Airport Director Mitch Randles, Fire Chief Tara Raymore, Director of Human Resources Sean Reynolds, Police Chief Laura Rowland, Multi-Media Specialist Richard Wilson, City Engineer

HALFF ASSOCIATES, INC. Jordan Maddox, AICP Matt Bucchin, AICP, LEED GA Jim Carrillo, FAICP, ASLA Martin Laws, AICP Cade Novak Jill Amezcua, PLA, ASLA

THE COMPREHENSIVE PLAN ROADMAP

Chapter 1. Introduction

Chapter 4. Future Development Plan

Welcome to Temple ........................................................................... 02

Introduction ........................................................................................ 70

What is a Comprehensive Plan? ....................................................... 04 Plan Elements ................................................................................... 05 Why a New Comprehensive Plan? ................................................... 06 Planning Area .................................................................................... 07 Regional Context ............................................................................... 08 Past Planning Initiatives .................................................................... 10 Past Planning Accomplishments ....................................................... 12

Chapter 2. Community Context Overview ........................................................................................... 16 Historical Context .............................................................................. 18 Character of the City ......................................................................... 20 Community Snapshot ........................................................................ 22 Demographics ................................................................................... 23 Housing and Neighborhoods ............................................................ 26 Economic Prosperity .......................................................................... 28 Downtown .......................................................................................... 30 Growth and Development .................................................................. 32 Mobility and Transportation ................................................................ 40 Placemaking ....................................................................................... 44 Public safety ....................................................................................... 48

Chapter 3. Engagement and Vision Overview of Public Engagement ........................................................ 53 Community Input Process................................................................... 54 Vision ..................................................................................................65 Plan Goals ......................................................................................... 66

Community Character ........................................................................ 72 Temple Future Development Plan ..................................................... 76 Future Land Use Categories Rural / Estate .................................................................................. 78 Residential & Neighborhood Services .............................................80 Corridor Mixed-Use ......................................................................... 82 Employment Mixed-Use ................................................................. 84 Regional Commercial ..................................................................... 86 Temple Medical & Educational District ............................................ 88 Business Park ................................................................................. 90 Industrial ......................................................................................... 92 Urban Residential ........................................................................... 94 Downtown Transitional .................................................................... 96 Downtown Core .............................................................................. 98 Parks and Open Space ................................................................... 100 Activity Center Overlay ....................................................................102 Floodplain Overlay .......................................................................... 104 Fiscal Analysis.................................................................................... 106 Streets and Thoroughfares ................................................................ 112 Future Thoroughfare Plan .................................................................. 120

Chapter 5. Plan Recommendations

Chapter 7. Plan Administration

Future Directions .............................................................................. 124

Introduction ........................................................................................ 226

Focus Area: Smart Growth ............................................................... 127

Roles ................................................................................................. 228

Goal 1. Growth and Development .................................................... 127

Development Process ....................................................................... 229

Goal 2. Mobility and Transportation ..................................................141

Plan to Code Relationship ...................................................................229

Goal 3. Economic Prosperity ............................................................ 150

Sub- and Special Area Planning ........................................................ 229

Focus Area: Public Safety ................................................................ 160

Budget and Programming .................................................................. 230

Goal 4. Public Safety and Health ..................................................... 160

Plan Update ....................................................................................... 231

Focus Area: Places and Spaces .......................................................165

Amendments ..................................................................................... 233

Goal 5. Placemaking ........................................................................ 165 Goal 6. Downtown ............................................................................ 171 Goal 7. Housing and Neighborhoods ............................................... 178 Focus Area: High-Performing Organization ......................................185 Goal 8. Governance ......................................................................... 185

Chapter 6. Action Plan Introduction .......................................................................................196 Implementing Tools ...........................................................................197 Timeframe .........................................................................................197 Involved Departments .......................................................................197 Action Plan Tables ............................................................................ 198

Appendix (Associated Plans)â&#x20AC;Ś.............................245

Map 2.1, Floodplain and Drainage .................................................... 33 Map 2.2, Water Service Area (CCN) ................................................. 36 Map 2.3, Wastewater Service Aera (CCN) .........................................37 Map 2.4, Existing Zoning Map .......................................................... 39 Map 2.5, Major Existing Thoroughfares ............................................ 41 Map 2.6, Existing Bicycle and Pedestrian Facilities .......................... 43 Map 2.7, Temple Historic District ...................................................... 44 Map 4.1, Temple Future Character Context Map .............................. 74 Map 4.2, Temple Future Development Plan ...................................... 77 Map 4.3, Temple Thoroughfare Plan ................................................. 121 Map 5.1 Temple Beautification Plan..... ............................................ 167

Figure 1.1, Temple Planning Area ..................................................... 7

Figure 4.2, Community Character Context ......................................... 73

Figure 1.2, Regional Context ............................................................. 8

Figure 4.3, Visualizing Character and Land Use ................................ 75

Figure 1.3, Local Importance ............................................................. 9

Figure 4.4, Future Development Plan Summary................................. 76

Figure 2.1, Historic Population 1980-2018 ........................................ 23

Figure 4.5, Land Use Density Assumptions........................................ 107

Figure 2.2, Population Projections 2020-2040 .................................. 23

Figure 4.6, Annual Market Absorption................................................. 108

Figure 2.3, Education Attainment of Population in 2017 ................... 24

Figure 4.7, 10-Year Projected Growth Summary.................................109

Figure 2.4, Racial/Ethnic Composition in 2017 ................................. 24

Figure 4.8, 25-Year Projected Growth Summary................................ 109

Figure 2.5, Median Household Income in 2017 ................................ 25

Figure 4.9, Annual Cost of Service Assumptions................................ 110

Figure 2.6, Poverty in 2017 ............................................................... 25

Figure 4.10, Net Fiscal Impact (10- and 25-year Totals)..................... 111

Figure 2.7, Household Characteristics .............................................. 26

Figure 4.11, Mobility and Access Functions........................................ 112

Figure 2.8, Occupancy Characteristics ............................................. 26

Figure 4.12, Thoroughfare Functional Classifications......................... 112

Figure 2.9, Housing Type and Unit Breakdown ................................. 27

Figure 4.13, Suburban Street Design Characteristics...........................117

Figure 2.10, Age of Housing Stock .................................................... 27

Figure 4.14: Urban and Rural Street Design Characteristics.................118

Figure 2.11, Cost of Housing ............................................................. 27

Figure 5.1, Vision to Implementation Framework................................ 124

Figure 2.12, 2014 Downtown Planning Area ..................................... 31

Figure 6.1, Implementation Framework ..............................................196

Figure 2.13, Existing Zoning .............................................................. 38

Figure 6.2, Smart Growth Goals, Commitments, and Initiatives .......

Figure 3.1, Describe Temple in One Word ........................................ 59

.............................................................................................................198

Figure 3.2, Transportation and Mobility ............................................. 59

Figure 6.3, Public Safety Goals, Commitments, and Initiatives ..........

Figure 3.3, Tell Us Your Vision .......................................................... 59

............................................................................................................ 210

Figure 3.4, What Concerns You Most About the Future of Temple?

Figure 6.4, Places and Spaces Goals, Commitments, and Initiatives

........................................................................................................... 61

............................................................................................................ 213

Figure 3.5, Of the Following Quality of Life Factors, Pick a Minimum

Figure 6.5, High-Performing Organization Goals, Commitments, and

of Three Which are Most Important ................................................... 61

Initiatives ............................................................................................ 220

Figure 3.6, How Important is it for the City of Temple to Address the

Figure 7.1, Vision to Action Framework ............................................. 226

Following Issues in your Neighborhoods in the Near Future? .......... 62 Figure 3.7, How Satisfied are you with the City of Templeâ&#x20AC;&#x2122;s Performance in each of the Following Areas? ................................... 63 Figure 3.8, Vision to Implementation Framework .............................. 66 Figure 4.1, Community Character Spectrum ..................................... 72

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From railroad developers to manufacturers to pioneers in medicine, Temple has been built on the legacy of visionaries who found success here, laying the groundwork for a prosperous future. Throughout its history, Temple has managed to cultivate and maintain a quality of living and community identity that has contributed to the City’s ability to attract new businesses and residents. In the last decade, Temple has begun to identify the elements that contribute most to its community character and prosperity, and is poised for a strong and resilient future. The City’s leadership is committed to proactively planning for Temple’s future under a unified vision and action plan, led by its citizens. The 2020 Comprehensive Plan is a culmination of broad input from the community, solidified in the goals of this document, presented here in an action plan for the future. Continued, community-led planning efforts will ensure that Temple’s future success is, truly, by design.

MKT Depot - Temple, Texas

TEMPLE COMPREHENSIVE PLAN

A comprehensive plan is a long-range planning document that guides the growth of a city over time. It articulates a vision for the future of the community and serves as a blueprint for new development and redevelopment based on that community-established vision. This comprehensive plan provides a guide for growth and development decisions that ensures that the Temple of the future remains a great place to live, work, and play. The English Oxford Dictionary defines comprehensive as “including or dealing with all or nearly all elements or aspects of something.” What makes a plan comprehensive is that it doesn’t focus on just one element or area of a community; rather, it recognizes that the varying elements and aspects of the community are interrelated. The plan assesses how all of these factors and influences work together, taking into consideration the historical and regional context, and using them to define and accomplish its vision and goals. A comprehensive plan does not replace zoning regulations, budgets, capital improvement programs, or any other regulatory documents. Rather, it is designed to be the foundation for which the preparation of such implementation documents begins. This is a starting point, one that requires attention and focus for sustained success.

Plan Timeframe This plan is an update to the 2008 Temple Comprehensive Plan (Choices ‘08) and provides guidance for generally a 10-year time frame, with an outlook of up to 20 years. Given current growth trends of the region and unforeseen future impacts, this plan should be evaluated annually with more significant updates every five years. Evaluation of progress toward implementation should be documented for the public annually to assess the success of the implementation action plan.

TEMPLE COMPREHENSIVE PLAN

Planning Authority Texas municipalities are not mandated to prepare and maintain comprehensive plans; still Chapter 213 of the Texas Local Government Code (LGC) states “for the purpose of promoting sound development of municipalities and promoting public health, safety, and welfare... The governing body of a municipality may adopt a comprehensive plan for the long-range development of the municipality.” The Local Government Code suggests that a comprehensive plan may: (1) include but is not limited to provisions on land use, transportation, and public facilities; (2) consist of a single plan or a coordinated set of plans organized by subject and geographic area; and (3) be used to coordinate and guide the establishment of development regulations. While basic components are recommended, the Local Government Code also gives municipalities the freedom to “define the content and design of a comprehensive plan,” so it is not unusual for communities that are engaged in the comprehensive planning process to incorporate a “comprehensive” list of defined topics to develop an integrated work program. These generally include, but are not limited to, population, housing, economic development, environmental and cultural resources, public facilities, transportation, downtown revitalization and other community-specific topics.

The Comprehensive Plan is generally divided into four broad categories:

Community Context The introduction and context sets the stage as to who the community is and examine the state of the community today. This initial phase includes a historical and current development patterns and growth trends, demographics and population. This phase results in an initial overview of the communityâ&#x20AC;&#x2122;s needs and opportunities.

Answers where the City has been and demographic makeup of its citizens.

Engagement and Vision The next step in the planning process is to decide what Templeâ&#x20AC;&#x2122;s citizens want the City to be in the future. This section provides the results from purposeful public engagement derived from stakeholder meetings, public open houses, surveys, and workshops that further clarify and validate key issues facing the City and discuss opportunities for the future. The input gathered through this process informs the vision and goals for the plan.

Determines the communityâ&#x20AC;&#x2122;s vision for the future.

Direction and Recommendations The bulk of the plan is found in an analysis of existing conditions and recommendations for the future. In this section, the document details recommended plan actions that create a blueprint for future growth and change. Grouped into elements, these recommendations will weave existing and future efforts into an integrated plan.

Provides the blueprint to how to make the vision a reality.

Implementation The final phase of the Plan answers how the community will work toward progress and fulfillment of the plan. This component prioritizes the action plan recommendations into an overall plan strategy for executing the comprehensive plan, and describes how the document will be administered and maintained moving forward.

Creates a prioritized, accountable action plan for the future.

CHAPTER 1 - INTRODUCTION TEMPLE

As communities grow, they also change. New issues arise, new stakeholders have interests, new opportunities are presented. Without oversight, unfettered growth may produce unwanted side effects such as loss of natural amenities, undesirable development, and inefficient use of public services and infrastructure. Planning allows the City to proactively consider future growth and development rather than react to it on a case-by-case basis. Planning also encourages the private sector to invest in the community with confidence. Temple population has grown by 15.4 percent between 2010 and 2018 bringing the population to to 76,256. Additionally, Temple saw the addition of nearly 4,000 new jobs between 2012 and 2017 and is poised to continue economic and residential growth in the next decade. The City is no stranger to growth; as economic opportunities and the population have increased, the City has embarked on studies to meet the needs of its growing City while also maintaining a diverse economic base and enhancing the Cityâ&#x20AC;&#x2122;s quality of life. Given the growth pressures and mounting development opportunities, this planning process allows Temple to build upon past efforts and achievements in a unified fashion. The planning process often proves as valuable as the plan itself. The process involves significant evaluation of community-wide issues and opportunities, as well as decisions about how much and where growth should occur. These include the nature of future development, and where the community can afford to provide the necessary public services and facilities to support this growth.

TEMPLE COMPREHENSIVE PLAN

Interstate Highway 35 - Temple, Tx

The planning area for the Comprehensive Plan includes the current incorporated area of the City

FIGURE 1.1: TEMPLE PLANNING AREA

of Temple as well as the extraterritorial jurisdiction (ETJ), generally within 3.5 miles of the City limits. Within these areas, the City has varying regulatory authority. Accordingly, the plan informs future decisions made by City staff, elected officials, and other community leadership to understand the impact of growth in each of these defined areas.

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Today, the incorporated area of the City of Temple includes approximately 75.25 square miles, and the ETJ adds an additional 162 square miles to Templeâ&#x20AC;&#x2122;s planning area. See Figure 1.1, Temple Planning Area.

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CHAPTER 1 - INTRODUCTION TEMPLE

Temple’s regional context can influence the City; its population characteristics and economic opportunities. This information

FIGURE 1.2: REGIONAL CONTEXT

provides context and foundation for identifying potential issues and opportunities for the planning process.

Overview Temple is located in the Central Texas region along Interstate 35 in Bell County, approximately halfway between San Antonio (146 miles south) and Dallas (128 miles north). A “principal City” in the Killeen-Temple-Fort Hood Metropolitan Statistical Area, Temple is the second largest City in Bell County, by population, after Killeen. Belton, the Bell County seat, is adjacent to and immediately southwest of Temple.

BELL COUNTY

Approximately 27 miles along US 190/I-14 make up the MSA, about the distance between Killeen and Temple. Temple is connected to the region by multiple state and national highways that intersect the City, including US Highway 190, Interstate 35, State Highway (SH) 36, SH 53, and SH 95. See Figure 1.2, Regional Context.

TEMPLE KILLEEN

TEMPLE COMPREHENSIVE PLAN

BELTON Lore m

Locational Importance - Statewide

FIGURE 1.3: LOCATIONAL IMPORTANCE

Location and connectivity have played an important role in Temple’s historical growth and prosperity and will continue to do so in the future. Temple is located on the western side of the “Texas Triangle,” a mega-region containing three of the top 10 largest cities in the United States: Dallas, Houston, and San Antonio. See Figure 1.3, Locational Importance.

DALLAS/FT. WORTH

This region is estimated to have a population of nearly 20 million, and Temple is within a two and a half-hour drive to each of these metropolitan areas. Temple is also located along the newly designated Interstate 14, also known as the Gulf Coast Strategic Highway, which is anticipated to ultimately stretch from West Texas to Eastern Georgia. Being centrally situated among and systematically connected to these major cities, it is estimated that approximately 84 percent of the population of the State is within a three-hour drive from Temple.

WACO

Temple’s freight rail system continues to be important for its future, particularly from an economic development standpoint as the City contains two active rail-lines, BNSF and Union Pacific. Temple’s proximity to Fort Hood ensures a strong population base will remain in the area as the Fort is a critical military institution with a population of approximately 33,700. Temple’s future prospects, however, rest firmly with its location along the important Interstate 35 corridor. Expanding growth from Austin and recent renewed interest in Waco, to the north, bode well for Temple’s ability to attract and retain businesses and professional talent.

TEMPLE

AUSTIN

SAN ANTONIO HOUSTON

CHAPTER 1 - INTRODUCTION TEMPLE

In order to plan for its consistent growth, Temple has a long history of engaging in planning initiatives, dating back to its origins as a railroad

goals of the Choices ‘08 Plan include the following.

company town. Throughout the years, Temple has conducted special studies and plans for targeted needs, particular districts, corridors, and unique areas of the City.

• Adequate public safety facilities, equipment & professional staffing to meet

The predecessor to this Plan, Choices ‘08, was adopted in 2008. The plan consolidated nine previously-adopted small area plans into one comprehensive document that integrated residential, commercial, and industrial needs and visions. The following planning initiatives are relevant and applicable planning efforts that have been considered at the outset of this planning effort.

• Renewed vitality & development interest in Temple’s oldest neighborhoods current needs & prepare for future demands • A mobility system that offers a variety of choice in modes of travel • An expanding housing stock that offers local buyers & renters both affordability & value • Excellence in Temple schools & higher education to assist in attracting employers & employees • Downtown Strategic Plan (2014): The Downtown Temple Strategic Plan was

• Choices ‘08, The Temple Comprehensive Plan (2008): The previous Temple Comprehensive Plan, Choices ’08, was created as an outline for directing upcoming growth, redevelopment, and community improvements in Temple and in the adjacent planning area in the following 20 years. The plan includes sections regarding urban design and future land use, growth, transportation, housing, and economic development. A few of the

finalized in 2014 by TBG. The plan assisted City leaders, property owners, and potential developers in the formation of a cohesive plan, consisting of a variety of urban areas. Important topics were recognized that need to be addressed, if the downtown is going to achieve its maximum potential. These topics include the following. • Culture; • Walkability; • Historic significance; and • Activity. The plan divided the downtown into five districts: Town Center, Santa Fe Plaza, First Street Corridor, South Gateway to TMED, and MLK District. The plan presented ideas for the whole area, involving land use/zoning; street standards; parking standards; and designated food truck locations.

Choices ‘08 CITY OF TEMPLE

COMPREHENSIVE PLAN 2008 - 2030

AUGUST 2018

Temple, TX 2014 Downtown Temple Strategic Plan

TARGET INDUSTRY ANALYSIS TEMPLE ECONOMIC DEVELOPMENT CORPORATION

F a m ilie s , m e r c h a n t s , a n d in d u s t r y le a d e r s C HO O S E T E M PL E ... w h e r e s u b u r b a n n e ig h b o r h o o d s a n d a n u r b a n c e n t e r c o m b in e w it h u n e q u a le d m e d ic a l fa c ilit ie s , s c h o o ls , p a r k s , a n d p e o p le t o c r e a t e e c o n o m ic g r o w t h a n d a n e x c e lle n t q u a lit y o f life !

Choices ‘08 Comprehensive Plan (2008)

TEMPLE COMPREHENSIVE PLAN

Downtown Strategic Plan (2014)

Temple Target Industry Analysis (2018)

• Temple Target Industry Analysis (2018): This plan evaluates individual

• City of Temple’s 2020-2025 Strategic Plan: The City of Temple’s 2020-

industry sectors that the Temple Economic Development Corporation

2025 Strategic Plan, completed in 2019, sets out organizational direction for

(TEDC) should be tracking and to create an advertising strategy to

the city government to complete some key goals for the next five years. The

manage its business recruitment endeavors. This plan consists of a

plan was developed by City staff and City Council and includes a set of core

target industry analysis overview and marketing recommendations.

organization values and commitments under a framework of four key focus

The goals of the plan include general marketing and lead generations

areas. The commitments and initiatives in this document will be a key driver

recommendations and sector-specific recommendations.

in the annual budget process and is closely aligned with the framework of the action plan in the comprehensive plan update.

• Water/Wastewater Master Plan (2019): The Water and Wastewater Master Plan gives a full assessment and examination of Temple’s existing

• Quality of Life 2030 Master Plan (TRZ) (2019): The TRZ 2030 Quality of Life

utilities and infrastructure enhancements necessary to serve citizens in

Master Plan (QLMP) conveys the desires, goals, and priorities of the City to

2070. The plan contains an analysis of the existing water and wastewater

assist in presenting a framework to guide Temple’s RZ Board of Directors, City

systems and phasing plan.

Staff, and City Council in the future. The Plan presents a baseline of indicators from which to evaluate progress over time, and dedicates the City via a

• Parks and Trails Master Plan (2020): The 2020 Parks and Trails

performance-based process to achieve those goals.

Master Plan guides the City’s parks, recreation and open space efforts and included an update to the citywide trails plan. The prior update, in 2015, led to a successful bond program that implemented most of the recommendations of that plan, requiring a new master plan. The Temple community had a strong desire to expand the trails system and provide better pedestrian connections to parks, schools and other destinations. In addition, Temple’s recent playground and park enhancements were very popular with the public and additional similar improvements were prioritized for key neighborhood and community parks. QUALITY OF

Water/Wastewater Master Plan (2019)

Parks and Trails Master Plan (adopted 2019)

City of Temple’s 2020-2025 Strategic Plan

R D

STRATEGIC PLAN

LIFE

2030 MASTER PLAN

Prepared for the city of Temple and Temple Reinvestment Zone February, 2019 Careful Analysis and Planned Strategies to enhance the city of Temple’s Quality of Life and Economic Prosperity through the year Two Thousand and Thirty.

Quality of Life 2030 Master Plan (TRZ) (2019)

CHAPTER 1 - INTRODUCTION TEMPLE

Since the Choices ‘08 Comprehensive Plan, the City has taken steps towards achieving community priorities, some of which were ongoing during the creation of this planning document. Successful planning efforts must produce achievable results to retain the support of the community. Since 2008, particular highlights of community achievements include the following:

• I-35 Corridor Zoning Overlay (2009) • Temple Health and Bioscience District creation (2009) • TMED (Temple Medical and Education District) plan and zoning (2010 and 2011) • Downtown Master Plan (2014) • Parks Master Plan (2014) • Airport Master Plan (2015) • Community-wide Sidewalk Inventory (in-house by Public Works in 2015) • TMED South Master Plan (2017) • RZ (Reinvestment Zone) Quality of Life Master Plan (2018) • 5 + 1 (Year) Business Plan • Water Master Plan (2019) • Wastewater Master Plan (2019) • Overall Strategic Plan (2019) • Templeton Demographic Study (2019) • Parks and Trails Master Plan (2020) • Drainage Master Plan (2020) • Parking Action Plan (2020)

TEMPLE COMPREHENSIVE PLAN

CHAPTER 1 - INTRODUCTION TEMPLE

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TEMPLE COMPREHENSIVE PLAN

An understanding of the current conditions of the City of Temple is important in order to move towards a plan for the future. This analysis includes acknowledgments of previous planning efforts and how the demographic and physical makeup of the community impacts the City’s planning for future growth. This chapter examines Temple’s history, profile of its people and existing condition of the elements listed below. • Historical Context: How initial and recent growth has shaped the City of Temple. • Character of the City: The character of Temple is defined by growth management trends, key areas of development, and the revitalization of strategic areas. • Demographics: Contains a detailed analysis of the present demographics of Temple. • Housing and Neighborhoods: Includes data regarding recent household costs and characteristics • Economic Prosperity: Summarizes the future economic outlook for the City of Temple. • Downtown Temple: A look at Downtown’s historical patterns and ongoing improvement efforts. • Growth and Development: Consists of information regarding floodplain and stormwater drainage, water and wastewater service areas, and community facilities and services. • Mobility and Transportation: Includes information on the existing transportation network and existing bicycle and pedestrian infrastructure. • Placemaking: Details special events and how they improve the quality of life of community members. • Public Safety: Contains existing conditions and data regarding public safety and community services.

TEMPLE COMPREHENSIVE PLAN

General Bruce Drive prior to the construction of I-35

Temple’s history is intrinsically tied to the growth of the Gulf, Colorado and Santa Fe Railway. Named for the company’s chief engineer

Early Growth

Bernard Moore Temple, today Temple has grown into a self-sustaining community with a thriving economic base. Temple continues to recognize and celebrate its deep roots and ties to its history as a railroad town and continues to benefit from its foundation as an early transportation center in Texas.

The railway company was instrumental in the early development of the City. The company built its shops in Temple, and the population and industry grew rapidly. The City of Temple, Texas was incorporated in 1882, and by 1884 had 3,000 residents. In 1890, Temple had a reported population of approximately 7,065 people.

Founding

Along with its growing and diverse population came a variety of industries. In 1891, the railway built the Gulf, Colorado and Santa Fe Railway Hospital to provide medical services to the railroad workers. The railway officials hired Dr. Arthur Scott as chief surgeon in 1892, who hired on Dr. Raleigh White in 1895. The two formed a partnership in 1897 and opened their first hospital together in 1904, recognizing a need to extend medical services beyond the railway workers to residents of Temple. This new venture eventually evolved into Scott and White Memorial, giving rise to one of the fastest growing healthcare systems in the 20th century: Baylor Scott and White Health.

Temple was founded in 1880 when the Gulf, Colorado and Santa Fe Railway purchased 187 acres from Jonathan E. Moore to develop a railroad junction point for the hundreds of miles of tracks that were spreading throughout the state. In January 1881, a post office was established and the town was officially named Temple, after the company’s chief construction engineer, Bernard M. Temple. By June 1881, the land had been surveyed and divided into lots for sale. Passengers were brought in from five different cities for a land auction.

The Temple Municipal Building is located at the southwest corner of West Adams Avenue and South Main Street.

TEMPLE COMPREHENSIVE PLAN

Diversifying and Flourishing Industries In 1930, Temple had a reported population of 15,345 people. The Great Depression slowed what had been a steady growth, but between 1940 and 1960, the population nearly doubled again from 15,344 to 30,419 people. While growth continued to be led by Templeâ&#x20AC;&#x2122;s expanding medical industry, its proximity to the railway and highway networks contributed to the growth of agriculture, education, manufacturing, and transportation sectors of the area economy. Industrial growth continued into the 1920s as American Desk Company (1921), a Coca-Cola bottling plant (1925), and Temple Junior College (1926) were formed. In the 1950s and 1960s Wilsonart and McLane Company were established in Temple, two of Templeâ&#x20AC;&#x2122;s largest non-medical employers with an international reach. By the 1970s, the Texas Agricultural Experiment Station (Texas A&M AgriLife) was established as a research substation in Temple, and the City became home to the offices of the United States Soil Conservation Service.

Recent Historical Growth By 1980, the population had risen to 42,483 people and to 49,851 by 1990. The 1990s saw a slowing of growth and even loss of population, but by 2000 the population had surpassed the 1990 population and increased to 54,514 people. Centrally located in the state and listed among major Texas cities, Temple represents a geographic and economic center of Texas which is anticipating continued growth in the City and surrounding areas. Section Sources: Texas State Historical Association

As a result of the 1920s growth of Scott and White Hospital, the Kyle Hotel was constructed.

CHAPTER 2 - COMMUNITY CONTEXT TEMPLE

Overview The development patterns of a city are influenced not only by the environmental conditions, but also by the priorities of the community and the development policies that enable certain patterns of growth. An analysis of these conditions can give the City an insight into why certain development outcomes have occurred.

Since recognizing this trend and the consequences of uncontrolled growth, the City has sought to strike a balance in how the City grows, shifting more attention back to downtown and capitalizing on reinvestment opportunities through the TRZ. In 1999, the TRZ was expanded to include downtown Temple, and again in 2010 to include the Temple Medical and Educational District (TMED).

Growth Management Trends Historically, development in Temple remained relatively compact and contiguous, centered on its economic drivers: the railroad and growing medical industry. In the 1950s, the City of Temple began to annex small areas along its outskirts, and made larger, strategic acquisitions to facilitate the growth of the rail and medical industries. Prior to 1980, most of the City’s incorporated area was east of I-35; however, beginning in the 1980s, the City began annexing westward. In 1982, the City of Temple created a Temple Reinvestment Zone (TRZ) west of I-35 with the intent of investing in new infrastructure to support economic expansion, including the airport. The 1980s also saw a significant shift in the general pattern of development across the City. The City’s 2008 Comprehensive Plan included an analysis of the history of the City’s development pattern and found that during “the early 1950s through the mid-1980s, the pattern of development occurred generally in a contiguous manner. Since 1986, however, development has become fragmented and scattered throughout the periphery of the City and throughout the ETJ.” The 2008 Comprehensive Plan noted several contributing factors to the change in development patterns, such as a lack of regulations outside the City limits, availability of water supplied by rural water providers, and other City and county policies that the plan identified as enabling a sprawling development pattern. 20

TEMPLE COMPREHENSIVE PLAN

The Historic District was formed to protect, improve, and continue the heritage and integrity of the property in the borders of the oldest residential part of Temple.

Key Areas of Development and Growth Pressures Temple faces the challenge of balancing and responding to the needs of different, yet related, development pressures, particularly between “old” and “new” areas of development and between residential growth and commercial growth. As growth rates and development pressures increase, it is critical for the City to focus on proactively planning for growth so as to not risk finding itself in a position of responding to it.

Economic Centers City leadership recognizes the need to protect the City’s economic assets to avoid the risk of incompatible development. The Temple Reinvestment Zone steers not only investment to these areas but also designates careful attention to developmental policies in and around these areas to promote their success.

Residential Development Temple continues to experience residential growth pressure to the south and west where new subdivisions are emerging. Likewise, commercial growth serving these residents is increasing and expected to continue. The City must plan for appropriate infrastructure, safety services, and recreation opportunities, among other municipal services in anticipation of potential traffic, safety, and quality of life needs that inevitably accompany growth.

Revitalizing Downtown and Stabilizing Older Neighborhoods Like many communities in the late 20th century, development in Temple moved away from the City center and into greenfields where land was plentiful, leaving downtown and older neighborhoods to decline. In recent years, the City has pursued strategies to revitalize downtown and to stabilize the surrounding historic neighborhoods, while also preventing deterioration in other vulnerable areas.

Community Character Community character goes beyond typical classification of land uses and accounts for the physical characteristics of the built environment, such as scale, density, and arrangement of buildings, and landscaping. These features influence the perceived quality of development and community appearance.

Environmental Factors Temple is located along the Balcones Fault on the northeastern tip of the Hill Country, and so lies on mixed geography of hills to the west and more gentle blackland prairie to the east. The areas to the west are characterized by low hills, creeks, and trees, and they are desirable for residential buyers. Floodplain, fault impacts, soils and tree cover continue to have an effect on the suitability of developable land in Temple.

New downtown mural

CHAPTER 2 - COMMUNITY CONTEXT TEMPLE

Source: U.S. Census Bureau American Comm. Survey

Source: Templeton Demographics

Source: U.S. Census Bureau and American Comm. Survey

74.5 %

Caucasian

2.6%

Less than 9th Grade

17.3 %

African-American

5.3%

9th to 12th Grade, no diploma

.4 %

American Indian / AK Native

25.7

High school graduate (includes equivalency)

Asian

Some college, no degree Associates degree

Two or more races

18.3%

Bachelorâ&#x20AC;&#x2122;s degree

Hispanic ethnicity

11.4%

Graduate or professional degree

Some other race

1.2% 26.6

TEMPLE COMPREHENSIVE PLAN

23.7% 13%

2.7 %

Source: U.S. Census Bureau and American Community Survey

Source: U.S. Census Bureau & American Comm. Survey

Source: U.S. Census Bureau and American Community Survey

Population The historic populations of Temple, Bell County, and Texas are illustrated in Figure 2.1, Historic Population 1980-2018. The population of Temple has grown at a slower pace than Bell County and Texas, but recent trends show that Temple is growing at a much faster rate than previous decades (15.4% since 2010).

Population Projection The population projections for the Temple, Bell County, and Texas are illustrated in Figure 2.2, Population Projections 2020-2040. Temple is projected to grow at the same rate as Bell County through the year 2040. The growth rate of Texas is significantly lower during the same time frame. The growth rate of Temple and Bell County, in comparison to the state, indicates growth in Central Texas is projected to be greater than Texas as a whole. This is due in part to the location of both Temple and Bell County within the “Texas Triangle” along the I-35 corridor. As mentioned in Section 2.2, Regional Context, the proximity of Temple to the four largest metropolitan areas in Texas will have an impact on Temple’s future growth and development.

FIGURE 2.1: HISTORIC POPULATION 1980-2018 Year

City of Temple

Bell County

Texas

1980

42,483

157,889

14,229,191

1990

46,109

191,088

16,986,510

2000

54,514

237,974

20,851,820

2010

66,102

310,235

25,145,561

2018

76,256

355,642

28,701,845

Percent Change 1980-2018

79%

125%

102%

Source: U.S. Census Bureau and American Community Survey

FIGURE 2.2: POPULATION PROJECTIONS 2020-2040 Year

City of Temple1

Bell County2

Texas2

2020

84,700

371,956

27,238,610

2030

102,028

430,647

28,994,210

20381 / 20402

112,056

494,582

30,305,304

Percent Change 2020 - 2040

32.3%

33.0%

11.3%

Source: 1Templeton Demographics and 22016 Regional Water Plan, Texas Water Development Board.

CHAPTER 2 - COMMUNITY CONTEXT TEMPLE

Educational Attainment The educational attainment for individuals 25 and older are listed in Figure 2.3, Educational Attainment of Population in 2017. Temple and Bell County both have a significantly higher high school graduation rate than the state of Texas. The number of people in Temple who attended college is lower than the county rate, but higher than Texas. There is also a substantially higher rate of individuals with graduate or professional degrees in Temple than in Bell County or Texas. Temple and Bell Countyâ&#x20AC;&#x2122;s overall higher rate of educational attainment could be partially attributed to its location within Central Texas, which is home to a higher number of state and private universities compared with the western half of the state.

Race The racial composition of Temple, Bell County, and the state of Texas is illustrated in Figure 2.4, Racial / Ethical Composition in 2017. The population of Temple is predominately Caucasian and the second largest racial population is African-American. The racial composition of Temple is similar to the state of Texas, however, Bell County has a lower percentage of Caucasians, while there is greater representation of all other listed groups within the county. An analysis of racial composition from 1990 - 2017 has shown that the Caucasian population has increased in the City of Temple, while the number of African-Americans has decreased. County data indicates an increase in African-American population during the same time period.

TEMPLE COMPREHENSIVE PLAN

FIGURE 2.3: EDUCATION ATTAINMENT OF POPULATION IN 2017 City of Temple

Bell County

Texas

Did not graduate from High School

16%

High School Graduate

92%

84%

Some College/Bachelorâ&#x20AC;&#x2122;s Degree

55%

58%

48%

Graduate or Professional Degree

11%

10%

Education Level

Source: U.S. Census Bureau and American Community Survey

FIGURE 2.4: RACIAL / ETHNIC COMPOSITION IN 2017 City of Temple

Bell County

Texas

Caucasian

74.5%

66.1%

79.2%

African-American

17.3%

24.0%

12.7%

American Indian / AK. Native

0.4%

1.1%

1.0%

Asian

2.0%

3.3%

5.0%

Some Other Race Alone

0.1%

0.9%

0.1%

Two or More Races

3.5%

4.6%

2.0%

26.6%

23.2%

37.7%

Race

Ethnicity Hispanic Source: U.S. Census Bureau and American Community Survey

Income and Poverty Figure 2.5, Median Household Income in 2017 illustrates the median household income for Temple, Bell County, and the state of Texas for 2017. The median household income for Temple is approximately equivalent to Bell County, which is less than Texas. This income level disparity between the state and local level could be likely attributed to higher than average household income levels of some of the largest urban areas in Texas (Dallas-Ft. Worth, Houston, San Antonio and Austin). Compared to its peers, the Killeen-Temple-Belton MSA has a lower number of households with an income above $100,000 (17 percent) and a higher number of households making between $25,000 and $49,999 (27 percent). Like income levels, the MSA has more housing at the lower end of the spectrum (below $199,999) than the I-35 corridor, the state, and the US.1

FIGURE 2.5: MEDIAN HOUSEHOLD INCOME IN 2017 2017 Households

2017 Median Household Income

Temple

27,395

$49,970

Bell County

122,333

$52,479

9,623,874

$59,206

Jurisdiction

Texas

Source: U.S. Census Bureau and American Community Survey

FIGURE 2.6: POVERTY IN 2017 2017 Total Population

2017 Below Poverty Line

2017 % Below Poverty Line

Temple

73,395

10,912

14.9%

Bell County

336,805

47,084

14.0%

27,676,343

4,076,905

14.7%

Jurisdiction

Texas

Source: U.S. Census Bureau and American Community Survey

Figure 2.6, Poverty in 2017 illustrates the number of residents living below the poverty line in Temple, Bell County, and the state of Texas for 2017. The income levels represented in Bell County are not at the levels represented in larger metropolitan areas and skews incomes levels of smaller cities. The poverty level represented in Bell county and the City of Temple is similar to the State of Texas at 15 percent.

CHAPTER 2 - COMMUNITY CONTEXT TEMPLE

Housing characteristics are an important part of a community snapshot. Shifts in the make-up of households; as well as the type, age, and price of housing, can determine what type of housing will be needed in the future. This section contains housing information from the 2010 and 2017 American Community Survey Five-year Estimates. In the 2018 Templeton study, the study documented 24 subdivisions with active new home building, and an additional 25 future planned developments on the horizon. Within the city limits there were approximately 1,430 single family lots available to build and an additional 6,725 planned future single family lots. The study projected that Temple would see approximately 700 â&#x20AC;&#x201C; 750 new housing starts annually for the next 5 to 6 years. Since 2010, multi family development has been uneven until recently, as several new projects have been approved and constructed. In 2017 and 2018, 667 multi family units have been built, with others in the pipeline as of 2020. Much of the interest has been located in South Temple along the S. 31st corridor, a high growth area near the Baylor Scott and White campus and TMED employment center.

Household Characteristics Between 2010 and 2017, the amount of occupied housing units grew by 27 percent and the population in households grew by over 11 percent. There are fewer inhabitants in non-family households than in family households and the average household size rose from 2.67 in 2010 to 2.69 in 2017. The median household income in 2017 was $49,970 which is lower than the state figure and Bell County. In addition, in terms of occupancy characteristics, around half of inhabited units are owned and half are rented. Since 2010, the increase of renter-occupied units outpaced the decrease of owner-occupied units. The vacancy rate is low and fell from 20.8 in 2010 to only 2.3 in 2017, suggesting that there is need for housing. See Figure 2.7, Household Characteristics. 26

TEMPLE COMPREHENSIVE PLAN

Housing Stock Characteristics As shown in Figure 2.9, Housing Type and Unit Breakdown, most housing units are single-family detached units, although the amount of single-family attached units is growing.

Cost of Housing The median property value increased in 2010 to 2017 from $107,100 to $132,200. Median gross rent also rose over fifteen percent. Based on the cost of median property values, it is apparent that there is a demand for additional affordable housing as Temple keeps expanding. See Figure 2.11, Cost of Housing. FIGURE 2.7: HOUSEHOLD CHARACTERISTICS 2010

2017

% Change

Total Occupied Housing Units

23,359

29,662

26.98%

Population in Households

63,151

70,228

11.21%

Average HH Size

2.67

2.69

0.75%

Family Households

54,389

58,517

7.59%

Population in Family Households

15,878

16,687

5.10%

Average Family HH Size

3.29

3.42

3.95%

Non-Family Households

9,313

11,711

25.75%

$47,240

$49,970

5.78%

Median Household Income

Sources: 2017 - 2013-2017 ACS 5-Year Estimates Tables B09019, DP04, S1101 and 2010 - 2006-2010 American Community Survey 5-Year Estimates Tables B09019, S110.

FIGURE 2.8: OCCUPANCY CHARACTERISTICS Occupancy Characteristic

2010

2017

Total Housing Units

28,005

29,662

5.9%

Occupied Housing Units

23,359

26,127

11.8%

Vacant Housing Units

4,646

3,535

-23.9%

Vacancy Rate

% Change

20.8

2.3

-88.9%

Owner Occupied

14,132

14,111

-0.1%

Owner Occupancy Rate

60.5%

54.0%

-10.7%

Renter Occupied

9,227

12,016

30.2%

Renter Occupancy Rate

39.5%

46.0%

16.4%

Sources: 2013-2017 and 2006-2010 ACS 5-Year Estimates Table DP04: Selected Housing Characteristics.

FIGURE 2.9: HOUSING TYPE AND UNIT BREAKDOWN 2010

2017

Total:

28,005

29,662

1, detached

18,100

19247

1, attached

409

581

1293

1398

3 or 4

1392

1243

5 to 9

2775

2247

1722 625

1940 670

10 to 19 20 to 49

Sources: 2013-2017 and 2006-2010 ACS 5-Year Estimates Table B25024: Units in Structure.

FIGURE 2.10: AGE OF HOUSING STOCK Decade of Construction Housing Units (Total)

1939 or Earlier

26,127 -

All Housing Types Percentage

1940- 1960- 1980- 20001959 1979 1999 2009

2010 or later

1,262

3,479

6,955

6,820

5,241

2370

13%

27%

26%

20%

Source: 2017: 2013-2017 ACS 5-Year Estimates, B25127: Tenure by Year Structure Built by Units in Structure.

FIGURE 2.11: COST OF HOUSING Sources: 2017 - 2013-2017 ACS 5-Year Estimates, 2010 - 2006-2010 American Community Survey 5-Year Estimates, DP03: Selected Economic Characteristics; DP04: Selected Housing Characteristics

Source: 2013-2017 and 2006-2010 ACS 5-Year Estimates Tables DP03: Selected Economic Characteristics and B25064: Median Gross Rent.

Example of typical housing in the Temple Historic District

CHAPTER 2 - COMMUNITY CONTEXT TEMPLE

Labor and Industry The rapid growth projected for Temple and the quality of life favors Temple for high-quality development potential. With further business recruitment and City revenue growth and diversification, the economic growth outlook is strong. Economic development efforts are focused on enticing quality retail development, light industrial, small corporate headquarters, and quality of life elements. These endeavors will be necessary to support sufficient growth for sales tax and utility revenues to support the public’s vision and needs as portrayed in this Plan.

Labor Market Similar to the population, the MSA’s civilian labor force grew by 5.4 percent since 2010. With an average unemployment rate of 4.2 percent in 2017, the MSA has reached full employment. Since the 2007–2009 recession, the Killeen-Temple MSA has experienced erratic employment levels, reaching a low of 184,431 jobs in 2013 to a high of 194,865 in 2017. These fluctuations are likely explained by changes in troops stationed at Fort Hood. From 2008 to 2013, the MSA lost 8,352 jobs, but regained those lost jobs and more by 2017. Labor force participation in the MSA is much lower than the I-35 corridor, the state, and the US, signaling that people could return to the workforce under the right conditions.

Composition The three largest industries by total number of jobs in the MSA are healthcare & social assistance, education, and retail trade. These are also the top three industries for the I-35 corridor, the state, and the US. The MSA has a lower percentage of manufacturing and professional services jobs than the state and the US. Federal government (civilian) and education are industries that have significant concentrations (above 1.25 Location Quotient, with 1.0 being average concentration). 28

TEMPLE COMPREHENSIVE PLAN

Downtown street corner in Temple

Between 2012 and 2017, retail trade, healthcare & social assistance, and lodging, restaurants, & bars were the industries that added the largest number or jobs. Information, federal government (civilian), and transportation & warehousing were the only industries to lose jobs over this time period.

Occupational Clusters The three largest occupational clusters by total number of jobs in the MSA are office & administrative support, sales & related, and food preparation & serving related. These are also the top three occupational clusters for the I-35 corridor, the state, and the US. Based on the state and the US, the MSA has fewer construction & extraction, production, and management jobs. The percentage of healthcare support and protective service jobs stand out as slightly above the state and the US. In terms of concentration of jobs (LQs), the MSA has a number of significant concentrations as seen in the healthcare practitioners & technical; protective service; education, training, & library; and healthcare support clusters.

Commuting

industries for the MSA, such as manufacturing, wholesale trade, and transportation & warehousing, export more workers than they draw in.

Targeted Industries • Business support services • Computer services • Consulting services • Corporate headquarters • Engineering services • Credit intermediation • Software publishers • Health and life sciences • Medical apparatus • Process & laboratory instruments • Optical instr. & ophthalmic goods • Surgical & dental instr. & supplies • Medical laboratories • Biological products • Biopharmaceutical products • Diagnostic substances Section Sources: Templeton Demographics, TIP Strategies

Employed workers who live in the Killeen-Temple-Fort Hood MSA exceed the number of jobs in the metro area, resulting in net outbound commuting. In 2015, 16,261 more workers commuted out of the MSA than commuted in for work. Due to population growth in the MSA and the I-35 corridor, all commuting groups (outbound, inbound, and live and work in the MSA) have increased for the MSA. 36 percent of MSA workers live in either Killeen or Temple. Similarly, 35.2 percent of MSA residents work in these two cities. Outside the MSA, Austin was the destination for the largest percentage of outbound commuters (6.4 percent). Healthcare is the only industry where more workers commute into the MSA than commute out for work. Key

CHAPTER 2 - COMMUNITY CONTEXT TEMPLE

Existing Conditions

of downtown and can serve as a catalyst for revitalization efforts in downtown Temple.

Historic Buildings

Street Network and Connectivity

Over the past several years, Temple has made progress building off its existing assets. In downtown there is a strong supply of historic buildings and infrastructure that has been left intact and still influences the development pattern of downtown. Buildings are generally two or three stories, with a few towers; however, many of the historic buildings have been altered over the years or left to deteriorate and will require restoration.

The historic street grid with short blocks has been left intact makes for good connectivity and walkability potential in downtown. However, many of the streets are focused on vehicles, with sidewalks lacking pedestrian enhancements, reducing the desirability of walking. An exception to this is the area around Main Street and 2nd Street, south of Adams Street, and the new South First Street reconstruction.

A number of landmark buildings are located throughout the downtown, including the Santa Fe Depot, Moody Depot, and MKT Depot. In 2005, the Temple Commercial Historic District was established as part of the National Register of Historic Places, which provides opportunities for preservation tax credits for 112 contributing historic structures. There is a concentration of buildings along Main Street, South 2nd Street, and South 4th Street, south of Adams Street. This area is the most walkable and has the greatest variety of uses and activity

Land Uses and Activity Centers Land is generally under-utilitzed, with a significant amount of land given to parking and storage lots. Land uses are predominantly commercial, business, and government oriented with a limited selection of restaurant and entertainment uses. Surrounding downtown are historic neighborhoods that could potentially use downtown if more restaurants or neighborhood-serving commercial areas were available. In addition, public transit and the library currently exist in downtown. The annual Bloominâ&#x20AC;&#x2122; Temple Festival also takes place in downtown in the three-block festival grounds managed by the Parks Department.

Downtown Temple contains offices, shops, locations for events, and restaurants.

TEMPLE COMPREHENSIVE PLAN

As referenced earlier, Temple’s growth remained relatively close into the city center until the latter half of the 20th century when it started growing geographically. However, the cost of city expansion beyond the city center came at the cost of declining downtown and surrounding neighborhoods.

2014 Downtown Strategic Plan In its efforts to revive the “heart of the city,” the Downtown Temple Strategic Plan was developed in 2014. This document defined a study area and identified challenges and opportunities for investment and development in the downtown area and outlined a strategic plan for implementation. This plan established a vision for pedestrian connectivity, activated streetscapes, new residential in downtown, and a new civic center. Since this planning effort, public investment has significantly increased in downtown Temple. FIGURE 2.12: 2014 DOWNTOWN PLANNING AREA

Recent Activity The 2014 planning effort identified certain public improvements that could be catalyst projects that would, in turn, spur private investment and redevelopment. Temple’s downtown has a good framework to create a hub of activity with a mix of new and old buildings, land uses, and rotating “peak hour” demand. Recent activity includes the completed Santa Fe Plaza and adjacent office complex, development of the downtown linear park, South 1st Street street improvements, and several new downtown tenant finish-outs. The partnership between the City and developers of the Hawn Hotel site, Arcadia and Sears Building includes a public parking garage and hopefully becomes a major step forward for eastern downtown. Also on the coming-soon list is the construction of a new parking garage at South 1st and Avenue A that will provide public parking relief near employment buildings and public activity centers. North of Adams on Main Street, recently-issued facade grants are returning historic buildings to their historic origins for retail and restaurant tenants. Downtown Temple is at the cusp of becoming a destination not just for civic and office functions but bringing in new residents and evening activities, in addition to planned cultural enhancements such as the new children’s museum and outdoor gathering spaces.

Source: 2014 Downtown Strategic Plan

CHAPTER 2 - COMMUNITY CONTEXT TEMPLE

Utility Systems/Growth and Capacity The five main utility systems serving the residents of the City of Temple are owned and operated by the City. These systems include Source, Water Distribution Team, Wastewater Collection Group, Wastewater Treatment, and Environmental Programs. This allows Temple a great deal of local control with regard to influence on development and funding opportunities for key City projects. Ownership of utility systems provides direct benefit to the local economy, particularly for job attraction and strategic economic development efforts. Utility ownership provides a distinct recruitment tool for economic development due to consistent cost, dependable service, and the capacity to provide infrastructure to retain and encourage business. The Leon River supplies surface water for one of Templeâ&#x20AC;&#x2122;s Water Treatment Plants, and runs it through a treatment process so that it is safe to drink. Daily, the City pumps 15 million gallons of water on average, which is equivalent to 23 olympic-size swimming pools. The City of Temple Utility Business Office (water and wastewater) is locally owned and managed. Ownership of both utilities provides for enhanced local government efficiency by sharing of staff, equipment, and resources. Community governance allows matching local resources to local needs and a commitment to conservation, safety, and nature. In the future, the City should be proactive and take actions to maintain local control of the utilities and the decision whether or not to decide into competition for its consumer/residents.

TEMPLE COMPREHENSIVE PLAN

The management of stormwater drainage, providing enough clean drinking water, and safe delivery and treatment of wastewater is important for the health and well-being of any community. In the warm climate of Central Texas, this requirement can be felt much more deeply. In the past, the City has established policies and practices to ensure the provision of these important utilities and to drive community development. As growth continues to happen at a fast rate in Temple, it is imperative that the infrastructure system grows concurrent with the expansion of the City and stays properly maintained.

Floodplain and Drainage System The flat topography of Central Texas can lead to rapid drainage and flash flooding in storms. Stormwater falling on the ground adjacent to Temple moves downhill until it drains into the creek and lakes in Temple. The Leon River runs along the southwest border of Temple. With further growth usually comes expanded impervious cover and the possibility for a rise in flooding. The Drainage Division of the Street Department was established in 1998 to tackle the drainage problems in the City of Temple. The Drainage Division performs the upkeep of stormwater drainage infrastructure, containing streams, concrete drainage flumes, and grassed detention ponds. A few areas in downtown Temple are in the floodplain (see Map 2.1, Floodplain and Drainage). As a result, it is important to ensure that working drainage structures and/or channels are available to manage flood conditions when necessary. The entire City and ETJ of Temple are in the Trinity Aquifer contributing zone.

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CHAPTER 2 - COMMUNITY CONTEXT TEMPLE

Water Service

Wastewater Service

The supply of potable water for the City of Temple is surface water which comes from the Leon River south of Belton Lake and is found in the Brazos River Basin. The City of Temple has two water treatment plants. Along the Leon River, the City owns and operates a surface water treatment and membrane water treatment plant (WTP). One plant is a conventional treatment plant that has a maximum treatment capacity of 29.4 million gallons per day (MGD). The second treatment plant is a micro-filtration pall membrane treatment plant. The membrane plant has a maximum capacity of 11.6 MGD. Temple contracts with the Brazos River Authority (BRA) for 30,453 acre-feet of water each year, obtaining their supply from the Leon River, downstream from Belton Lake. Assuming current per-capita intake persists, there is a possible requirement to upgrade the plant. It is important that the City continues to serve as good stewards of its water supply.

The capacity of the Temple-Belton wastewater treatment plant is 10 million gallons per day. The capacity of the Doshier Farms wastewater treatment plant is 7.5 million gallons per day. Two wastewater treatment facilities serve Temple. The operation of the Temple-Belton Wastewater Treatment Plant, located in Belton, is funded by The City of Temple and the City of Belton. The other wastewater treatment plant, located on the east side of Temple, is the Doshier Farm Wastewater Treatment Plant, funded by the City of Temple. The City of Temple also provides funding to maintain all 31 City-owned lift stations. An agreement with the Brazos River Authority achieves this. The majority of Temple is covered by the wastewater collection system with the exception of the west side of the City. Map 2.3, Wastewater Service Area, illustrates the wastewater service area and a one-quarter-mile potential expansion buffer.

Storage and pumping capacity will need to be increased incrementally as service population rises. To maintain operating costs, regular rate increases should occur as necessary. In addition, every five years, state law requires the re-calculation of impact fees to address growth and new connections.

The City accomplishes significant water savings by supplying direct reuse to one of the Cityâ&#x20AC;&#x2122;s highest water customers, Panda Power. Since 2014, the City has supplied almost five billion gallons of reclaimed wastewater to Panda Power to use in their power plant cooling towers. Additionally, the City uses reclaimed wastewater to supplement irrigation at Wilson Park and the Cityâ&#x20AC;&#x2122;s tree farm on the east side of Temple. In the past five years, 20 percent of all of the water dispersed in the utility system was reclaimed and reused.

Panda Power Plant

TEMPLE COMPREHENSIVE PLAN

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TEMPLE COMPREHENSIVE PLAN

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MAP 2.3: WASTEWATER SERVICE AREA (CCN)

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Overview of Existing Zoning System Templeâ&#x20AC;&#x2122;s zoning regulations determine the mix of land uses within the City limits, consisting of residential, commercial, and agricultural uses. Commercial zoning is located mainly on Interstate 35, Texas 363 Loop, other arterials and the City center. Residential zoning is spread all over the City as displayed on Map 2.4, Existing Zoning Map. Figure 2.13, Existing Zoning, lists all of the zoning districts and their existing acreage.

FIGURE: 2.13 EXISTING ZONING Existing Land Use

Total Acreage

% of Total Land Use

649

1.4%

Single-Family Dwelling 1

3,619

8.0%

Single-Family Dwelling 2

3,245

7.2%

Single-Family Dwelling 3

Urban Estate

1,164

2.6%

Single-Family Attached Dwelling 1

0.1%

Single-Family Attached Dwelling 2

0.1%

Single-Family Attached Dwelling 3

0.1%

Within the City limits, agricultural lands make up the largest percentage of land, followed by Light Industrial, Single-Family Residential, and General Retail. Agricultural makes up about 41 percent of all land in the City, suggesting that there is a large quantity of property available to be further developed.

Two-Family Dwelling

2,140

4.7%

Multiple-Family Dwelling 1

224

0.5%

Multiple-Family Dwelling 2

751

1.7%

Multiple-Family Dwelling 3

0.0%

Office 1

111

0.2%

Office 2

324

0.7%

Neighborhood Service

173

Within Temple there are 16,200 vacant acres of land (38%). Residential acres make up 20,500 acres (79% of development land). The build-out population potential of Temple at current development pattern is approximately 160,000-180,000.

0.4%

General Retail

2,475

5.5%

Central Area

190

0.4%

Commercial

1,902

4.2%

Light Industrial

8,216

18.1%

Heavy Industrial

837

1.8%

17,694

39.0%

Manufactured Home

0.1%

Mixed Use

211

0.5%

TMED/SD-C, TMED/SD-H, TMED/SD-T, TMED/SD-V

487

1.1%

TMED/T4

0.1%

TMED/T5-C

241

0.5%

TMED/T5-E

0.2%

TMED South

0.1%

Golf Course

355

0.8%

45,370

100.0%

Agricultural

Total

TEMPLE COMPREHENSIVE PLAN

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MAP 2.4: EXISTING ZONING MAP

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CHAPTER 2 - COMMUNITY CONTEXT TEMPLE

Existing Thoroughfare System The condition of a city’s transportation system can influence the quality of life for its citizens. Positive vehicular flow enables residents and visitors to easily travel from place to place resulting in a healthy functioning urban system. The present preferred method of transportation for the inhabitants of Temple is by motor vehicle, while walking and bicycling are other secondary options. Temple is situated along the Interstate 35 corridor, a major expressway which runs generally north-south through the City. H. K. Dodgen Loop provides circular flow around the City, connecting key corridors. Some of the major arterial streets throughout the City include Airport Road, Adams Avenue, Avenue H, 31st Street, 3rd Street, and 1st Street. See Map 2.5, Major Existing Thoroughfares.

Local and Regional Initiatives A regional transportation study was completed in 2013 to determine recommended solutions to solve the growing transportation needs in and outside of Temple and in the greater Bell County region. Top needs in the study include the following. • 95% of survey respondents indicated that transportation needs were substandard.

Since traffic on Interstate 35 is often congested, residents are forced to use alternate routes. Other roads that are utilized include the following. • NW H K Dodgen Loop; • Highway 190; • Airport Road; and • Highway 317.

In the future, the City will continue to evaluate solutions to enhance connectivity throughout Temple. Connectivity around Temple is important to provide residents and visitors easy access around the City.

TEMPLE COMPREHENSIVE PLAN

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Overview of Existing Bicycle and Pedestrian Facilities The Killeen-Temple Metropolitan Planning Organization is responsible for establishing a continued, cooperative, and comprehensive transportation planning process within the urbanized areas of Bell County, where Temple resides. Bicycle and pedestrian facilities play a vital role in creating a multi-modal transportation system. Bike lanes, sidewalks, and other facilities provide an easy and safe way for people to access public transportation systems. By providing a safe route to transit stops and public facilities more people are likely to use public transit, likely resulting in decreased traffic congestion and improved air quality.

Pepper Creek Hike and Bike trail is a three and a half-mile concrete path, and is one of Templeâ&#x20AC;&#x2122;s most beautiful trails. It is routed along the creek and travels along wooded areas. With a width of 12 feet, it is truly a hike and bike trail. Along the way you will find waterfalls, sculptures, and seating areas, as well as marked native plants to the area. In May of 2015, the voters of Temple approved a $27.6 million bond was passed, that included a wide variety of projects spanning across the entire City. Upgrades to select neighborhood parks, three new community parks, upgrades to athletic facilities and recreational centers, a deep water pool constructed at Lions Junction Family Water Park, as well as trail connections.

Currently, most residents in Temple get around by car, but with added infrastructure catering to bicyclists and pedestrians there could be more of an interest in the community to reduce reliance on cars. At this time, it can be challenging or dangerous to bicycle in the City of Temple. Depicted on Map 2.6, Existing Bicycle and Pedestrian Facilities, are the existing sidewalks and trails in the City of Temple. There are approximately 140 miles of sidewalks and 26 miles of trails in the City. There are 23 existing trails in Temple. The Pepper Creek Hike and Bike Trail is one of the longest trails that Temple has to offer. Connections between neighborhoods, parks, and major arteries are established with these trails, and provide recreation opportunities for community members. FM 2305 Hike and Bike Trail is a highly used five-mile concrete hike and bike path that runs parallel to FM 2305. This trail also connects other parks and trails in area.

Trails provide important connections in the community for bicyclists and pedestrians.

TEMPLE COMPREHENSIVE PLAN

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CHAPTER 2 - COMMUNITY CONTEXT TEMPLE

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100-YearTrail Floodplain Existing 500-YearSidewalk Floodplain Existing Temple City Limits Temple ETJ Nearby Cities Nearby ETJs Major Roads Minor Roads County Creeks Water Bodies

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TEMPLE COMPREHENSIVE PLAN

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The Temple Historic District was established to protect, improve, and preserve the heritage and integrity of the property in the limits of the oldest residential part of Temple (see Map 2.7, Temple Historic District). The Historic Preservation League of Temple was established to preserve and enhance this unique neighborhood while also promoting community pride. The League consists of an elected board of directors, collects dues from members, and has a yearly membership meeting.

AV E

Character and placemaking components are critical to creating a positive impression of Temple. These components can be comprised of gateways into the City, beautification features, corridor enhancement areas, etc. The City has an Interstate 35 Corridor Overlay District which determines the constraints for development of properties adjacent to Interstate 35.

The Historic District hosts a number of special events throughout the year that attract local and regional attendees. These events are organized collaboratively with City departments or other community organizations. These events offer a multigenerational experience for citizens, and create a lively community. Some events in the District include an Easter egg hunt, a July Fourth Parade, Oktoberfest, and a Christmas Hayride and Caroling Event.

WP A RK AV E

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Character and Placemaking

WR OYA L AV

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reside and work in Temple have with the built-environment and with eachother. This consists of the character and placemaking components which set the City apart, the cultural and historical heritage of Temple, important opportunities for meeting with friends and neighbors, and the general quality of life in the area.

MAP 2.7: TEMPLE HISTORIC DISTRICT

N 13

Community livability is heavily impacted by the encounters of residents and workerso the combination of daily encounters of people who

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A few of the annual events that take place in Temple are:

Quality of Life

• Bloomin’ Temple Festival – a two day festival that takes place the last

When asked during the community engagement part of this planning process, it was evident that one of Temple’s greatest strengths is quality of life. Community survey respondents were asked how happy they were with the City of Temple based on general quality of life. More than 85 percent indicated they were very satisfied or satisfied with the quality of life. Based on citizen responses, the things that most identified as adding to the quality of life in Temple are:

weekend in April in downtown Temple and has music, arts and crafts, food, a carnival, and activities for kids. • Summer Concert Series – takes place each Friday during the summer in a park. • Haunted Hayride – this hayride runs along the Reuben D. Talasek Bend of the River. • Bend of the River Christmas – contains sledding, drinks, and crafts. • Father Daughter Dance – takes place in February. • Christmas Parade – in downtown Temple and happens on the first Monday in December. • Fourth of July All American Family Fun Fest and Fireworks Show – this event has food, music, and fireworks.

• safe place to raise a family; • close to work; • proximity to Austin; • affordable; • good schools; • sense of community; and • cost of living.

The public feedback also indicated specific threats that could adversely affect the quality of life in Temple. A few of these factors are unmanaged growth, traffic, and increased housing prices, amongst others.

Fourth of July All American Family Fun Fest and Fireworks Show

CHAPTER 2 - COMMUNITY CONTEXT TEMPLE

Community Facilities and Services Parks & Recreation The City of Temple has 1,461 acres of parkland. A few of the amenities found in City parks include sports fields, playgrounds, trails, and a skating facility. The City completed an update to its parks master plan in December 2019. The parks system in Temple consist of various types of parks that are depicted below: • Regional Parks: Regional parks can serve entire cities or multiple cities and accommodate festivals and other special events. Other activities can

Oak Creek Park

include fishing, hiking, and wildlife viewing. • Community Parks: Community parks primarily serve multiple neighborhoods and contain athletic fields and large playgrounds. They offer both active and passive recreation. Better vehicular accessibility than neighborhood parks. Community parks in Temple consists of Miller Park, South Temple Park, and Southwest Community Park. • Neighborhood Parks: Neighborhood parks primarily serve individual neighborhoods and are typically within walking or biking distance. These parks contain playgrounds, walking paths, picnic areas, and ball fields. Neighborhood parks include Conner Park, Draughon Park, and Echo Village Park.

Lions Junction Water Park

• Greenspace and Natural Areas: Greenspace and natural areas typically include passive recreation and conservation lands. • Special-use Facilities: Special use facilities are constructed to accommodate specific recreational activities. Special-use facilities in Temple include Baker Baseball Field, Reuben D. Talasek Bend O’ The River, Kenny Martin Park, Marvin Fenn Recreation Area, and MLK Festival Grounds. • Pocket Parks: Pocket parks are designed for passive recreation and are typically within walking or biking distance.

Jefferson Park

TEMPLE COMPREHENSIVE PLAN

Library The three-story Temple Public Library is located at the intersection of West Adams Avenue and North Third Street in downtown. The first floor contains a teen space, reading lounge, childrenâ&#x20AC;&#x2122;s department, and storytime room. The second floor includes adult fiction and nonfiction, genealogy room, local history room, quiet room/reading room, and internet stations. Recently, the library has addressed the increasing need for e-resources by adding numerous digital systems and context.

In addition to library resources, the facility also provides programs, exhibits, and events. Storytimes, after school programs, and monthly and seasonal events are additional activities that are offered for kids. Teen and adult activities are also offered including a day adult coloring program. The library offers family events including family story time. Library staff presently consist of one director, one secretary, one reference supervisor, reference staff, youth services, circulation supervisor, and an outreach coordinator. The library also offers a bookmobile for residents who are unable to come to the library.

Temple Public Library

CHAPTER 2 - COMMUNITY CONTEXT TEMPLE

Police Department The Temple Police Department is located in the center of downtown at the intersection of East Avenue A and South Sixth Street and presently consist of 154 sworn officers and 39 non-sworn employees. Below are community support functions or programs in which the Police Department is involved: • National Night Out. There were 38 locations in the City of Temple. Fortyfour officers participated along with 11 civilian teammates who had the chance to get to know 3,250 residents. The Temple Police Department partakes in National Night Out as a way to connect with residents to build safer, more caring communities. The event lets citizens connect with their neighbors and mingle with first responders in a comfortable atmosphere; • Coffee with a Cop; • DEA National Take Back Day; • Chips n Salsa with the Chief; • Blue Santa Golf Tournament; • McLane Children’s Safe Kids Day; • Burgers with the Badge; • Citizen’s Police Academy; and • J.C. Penny Back to School Safety Bash.

Additionally, the Criminal Investigations Division consists of the following. This division focuses on reducing crime in the community. • Violent Crimes Unit. This unit focuses on crimes against persons; • Special Crimes Unit. The Special Crimes Unit is responsible for crimes involving kids; • Property Crime Unit. The Property Crime Unit examines property crime that involves robberies, burglaries, vandalism, financial crimes, and automobile theft; and • Special Investigations Unit. This unit is charged with the control of prohibited possession, production, and dissemination of controlled substances. Temple Police Department - COPS Unit

TEMPLE COMPREHENSIVE PLAN

Fire Department The City of Temple has eight fire stations. Services offered by the department consist of fire, first responder type of EMS system with paramedics on all fire department engine companies, emergency management, vehicle extrication, hazmat and other specialized rescue services. Transportation of patients is provided by private service. Currently, there are 121 sworn personnel. Currently, the Temple Fire Department responds to over 12,500 calls for help each year. As Temple continues to expand, so will the need for firefighters. The Fire Marshal’s Office manages fire inspections and fire safety. The permitting process is handled out of the Fire Marshal’s Office. The fire inspections services include emergency gate access and the knox box order process. The equipment available to the Fire Department includes the following: • 1 command vehicle; • 3 ladder trucks; • 2 rescue/haz-mat vehicle; • 5 paramedic engine companies; and • 2 paramedic squad companies.

The Fire Department has an active role in the community by participating in numerous public events. These events are listed below: • Fire Prevention Day; • Kid Fish; • Fire Safety Day; • Rescue Elves Fund raiser; • Retiree Breakfast; • Hometown Heroes Game!; • September 11th Memorial Service; • Ham and Bean Bake to benefit United Way; and • Cen-Tex 9/11 Memorial Stair Climb.

Temple Public Safety Training Center

CHAPTER 2 - COMMUNITY CONTEXT TEMPLE

School Systems Temple has four independent public school districts including Temple Independent School District (TISD), Belton Independent School District (BISD), Academy Independent School District, and Troy Independent School District (Troy ISD). The Temple Independent School District (TISD) has 8,700 students as of 2018 enrolled in TISDâ&#x20AC;&#x2122;s eight elementary schools, three middle schools, one high school, two academies, and one alternative education center. Belton Independent School District (BISD), covers the west and southwest areas of Temple. There are approximately 9,200 students enrolled in this school district as of 2019. Many of these students live on the west side of Templeâ&#x20AC;&#x2122;s city limits and ETJ.

Lakewood Elementary School

TEMPLE COMPREHENSIVE PLAN

Academy Independent School District has 1,740 students enrolled for the 2019 to 2020 school year. The district consists of one elementary school, one middle school, one high school, one intermediate school, and Bell County Alternative School. Troy Independent School District (Troy ISD) has 1,550 students enrolled. The district has two elementary schools, a middle school, and a high school.

TEMPLE COMPREHENSIVE PLAN

One of the main functions of a communityâ&#x20AC;&#x2122;s comprehensive master plan is to ensure that a city continues down a path that best meets the needs and desires of its residents today and into the future. As part of the planning process, obtaining community feedback provides important understanding into the existing and future needs of the public. Through evaluation of the public responses, critical knowledge can be collected regarding the desired vision for Temple in the future. Various engagement techniques were used to gain knowledge of the communityâ&#x20AC;&#x2122;s opinions and suggestions. Using a variety of engagement approaches, people were given several opportunities to express their ideas in a number of different forums. Highlights from the engagement process are summarized in this chapter. The engagement process reveals what the public believes Temple should develop, expand, and redevelop over time. For Temple, the vision identifies how the City can achieve its potential of being a live, work, play destination â&#x20AC;&#x201C; while keeping the charm and sense of place that makes Temple what it is today.

Temple citizens engaged in the development of the new future development map.

CHAPTER 3 - ENGAGEMENT AND VISION TEMPLE

The Temple Comprehensive Plan is a plan for the whole community, consisting of citizens, business owners, and property owners. Consequently, a vigorous community engagement program was undertaken to engage the community in the planning process. This section provides a brief summary of the various engagement methods.

TEMPLE COMPREHENSIVE PLAN

STAKEHOLDER MEETINGS

ADVISORY COMMITTEE MEETINGS

TECHNICAL REVIEW COMMITTEE MEETINGS

PUBLIC OPEN HOUSES

PUBLIC SURVEYS

Open houses provide residents the opportunity to give their feedback about importation issues.

Stakeholder Focus Groups Stakeholders engaged in the Temple planning process included community, leaders, business owners, residents, and other engaged stakeholders who actively participate in key roles throughout the commuity. Eleven (11) stakeholder meetings were conducted with these groups throughout the process to hear directly from key citizen stakeholders regarding the needs of the community. The stakeholders were divided into focus groups by special topic. The focus groups formed included: 1. Residential Development 2. Commercial Development 3. Recreation/Indoor Outdoor Sports Users 4. Parks Amenities 5. Downtown 6. Trails

Stakeholder Committee

7. Open Space 8. Faith-Based Organizations 9. Neighborhood Revitalization Focus 10. Mobility 11. Young Professionals

•

Temple is a community on the rise

•

Promote community image

•

Retain and attract young professionals

•

Amenity spaces and destination events

•

Strong neighborhoods and services

•

Invest in infrastructure in central and east Temple

•

Make downtown special

•

Temple is a wonderful place to live

Events like the Young Professionals Happy Hour was used to gather input for the Plan.

CHAPTER 3 - ENGAGEMENT AND VISION TEMPLE

Comprehensive Plan Advisory Committee The Comprehensive Plan Advisory Committee (CPAC) was made up of 27 members of the public, selected by City Council, to represent the views of key community leaders. The CPAC served as an advisory body that supported and guided the development of the comprehensive plan. Six meetings were held with this Committee to gather input and steer the desired direction of the plan.

•

Need to improve gateways

•

TIRZ #1 a huge community asset

•

More trails and connectivity

•

Growth of city going south needs thought

•

Major growth and redevelopment are trending eastward

•

Need to increase access to lake

•

Need for more mixed use

•

Temple is poised for new growth from Austin

•

Marketing and branding the communtiy is key

•

New roads and pedestrian improvements critical

•

New housing types desired

•

Community events and spaces

The CPAC worked to create the foundation for the new Future Development Map and Future Thoroughfare Map.

TEMPLE COMPREHENSIVE PLAN

Technical Review Committee The Technical Review Committee (TRC) consisted of City Staff from Planning and Development, Police Department, Fire Department, Public Works, Transform Temple, City Manager’s Office, Finance, HR, Engineering, and others. Several meetings were conducted with the TRC over the course of the planing process to collect feedback and provide technical expertise for the plan.

•

Much of the city’s most suitable residential land is zoned industrial or light industrial

•

Tree preservation is a priority

•

City core infrastructure utilities need rehab

•

The city needs more mixed-use development

•

Parks are most needed in the western portion of the city

•

Gateways into the city are in need of improvement

•

Water quality is an issue in the southern portion of the city

The TRC identified opportunities and constraints that would be faced during the plan.

CHAPTER 3 - ENGAGEMENT AND VISION TEMPLE

Public Open Houses A series of public open houses were conducted for the Temple Comprehensive Plan in conjunction with the Temple Parks and Trails Master Plan as part of the Temple by Design planning effort. Open houses, included five in-person and one virtual community open house that helped inform this Plan. During these open houses, Temple citizens, property owners, and business owners were invited to learn about the process and provide feedback on elements of community direction. The initial public engagement gauged community preferences which guided the development of the vision and goals and, eventually, draft recommendations. Once the final draft plan was posted for public review, two final open houses were prepared and posted for attendance; however, the COVID-19 pandemic moved the open houses to a virtual format. Over a period of a week, over 80 people viewed open house materials online and still others in-person at City Hall. Comments received were reviewed and discussed amongst the project team, which found the input to be consistent with the direction of the plan.

The public voted on boards using sticky dots during the open houses.

One open house had a kid zone to let kids give their input on Temple.

•

Downtown should be made into a destination

•

There is a great need for more single-family and downtown living options

Survey stations were available for attendees to provide their opinions on specfic questions regarding Temple’s future.

TEMPLE COMPREHENSIVE PLAN

•

Trails and sidewalks are in need of maintenance

•

Street maintenance is needed

•

Community character is a very important guiding principle

•

Economic development is a priority

•

Streets are in need of redesign for all types of users

•

Growth should be guided intelligently and benefit all citizens

- Community Member

Public Open House Highlights FIGURE 3.1: DESCRIBE TEMPLE IN ONE WORD

FIGURE 3.3: TELL US YOUR VISION

WHAT ARE YOUR TOP PRIORITIES FOR YOUR VISION OF THE FUTURE OF TEMPLE? SELECT YOUR TOP THREE (3) CHOICES. # of Responses

% of Responses

Downtown as a Destination

16.5%

Strong Economy

15.4%

Public Safety

14.1%

Community Character

13.2%

Parks and Trails

11.9%

Jobs

9.7%

Community Gathering Spaces

7.8%

Traffic Congestion

5.7%

Housing Affordability

5.4%

0.3%

Priorities for the future of Temple

FIGURE 3.2: TRANSPORTATION AND MOBILITY

WHAT ARE YOUR TOP PRIORITIES FOR THE FUTURE OF TRANSPORTATION & MOBILITY IN TEMPLE? SELECT YOUR TOP THREE (3) CHOICES. Priorities for the future of Housing & Neighborhoods in Temple

# of Responses

% of Responses1

Trails & Sidewalks

23.1%

Street Maintenance

22.5%

Street Design for All Users

18.9%

Ease Congestion

10.2%

Bus Service

10.2%

Traffic Calming & Safety

7.5%

Improved Highway Access

4.2%

Traffic Enforcement

3.6%

(Other Comments) Something Else - Other 1

Due to rounding, total % of responses may not equal 100%

CHAPTER 3 - ENGAGEMENT AND VISION TEMPLE

Public Survey Two online public surveys were administered for Temple by Design, one for the Comprehensive Plan, one for the Parks and Trails Master Plan, as well as an additional intercept survey administered at the Bloomin’ Temple festival in April 2019. Both online surveys were open from March until June 2019. The focus of the Comprehensive Plan survey was to assess residents’ opinions of Temple today, and gain an understanding of the desires of residents for the future.

Bloomin’ Temple festival-goers stopped to take a tablet-based survey.

•

Unmanaged growth is a major concern

•

Safe neighborhoods is the most important life factor

•

Reducing crime is a priority

•

Encouraging managed economic growth is a priority

•

Developing a defined vision for the community is a priority

•

Improving streets and sidewalks is a priority

TEMPLE COMPREHENSIVE PLAN

Many people shared their thoughts at the first open house in May.

Public Survey Highlights The next few pages provide examples of the survey responses, focused on the comprehensive plan. Respondents voiced concern about growth, housing affordability and safety in their neighborhoods and downtown. Many citizens were focused on family and home, including schools, nearby playgrounds, healthcare and jobs. Overall, the community was generally satisfied with the local government efforts to manage the growth and provide quality services but have high expectations for code enforcement and crime reduction in the future.

FIGURE 3.4: WHAT CONCERNS YOU MOST ABOUT THE FUTURE OF TEMPLE?

25.4 % Unmanaged Growth 24.4 % Other 16.8 % Traffic 14.9 % Increased Housing Prices 10.8 % Loss of Open Space/Natural Resources 7.8 %

FIGURE 3.5: OF THE FOLLOWING QUALITY OF LIFE FACTORS, PICK A MINIMUM OF THREE WHICH ARE MOST IMPORTANT.

80.00%

Loss of Character

72.7%

70.00% 60.00% 50.00% 40.00% 30.00% 20.00%

56% 45.9% 37.4%

35.1% 28.1%

27.9%

24.1%

23.7%

19.5%

10.00% 0.00%

CHAPTER 3 - ENGAGEMENT AND VISION TEMPLE

FIGURE 3.6: HOW IMPORTANT IS IT FOR THE CITY OF TEMPLE TO ADDRESS THE FOLLOWING ISSUES IN YOUR NEIGHBORHOOD IN THE NEAR FUTURE?

Reducing crime Improving or adding sidewalks/places to walk Improving the condition of streets/sidewalks Improving the overall condition of properties Increasing code enforcement Improving the overall condition of housing Addressing stray animals Providing additional trails in close proximity Providing additional parks or recreation amenities in close proximity Addressing too much on-street parking in my neighborhood Reducing the speed of traffic within my neighborhood Infill of vacant housing or lots 0% Very Important

TEMPLE COMPREHENSIVE PLAN

Important

Undecided

10%

20%

30%

40%

Somewhat Important

50%

60%

70%

Not Important At All

80%

90% 100%

FIGURE 3.7: HOW SATISFIED ARE YOU WITH THE CITY OF TEMPLEâ&#x20AC;&#x2122;S PERFORMANCE IN EACH OF THE FOLLOWING AREAS?

Encouraging economic growth Developing a future vision for the community Encouraging citizen involvement Planning for the future needs of the community Maintaining quality of life Listening to citizens City government communication Managing City funds Value of taxes paid City government transparency Implementing effective land use and zoning Controlling quality of development 0% Very satisfied

10% Satisfied

20%

30%

Dissatisfied

40%

50%

Very dissatisfied

60%

70%

80%

90%

100%

No opinion

CHAPTER 3 - ENGAGEMENT AND VISION TEMPLE

64 64

TEMPLE COMPREHENSIVE TEMPLE COMPREHENSIVEPLAN PLAN

One of the most important components of a comprehensive plan is the community’s vision for the future. This vision is derived through the public engagement process and captured in the vision statement, goals, objectives and implementation actions. The community’s vision for the future is also embodied in the City’s adopted Future Development Plan. The Future Development Plan identifies differing areas of character which can guide future land use and development decisions; and as it is implemented, creates the Temple of “tomorrow” as envisioned by the community. In this regard, the vision identifies how the community believes Temple should approach the future and what purpose this Plan serves to help the community get there. The vision sets the stage for a series of eight plan goals, established on the following pages, which frames the future development and plan recommendations set out in Chapters 4 and 5 of the document.

Community events are a great way to gather feedback from residents.

CHAPTER 3 - ENGAGEMENT AND VISION TEMPLE

The input of the Temple community was measured during the engagement process and ultimately led to the vision and goals of this Plan. This vision-goal lead-in sets the framework for implementation actions, as depicted in Figure 3.8, Vision to Implementation Framework. The eight goals described on page 66 form the basis for a series of commitments and initiatives in Chapter 5, Plan Recommendations. These action initiatives are a synthesis of community desires, City government actions, partnerships and leadership roles, studies and expenditures. These initiatives are to be used for directives and decision making by City staff as well as policyand decision-making by Templeâ&#x20AC;&#x2122;s elected and appointed officials. The plan goals and vision also inform the direction of Chapter 4, Future Development Plan, which describes the desired framework for future development regarding land use, transportation and development character.

Kids Zone at Gober Party House Engagement Event

TEMPLE COMPREHENSIVE PLAN

1. Growth and Development: Support desired development through thoughtful consideration of infrastructure, community character, and economic impact. 2. Mobility and Transportation: Design a comprehensive mobility network focused on street character, connectivity, and safety that is planned to meet the needs of the future. 3. Economic Prosperity: Expand Templeâ&#x20AC;&#x2122;s burgeoning economy through targeted economic development initiatives, marketing, destination attractions, and community support of quality development. 4. Public Safety: Provide exceptional police and fire protection services to maintain public safety and protect the Temple community. 5. Placemaking: Promote livability and community through urban design, investments in public spaces, and focusing on what makes Temple unique. 6. Downtown: Continue investments in public spaces and infrastructure and encourage development in downtown to create a central destination and activity zone. 7. Housing and Neighborhoods: Support stable neighborhoods and a variety of housing options through core design elements and market-based solutions. 8. Governance: Sustain a forward-thinking, high-performing, and accountable City government through continued focus on the implementation of the Comprehensive Plan and the Cityâ&#x20AC;&#x2122;s Strategic Plan. CHAPTER 3 - ENGAGEMENT AND VISION TEMPLE

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TEMPLE COMPREHENSIVE PLAN

The land use and thoroughfare component of a comprehensive plan is designed to clearly identify the communityâ&#x20AC;&#x2122;s vision for new development and mobility in the future. Templeâ&#x20AC;&#x2122;s historic fabric and development pattern form the basis for definition of community character areas and land uses that support the objectives established in this plan. Future development and redevelopment are anticipated in areas with a connected transportation network and where existing and/ or planned City services can accommodate new growth. This chapter provides guidance for the development of the future based on the successes of the recent past, the emerging trends of today and the vision of tomorrow. It is a plan that is designed in the context of real estate markets, grounded in infrastructure and service capacities, and structured in a feasible framework that can be reasonably expected in the planning horizon. Templeâ&#x20AC;&#x2122;s future growth is rooted in the vision and values of those who call the community home. The hometown feeling celebrated by its citizens forms the basis for a future development plan that builds upon its past while acknowledging future changes.

Community gathering spaces provide important meeting locations in Temple.

TEMPLE COMPREHENSIVE PLAN

CHAPTER 4 - FUTURE DEVELOPMENT PLAN TEMPLE

A well-planned system of land uses, combined with a distinct sense of place and a quality built environment provides an effective foundation for a sustainable and prosperous future. In this regard, a community needs to be comprised of unique and differing areas of character so that there is flexibility and choice for those citizens and businesses who wish to call Temple home. The concept of protecting and enhancing community character is not new in Temple. Indeed, it has been part of the community plan and vision for over a decade. Community character goes beyond the typical classification of land uses to also account for the physical traits visible in different areas of the community. Typical land use classifications such as residential, commercial, office, and industrial indicate the general functional use of land. But a community character approach also encompasses such factors as development density (generally determined by lot and building size), intensity (floor area or building coverage), ratios of open space and impervious cover, and the amount of vegetation or volume of landscaping. It is this combination of basic land use and physical design standards (i.e., the proportional balance of green, brown, and gray spaces) which creates different and identifiable areas of town. Consequently, the interrelationship between land use, character, and design cannot be overstated. This is particularly important for high-growth areas, like Temple, where there is an inherent need to protect what makes Temple “unique” and capture an identity which sets Temple apart from all other communities.

Rural, Sub-Urban and Urban Across Temple, the City exhibits a variety of land use and development characteristics that range from rural (in much of the surrounding countryside) to sub-urban (in much of the newer growth areas built since the 1950s) to urban (in downtown)(see Figure 4.1, Community Character Spectrum, below, at left, and Figure 4.2, Community Character Context, on the next page). Each of these areas embody what makes Temple “Temple.” Each are needed to serve Temple’s existing population today and to keep Temple as a destination location for all future residents and business owners who may be interested in relocating to Temple in the years to come. As set out on Map 4.1, Temple Future Character Context Map, on page 74, and further defined below, the predominant future character of these areas are intended to fall within the following rural, sub-urban, and urban contextual development patterns: • Rural. This area includes the rolling, lightly-developed countryside comprising large parts of the City’s extraterritorial jurisdiction. During this plan horizon, these areas will remain undeveloped or are intended to further develop with rural character uses and patterns (e.g., estates). • Sub-Urban. This area includes much of Temple’s more recently developed areas since the 1950s and targeted directions for new growth and development. The character of the built environment is dominated by autooriented residential and nonresidential development. During this plan horizon, it is intended that these areas will continue to develop or redevelop with higher quality auto-oriented sub-urban uses and patterns. • Urban. This area includes the original, gridded lots and blocks of the core of the City. It includes the downtown core (zero setbacks, on-street parking,

FIGURE 4.1: COMMUNITY CHARACTER SPECTRUM

etc.) and surrounding residential neighborhoods which still predominantly exhibit an urban character (buildings closer to the street, many still with alleys and rear-access parking). During this plan horizon, these areas will undergo further development and revitalization with a higher focus on mixed uses and walkability within an urban character context.

RURAL

SUB-URBAN

TEMPLE COMPREHENSIVE PLAN

URBAN

FIGURE 4.2: COMMUNITY CHARACTER CONTEXT

Using a community character approach provides Temple with both a predictable and flexible system of guiding future development. Predictability is first needed to ensure Temple develops with quality,

General Character Context & Proportion

Rural

Rural areas can be characterized by scattered buildings surrounded by large amounts of natural open space.

Green

SubUrban

Gray

Brown Space

Gray Space

The predominant visual distinction of rural character is embodied within the large areas of natural landscape (e.g., agriculture lands and undisturbed natural areas).

The built environment is characterized by scattered farmsteads, individual large-lot residential homesteads, and large-lot residential estate lots. Supporting commercial uses may be present if developed with a rural character. Rural areas are intended to be served by on-site septic and wells.

The mobility network is generally served by rural streetways (e.g., farm-to-market, country lanes, etc.) with a rural cross-section (i.e., with swales or bar ditches and no sidewalks).

Sub-urban greenspaces are embodied within larger setbacks, lawns and landscaping, developed parks and open spaces, and bufferyards between less compatible uses.

The built environment is predominantly characterized by suburban and auto-oriented traditional neighborhoods and auto-oriented nonresidential uses. Sub-urban areas are intended to be served by public utilities including water, wastewater, and on-site drainage (e.g., detention ponds).

The mobility network is generally served by streets with an urban cross-section (i.e., with sidewalks or side-paths and storm sewer), on-street bike lanes, front-loaded driveways, and off-street parking lots.

Urban greenspaces are minimal, but embodied within smaller lawns and set backs (for urban residential), street trees and planter boxes, green roofs and plazas.

The built environment is characterized by buildings built close to the street (to create enclosure), vertical mixed uses, and a primary focus of serving the pedestrian first. Urban areas are intended to be served by public utilities including water, wastewater, storm sewer.

The mobility network is generally served by gridded streets with an urban cross-section (i.e., with sidewalks and storm sewer), on-street parking, rear alley driveway access, and public parking lots).

Brown

Urban areas can be characterized by large amounts of buildings and supporting areas used for mobility (streets, sidewalks, and parking). The amount of greenspace is minimal. Green

Green Space

Gray

Sub-urban areas can be characterized by a general balance between greenspace (lawns and landscaping), the built environment (buildings), and areas used for mobility (streets, sidewalks, and parking lots). Green

Urban

Brown

with unique and differing areas of characterâ&#x20AC;&#x201D;a city to serve all people. Within that predicability, flexibility is needed to allow the development community to best respond with the appropriate design and development outcomes.

Brown

CHAPTER 4 - FUTURE DEVELOPMENT PLAN TEMPLE

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TEMPLE COMPREHENSIVE PLAN

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MAP 4.1: TEMPLE FUTURE CHARACTER CONTEXT MAP

FIGURE 4.3: VISUALIZING CHARACTER AND LAND USE

Using a community character approach provides Temple with both a predictable and flexible system of guiding future development. Predictability is first needed to ensure Temple develops with quality, unique and differing areas of characterâ&#x20AC;&#x201D;a city to serve all people. Within that predictability, flexibility is needed to allow the development community to best respond with the appropriate design and development outcomes.

Future Development and Character The rural, sub-urban, and urban character areas provide the over-arching context for all future development. In this regard, the same exact use (e.g., commercial) can be developed with entirely different design characteristics. In rural areas, a commercial retail use should take access from a rural streetway (e.g., bar ditch with no sidewalk), have a large lot size (to accommodate an on-site well and septic), and large setbacks (to ensure the appearance of large areas of open space). Auto-serving parking is present, but requires less minimum parking spaces due to the intended lesser number of patrons. The same exact use in a sub-urban area would take access from a sub-urban street (with sidewalks, controlled driveway access, and potential on-street bike lanes) and have setbacks which generally match surrounding residential uses. Buildings are generally set back behind an auto-focused parking lot interspersed with manicured

landscaping in setbacks, buffers, and parking islands. In urban areas, the same exact use is subject to a build-to line (setback behind a wide, multi-purpose sidewalk) and on-street parking. In some cases, these uses may be served by a public, off-street parking lot or garage. The predominant view from the street is the enclosure created by the buildings and the focus is on serving the pedestrian and other non-vehicular users. Moving forward, the City will need to better align the intended differing character contextual areas to future land uses (detailed in the next section) and ultimately, zoning districts and design standards. Since much of the future built environment will be developed by the private sector on private land, it is critical that the envisioned future identified in this plan is followed up by improvements to the Cityâ&#x20AC;&#x2122;s zoning, subdivision, and development regulations.

CHAPTER 4 - FUTURE DEVELOPMENT PLAN TEMPLE

The Temple Future Development Plan and associated descriptions captures the community’s values and envisioned future regarding how, when, and where Temple should grow over the next 10 years and beyond. It covers all areas within the City limits and the City’s extraterritorial jurisdiction (ETJ). It was derived using the community character approach and feedback from the public engagement process, including feedback received from the online community survey, open house public workshop, the Comprehensive Plan Advisory Committee (CPAC), Planning and Zoning Commission, and City Council. The Temple Future Development Plan is not only a map of preferred patterns of future development, but also a tool that guides staff, elected and appointed officials, and the development community in how and what types of development will be located within the community. At the core of the Temple Future Development Plan is the protection of public health, safety, and general welfare, as well as the preservation of important community features and values. In this regard, the Temple Future Development Plan is perhaps the most important component of a comprehensive plan. With that being said, the Temple Future Development Plan is also intended to be a guide and is subject to modification over time based upon new or changing information and circumstances. The map itself is primarily used to evaluate zoning requests. Similarly, the descriptive text is used to support staff recommendations and elected and appointed official decisions on the same. By state law, the Temple Future Development Plan does not have the same force of law as the City’s zoning map. However, the descriptive text is oftentimes used to guide updates to the City’s zoning and other development regulations. As such, the future land use descriptions have been developed within the context that they will lead to improvements to the City’s zoning and other development regulations over time.

TEMPLE COMPREHENSIVE PLAN

Future Land Use Categories As set out in Map 4.2, Temple Future Development Plan, on the following page, geographic areas of future development character have been identified for the entire City limits and the ETJ. The pages in this chapter contain a series of two-page development descriptions that provide further information about the intent of these differing areas of the community. These include: • Rural

• Urban

• Rural / Estate • Sub-Urban • Residential and Neighborhood Services

• Urban Residential • Downtown Transition • Downtown Core • General / Overlay

• Corridor Mixed-Use

• Parks & Open Space

• Employment Mixed-Use

• Activity Centers

• Regional Commercial

• Floodplains (100-year)

• TMED

• Corporate Campus

• Business Park • Industrial FIGURE 4.4: FUTURE DEVELOPMENT PLAN SUMMARY Future Development Plan

Acres

Area %

Rural - Estate

89,687

60.9%

Neighborhood Residential

24,744

16.8%

Neighborhood Mixed-Use

6,474

4.4%

Employment Mixed-Use

6,765

4.6%

Regional Commercial

2,292

1.6%

Temple Medical & Education District

1,998

1.4%

Business Park

3,274

2.2%

Industrial

7,927

5.4%

Urban Residential

1,872

1.3%

Downtown Transition

190

0.1%

Downtown Core

0.1%

Parks and Open Space

1,917

1.3%

Total

147,217

100.0%

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CHAPTER 4 - FUTURE DEVELOPMENT PLAN TEMPLE

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MAP 4.2: TEMPLE FUTURE DEVELOPMENT PLAN

Intent and Character The Rural / Estate future development category is intended for land areas that are and will continue to be comprised of a rural character during the plan horizon. These areas are categorized by the abundant presence of open space and low intensity uses including agriculture, ranching, large-lot rural residential, and natural landscapes. To maintain this rural character, areas should be developed with on-site utilities, large lot-size minimums and setbacks, and served by streetways with rural cross-sections (e.g., bar ditches, no sidewalks, etc.). This land use character is primarily found on the Cityâ&#x20AC;&#x2122;s periphery and predominantly within the Cityâ&#x20AC;&#x2122;s ETJ although some areas are within the Temple City limits. Where appropriate, these areas may be designated for future non-rural development during the next plan horizon and beyond.

TEMPLE COMPREHENSIVE PLAN

Appropriate Land Use Types Use

Appropriate Uses

Agricultural

The predominant intended use includes traditional agricultural uses (e.g., farming, ranching, orchards or gardening; greenhouses and nurseries; etc.)

Residential

Appropriate residential uses include such house types as farm houses and individual homesteads, industrialized housing, and single-family detached dwellings on large lots (i.e., estate lots) or in conservation subdivisions

Commercial

Appropriate commercial uses include supporting agricultural uses and limited general commercial

Industrial

Not appropriate.

Institutional

Other

Appropriate other uses may be allowed as limited or conditional (e.g., recreational vehicle parks) provided that they are designed and constructed with a rural character

Design Characteristics Characteristic

Individual homestead

General Design Intent

Character

Rural

Access

Streetways with a rural cross-section. Access spacing may apply depending upon jurisdiction of the street.

Lot Size

1/2 acre minimum lot size

Lot Frontage

150 ft. for individual lots; reduced for estate, cluster, or conservation subdivisions

Setbacks

Front: 50 ft. (for individual lots); Side: 35 ft.

Open Space

There are no open space requirements on individual lots; estate, clustered, and conservation subdivisions will have varying degrees of open space increasing as lot size decreases

Utilities

On-site well and septic

Location and Decision-making Criteria The following decision-making criteria should be considered as part of rezonings: • New commercial uses should be evaluated to ensure a supporting use of the primary agriculture intent of this category. • New nonresidential commercial, civic, and other uses should be designed with a rural character, including large setbacks to maintain a “feel” of open space. • Encourage conservation subdivisions and density bonuses to retain land for agricultural and preserved open space

Farm

Zoning Districts The current zoning districts that may be appropriate to implement the Rural/Estate future development category include Agriculture (A); Urban Estate (UE); Planned Development (PD). Note that zoning district modifications may be needed to achieve the envisioned rural character.

Ranch CHAPTER 4 - FUTURE DEVELOPMENT PLAN TEMPLE

Intent & Character The Residential & Neighborhood Services future development category is intended for areas to be developed primarily as new single-family detached residential subdivisions and associated amenities, including parks, trails, open space areas, and elementary schools. These areas are intended to have a mix of suburban and auto-oriented development character in which a central driveway and garage are the dominate features for residential lots. Some larger lots with side driveways and rear detached garages are also appropriate in these developments. Architectural styles are fairly uniform in these areas and an emphasis is placed on pedestrian and bicycle facilities with connectivity throughout the subdivision and beyond. Strategically placed parks are necessary and in some instances a school or other institutional uses may be necessary.

TEMPLE COMPREHENSIVE PLAN

Appropriate Land Use Types Use

Appropriate Uses

Agricultural

Not appropriate.

Residential

Appropriate residential uses include single-family detached residential (including industrialized housing). Additional single-family attached uses (i.e., duplexes, twins, triplexes, quadriplexes, and townhouses (up to four units)) may be considered depending on appropriate design standards and locational and decision-making criteria.

Commercial

Appropriate commercial uses include neighborhood-serving retail, personal service, and restaurant (without drive-throughs) uses provided they meet appropriate design standards and locational and decision-making criteria.

Industrial

Not appropriate.

Institutional

Appropriate uses include education (e.g., elementary and secondary schools); institutional uses (e.g., places of public assembly); public recreational uses (e.g., parks and playgrounds; play stadiums); and utility and service uses (e.g., electrical substations, fire stations, etc.). High schools may be allowed provided that they are located and take access from a collector or greater streetway classification.

Other

Appropriate other uses may be allowed as limited or conditional basis provided that they adhere to a sub-urban character.

Design Characteristics Characteristic

General Design Intent

Character

Sub-Urban

Access

Streets with a sub-urban cross-section; enhanced bicycle and pedestrian accommodations and connectivity; predominantly front driveway access for individual lots; single-point of access for other residential types

Utilities

Public utilities

Location and Decision-making Criteria The following criteria should be considered as part of rezonings: Traditional Auto-Oriented Subdivision

• Single-family detached uses are allowed in all areas. • New single-family attached uses (i.e., duplexes, twins, triplexes, quadriplexes, and townhouses (up to four attached units)) are allowed provided that they are located on and take access from a collector or greater street classification and are considered for areas that provide for a transition between single-family detached residential uses and other more intensive uses (e.g., more intensive zoning districts and future development areas). • Nonresidential development should be located on a collector or greater street classification, shall not exceed greater than 250 ft. in lot depth, or exceed the following gross floor area (excluding educational and institutional uses) for any single building: collector street (5,000 sf.); arterial street (10,000 sf.). • New nonresidential development should be designed with no more than two stories and should include pitched roofs similar to residential single-family

Suburban Subdivision

detached dwellings (excluding educational and institutional uses). No drivethroughs should be permitted and signage should be appropriately scaled to reflect the neighborhood-serving uses. • Areas of differing compatibility should be screened by bufferyards.

Zoning Districts

Townhouses

The current zoning districts that may be appropriate to implement the Residential and Neighborhood Services future development category include Single-Family 1 (SF-1); Single-Family (SF-2); Single-Family (SF-3); Neighborhood Services (NS) and Planned Development (PD). Additional neighborhood types may be appropriate on a limited or conditional use basis, including: Single Family Attached (SFA); Two-Family Dwelling (2F); Single Family Attached (SFA-2); Townhouse (TH); Single Family Attached (SFA-3). Note that zoning district modifications may be needed to achieve the envisioned sub-urban character. CHAPTER 4 - FUTURE DEVELOPMENT PLAN TEMPLE

CORR IDOR MIXED-USE Intent and Character The Corridor Mixed-Use future development category is intended for mixed-use areas to be developed at a higher density/intensity and with uses not primarily allowed in the Residential & Neighborhood Services classification. These areas are intended to provide for a mix of both commercial and residential uses, but are not subject to the neighborhood services design standards set out for nonresidential areas within the Residential & Neighborhood Services future development category. These areas are intended to be developed with an auto-oriented character, meaning the automobile and its associated uses (e.g., streets, driveways, parking, etc.) are the predominant visual characteristic. Appropriate bufferyards are needed to ensure compatibility with abutting Residential & Neighborhood Services future development areas.

TEMPLE COMPREHENSIVE PLAN

Appropriate Land Use Types Use

Appropriate Uses

Agricultural

Not appropriate.

Residential

Appropriate residential uses include a variety of types and lot sizes including single-family attached (i.e., triplexes, townhouses, quadriplexes) and multi-family (i.e., apartments), regardless of the form of ownership. Single-family detached residential (including industrialized housing) and duplexes may also be considered on a limited basis as part of a mixed-use master planned community.

Commercial

Appropriate commercial uses include a mix of commercial retail, office, personal service uses, and restaurants, including drive-throughs. These could be stand-alone individual parcels or as part of a larger strip center.

Industrial

Not appropriate.

Institutional

Appropriate uses include education (e.g., elementary, secondary, and high schools); institutional uses (e.g., places of public assembly); public recreational uses (e.g., parks and playgrounds; play stadiums); and utility and service uses (e.g., electrical substations, fire stations, etc.).

Other

Appropriate other uses may be allowed as limited or conditional basis provided that they adhere to a sub-urban character.

Design Characteristics Characteristic

General Design Intent

Character

Sub-Urban

Access

Streets with a sub-urban cross-section; on-street bike lanes; sidewalks or side-paths; predominantly front driveway access for individual lots; single-point of access for other residential types; inter-parcel connectivity is required

Utilities

Public utilities

Location and Decision-making Criteria Auto-oriented commercial and out-parcels

The following decision-making criteria should be considered as part of rezonings: • New nonresidential development should be located on and take access from a collector or greater street classification, may include drive-throughs, and shall not exceed greater than 350 ft. in lot depth. Setback, parking lot, and bufferyard landscaping should be used to soften auto-oriented uses and create a sub-urban character. • New multi-family and single-family attached uses (i.e., triplexes, quadriplexes, and townhouses (up to six attached units)) are allowed. Single-family detached residential, duplexes, and twins may also be considered on a limited basis as part of a mixed-use master planned community. • Areas located within an activity center may include greater lot depths and

Auto-oriented strip centers

be comprised of more intense/dense uses. These areas are appropriate for neighborhood shopping centers and higher intensity/density mixeduse developments. • Areas of differing compatibility should be screened by bufferyards.

Zoning Districts

Multi-family Apartments

The current zoning districts that may be appropriate to implement the Neighborhood Mixed-Use future development category include Neighborhood Service (NS), Office 1 (O-1), General Retail (GR), Single-Family Attached Dwelling 1 (SFA), Single Family Attached (SFA-2); Single Family Attached (SFA-3), Townhouse (TH), Multiple-Family 1 (MF-1), and Planned Development (PD). Single-Family 3 (SF-3) and Two-Family (2F) may also may be appropriate on a limited or conditional use basis. Note that zoning district modifications may be needed to achieve the envisioned sub-urban character. CHAPTER 4 - FUTURE DEVELOPMENT PLAN TEMPLE

Intent and Character The Employment Mixed-Use future development category is intended for more regionally-serving mixed-use employment areas, including a mix of light industrial (with rail proximity), office, retail, residential and service uses. It complements other mixed-use areas, but provides opportunities for larger-footprint, single tenant buildings which accommodate a large number of employees. These areas are different than the Business Park and Industrial future development areas in that they are intended to include a mix of uses. These areas are intended to be developed with an auto-oriented character, meaning the automobile and its associated uses (e.g., streets, driveways, parking, etc.) are the predominant visual characteristic. Appropriate bufferyards are needed to ensure compatibility with abutting less intense/dense future development areas. This category also includes the substantial 3,600-acre Corporate Campus, a mixed-use area near the airport which was being studied as a master-planned campus during this planâ&#x20AC;&#x2122;s adoption. 84

TEMPLE COMPREHENSIVE PLAN

Appropriate Land Use Types Use

Appropriate Uses

Agricultural

Not appropriate.

Residential

Apartments may be allowed as limited or conditional basis with location criteria paired with supporting commercial uses, but not appropriate on frontage streets as an individual site. Within the Corporate Campus, a mix of residential use types may be considered in a planned-development zoning district with appropriate site criteria.

Commercial

Appropriate commercial uses include a mix of commercial retail, office, personal service, and restaurant uses, including drive-throughs. Retail uses are more appropriate for those types of uses which support the employment center, but may be considered otherwise based on location and individual circumstances (e.g., at major intersections).

Industrial

Appropriate light industrial uses include flexible office/warehouse, logistics and distribution centers, data centers, corporate offices and/or campuses, and light manufacturing.

Institutional

Appropriate uses include utility and service uses (e.g., electrical substations, fire stations, etc.).

Other

Appropriate other uses may be allowed as limited or conditional basis provided that they adhere to a sub-urban character.

Design Characteristics Characteristic

General Design Intent

Character

Sub-Urban

Access

Streets with a sub-urban cross-section; on-street bike lanes; sidewalks or side-paths; front driveway access and inter-parcel connectivity is required

Utilities

Public utilities

Location and Decision-making Criteria The following decision-making criteria should be considered as part of rezonings: Office, warehouse

• New nonresidential development should be located on and take access from a collector or greater street classification, or an internal street network designed as part of a larger center. Setback, parking lot, and bufferyard landscaping should be used to soften auto-oriented uses and create a suburban character. • New commercial retail uses should be considered along major arterials or greater functional classification, with emphasis at intersection nodes. • Areas of differing compatibility should be screened by bufferyards.

Zoning Districts

Office

The current zoning districts that may be appropriate to implement the Employment Mixed-Use future development category include Light Industrial (LI), Commercial (C), Office 1 (O-1), Office 2 (O-2) and Planned Development (PD). General Retail (GR) may also may be appropriate on a limited or conditional use basis. Note that zoning district modifications may be needed to achieve the envisioned sub-urban character.

Corporate Campus

Supporting commercial retail

The Coporate Campus, an area depicted in outline on the Future Development Plan, is within Temple’s TIRZ#1 reinvestment zone. The City is considering a master plan for the area including office, retail and mixed residential. This master plan should consider the Airport Compatability Zone and noise contour impacts, and should be compatible with surrounding development and transportation network. The Corporate Campus is intended as a cohesive, mixed-use development that will likely encompass multiple zoning districts under a planned development format. CHAPTER 4 - FUTURE DEVELOPMENT PLAN TEMPLE

Intent and Character The Regional Commercial future development category is intended for areas to be developed to primarily support regionally-serving businesses that rely on higher traffic volumes and the visibility that is associated with being located along a major highway (i.e., Interstate 35). In these areas, the predominant character of development is focused on serving the automobile. While accommodating the automobile will continue to be the predominant focus, improved street-side and parking lot landscaping, buffers, appropriately designed and scaled signage, higher quality development standards and landscaping, and access management techniques (e.g., limited access points and inter-parcel connectivity) can soften the impact and improve overall quality and appearance of the Cityâ&#x20AC;&#x2122;s main economic spine.

TEMPLE COMPREHENSIVE PLAN

Appropriate Land Use Types Use

Appropriate Uses

Agricultural

Not appropriate.

Residential

Apartments may be allowed as limited or conditional basis with location criteria paired with supporting commercial uses. Not appropriate on frontage streets.

Commercial

Appropriate commercial uses include a mix of commercial retail, office, personal service, and restaurant uses, including larger professional offices, heavy commercial (including big box stores), commercial amusement, restaurants, alcohol sales, fuel sales, kennels with outdoor dog runs and pens, mini-storage facilities, vehicle equipment sales and services, and warehouse offices, and drive-throughs.

Industrial

Not appropriate.

Institutional

Appropriate uses include utility and service uses (e.g., electrical substations, fire stations, etc.).

Other

Appropriate other uses may be allowed as limited or conditional basis provided that they adhere to a sub-urban character.

Design Characteristics Characteristic

General Design Intent

Character

Sub-Urban

Access

Streets with a sub-urban cross-section; on-street bike lanes; sidewalks or side-paths; front driveway access and inter-parcel connectivity is required

Utilities

Public utilities

Location and Decision-making Criteria The following decision-making criteria should be considered as part of rezonings: Auto-oriented commercial and out-parcels

â&#x20AC;˘ New nonresidential development should be located on and take access from a arterial or greater street classification, or an internal street network designed as part of a larger center. Setback, parking lot, and bufferyard landscaping should be used to soften auto-oriented uses and create a suburban character. â&#x20AC;˘ Areas of differing compatibility should be screened by bufferyards.

Zoning Districts

Auto-oriented strip centers

The current zoning districts that may be appropriate to implement the Regional Commercial future development category include General Retail (GR), Commercial (C), Office 1 (O-1), Office 2 (O-2), Planned Development (PD), and the Interstate 35 Corridor Overlay District (1-35). Note that zoning district modifications may be needed to achieve the envisioned sub-urban character.

Office CHAPTER 4 - FUTURE DEVELOPMENT PLAN TEMPLE

Intent and Character The Temple Medical and Educational District (TMED) future development category is intended to capitalize on a unique, regionally-serving area of Temple by providing an emphasis on healthcare and supporting uses. The City of Temple is joined in partnership with public and private entities to further educational and medical opportunities of Baylor, Scott and White Memorial Hospital, the Office of Veteranâ&#x20AC;&#x2122;s Affairs Medical Facilities, the Texas A&M Health Science Center, Temple College, and the Bio-Science District to advance the redevelopment of surrounding commercial and residential neighborhoods. While accommodating the automobile will continue to be necessary, improved walkability and other forms of mobility is necessary to fully serve the intended users of this area.

TEMPLE COMPREHENSIVE PLAN

Appropriate Land Use Types Use

Appropriate Uses

Agricultural

Not appropriate.

Residential

In new areas of development, a variety of residential types and lot sizes are appropriate including single-family attached (i.e., triplexes, townhouses, quadriplexes) and multi-family (i.e., apartments), regardless of the form of ownership. New single-family detached residential (including industrialized housing), duplexes, and two-family may also be considered on a limited basis.

Commercial

Appropriate commercial uses include a mix of hospitals, clinic, offices, lodging, home for the aged/long-term care, retail, personal service, and restaurants.

Industrial

Not appropriate.

Institutional

Appropriate uses include education (e.g., college, university, or seminary); institutional uses (e.g., places of public assembly, social service shelters, substance abuse treatment facilities, etc.); public recreational uses (e.g., parks and playgrounds; play stadiums); and utility and service uses (e.g., electrical substations, fire stations, etc.).

Other

Appropriate other uses may be allowed as limited or conditional basis provided that they adhere to a sub-urban character.

Design Characteristics Characteristic

General Design Intent

Character

Sub-Urban

Access

Streets with a sub-urban cross-section; on-street bike lanes; sidewalks or side-paths; improved transit accommodations; front or rear driveway access may be provided; inter-parcel connectivity is required

Utilities

Public utilities

Location and Decision-making Criteria Hospital and supporting uses - campus

The following decision-making criteria should be considered as part of rezonings: • New nonresidential development should be located on and take access from a collector or greater street classification, or an internal street network designed as part of a larger center. Setback, parking lot, and bufferyard landscaping should be used to soften auto-oriented uses and create a suburban character. • New single-family attached uses (i.e., triplexes, quadriplexes, and townhouses) and multi-family are allowed provided that they are located on and take access from a collector or greater street classification. Singlefamily detached residential, duplexes, and twins may also be considered on a limited basis as part of a mixed-use master planned community. • Areas of differing compatibility should be screened by bufferyards.

Education

• Alley access is encouraged to create a more pedestrian, bicycle and transit friendly environment

Zoning Districts

Home for the aged/long-term care facilities

The current zoning districts that may be appropriate to implement the TMED future development category include General Retail (GR), Office 1 (O-1), Office 2 (O-2) and Planned Development (PD), and the Temple Medical and Educational District (TMED). Single-Family Attached Dwelling 1 (SFA), Single Family Attached (SFA-2); Single Family Attached (SFA-3), Townhouse (TH), Multiple-Family 1 (MF-1), Single-Family 3 (SF-3) and Two-Family (2F) may also may be appropriate on a limited or conditional use basis. Note that zoning district modifications may be needed to achieve the envisioned sub-urban character. CHAPTER 4 - FUTURE DEVELOPMENT PLAN TEMPLE

Intent and Character The Business Park future development category is intended for areas that will be developed to support various employment opportunities predominantly related to office, service, research and technology-related, light industrial, and warehousing uses in a campus-like environment. Public and private standards are intended to create a highly attractive business environment that will encourage investors to build quality structures, which sets the tone to attract additional businesses. While accommodating heavy trucking is paramount, improved bicycle and pedestrian connectivity (for transportation purposes) is important to provide greater connectivity to internal and external destinations.

TEMPLE COMPREHENSIVE PLAN

Appropriate Land Use Types Use

Appropriate Uses

Agricultural

Not appropriate.

Residential

Not appropriate.

Commercial

Appropriate commercial uses include office and warehouse office uses.

Industrial

Appropriate industrial uses include warehouse; logistics, research, and distribution centers; data centers; laboratory and light manufacturing; and miscellaneous industrial uses with where operations are conducted within the building, generate little to no perceived off-site nuisances, and areas established for outdoor storage are fully screened from public rights-of-way and abutting non-compatible uses.

Institutional

Appropriate uses include utility and service uses (e.g., electrical substations, fire stations, etc.). While public recreational uses (e.g., parks and playgrounds) are not appropriate, trails and trail connectivity is appropriate.

Other

Appropriate other uses may be allowed as limited or conditional basis provided that they adhere to a sub-urban character.

Design Characteristics Characteristic

General Design Intent

Character

Sub-Urban

Access

Streets with a sub-urban cross-section; sidewalks or side-paths

Utilities

Public utilities

Location and Decision-making Criteria The following decision-making criteria should be considered as part of rezonings: Warehouse

• New nonresidential development should be located on and take access from a collector or greater street classification, or an internal street network designed as part of a larger center. • Operations should be conducted within the building and generate little to no perceived off-site nuisances; setback, parking lot, and bufferyard landscaping should be used to soften large expanses of parking and auto-oriented uses and create a sub-urban character; areas for outdoor storage should be fully screened from public rights-of-way and abutting non-compatible uses. • Areas of differing compatibility should be screened by bufferyards.

Zoning Districts

Office warehouse

The current zoning districts that may be appropriate to implement the Business Park future development category include Light Industrial (LI), Commercial (C), Office 1 (O-1), Office 2 (O-2), and Planned Development (PD). Note that zoning district modifications may be needed to achieve the envisioned sub-urban character.

Light industrial CHAPTER 4 - FUTURE DEVELOPMENT PLAN TEMPLE

Intent and Character The Industrial future development category is intended for land areas that will be developed to support light or heavy industrial and/or manufacturing uses that generate nuisances (e.g., noise, dust, light, etc.). These areas, while limited, do provide the City with opportunities for employment and economic growth, particularly when involving the processing of materials produced locally. While accommodating heavy trucking is paramount, improved bicycle pedestrian and transit connectivity (for transportation purposes) is important to provide greater connectivity to internal and external destinations.

TEMPLE COMPREHENSIVE PLAN

Appropriate Land Use Types Use

Appropriate Uses

Agricultural

Not appropriate.

Residential

Not appropriate.

Commercial

Not appropriate.

Industrial

Industrial uses may be allowed outright, or on a limited or conditional basis, depending upon the protections needed to minimize the amount of noise, dust, vibration, odor, and glare, etc., which could occur off-parcel or between future development categories.

Institutional

Other

Appropriate other uses may be allowed as limited or conditional basis provided that they adhere to a sub-urban character.

Design Characteristics Characteristic

General Design Intent

Character

Sub-Urban

Access

Streets with a sub-urban cross-section; sidewalks or side-paths

Utilities

Public utilities

Location and Decision-making Criteria The following decision-making criteria should be considered as part of rezonings: Heavy industrial

• New nonresidential development should be located on and take access from a collector or greater street classification, or an internal street network designed as part of a larger center. • Operations are subject to protections to minimize the amount of noise, dust, vibration, odor, and glare, etc., which could occur off-parcel or between future development categories. • Areas of differing compatibility should be screened by bufferyards.

Zoning Districts

Office warehouse

The current zoning districts that may be appropriate to implement the Industrial future development category include Heavy Industrial (HI), Light Industrial (LI), Commercial (C), and Planned Development (PD). Note that zoning district modifications may be needed to achieve the envisioned sub-urban character.

Light industrial CHAPTER 4 - FUTURE DEVELOPMENT PLAN TEMPLE

Intent and Character The Urban Residential future development category is intended for areas to be developed primarily to conserve, and in some cases, transition, the already existing residential areas developed with an urban character. These areas are intended to conserve the existing gridded lot and block pattern of development. Along collector and arterial streetways, new neighborhood serving retail, personal service, and restaurant uses may be appropriate, provided that they adhere to the predominant urban character of the area. These areas are intended to be developed with an urban character, meaning redevelopment requires maintaining traditional setbacks and a focus on pedestrian walkability. Access may be from front access driveways or from improved alleys and rear driveway access.

TEMPLE COMPREHENSIVE PLAN

Appropriate Land Use Types Use

Appropriate Uses

Agricultural

Not appropriate.

Residential

Appropriate residential uses include single-family detached residential (including industrialized housing) and single-family attached uses (i.e., townhomes/brownstones, twins, as well as limited duplxes, triplexes, and fourplexes with design standards).

Commercial

Appropriate commercial uses of a secondary nature include neighborhood-serving retail, personal service, office, and restaurant uses provided they meet appropriate design standards and locational and decision-making criteria, in cluding roadway adequacy and adjacency compatibility. Uses that are not urban in nature, such as drive-throughs, may be considered if appropriate in context and site design.

Industrial

Not appropriate.

Institutional

Appropriate uses include institutional uses (e.g., places of public assembly); public recreational uses (e.g., parks and playgrounds); and utility and service uses (e.g., electrical substations, fire stations, etc.).

Other

Appropriate other uses may be allowed as limited or conditional basis provided that they adhere to a urban character.

Design Characteristics Characteristic

General Design Intent

Character

Urban

Access

Streets with a urban cross-section; sidewalks (potential oversized for areas designated as side-paths); both front and rear driveway access for individual lots (with improved alleys)

Utilities

Public utilities

Location and Decision-making Criteria The following criteria should be considered as part of rezonings: Single-family detached, urban character

• New single-family detached and attached uses (i.e., townhomes, twins as well as duplexes, triplexes, and fourplexes) are allowed provided that they adhere to the existing urban character of the area. This includes a 10-20 ft. setback from the edge of pavement to the sidewalk and an additional 10-20 ft. setback from sidewalk to the building setback (both measured using the prevailing character of the block). This also applies to the parking setback; alternately, rear alley access via improved alleys and side or rear parking may be appropriate. • New nonresidential development should be located on and take access from a collector or greater street classification, shall not exceed or change the existing lot and block configuration, and shall be developed with an urban character that adheres to the performance standards indicative the greater area, including setbacks, sidewalks, and street trees. Parking shall be on-

Duplex, urban character

street or provided via rear alley access. No drive-throughs are permitted and signage should be appropriately scaled for a neighborhood-serving urban character environment. • The highest priority for street improvements is on the pedestrian and maintaining the quality of the existing street character. All new development requires sidewalks (either new or replacement, if needed) and the planting of street trees between the edge of payment and the sidewalk.

Zoning Districts

Neighborhood serving commercial, urban character

The current zoning districts that may be appropriate to implement the Urban Residential future development category include Single-Family (SF-3); Two-Family Dwelling (2F), Townhouse (TH) ,Neighborhood Service (NS), Planned Development (PD). Areas may be subject to the North Temple Historic District. Note that zoning district modifications may be needed to achieve the envisioned urban character. CHAPTER 4 - FUTURE DEVELOPMENT PLAN TEMPLE

Intent and Character The Downtown Transitional future development category consists of the areas immediately surrounding the Downtown Core and is intended to provide an area that transitions from the higher density/intensity uses found in the Downtown Core to the abutting Urban Residential areas. These areas are intended to conserve the existing gridded lot and block pattern of development. These areas are intended to be developed with an urban character, meaning redevelopment requires a build-to line, on-street parking, and a focus on pedestrian walkability.

TEMPLE COMPREHENSIVE PLAN

Appropriate Land Use Types Use

Appropriate Uses

Agricultural

Not appropriate.

Residential

Appropriate residential uses include single-family attached uses (i.e., triplexes, townhomes) and mixed-use urban lofts.

Commercial

Appropriate commercial uses include a mix of neighborhood-serving retail, personal service, office, and restaurant (without drive-throughs) uses and those uses allowed in the Central area, provided they meet appropriate design standards and locational and decision-making criteria.

Industrial

Not appropriate.

Institutional

Appropriate uses include institutional uses (e.g., places of public assembly); public recreational uses (e.g., parks, playgrounds, and urban plazas); and utility and service uses (e.g., electrical substations, fire stations, etc.).

Other

Appropriate other uses may be allowed as limited or conditional basis provided that they adhere to an urban character.

Design Characteristics Characteristic

General Design Intent

Character

Urban

Access

Streets with a urban cross-section; sidewalks (potential oversized for areas designated as side-paths); both front and rear driveway access for individual lots (with improved alleys)

Utilities

Public utilities

Location and Decision-making Criteria Triplex, urban character

The following decision-making criteria should be considered as part of rezonings: • New nonresidential development shall not exceed or change the existing lot and block configuration, and shall be developed with an urban character that adheres to the performance standards indicative the greater area, including a build-to setback, sidewalks, and street trees. Parking shall be on-street or provided via rear alley access. No drive-throughs are permitted and signage should be appropriately scaled for an urban character environment. • New single-family attached uses (i.e., triplexes) and mixed-use urban lofts are allowed provided that they adhere to the existing urban character of the area. Parking is to be provided via rear alley access. • The highest priority for street improvements is on the pedestrian and maintaining the quality of the existing street character. As such, all new

Mixed-use urban loft

development and redevelopment requires the establishment of on-street parking (if needed), sidewalks (either new or replacement, if needed), and the planting of street trees between the edge of payment and the sidewalk.

Zoning Districts The current zoning districts that may be appropriate to implement the Downtown Transition future development category include Townhouse (TH), Neighborhood Service (NS), Central Area (CA), and Planned Development (PD). These areas may be subject to the National Register Historic District. Note that zoning district modifications may be needed to achieve the envisioned urban character.

Neighborhood-serving retail, urban character CHAPTER 4 - FUTURE DEVELOPMENT PLAN TEMPLE

Intent and Character The Downtown Core future development category consists of the city center area of Temple. This area is intended to be a highly walkable area which promotes a “sense of place” and should represent the “heart of the city.” This area is the traditional city center and contains various institutional, commercial, and residential uses. This area is intended to be developed with an urban character, meaning redevelopment requires a build-to line, on-street parking, and a focus on pedestrian walkability. Features that would contribute to the area’s character includes larger buildings set at sidewalk edge that occupies a majority of the lot creating a sense of enclosure. Parking is typically located on-street or on off-site public parking lots or garages. Vehicular circulation occurs along gridded-based streets with wider sidewalks scaled for higher volumes of pedestrians.

TEMPLE COMPREHENSIVE PLAN

Appropriate Land Use Types Use

Appropriate Uses

Agricultural

Not appropriate.

Residential

Appropriate residential uses include multi-family (i.e., apartments) (regardless of ownership) and mixed-use urban lofts.

Commercial

Appropriate commercial uses include those uses generally allowed in the Central area, provided they meet appropriate design standards and locational and decision-making criteria.

Industrial

Not appropriate.

Institutional

Appropriate uses include institutional uses (e.g., places of public assembly); public recreational uses (e.g., urban plazas); and utility and service uses (e.g., electrical substations, fire stations, etc.) with proper screening.

Other

Appropriate other uses may be allowed as limited or conditional basis provided that they adhere to a urban character.

Design Characteristics Characteristic

General Design Intent

Character

Urban

Access

Streets with a urban cross-section; oversized sidewalks; on-street parking or off-street public parking lots or garages; both front and rear driveway access for individual lots (with improved alleys)

Utilities

Public utilities

Location and Decision-making Criteria Downtown mixed use

The following decision-making criteria should be considered as part of rezonings: • New nonresidential development shall not exceed or change the existing lot and block configuration, and shall be developed with an urban character that adheres to the performance standards indicative the greater area, including a build-to setback, oversized sidewalks with street furniture, and street trees within tree grates. Parking shall be on-street or in off-street public parking lots or garages (with appropriate facade treatments). No drive-throughs are permitted and signage should be appropriately scaled for an urban character environment. The only off-street parking minimums are for new hotels where reduced parking minimums shall be provided via rear alley access. • New multi-family uses (i.e., apartments) and mixed-use urban lofts are allowed provided that they adhere to the existing urban character of the area. Minimum

Downtown Institutional

parking requirements for these uses is to be provided via rear alley access. • The highest priority for street improvements is on the pedestrian and maintaining the quality of the existing street character. As such, all new development and redevelopment requires the establishment of on-street parking (if needed), sidewalks (either new or replacement, if needed), street furniture such as benches and lighting, and the planting of street trees in tree wells at the edge of payment.

Zoning Districts

Downtown apartment

The current zoning districts that may be appropriate to implement the Downtown Core future development category include Central Area (CA) and Planned Development (PD). These areas may be subject to the National Register Historic District. Note that zoning district modifications may be needed to achieve the envisioned urban character. CHAPTER 4 - FUTURE DEVELOPMENT PLAN TEMPLE

Intent and Character Parks and Open Space are an essential part of a community. These areas include public parkland, trails, and open space that have been committed to the long-term public use and enjoyment by Temple citizens and visitors. These areas are often comprised of active and passive recreational areas and natural or open spaces. Secondary uses, except special events (e.g. festivals, races, etc.), should generally not be allowed in areas designated as parks and open space. In some instances, new public parkland may be acquired and designed to serve multiple public uses (e.g., recreation and a fire station).

100

TEMPLE COMPREHENSIVE PLAN

Appropriate Land Use Types Use

Appropriate Uses

Agricultural

Not appropriate.

Residential

Not appropriate.

Commercial

Not appropriate, except for government sanctioned concessions and temporary food truck sales

Industrial

Not appropriate.

Institutional

Appropriate uses include public recreational uses (e.g., all park and trail types); and utility uses (e.g., electrical substations) and appropriate multi-purposed government service uses (e.g., recycling centers, community centers, libraries, senior services, fire stations, stormwater management, etc.).

Other

Appropriate other uses may be allowed as limited or conditional basis provided that the development adheres to the character indicative of the overall area.

Design Characteristics Characteristic

General Design Intent

Character

Parks should be designed to match the character of the area it serves.

Access

Streets with cross-sections which match character of the area it serves; enhanced pedestrian and bicycle access and safety should be considered as part of all new development

Utilities

Varies, depending on the character of the area; but generally public utilities

Location and Decision-making Criteria Neighborhood park

The following decision-making criteria should be considered as part of rezonings: • New public parkland (including trails and associated access easements) should remain in public ownership and be designated on the Temple Future Development Plan during the next update. • New neighborhood parks should be developed concurrent with new residential development. Set asides of parkland, trails (and/or connectivity to on- and off-site trails), greenbelts, and sidewalks, should be required as part of development approvals. • In instances where a public park has a publicly related secondary use (e.g., a fire station), the built environment of the secondary use should be designed in a way to not detract from the primary use as a park.

Sports complex

• Park design, intensity of development, and the proposed uses/ activities should be compatible with the character of development it is intended to serve (e.g., public squares or plazas for urban character areas).

Zoning Districts The parks and open space future development category is not intended to be implemented using specific zoning districts. Rather, the zoning regulations should specify minimum amounts of common areas and/ or protected open space that should be required for new residential neighborhoods. In addition, greater protections (e.g., tree preservation, stream buffers, floodplain protections) should be improved in the City’s Unified Development Code and apply to all development as applicable. Urban plaza Photo Source: Covey Landscape Architects, Santa Fe Plaza Project

CHAPTER 4 - FUTURE DEVELOPMENT PLAN TEMPLE

101

Intent and Character This future development plan has been designed for both predictability and flexibility. This includes providing for mixed-use development within the Residential & Neighborhood Services, Corridor Mixed-Use, and Employment Mixed-Use classifications. Each of these areas are intended to be developed with higher quality auto-oriented sub-urban uses and patterns. With that being said, the areas identified on the Future Development Map as Activity Center, are intended to allow and provide for more intense, integrated mixed-use development, with a primary focus on enhanced walkability. In other words, an Activity Center goes beyond just a conglomeration of disparate uses following traditional forms of development (this even applies to mixed-uses if the development is designed and configured in an un-integrated and disparate manner). Ideally, these areas would be developed under a single development proposal, but that is not required.

102

TEMPLE COMPREHENSIVE PLAN

Appropriate Land Use Types There are no additional restrictions on land use beyond what is allowed within the underlying Residential & Neighborhood Services, Corridor Mixed-Use, and Employment Mixed-Use classifications, provided that the development configuration and design still embodies the intent and character of the Activity Center classification.

Zoning Districts The Activity Center Overlay land use classification is not intended to be implemented using specific zoning districts. Rather, the development proposal should identify how the requested zoning district(s) provide(s) for the development intent and character set forth in this section. In instances where the existing zoning district(s) is/are not able to meet the intent, it is anticipated that the developer will utilize the PD, Planned Development Overlay process set out in Sec. 6.4, Planned Development Overlay, of the Temple UDC.

Design Characteristics Characteristic

General Design Intent

Character

Sub-Urban with higher intensity and enhanced walkability

Access

External street frontages may exhibit sub-urban cross-sections; internal streets may exhibit urban cross-sections.

Utilities

Public utilities

Location and Decision-making Criteria

Mixed-Use development

The following recommendations should be considered as part of rezoning, development approvals, or improvements to existing regulations: • Areas subject to the higher intensity activity center allowances are mapped on the Temple Future Development Plan. The areas are generally located at or near major undeveloped thoroughfare intersections. The size of the activity center is intended to be flexible provided that the proposed development still embodies the intent and character of the activity center classification. • Although not required, regional detention should be considered to serve all parcels within an activity center. This allows for greater intensity of use across the rest of the activity center. • Internal vehicular and pedestrian interconnectivity between uses and parcels is required; external connectivity to abutting development is preferred. • Major entrance drives to the activity center should be designed with center planted medians.

Downtown amenities

• Site development configuration and circulation should account transit stops and accommodations. • On-site parking should be first accommodated through reduced minimum parking requirements, followed by on-street parking, shared parking, and structured parking sited away from primary pedestrian pathways. Individual surface lots for each parcel should not be required. • Outparcels located along arterial and collector roadways should be developed and connected to serve the internal streets of the activity center. • Building height and mass should be designed to maximize compatibility with abutting uses, where the greatest intensity is located at the focus point of the activity center. • Buildings should be sited in close proximity to each other and well-connected

High density residential units

via pedestrian pathways and sidewalks. • Development quality (architecture and landscaping) should be of higher quality.

CHAPTER 4 - FUTURE DEVELOPMENT PLAN TEMPLE

103

Intent and Character

Appropriate Land Use Types

Floodplains are natureâ&#x20AC;&#x2122;s response in providing flood risk reduction. They slow runoff and store floodwater and are constantly changing. Historically in the U.S., floodplains have been viewed as something

Similar to the parks and open space classification, areas designated with a floodplain overlay are primarily intended to be protected for future flood conveyance, stormwater detention and retention, open space, parks, trails, and recreation, as they are generally not suitable for other types of development. As noted in an initiative in Chapter 5, Plan Recommendations, however, developable land directly adjacent to floodplain has potential in several locations in Temple to be prime development locations associated with the waterfronts.

to remove and to control. A particular focus is usually placed on the 100-year floodplain, which equates to a flood event that has a 1 in 100 percent probability (1%) of being equaled or exceeded in any given year. It is important to note that 100-year floodplains are designated by the Federal Emergency Management Agency (FEMA) as a measure of risk in connection with their flood insurance rate maps (FIRMs). For inland cities like Temple, they are only focused on the riverine environment and do not assess local impacts of flooding in other areas of the built environment. In an era of a changing climate and more intense storm events, many cities big and small are experiencing more frequent and greater impacts of flooding on the built environment. With a history of flooding in Temple (i.e., exhibited by evidence of past repetitive loss events), these areas could be re-prioritized to improve community resilience and to achieve other community-serving benefits. 104

TEMPLE COMPREHENSIVE PLAN

Zoning Districts The Floodplain Overlay land use classification areas identified on the Temple Future Development Plan are not intended to be implemented using specific zoning districts, as these areas are commonly found throughout private development proposals. However, the City does have a Floodplain Overlay (FP) zoning district which is intended to be used for property which may be subject to flooding, but has no established history of flooding.

Location and Development Considerations The following recommendations should be considered as part of rezoning, development approvals, or improvements to existing regulations: • Maintain natural and beneficial functions of the floodplains. • Preserve and protect floodplains as part of the common good, whenever feasible. • Protect open space and incorporate green infrastructure into development patterns. • Adopt a no adverse impact approach to floodplain management. • Focus on data-driven decision-making to assess risk and inform decisions. • Consider the future conditions of floodplains, including potential development

Floodplains

impacts and climate change. • Avoid new development (habitable buildings) in the floodplain, whenever feasible. • Assess the need for key trail linkages as part of all new and/or redevelopment bridge projects. • Design and adapt the built environment (e.g., infrastructure and structures) within floodplains to be resilient to storm events. • Consider both structural and nonstructural flood mitigation measures.

Detention pond

Trails CHAPTER 4 - FUTURE DEVELOPMENT PLAN TEMPLE

105

F I S C A L A N A LYS I S Purpose

Methodology

The Temple Future Development Plan creates a program for future land uses and development character that is intended to create to positive outcomes. As Temple grows, the benefit of these land uses (type of development, density, etc.) can be achieved through thoughtful infrastructure investment, zoning decisions, and continued public input. To validate the economic benefits of the Future Development Plan and to ensure a balanced fiscal approach in serving new population and development, this section provides a fiscal impact assessment of the plan over a 10-year and 25-year horizon.

The methodology for the fiscal analysis includes assumptions of absorption of various densities for the Future Development Planâ&#x20AC;&#x2122;s land use categories using residential and non-residential historical absorption values for the Temple market area (Templeton Demographic Study). These assumptions are found in Figure 4.5, Land Use Density Assumptions, and Figure 4.6, Annual Market Absorption. The development potential values were then applied to vacant, undeveloped parcels within Templeâ&#x20AC;&#x2122;s current planning area.

The purpose of this assessment is to calculate that the planâ&#x20AC;&#x2122;s net fiscal impact. A positive net impact assumes that the plan creates more revenue than cost. This helps the City continue on the path to long-term sustainability and fiscal health.

net fiscal impact =

total expected costs to the total expected revenues

positive outcome

means the land uses create more revenue than the cost of service

negative outcome

means the land uses create less revenue than the cost of service

106

TEMPLE COMPREHENSIVE PLAN

This analysis applied historical data for the Temple using market absorption tailored to the land use categories in the Future Development Plan and current tax rates. These inputs were then used to project the 10-year and 25-year fiscal outcomes. Projected revenues derived from the analysis include both future sales tax and property taxes generated from new development based on a conservative assumption of development. The results included projections for population, employment, housing units, square footage for commercial uses, fiscal benefits, net cost of service. This analysis should be viewed as a snapshot in time, using applicable data and assumptions noted in this analysis.

FIGURE 4.5 LAND USE DENSITY ASSUMPTIONS

Land Use Category

Residential

Commercial

Single-Family (Units/Acre)

Multi-Family (Units/Acre)

Office (SF/Acre)

Medical (SF/Acre)

Retail (SF/Acre)

Industrial (SF/Acre)

Business Park

4,000

1,000

4,000

Downtown Core

10,000

2,000

Downtown Transition

2,500

1,000

Employment Mixed Use*

4,000

2,000

Industrial

10,000

Corridor Mixed Use

2,000

Residential & Neighborhood Services

500

Parks and Open Space

Regional Commercial

4,000

12,000

0.5

TMED

1,000

14,000

2,500

Urban Residential

500

Rural Estate

* Employment Mixed-Use category does not assume land use projections within the Corporate Campus area.

Land Use Assumptions Detailed assumptions of density and use types within each land use category were applied, as shown in Figure 4.5, Land Use Density Assumptions. These assumptions assume potential density values for an acre of land based on the development framework for each land use category. These assumptions anticipate average buildable-acre potential for major product types within each land use category. These values are applied to vacant acres in Templeâ&#x20AC;&#x2122;s Planning Area. This analysis does not account for redevelopment of land, only new development within the Future Development Plan Program. CHAPTER 4 - FUTURE DEVELOPMENT PLAN TEMPLE

107

Annual Market Absorption To estimate the annual absorption of remaining vacant land within the Planning Area. In Figure 4.6 represents the estimate Annual Market Absoprtion, for the land uses shown below. FIGURE 4.6 ANNUAL MARKET ABSORPTION

Annual Absorption (units)

Years 0-5

Years 5 - 25

Rural Estate - SF

91.02

MLS 5-year historical

Residential & Neighborhood Services - SF

151.70

MLS 5-year historical

Corridor Mixed-Use - MF, TH

74.84

MLS 5-year historical

Corridor Mixed-Use - SF

91.02

MLS 5-year historical

TMED - MF

91.02

MLS 5-year historical

TMED - TH, Urban Residential - MF, Regional Commercial

60.43

US Census Historical building permits

Urban Residential and Downtown Transition - SF

91.02

MLS 5-year historical

Employment Mixed-Use* and Downtown Transition - MF

92.43

MLS 5-year historical

US Census Historical building permits

606.8

MLS 5-year historical

490

US Census Historical building permits

Residential

Downtown Core - MF Total Annual Single-family Total Annual Multi-family

Commercial

Annual Absorption Annual Absorption (sq. ft.) (sq. ft.)

Source

Years 0-5

Years 5 - 25

Retail

61,900

20,000

Costar 12 mo absorption (5-yr avg)

Medical

73,500

7,500

Costar 12 mo absorption (5-yr avg)

Office

42,150

13,400

Costar 12 mo absorption (5-yr avg)

Industrial

20,000

Costar 12 mo absorption (5-yr avg)

* Employment Mixed-Use category does not assume land use projections within the Corporate Campus area.

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TEMPLE COMPREHENSIVE PLAN

FIGURE 4.7 10-YEAR PROJECTED GROWTH SUMMARY

10-YEAR Growth 22,070

FIGURE 4.8 25-YEAR PROJECTED GROWTH SUMMARY

25-YEAR Growth 55,175

potential additional population

11,458

28,645

potential additional housing units (SF and MF)

1,272,246

2,185,746

potential additional square footage of non-residential

9,243

17,123

new employees in the Temple market

new employees in the Temple market CHAPTER 4 - FUTURE DEVELOPMENT PLAN TEMPLE

109

COST OF SERVICE To understand the future public costs of this new development population, cost of service assumptions were made based on existing City costs. The per capita cost of service figure used in this analysis is intended as a high-level assumption. Further details are provided as follows: Cost of service was calculated by dividing the current City FY 2019 operating budget by the total daytime (workforce) and residential population. The 2019 current cost of service is approximately $665 dollars per capita.

Fiscal Analysis Results The Net Fiscal Impact to Temple, as depicted in Figure 4.10, Net Fiscal Impact, is a net positive outcome following the Temple Future Development Plan program.

In the next 10 years, approximately $99.6 million in cumulative revenue (property and sales tax) is projected to be generated through anticipated growth in accordance with the Future Development Plan Total revenue is estimated at $232m, including Additional revenues. The cost generated from the additional residential and workforce populations over the 10-year period total over $57 million, leaving an estimated net revenue of $99 million. Over the 25-year timeframe the City is estimated to generate $1.2 billion in cumulative revenue. The cumulative cost over the 25-year period is projected to total nearly $751 million, leaving the City with a net revenue of $521 million.

Conclusions The analysis shows that the new Future Development Plan establishes a positive-return growth and development program for Temple during the plan horizon and beyond. The additional population and jobs generated during this timeframe will lead to positive financial outcomes as projected revenues are anticipated to greatly exceed the costs of service.

$99 million

10-year projected total revenue*

$521 million

25-year projected total revenue* * Total projected revenue includes sales tax and property tax. To be conservative, the dollars are not adjusted for inflation, assume 2019 median values to determine building prices, and are described as cumulative over the summary period.

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FIGURE 4.10 NET FISCAL IMPACT (10- AND 25-YEAR TOTALS) 10-Year TOTAL

SINGLE FAMILY (Units)

20,604,329

Cumulative Property Taxes

2,103,529

Cumulative Property Taxes

3,027,470

Cumulative Property Taxes Cumulative Sales Taxes

OFFICE (SF)

MEDICAL (SF) RETAIL (SF)

INDUSTRIAL (SF)

Cumulative Property Taxes

EXPENSE SUMMARY -

City Operating Expenses (plus Debt Service) Residents Workforce Effective Population Cost of Service per Capita Cost of New Population & Workforce Cumulative Cost of New Population & Workforce

SURPLUS / DEFICIT

13,475 $

123,956,835

7,836,063

9,945,275

2,753,237

11,225,688

12,492,000

50,933,250

180,000 297,540

480,000 1,983,600

22,070

55,175

277,746

478,746

405,000

517,500

409,500

REVENUE SUMMARY - TOTAL New Population New Employment New Real Estate Value Cumulative Property Taxes Cumulative Sales Taxes Other Revenues TOTAL ESTIMATED REVENUES

392,534,520

5,390

Consolidated Cumulative Property Taxes

This analysis should not substitute for more refined fiscal modeling for short-term City cost projections or zoning decisions; however, it can be a reference point for decision-making for this comprehensive plan. Consequently, to achieve the financial projections found in this section, it is strongly recommended that Temple maintains a prudent fiscal strategic public infrastructure investment, and sound land use decisions consistent with the Future Development Plan.

15,170

67,731,736

Consolidated Cumulative Property Taxes

MULTI FAMILY (Units)

25-Year TOTAL

6,068

709,500

A key to achieving fiscal and operational sustainability will be to foster development projects that are accretive to Temple’s long-range vision. Moving forward implementing a new development code, will align the City’s strategic goals of fiscal resiliency.

9,243 2,597,878,277

17,123 6,254,110,504

96,583,961

42%

547,647,281

12,492,000

50,933,250

123,000,551

53%

674,995,067

53%

232,076,512

100%

1,273,575,598

100%

995,093,057

3,291,082,157

103,000

136,105

44,696

52,576

147,696

188,681

776

959

22,968,506

58,485,841

132,458,037

751,651,945

99,618,475

521,923,652

43%

Championing development projects that are thoughtful and cohesive in nature will typically achieve higher returns and have stronger values than more traditional developments. Development projects that do not follow the Future Development Plan should be carefully evaluated and scrutinized so that their economic and social impacts on the community are understood. This may include additional citywide modeling or case-by-case analysis of return on investment. Additional studies may consider proposals for annexation, economic development incentives, zoning and land use changes, and special area development plans.

How to Use this Analysis This fiscal assessment can be used to project future costs and revenues to the City’s budgets for long-range planning initiatives. This is a snapshot-in-time, based on assumptions made using past Absorption. In the future, it would be prudent to revise these projections based on new data and changing circumstances.

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The future of Temple’s street network requires a thoughtful approach to balancing mobility needs, location of major thoroughfares and street

purpose of each street type. The street types described in these figures may take on differing design based on character areas yet purpose and

design based on context and land use character. The Thoroughfare Plan aims to provide an effective balance of mobility and accessibility with variable design features to complement a wide range of development types. The Plan also accounts for improvements or expansions to existing streets and location of future streets based on projected growth patterns.

functionality of each type remain.

Functional Classification Streets are traditionally classified based on their function. The Federal Highway Administration (FHWA) has established a hierarchy of seven functional classifications for streetways, but the application of each of these varies by jurisdiction. For the Temple approach, the seven FHWA classifications have been consolidated into six, with “Interstate” and “Freeway and Expressway” combined to create the “Highway” category. The functional classification of streets presents varying levels of access and mobility as represented by Figure 4.11, Mobility and Access Functions. The streets with the highest levels of mobility (i.e. highways) have the least access; conversely, the streets with the most access to surrounding properties (i.e. local streets) have the least mobility. Figure 4.12, Thoroughfare Functional Classifications, defines the primary

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Highway Major Arterial Increasing Mobility

The Thoroughfare Plan should be used by City staff, and elected and appointed officials to guide the design and reconfiguration of existing streets and adequately plan for future streets to accommodate new development. The following pages describe the functionaly hierarchy of general street types, street design based on character area, and a map fo the Temple planning area depicting existing and future thoroughfares.

FIGURE 4.11: MOBILITY AND ACCESS FUNCTIONS

Minor Arterial Community Collector Neighborhood Collector Local Street Increasing Access

FIGURE 4.12: THOROUGHFARE FUNCTIONAL CLASSIFICATIONS Street Type

Primary Purpose

Highway

Mobility Between Cities

Major Arterial

Mobility Within City

Minor Arterial

Moderate Length Trips

Community Collector

Connect to Arterials

Neighborhood Collector

Connect to Arterials and Collectors

Local Street

Property Access

Source: “Highway Functional Classification Concepts, Criteria and Procedures.” (2013)

Character Zones The design of Temple’s future streets should be based not purely on volume and speed but equally based on the current or intended character of the surrounding built environment. This plan recognizes the “transportation-land use connection” - the linkage between buildings and the street - as a critical component of maintaining or creating neighborhoods, districts, and corridors of unique character. Desired land use and development character should drive street design, while accommodating for the purpose and functionality of vehilcle movement. Thus, street design should intentionally be approached to support either existing or future desired development. The streets introduced in the following pages are rooted in the three character zone types established earlier in this chapter - Urban, Suburban, and Rural. This chapter also establishes a new Future Thoroughfare Map, and discusses multi-modal accommodations within the transportation system. For example, thoroughfares in an urban environment, while still rooted in functionality and volumetric capacity, are presented with design characteristics that support the desired density and adjacent building character. In the Urban Character Zone, arterial and collector streets are presented here as Urban Avenues that accommodate various transportation modes safely and efficiently while pedestrian-focused with streetside amenities. A description of Urban Avenues is as follows: • Urban Avenues. Avenues include volume-intensive arterials and collector streets in function. Avenues may include on-street parking, bicycle accommodations, and an active streetside area, depending on the context. Examples of avenues include Adams and Central, 3rd Street, Avenue H and 31st Street, among others. Several avenues in Temple are candidates for a “road diet,” where lane reductions are considered in favor of pedestrian/bike W. Central Ave. in Temple

facilities and streetside aesthetic enhancements.

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Urban Streets Urban streets should be designed to provide a comfortable and aesthetically pleasing built environment that encourages bicyclist and pedestrian activity and should include active streetsides that serve as public gathering spaces. Urban street key considerations include:

Buildings adjacent to urban streets should frame the right-of-way.

• Incorporate Complete Street features in a way that accommodate and encourage bicycling, walking, and transit use. • Design streets to slow traffic - closely aligning with posted speed limits. • Incorporate components of active streetsides for public gathering and activity in areas where pedestrian activity is expected. • Design to incorporate transit infrastructure and encourage fixed-route ridership. • Reduce lanes in areas where design capacity exceeds traffic volumes during most non-peak periods.

Urban streets can be candidates for lane reductions. The street above was converted from a four-lane minor arterial street into a three-lane avenue with on-street parking, bicycle lanes, and intermittent medians (above).

• Frame the street with adjacent buildings. • Promote on-street parking. • Maximize street interconnectivity with emphasis on small block size. • Create a parallel system of vehicle access through the use of alleys and cross-access easements.

Urban streets should have wide streetsides to accommodate pedestrian sidewalks and public gathering spaces (above).

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Suburban Streets Streets within the suburban street character zone most closely resemble standard street sections that are common in Temple today. New surburban streets should be designed to promote bicyclist and pedestrian activity but emphasis is placed on efficient motor vehicle flow in recognition of land use patterns that are at lower densities and will generate lower volumes of active transportation users between destinations.

SUB URB A N STR EET KEY CON S I D E RATI O NS • Incorporate Complete Streets features in a way that comfortably accommodates bicycling, walking, and transit use. • Prioritize bicycle and pedestrian mobility in residential areas where bike-ped trips typically originate. • Maximize street interconnectivity with emphasis on small-to-medium block size. • Create greater separations between vehicle travel lanes and parallel pedestrian pathways. • Improve vehicle flow through ease of access management design features. • Incorporate enhanced traffic stops that separate buses from travel lanes.

Create greater separations between vehicle travel lanes and parallel pedestrian pathways.

Suburban streets may have medians (above) as a method of access management, and to create a consistent community character.

Suburban streets

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Rural Streets Rural streets are primarily designed for mobility and access in rural character areas, both within the city limits and ETJ. Key considerations of rural streets and their appropriate locations are described in the sidebar to the right. Rural street design is appropriate in areas designated as Rural Character on page 5 of this chapter. The application of rural streets assumes that low-density residential development, agricultural land uses, or other dispersed land uses would remain rural during the plan horizon. As the community grows and desired suburban character pushes further out in the planning area, reconsideration of rural street design would be appropriate. The use of rural street design in suburban areas should be considered sparingly by the City but is an option where contextually appropriate, such as estate development. Rural collectors are typically appropriate for residential development due to large size lots and minimal access points. With estate subdivisions, typically one acre in size, such lots should not take direct access from Community Collectors in rural areas.

Rural streets may have amenities such as soft-surface trails to accommodate pedestrians and cyclists (above).

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• Incorporate Complete Street features in a way that comfortably accommodates bicycling, walking, and transit use. • Maximize street interconnectivity with emphasis on small block size. • Create greater separations between vehicle travel lanes and parallel pedestrian pathways. • Improve vehicle flow through ease of access management design features.

Rural streets (above) often do not employ curb and gutter or integrate ribbon/laydown curbs.

FIGURE 4.13: SUBURBAN STREET DESIGN CHARACTERISTICS Attribute

Major Arterial

Minor Arterial

Community Collector

Neighborhood Collector

Suburban Local

Function Functional Role

Mobility

Provide access between arterials and local streets

Property access

Streetway Continuity

Connects major centers and highways

Connects major arterials to other street types

Continuous between arterials

Generally continuous

Generally discontinuous, but connects to collectors

Right-of-Way

80 - 120 feet

80 -100 feet

65 - 75 feet

50 - 60 feet

50 feet

Desirable Spacing

2 miles

1 - 2 miles

1/4 to 1/2 miles

800 - 1200 feet

300 - 800 feet

Design Speed

45 to 55 mph

40 to 50 mph

35 to 45 mph

30 to 40 mph

20 to 35 mph

Traffic Volumes

20,000 - 40,000

12,000 - 24,000

4,000 - 15,000

1,000 - 5,000

80 - 1,000

Travel lanes

4 to 6 lanes

2 to 4 lanes

2-way vehicular movement, unstriped travel lanes

Turn Lanes

Intermittent turn lanes throughout. 1 turn lane at most intersections & up to 2 turn lanes at major intersections

Intermittent turn lanes throughout. 1 turn lane at most intersections & up to 2 turn lanes at major interesections

One turn lane at signalized intersections and others as needed.

Not typical

None

On-street Parking

Not appropriate

Typically restricted, but may be appropriate in certain areas

Permitted

Curb & Gutter

Varies

Typically vertical curb

Vertical curb

Vertical or mountable curb

Stormwater

Varies

Typically subsurface stormdrain

Subsurface stormdrain

Median

Medians are intended to manage turning movements and access, provide refuge for pedestrians crossing, and landscaping

Medians are appropriate to improve aesthetics and access management

Medians may be appropriate to improve aesthetics, and traffic calming.

Not recommended.

Bikeways1

Shared-use paths

On-street 4â&#x20AC;&#x2122; bike lanes or shared-use paths

Not designated (shared lanes at <30 mph), striped bike lanes or shared-use paths

Not designated (shared lanes at <30 mph)

Traffic Calming

Not appropriate

In limited situations

May be considered

Designed for Transit

Yes

Sidewalks

8 feet minimum on both sides, or 10 feet and 6 feet

6 feet minimum on both sides

4-5 feet minimum on both sides or 6-8 feet on one side

Strategic locations only (neighborhood entrances or adjacent to multi-family or non-residential uses)

Edge Zone

Yes, 8-12 feet

Optional. 8-10 feet

Optional. 6-8 feet.

Optional (Additional ROW) Shade trees in edge zones or outside of right-of-way Permitted

Streetside

Street Trees/ Landscaping

Shade trees and/or ornamental trees in medians and edge zones where appropriate.

Shade trees and/or ornamental trees in medians and edge zones where appropriate

Residential Driveways

Prohibited

Permitted but limited

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FIGURE 4.14: URBAN AND RURAL STREET DESIGN CHARACTERISTICS Attribute

Urban Avenue (Thoroughfares)

Urban Local

Rural Collector

Rural Local

Function Functional Role

Mobility and access assume equal roles

Property access

Property access and access between arterials and locals

Property access

Streetway Continuity

Continuous between arterials within activity centers

Interconnected at frequent intervals

Generally discontinuous, but connects to arterials

Generally discontinuous, but connects to collectors

Right-of-Way

60 - 80 feet

50-60 feet

60 - 70 feet

50 - 60 feet

Design Speed

30 to 35 MPH

20 MPH

25 to 30 mph

20 to 25 mph

Traffic Volume (Average Daily Trips)

Varies

80 - 700

300 - 2,600

80 - 600

Travel lanes

2 to 3 travel lanes, typically two-way movement except for unique circumstances.

2-way vehicular movement, striped travel lanes

2 lanes, demarcated travel lanes

2 lanes, not demarcated

Turn Lanes

On occasion, such as the intersection of two arterials or in specific context

None

At major intersections

None

On-Street Parking

Both sides preferred. Head-in or parallel, as appropriate.

Both sides. Head-in or parallel, as appropriate.

Permitted, limited by width

Curb & Gutter

Vertical curb

Ribbon curb

Stormwater

Subsurface stormdrain

Open channel, culverts

Median

Not recommended

Optional

None

Bikeways

Shared lanes or 4’ bike lanes

Yes

Not designated

Traffic Calming

May be considered

Not typical

Not recommended

Designed for Transit

Yes

Sidewalk

8 feet

Yes

None

Edge Zone

Yes, 4-6 feet.

Natural

Street Trees/Landscaping

Urban street trees should be planted in metal grates in pedestrian areas with adequate growing room. Paired with benches, annuals, and planter boxes. Trees with less than 6’ shall be planted with root barriers to allow for optimal root conditions and compatibility with utilities.

None

Streetway

Streetside

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This image is not to scale. It presents one possible way in which the streetway and streetside elements may be arranged within an urban street. (half of street shown)

Typical Suburban Street Section

This image is not to scale. It presents one possible way in which the streetway and streetside elements may be arranged within a suburban street. (half of street shown)

Typical Rural Street Section (in residential areas)

This image is not to scale. It presents one possible way in which the streetway and streetside elements may be arranged within a rural street. (half of street shown)

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Temple’s Thoroughfare Plan depicts where street extensions, new streets, and potentially expansion/reconfigurations are needed to accommodate the City’s anticipated growth. Map 4.3, Temple Thoroughfare Plan, represents the recommended future thoroughfare network throughout Temple’s planning area.

Using The Future Thoroughfare Plan The placement of proposed thoroughfares on the map is conceptual at this point in time, representing “approximate” location. Actual locations and design will be determined by development, physical design considerations, funding, etc. The necessity for accommodating appropriate rights-of-way for these thoroughfares should be provided for in the UDC, represented by minimum standards. This provides certainty and clarity for landowners and the development community to ensure that thoroughfares are accounted for as properties develop. Responsibility of costs and timing of construction for these thoroughfares shall be determined in these UDC adjustments and should consider the impacts of new development to the overall network.

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Amendments and Adjustments As growth continues in Temple, new development may warrant the identification and development of thoroughfares that are not depicted on Map 4.3, which shall require approval of a thoroughfare plan amendment. In similar fashion, significant changes such as re-alignments or re-classifications should be discussed and approved to ensure clarity. Minor adjustments to alignments of thoroughfares shall not require formal amendment to the map but should be graphically changed on the map to represent the new alignments. The Planning Director shall determine whether a change is minor - impacts to adjacent landowners and construct-ability of street projection are important considerations of such a determination. As more refined alignments of thoroughfares are determined (by concept plan, planned development, plat or site plan), it is necessary to make adjustments to the Temple Thoroughfare Plan to clearly represent the street network. This helps landowners, developers, utility providers, and governmental entities plan for public infrastructure, access, and development. Approvals of such alignments should be accompanied by formal language directing staff to make necessary adjustments to publicly-depicted thoroughfare maps.

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CHAPTER 4 - FUTURE DEVELOPMENT PLAN TEMPLE

Â¯ 121

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It is clear from interactions with the community that there is both optimism and energy about Temple's future. The community's vision for tomorrow calls for continued investment towards efforts that bring economic prosperity, integrated mobility, and quality growth. It also calls for a unified blueprint, one that leads toward an enduring place to call home. These ideals have formed the foundation of the plan recommendations found in this chapter. The framework for the recommendations laid out in this chapter have been developed in concert with the City's 2019 Strategic Plan, in that it embodies the same overarching focus on community infrastructure and smart growth, public safety, places and spaces, and high-performing organization. These four focus areas have been further refined through input by the Comprehensive Plan Advisory Committee (CPAC) to develop eight targeted goal statements (see next page). The rest of this chapter identifies a series of commitments and initiatives to achieve these goals over time. It is understood that not every commitment or initiative will be realized in the near-term or, in some cases, during the time horizon of this plan. As such, Chapter 6, Action Plan, sets out a prioritized implementation action plan which provides greater clarity as to the community's near-, mid-, and longerterm plan of action for moving forward.

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FIGURE 5.1: VISION TO IMPLEMENTATION FRAMEWORK

FOCUS AREAS

Goal 1. Growth and Development: Support desired development through thoughtful consideration of infrastructure, community character, and economic impact. Goal 2. Mobility and Transportation: Design a comprehensive mobility network focused on street character, connectivity, and safety that is planned to meet the needs of the future. Goal 3. Economic Prosperity: Expand Templeâ&#x20AC;&#x2122;s burgeoning economy through targeted economic development initiatives, marketing, destination attractions, and community support of quality development.

Goal 4. Public Safety and Health: Provide exceptional police and fire protection services to maintain public safety and protect the Temple community.

Goal 5. Placemaking: Promote livability and community through urban design, investments in public spaces, and focusing on what makes Temple unique. Goal 6. Downtown: Continue investments in public spaces and infrastructure and encourage development in downtown to create a central destination and activity zone.

Goal 8. Governance: Sustain a forwardthinking, high-performing, and accountable City government through continued focus on the implementation of the Comprehensive Plan and the Cityâ&#x20AC;&#x2122;s Strategic Plan.

Goal 7. Housing and Neighborhoods: Support stable neighborhoods and a variety of housing options through core design elements and market-based solutions.

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FOCUS AREA: SMART GROWTH Goal 1. Growth and Development: Support desired development through thoughtful consideration of infrastructure, community character, and economic impact. Commitment 1.1. Growth: Ensure that future development to accommodate community growth is consistent with Templeâ&#x20AC;&#x2122;s family-friendly character and livability. Initiatives: 1.1.1: Place an emphasis on community growth strategies to maximize the use of existing City infrastructure in undeveloped or under-developed areas. In order to support the goals of balanced community growth, Temple should take steps to review and update zoning, subdivision, and utility extension policies to encourage development where existing public infrastructure is in place or can be provided at minimal cost. The City should also consider policies that would discourage development in outlying areas that would require public investment in new infrastructure to serve a small population of people. Using the Future Development Plan as a guide, Temple should act to update development ordinances that will promote compact development in areas of town where cost-

effective infrastructure can be planned, installed and generate revenue to the City. This should include amendments to the UDC to promote infill and redevelopment in the older, urban character areas and areas promoted as "activity centers" where a mix of compatible uses can be planned and constructed. This will require streamlined and carefully-crafted standards that meet the goals and spur this type of development rather than deter it. Overall, Temple should act to prepare for and approve development proposals that maintain affordability with desired amenities and do not create additional burden to existing taxpayers and ratepayers. 1.1.2: Utilize the Temple Future Development Plan to guide development to ensure positive, planned growth in desired areas throughout the community. The Future Development Plan is a guide for land use and mobility when considering new development, capital infrastructure and community connectivity. Based on defined character areas and desired mix of land uses, the plan considers strategic locations in Temple for future development (i.e., activity centers, highway corridors and gateways, corporate campus zones, and downtown) that encourage investment and position the community for growth and success. Through integration of zoning, financial planning for services and amenities, and capital improvement plan (CIP) project funding, the City is able to maximize land values, ensure effective capital expenditures and longterm fiscal health.

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Scott & White is an integral component of Temple's economy and workforce and thus the future must be planned with medical campus expansion in mind. Source: Temple 2030 Quality of Life Master Plan

1.1.3: Work with TIRZ #1 to promote and incentivize mixed-use development within and adjacent to the Temple Medical and Educational (TMED) District to provide a dynamic environment with housing, employment and retail options. Temple has enormous potential in the TMED and TMED South areas of town, where prior planning efforts have created a development framework for a mixed-use employment, shopping and residential environment. TMED began as a partnership with the VA, Temple College, the Bioscience District, Texas A&M Health Science Center and Baylor Scott and White to promote the nearby re-development of areas near these campuses in a manner that would form a "university village." The design standards and commitment to infrastructure investment positions the district for additional investments in medical services, research, education, and supporting community services.

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Located near Baylor Scott & White's main campus and along the future IH-14 corridor, the TMED South campus offers a vast expanse of developable property along major corridors that could become the City's first planned "Activity Center" in a greenfield setting. The prior efforts initiated through funding by the TIRZ #1 board to create the master plan for both areas and ensure a revenue stream for amenities and enhancements has set the table for investment to occur consistent with the vision. The revenue potential from the reinvestment zone funds presents a unique leverage when recruiting and incentivizing development. This is an area for Temple to focus marketing efforts, capital improvements, and partnerships to allow this idea to grow into something special.

1.1.4: Promote development in Temple Strategic Investment Zones through a streamlined assessment and allocation process. Temple's Strategic Investment Zone incentive program encourages redevelopment along key corridors and in the downtown. Qualifying improvements for quality of life, safety and health considerations are matched through grants by the City. This program, while effective, can be streamlined to ensure optimal results for these areas and for City funds. Updating the proposal assessment and allocation process will ensure effective transfer of public funds to key improvements in targeted areas of need, consistent with the vision and goals of this plan and the small-area neighborhood plans being considered by the City. Expansion of these zones should also be evaluated strategically by the staff to ensure appropriate funds are available in the desired areas. One area example to consider for SIZ expansion is the Avenue M West corridor. 1.1.5: Evaluate development and annexation proposals through the initiation of a cost-to-serve model to understand fiscal implications to budget, public safety, infrastructure, staffing/ operations, maintenance and debt. Understanding the financial implications of providing quality public services and maintaining public infrastructure is critical when considering new growth in the city. The impacts of new people and new development can be positive for the vitality of the community and its offerings, yet the balance of revenues/costs can often be challenging to predict at the outset. Particularly when evaluating proposals to expand the City's corporate limits through annexation, the City must have a grasp on the financial considerations of such a decision, be it financing of new infrastructure, maintenance or replacement of assets, staffing and staff resources, regulatory, etc. Cheaper land exists farther from the core of the city due to proximity and distance from services/ infrastructure - this is always enticing to investors and developers if the City is a willing partner. The City should adhere to a strategic approach

and be leery of devoting considerable resources in such situations, instead focusing on core city investments. There are financial costto-serve models available for municipalities to examine the pros and cons of certain types of developments and their impacts. Temple is well-positioned for growth and redevelopment but traffic mitigation and critical infrastructure will be costly expenditures in the future. The City should pursue assistance evaluating the costs not only to the government but to the general public. This will ensure a shared cost burden of the public impacts of new development. The evaluation will also provide clarity and choice for decision-makers pursuing the goals and objectives of this Plan. The City should also utilize spatial analysis software such as GIS to map and analyze expansion areas. 1.1.6: Continue to evaluate opportunities for strategic expansion of the City limits in the Cityâ&#x20AC;&#x2122;s growth areas by working with landowners in conformance with new state legislative requirements. Recent changes to Texas annexation laws have made it difficult for cities to expand their corporate limits to account for new growth. Temple is unique compared to many cities in the fact that the community has planned for growth through annexation over the years and has provided a financial partnership with landowners and developers so that annexation is not a negative term. This strategy is crucial in the future as any further expansion must be done through a shared commitment with the landowner. The City can primarily annex only through a landowner's voluntary petition and service agreement so, in the future, it should show the landowner the various benefits to annexation. These benefits may include, among others, high-quality City services, costsharing on infrastructure, and commitment to good government and a fair tax structure. Changes in the state law also allow an opportunity for Temple to reconsider expanding and focusing inward on the central areas of the community. Annexation can continue to be a tool to accommodate desired growth and infrastructure expansion, even if used differently than in the past. CHAPTER 5 - PLAN RECOMMENDATIONS TEMPLE

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One of the challenges that has presented itself in recent years in Temple has been the consideration of proposed suburban development in areas projected to remain rural character in the previous comprehensive plan. This has caused concern regarding compatibility of zoning districts and development standards in areas that were either zoned or projected for agricultural use. The Future Development Plan serves as the guide for rural and suburban character as well as projected land uses within the planning horizon, which can inform a new zoning map or updates thereto in the coming years. While providing guidance and direction, the Future Development Plan should also be FM 24

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The property owners that signed agreements in 2008 agreeing to delay full-purpose annexation until no later than 2020 will be annexed the year of Plan adoption unless further action is taken by Council (See opposing page for map of areas slated for annexation in 2020). Since 2008, the significant changes to annexation laws have been approved regarding annexation that will make annexation difficult for municipalities in the future. Under this new legal framework, it is imperative that the City maintain all options when it comes to expanding corporate limits and providing efficient public services to the community. The agreements are noteworthy because the landowners have committed to voluntary annexation petitions at the completion of the term and that stipulation should be retained. However, prior to that happening, the City should fully evaluate the impacts of providing service to these properties with a cost-to-serve model or similar analysis. This will ensure that services, such as street maintenance, solid waste, utilities, etc. can be provided in a cost-effective manner.

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2020 Annexation Agreement Areas

considered for update and amendment per the criteria established in Chapter 7, Plan Administration. The plan is a living document that should be evaluated within the context of information available at the time, which may warrant limited amendment and reconsideration where appropriate. 1.1.9: Update the Temple UDC to develop predictable and flexible regulations which allow for agricultural preservation and rural character land development. Agricultural land is steadily being lost as part of the continued suburbanization of U.S. communities. This loss occurs because much of the land is located in the growth direction of municipalities and consists of phyical characteristics which are also generally great for building. This results in both a loss of agricultural productivity and a decrease in the overall rural character. To protect the areas identified on the Temple Future Development Plan as Rural / Estate, the City should consider a variety of different techniques including preferential taxation of agricultural land (e.g., conservation easements), dedication or fee simple acquisition of open space, and improved regulations to protect rural character. The latter includes requirements for large lots (often 1/2 to > 2 acres) developed using on-site utilities (i.e., wells and septic), larger lot widths (e.g., 100 ft.) and setbacks (e.g., 50 ft.) to create space between the roadway and abutting houses, and rural roadway cross-sections (i.e., open bar ditches, no sidewalks, or curb or gutter). It also includes creating the flexibiity needed for lower density land development, including the allowance for gravel driveways, the greater use of accessary buildings or dwellings, etc. Where a land owner wants to develop in a more dense development pattern, the use of conservation subdivision standards can be an effective and preferred technique to protect rural charcter. Conservation subdivisions are a design strategy which allows smaller lot sizes and setbacks in exchange for larger amounts of commonly protected open space (e.g., 30% for rural clustering). This approach allows the developer an equivalent (or higher) development yield, in terms of

Conservation subdivision design (photo at right) can achieve the same development yield or greater than traditional development (photo at left) while improving the protection of rural character. gross units per acre, than under a more traditional development layout. Density bonuses could also be used to incentivize greater protection of sensitive natural resources, larger areas of undivided commonly protected open space, and for other community objectives (e.g., greenway trail development). 1.1.10: Update the Temple UDC to consider the compatibility recommendations in the Fort Hood Joint Land Use Study. The 2018 Fort Hood Joint Land Use Study (JLUS) studied the cities in the vicinity of the base to ensure that future growth and change was compatible with base operational need. A critical economic driver in the region, Fort Hood's operations should not be negatively constrained by any individual municipality's actions so, as part of the JLUS process, addendums were created for each city with a series of recommendations on land use and other direction. These recommendations include code and development standards that would promote compatibility between development in Temple and Fort Hood operations. As part of implementation for the comprehensive plan, the City should take under strong consideration the recommendations of the JLUS through coordination with CTCOG and Fort Hood. It is a mutual benefit to maintain a positive relationship with Fort Hood and continue to be engaged in future efforts regarding development and compatibility. CHAPTER 5 - PLAN RECOMMENDATIONS TEMPLE

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Commitment 1.2. Infrastructure Systems: Ensure that funding, operations and maintenance of the Cityâ&#x20AC;&#x2122;s public infrastructure systems are proactively planned and continuously provided to support exceptional services and community growth. Initiatives: 1.2.1. Plan for Templeâ&#x20AC;&#x2122;s future water supply needs by implementing the Cityâ&#x20AC;&#x2122;s water conservation plan, anticipating raw water needs based on projected population, and using land use and development policies to reduce consumption. The City of Temple's population is expected to reach 100,000 residents in the next 10 years. Additionally, the City is projected to provide water to approximately 135,000 people by 2060, according to the 2019 Water Master Plan. This is a substantial resource need, particularly due to Temple's industrial, power-generation, medical and institutional customer needs. Temple should continue to monitor population growth based on desired growth patterns to evaluate raw water needs, and implement the 2019 Water Conservation Plan to ensure steady usage so that projections stay on course. Further, land use and development policies and regulations for density, open space, and landscaping requirements should account for water usage and irrigation needs. 1.2.2. Implement the 2019 Water and Wastewater Master Plan to ensure an efficient, high-quality utility system to address future needs. The updated 2019 Water and Wastewater Master Plan is a critical tool to account for an efficient, coordinated, long-term utility system. Implementing this plan in conjunction with the Future Development Plan allows for predictability for private investment, an integrated CIP program and surety for major utility users. Anticipated improvement projects will correct deficiencies in the system and provide Temple with quality system assets and capacity flexibility in the coming years. 132

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1.2.3. Evaluate expansion of water and wastewater Certificates of Convenience and Necessity (CCN) in desired growth areas and partner with other service providers to ensure adequate capacity and performance of utilities to serve desired users. Water providers in the state of Texas are limited to providing water within a defined area called a CCN. Temple currently has a CCN boundary that largely tracks the city boundaries, although projected growth areas suggest that Temple development may begin to occur outside of the Temple CCN where service is provided by water supply corporations. Where possible and practical, Temple should evaluate expanding CCN boundaries in areas where future development is desired. Service provider status will allow Temple the ability to plan for suburban densities and also discuss annexation with landowners/ developers, consistent with the desired Future Development Plan. CCN expansion would ensure that the City and the EDC retain a tool for recruitment and incentive packages for economic development. 1.2.4. Continue to monitor the need for a wastewater treatment plant in the southern part of the City to ensure capacity and effective wastewater service for customers. As identified in the 2019 Water and Wastewater Plan, Exhibit L, continue to monitor the need for constructing a new wastewater treatment plan in the southern part of the City to ensure adequate capacity and effective wastewater services concurrent with growth in this area. Much of the Temple growth anticipated during the time horizon of this Plan is likely to occur south of the existing areas of development and new capital infrastructure from interceptors to force mains to treatment facilities will be needed to serve this new desired development.

Temple's Water Treatment Plant currently pumps 15 million gallons of water daily

1.2.5. Ensure financial viability for future infrastructure projects through prudent debt financing. Long-range funding of infrastructure will come from integrated planning, partnerships with the development community and conservative debt financing. The City must plan carefully for the financing of infrastructure for critical projects so as to be good stewards of the public's money and account for the long-term costs of public infrastructure and return on investment. Accounting for future risk of rising operations and maintenance costs of surface and sub-surface infrastructure through prudent capital debt financing will put Temple in a position of strength.

1.2.6. Evaluate utility infrastructure and deficiencies in East and Central Temple to determine appropriate replacements and upgrades to serve current and long-term population demands and redevelopment opportunities. The areas that are now considered East and Central Temple accounted for most of the developed city until the last 30 years. From streets to sidewalks to sub-surface wet utilities, much of the infrastructure is at or past its life expectancy and in need of repairs and replacement. These deficiencies not only curtail delivery of public works to citizens and businesses but also hinder new investment and redevelopment. Evaluate targeted improvements in priority areas and make the east and central areas of town a commitment area for needed upgrades and improvements.

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Commitment 1.3. Design and Development: Enhance the appearance and character of Temple through public and private design and development. Initiatives: 1.3.1. Undertake a comprehensive assessment of the Temple UDC to evaluate necessary regulatory modifications to implement the proposed character and future development vision set out in this Plan. Set out in Chapter 4, Future Development Plan, and other areas of this Plan, are recommendations intended to improve the quality and character of the built environment in Temple. In particular, the intent and character, appropriate land use types, design characteristics, location and decision-criteria, and zoning district sections of the Future Development Plan categories include guidance on differing areas of community character. In some instances, it provides references for post-plan implementation based on existing regulations in the Temple UDC. In other instances, full realization of the character of a particular category cannot be effectively achieved solely using existing regulations. Accordingly, implementation of the full intent will require a comprehensive update to the Temple UDC. This may require restructuring of some of the current zoning districts or it could require the addition of new zoning districts. 1.3.2. Update the Temple UDC to include new dark sky regulatory provisions to protect Templeâ&#x20AC;&#x2122;s nighttime sky. There is growing concern regarding the quality of the nighttime sky and its known and unknown impacts on our environment, safety, energy consumption, and health. As our urban areas continue to grow, so does the amount of light pollution. In faster growing communities, like Temple, even incremental light pollution protections can result in 134

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significant long-term improvement. Temple still has great visibility of the stars and planets, compared to larger metro areas. Moving forward, the City should consider updating the Temple UDC to adopt dark sky provisions associated with lighting of the built environment. This should include the addition of a new section in Article 7, General Development Standards, of the Temple UDC. This new section should include new provisions on outdoor lighting beyond what is already found in the UDC related to the lighting of signs. The new provisions should focus on allowing the wise use of outdoor lighting while still minimizing the effects of light pollution. Appropriate outdoor lighting standards for communities concerned about the quality of the nighttime sky should focus on provisions that call for lighting to only be on when needed, to illuminate areas needed for safety or mobility (e.g., trails, sidewalks, parking, etc.), to be no brighter than necessary, to minimize blue light emissions, and to be fully shielded or pointed downward (i.e., full cut-off fixtures). Some Texas Hill Country communities (e.g., Dripping Springs and Horseshoe Bay) have established dark sky ordinances, are International Dark Sky communities, and could serve as a benchmark for identifying local best practices. 1.3.3. Update the Temple UDC to revise the Cityâ&#x20AC;&#x2122;s sign ordinance to improve the quality and scale of signage throughout the City while allowing for necessary advertisement of businesses and destinations. Signs are regulated by Sec. 7.6, Signs, of the Temple UDC and are an integral part of the visual aesthetic of Temple's streets and buildings. While Temple does currently have comprehensive sign regulations, one of the community discussions during the engagement process highlighted the need to match sign height and size to the speed and character of Temple's streets. This is often a challenge as growth begins to occur along new corridors and aesthetic desires of the citizens begin to change. It is recommended that the City undergo a comprehensive evaluation of the scale, quality, look and feel of

new signage as part of new development to determine if the existing regulations are effective enough in protecting overall community quality and character. This may include a review of where pole signs are allowed, where monument signs are a more appropriate fit, and elements such as size, lighting, color, etc. This may become even more important in the context of the recent legislative actions scaling back municipal rights to regulate building materials. In this regard, Texas cities may have to increase other protections (e.g., landscaping, signage, etc.) to adequately protect the visual quality of corridors and the overall built environment. 1.3.4. Update the Temple UDC to improve compatibility between different types and scales of uses to ensure adequate setbacks and buffers (e.g., between differing scales of residential housing and between residential and civic and institutional uses). An overall premise of zoning is the separation of uses into different districts to protect the quality and character of the built environment for specific different uses. Over time, many cities may have gone too far in separating uses which inherently do not need separation. There are many instances where a city lacks basic compatibility standards to protect different uses, and scales of uses, from each other. Although the City does have minimum screening and buffering requirements in Section 7.7.4, Buffering of the Temple UDC, they do not provide adequate protections. Moving forward, the City should consider a two-part framework for screening and buffering. First, the City should consider establishing a zoning district matrix which establishes different thresholds for screening between less-compatible zoning districts. A landscaping bufferyard would be required on the property lines between different zoning districts. The greater the incompatibility between districts, the greater the bufferyard requirement. New regulations could also include flexible bufferyard provisions provided that the same level of opacity is met. A smaller landscape strip could be allowed provided that it was combined with a greater intensity of landscaping and fencing to achieve the same level of opacity. Second, in an



Example of zoning district matrix for bufferyards

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In this example from south Temple (Winchester Drive at S. 31 Street), no screening or buffering of any kind is provided between the rear of a rental storage business and an adjacent apartment development, where the playground and some residential units are only several yards away from the adjacent non-residential activity.

era of increasing mixed-use development, the City should consider establishing use or building type protections to ensure that different Landscaping and other buffering and screening measures (fences, walls, berms, provide a visual scales of development doetc.) not hinder one's right to enjoy their benefit. But they can also help to mitigate certain characteristics of aprovisions development type (e.g., noise, property. New could be glare, added which also require a substantial parking) that would otherwise make it landscape buffer between different of uses within the same incompatible with other land uses that might occurtypes on adjacent sites. Application of the flexible “bufferyard” district. This include landscape buffer between different concept is acould fundamental aspect ofacharacter-based zoning. Screening measures may also be required within properties or similar provisions within sites to shield trash receptacles, loading and delivery a mixed-use development. areas, and ground- and roof-mounted mechanical In the case of a master planned mixed-use development, equipment from public view. This attractive dumpster enclosure at CenterPointe these provisions are often less intensive than otherst bufferyard Plaza (S. 31 Street at Loop 363) provides effective screening of an on-site support activity as opposed to this clumsy fence enclosure example in the Houston area (below).

Bufferyard requirements that vary according to the intensity of the adjacent use are important for infill development projects.

Source: Choices ‘08, The Temple Comprehensive Plan (2008)

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requirements because they are planned, designed, and integrated into an overall consolidated development. 1.3.5. Update the Temple UDC to create new zoning districts, land uses and design standards to implement the categories and projected development types in the Future Development Plan. A character-based system of planning and zoning is a powerful tool used by cities to create differing areas of character within a community. Inherently, these differing areas should look and feel different (e.g., the urban character areas of downtown should look and feel different than the same uses along the City's main auto-centric corridors). However, many cities inadequately translate the character-based vision into implementable regulations, or do not update their regulations at all. In these instances, standard Euclidean-based zoning regulations often just create differing areas of separated uses which all generally look and feel the same. Moving forward, it is recommended that the City follow up with a comprehensive update to the Temple UDC. At a minimum, the update should include review and modification of permitted, limited, and conditional use lists, site development regulations, and other applicable development regulations (e.g., landscaping and signage, as applicable) to achieve the full character intents of each different category.

developers and commercial retailers are placing greater emphasis on higher quality commercial centers and experiential shopping. As such, this Plan anticipates the potential demand for higher intensity activity centers located at key strategic locations within the City (see Activity Centers on Map 4.2, Temple Future Development Plan). These areas are intended for a greater density (for residential uses) and intensity (for nonresidential uses) and provide the development community with greater opportunity to develop high quality destination locations with good access to the Temple thoroughfare system. 1.3.7. Promote infill / redevelopment growth opportunities in the Urban Residential, Downtown Transition and Downtown character areas through targeted investments and updates to the UDC to allow for context-sensitive urban density and design. Over the past few years, the City has focused a significant amount of effort and investment in downtown Temple. These efforts are starting to spur catalytic change and interest from private developers in downtown. There also have been growing discussions about some of this investment starting to spur interest in the areas surrounding, including in some of the established residential areas. It is expected that the City will increasingly see additional demand for new development/

1.3.6. Update the Temple UDC to create zoning standards that allow for greater density/intensity of development in the areas defined as Activity Centers on the Future Development Plan, with appropriate compatibility in surrounding areas. As envisioned in the Future Development Plan framework, a series of future development categories provide for predictable, but flexible differing areas of character throughout Temple. This framework allows differing scales and types of commercial uses in various different categories (e.g., neighborhood mixed use, regional commercial, etc.); but inherently the scale does not change depending on where one is in Temple. As seen in the changing face of retail in the U.S., many 136

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View of Downtown Temple from the Future Development Plan, depicting the urban character zone areas where a dense mix of uses and activity are desired.

redevelopment in these areas. These areas, however, also exhibit a completely different character than the more recently developed autocentric areas. Moving forward, the City should evaluate needed changes to the Temple UDC to establish appropriately tailored urban-character, context-sensitive standards to facilitate new investment without impacting the long-standing fabric of downtown and the surrounding urban residential areas. In some cases, the revised standards should fully preserve the existing character of these areas. In other instances, it should provide for the transition to new or different uses. 1.3.8. Evaluate existing and projected impacts from extreme weather events and climate variability to ensure that Temple development contributes to a sustainable long-term future. Today, in the United States, there is an increasing urgency in understanding and mobilizing to respond to the impacts of climate variability as is becoming more evident in the growing impacts of extreme weather events. In this regard, many of our larger cities are preparing climate action plans or community resilience plans. These plans often include analysis and recommendations for addressing climate mitigation (reducing greenhouse gas emissions or GHG) and climate adaptation (addressing the impacts). They are intended to assess and improve a community's overall climate readiness and better prepare for future municipal response to expected and potential near- and longer-term shocks and stressors. Moving forward, the City should undertake an evaluation to determine opportunities for reducing Temple’s GHG and the likely or probable shocks and stressors which could impact the City in the future. Often a reduction of GHG emissions involves first quantifying a city’s current and projected emissions classified by sector (e.g., transportation, energy, solid waste, etc.) followed by strategies to improve efficiencies. Some cities apply improvements just to municipal operations, while others apply it to both public and private land development. Improvements could be as simple as modified regulations to improve energy efficiency or as comprehensive as changing the entire land use and development framework to reduce vehicle miles travelled by individuals in automobiles, to increase alternative forms of mass transit (e.g., increased ridership on a local bus or trolley system), to

enhanced built environment which focuses on mixed uses and improved walkability and bikeability. Similarly, an evaluation of the City’s likely or probable shocks and stressors could identify such things as the need for a more incremental, proactive response to maintain aging infrastructure to changes in the City’s development regulations for greater protection against increased frequency and intensity of flood events. In this regard, the City is using planning to identify needed adaptations to expected and unexpected events that are already occurring or will occur during the useful life of the City’s infrastructure system. A core focus of these evaluations should include the near- and longer-term fiscal implications between the ”no action” response and various response alternatives. 1.3.9. Develop a sustainability master plan to ensure the City achieves longer-term social, environmental, and economic goals and objectives. Today, in the United States, there is an increasing interest in sustainable growth and development as it relates to our built environment. Inherently, it is about building cities which are economically prosperous, socially equitable, and environmentally sustainable. It is also about considering the long-term impacts of today's growth and development decisions. In Temple, the respondents to the online public survey indicated strong support (almost 85 percent, either very strongly or strongly) for sustainability. Moving forward, the City should consider the development of sustainability policies and, potentially, a sustainability master plan to ensure the City achieves longer-term social, environmental, and economic goals. A plan could include such sustainability topics as air quality and greenhouse gases, water resource management, ecosystem management, energy conservation, expanded water conservation measures, transportation, and material resources management. In some instances, recommendations applicable to both public and private development may be considered. Following the guidance in Initiative 1.3.8, Temple's first step to become more sustainable and resilient starts with an understanding of what the community feels is the appropriate course of action. CHAPTER 5 - PLAN RECOMMENDATIONS TEMPLE

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Commitment 1.4. Parks and Trails: Create livable places and spaces throughout the community by focusing investments in public spaces, parks, trails, and community events.

Initiatives: 1.4.1. Implement the recommendations from the 2020 Parks and Trails Master Plan and update as needed to ensure the City can manage growing demand for parks, trails, and recreation. Enhancing and expanding the parks and trails system is a top priority for a community poised for growth. The 2020 Master Plan identifies improvements and expansion of the parks and trails system to meet citizen expectations for open space and recreation opportunities in the coming decade. Moving quickly on high-priority improvements and enhancements and securing necessary financing for trails and capital projects is key to achieving the goals set by the community in this plan. 1.4.2. Update the Temple UDC to address appropriate fees, land dedication amounts, and details regarding private parks to ensure the preservation of open spaces and natural areas with new residential development to provide greenspace and amenities.

Trails are an increasingly popular community amenity. A citywide trails plan was developed in 2020 in the Parks & Trails Master Plan.

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The UDC should be revised to modernize the framework for private/ homeowner assocation parks to ensure that the goals and objectives of the 2020 Master Plan are met. Private parks are a key component of providing neighborhood-centered green space and activity elements, while alleviating cost impacts to the community. Private parks should be a visible part of the parkland dedication ordinance yet should not be 100% of the solution to provide parks and open space throughout the community. Further, as recommended in the parks plan, the City should work with the development community on a general update to the regulatory process and desired park design components will provide greater transparency and effective delivery of parkland. This process should include an increase in the number of years that the City has to effectively distribute in-lieu parkland fees to needed neighborhood parks.

1.4.3. Identify opportunities for improved collaboration with the City of Belton and the Army Corps of Engineers to ensure the long-term viability and enjoyment of Miller Springs Park. Miller Springs Park is a great example of a unique natural park space with a shared operations and ownership structure. The opportunity for this regional park to be further enhanced rests on a continued collaboration between the three entities, which positions the park for grant opportunities. Future Temple residents are likely to increasingly seek out Miller Springs for active outdoor recreation and the uncertainty surrounding funding and operations of this land should encourage City leaders to take a leadership role in the park's future. 1.4.4. Identify opportunities to diversify the types of park-related activities for Temple residents. Temple's growing, yet aging, park system has undergone some muchneeded amenity and safety improvement over the last 5-10 years. Parallel to these park improvements, recent growth has mandated major investments in new parks and their development, along with land acquisition for future parks. Now is the time to consider diversification of activities within parks, in recreation, programming, and facilities. Tomorrow's park land users will have an appetite for active fitness, social gathering spaces, and outdoor experiences - with insistence on quick action and continued investment. The focus should continue to be on community-wide trails with varied surface materials that connect key destinations without reliance on traditional transportation methods. This quality of life approach will further enhance Temple's ability to attract and retain Temple's home-grown youth, businesses, and young professionals.

1.4.5. Pursue policies, development standards, and community partnerships to promote and sustain Temple as a â&#x20AC;&#x153;healthy communityâ&#x20AC;? city. Temple's well-known medical industry has brought leading healthcare professionals and facilities to the community. This has led to a

community-wide focus on health and well-being, including access to facilities and personal health awareness programs. Baylor Scott and White, Central Texas Veterans Health Care System, Bell County Public Health District, and other community partners such as school districts, can help to provide residents educational and health and wellness opportunities.The City of Temple can consider measures to solidify a healthy community direction through development design, promotion of active lifestyles through parks and trails, and education. These policies can include, as examples, street design, alternative mobility, emergency response preparedness, resilient stormwater measures, wastewater and water treatment improvements, and green building for city facilities. 1.4.6. Acquire land for future parkland in growth areas. The analysis done for the 2020 Parks and Trails Master Plan concluded that Temple has good distribution of community and regional parks throughout the current city limits. As Temple grows, neighborhood parks and private parks will continue to be built but community and regional park land may need to be acquired. The parks plan recognized that there is not a particular area of need for regional and community parks, but that the City should keep an eye out for unique properties with a focus on conservation and natural beauty. The time horizon to consider land acquisition meeting this criteria in projected growth areas is any time in the next ten years if an opportunity arises. Temple should be judicious in the consideration of accepting or purchasing land to ensure that capital and operational costs to develop and maintain the park are within capabilities. 1.4.7. Complete an update to the Parks and Trails Master Plan in 2025. The 2020 Parks and Trails Master Plan envisions improvements and considerations for a 10-year period of time. The master plan establishes a framework for an annual review of implementation and five-year update to priorities and projects. No plan is a static document and the annual review paired with a formal five-year update will help sustain the momentum of community support for upgrades and maintenance to the quality parks and open space system that Temple enjoys. CHAPTER 5 - PLAN RECOMMENDATIONS TEMPLE

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Commitment 1.5. Drainage: Establish effective policy and approaches to minimize flooding events and impacts to the built environment. Initiatives: 1.5.1. Design and manage the Cityâ&#x20AC;&#x2122;s stormwater system to reduce flooding, protect private property, and create amenitized spaces. As part of the Strategic Plan, several initiatives were identified to advance the City's efforts related to drainage, including undertaking a comprehensive drainage modeling and assessment plan. As such, the City should use this opportunity to reevaluate how drainage infrastructure can be cross-purposed and utilized for multiple community benefits, including amenitized community spaces. Moving forward, the City could reevaluate its incentive and regulatory programs to further advance these multipurpose benefits. 1.5.2. Utilize the Future Development Plan and update the Temple UDC to include new regulatory provisions to protect the Cityâ&#x20AC;&#x2122;s river/streams and floodplain corridors to provide enhanced access and amenity opportunities. The best method to protect against future flood losses and damage is to minimize development in and near floodplains and other drainage corridors. However, these areas are also often the most highly scenic and sought after locations for development. Moving forward, the City should utilize the Future Development Map and enhanced regulations to protect floodplains through dedication to the City or as common property maintained in the public good (e.g., as trail, park, and amenity spaces within new neighborhoods). Beyond just drainage conveyance, the multi-purpose benefits include protecting the future health and safety of the community, limiting issues with future flood damage, protecting natural resources (e.g., tree canopy and stream buffers) and 140

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wildlife corridors, and increased livability through improved access to high-quality parks and linear trails. 1.5.3. Develop an update to the 2008 Drainage Capital Improvement Plan. As identified in the Strategic Plan, the City will need to develop a comprehensive drainage modeling and assessment plan to adequately understand and evaluate near- and long-term issues and capital needs regarding Temple's drainage. This plan will need to evaluate existing stormwater infrastructure and identify capital improvement projects to address current and projected drainage and flooding problems. Like many Texas cities, Temple may also need to evaluate the possibility of establishing a stormwater utility to ensure adequate and stable longterm funding for operations and capital projects. 1.5.4. Promote improved community resiliency through the conservation of sensitive natural resources and an appropriate balance of green and gray infrastructure projects. Community resilience is defined as the ability to prepare and plan for, absorb, respond, recover from, and more successfully adapt to adverse events. Moving forward, the City should identify opportunities to view all future infrastructure projects through the lens of ensuring long-term community resilience against future shocks and stressors. 1.5.5. Develop a series of downtown drainage improvements to address existing stormwater concerns and accommodate planned downtown development intensities. Although downtown was developed under a different regulatory framework, a comprehensive evaluation of drainage issues and improvements is needed as part of a broader effort in revitalizing the core of the City. This includes localized drainage improvements and potential opportunities for regional drainage solutions which could also function as recreational areas.

Goal 2. Mobility and Transportation: Design a comprehensive mobility network focused on street character, connectivity, and safety that is planned to meet the needs of the future. Commitment 2.1. Regional Coordination and Partnerships: Continue collaboration between Temple and other federal, state, and local partners to improve moving people and goods to, from, and through the community in an efficient and effective manner. Initiatives: 2.1.1. Continue to cultivate strong relationships with regional and neighboring governing partners to ensure regional initiatives and programs benefit all users.

2.1.2. Work with TxDOT and elected federal officials to ensure Temple guides the designation of Interstate 14 (I-14) in a way that positively impacts local businesses and landowners. I-14 (The Gulf Coast Strategic Highway) is a critical federal project that will link Temple to the east with a controlled access interstate. This designation will put Temple at the intersection of two interstate highways and bring more goods and services to the community. It also offers a new window for economic development to enhance the community and recruit additional businesses that would benefit from this. In order to minimize disruption to the community and bring this route closer to the heart of the community as opposed to a new bypass, the existing US 190/Dodgen Loop route is the most logical and preferred route for I-14. This route designation will allow the City the opportunity to consider new gateway and corridor design enhancements, signage, land use, etc. be applying a specific zoning district or overlay intended to promote desired development along the corridor.

One of Temple's strengths is being part of a growing regional hub with a diversified economy. Continuing to work with regional partners such as Killeen Temple Metropolitan Planning Organization (KTMPO), the Hill Country Transit District, Killeen-Fort Hood Regional Airport, Bell County, Central Texas Council of Governments (CTCOG), Fort Hood, and other neighboring cities will position Temple for state and federal funds with a regional perspective on managing and planning for growth for transportation. These and other entities are facing the challenge of regional growth and change in the future and Temple must continue to leverage influence and funding to achieve common mobility goals.

Source: gulfcoaststrategichighway.org

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2.1.3. Actively pursue leadership roles in the coordination of regional and statewide transportation planning activities to promote funding and improvements that benefit Temple. Within the region, Temple has the largest land area, the most linear miles of state and federal streets, and the prime position along IH35. With I-14 on the horizon. Temple and its citizen leaders must take the reins working with federal and state elected officials to steer funding of infrastructure to frontage roads, arterial connectors, and ensure adequate access for local businesses along these routes. Maintaining leadership roles on local and regional mobility-focused boards puts Temple in a position of influence to set policy and lead innovation in the region. 2.1.4. Continue partnerships with KTMPO and City of Belton regarding priority mobility improvements throughout the City and ETJ. KTMPO has critical transportation projects that benefit Temple in their plans in the coming years, including the outer loop extension east of town. Working with KTMPO on the implementation of their Mobility 2045 metropolitan transportation plan and the 2017 Regionally Coordinated Transportation Plan will help fast-forward projects that have cost-sharing and federal grant opportunities. The growing demand for trails as transportation facilities, such as the former Georgetown Railroad right-of-way for a regional trail, is an obvious Temple-Belton collaboration opportunity in the near future. Belton is a complementary partner to Temple, with each city employing and housing people from the other city and also sharing school district population. Promoting interconnectivity between the two communities will improve daily traffic flow, enhance open space and and cultural opportunities.

2.1.5. Work with TxDOT to redesign Central Avenue and Adams Avenue in the downtown area from volume-oriented one-way thoroughfares to place-oriented two-way streets to support the desired downtown character. Central and Adams were historically configured to efficiently move large volumes of people in and out of downtown to the west/IH-35. Today, partly due to the railroad junction location limiting east-west access, these two one-way bridges function purely as thoroughfares that are not conducive to Temple's stated desires for the downtown character. The time has come to rethink Central and Adams as the key conduits getting people into the destination that is downtown Temple. As TxDOT streets, it is important for City staff to work with the agency to solidify design plans for a "street-diet" that reduces volumes and accommodates more substantial bike and pedestrian facilities. Twoway direction on each street should also be considered to promote economic development, reduce speeds, and allow for well-planned access management and safe turning movements.

Central Avenue, looking east towards Downtown Temple. Central and Adams are prime for redesign potential.

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Commitment 2.2. Streets and Thoroughfares: Grow and enhance Templeâ&#x20AC;&#x2122;s thoroughfare system to ensure near- and long-term community connectivity, safety, and increased functional capacity. Initiatives: 2.2.1. Develop a citywide Mobility Plan. (i.e., a transportation master plan). The Future Development Plan includes a projection of land uses and transportation network to promote a functional hierarchy and community connectivity. Chapter 4, Future Development Plan, also defines areas of development character throughout the community and how they correlate to street character and design, including recommended crosssections. This is a first step towards the development of a citywide mobility study and detailed transportation master plan. This master plan would include modeling of the entire community, understanding of development and growth impact on the system, and a detailed analysis of costs and funding. A transportation master plan would help Temple better understand the costs to serve the mobility needs of the public, including traditional vehicular facilities, alternative mobility, and emerging alternatives. This plan would also evaluate construction materials, design methods, and improve pavement condition assessment and maintenance. 2.2.2. Update the Temple UDC to ensure conformance with the revised Thoroughfare Plan alignments and character-based cross-sections. The recommendations of this Plan in regards to street cross-sections and functional hierarchy should be refined and formalized in the UDC to ensure continuity and certainty from a regulatory perspective. Subdivision and site development standards will need to be updated to

reflect the direction of street design character, hike and bike facilities, right-of-way widths and functionality of each thoroughfare type. The recommendations of this plan provide general guidelines and a range of size, volume and character, the details of which need further discussion at the city staff level to determine minimum requirements and balance. This step should not wait on the study and development of a citywide mobility plan, which should serve to implement the directions of this Plan. 2.2.3. Continue to implement the upcoming and future transportation projects identified in the Transportation Capital Improvement Program. The City's Transportation Capital Improvement Plan is a key tool to identifying, scoring and prioritizing street improvements across the community. These improvements help drive business growth, alleviate traffic jams, and allow for better connectivity and pedestrian flow. The ongoing effort of funding targeted street improvements should continue to be in partnership with the development community to ensure a balanced approach to traffic impact costs. The staff should regularly evaluate this balance to ensure that the general public is not bearing the full cost burden of thoroughfare streets to accommodate new growth, while mindful of regulatory capital costs on affordability. 2.2.4. Design and construct infrastructure and facility projects identified in the various district and corridors of the 2014 Downtown Strategic Plan. The 2014 Downtown Temple Strategic Plan identifies sub-districts within the downtown planning area. Each of these districts contains priority idea concepts and recommended projects. These projects, including the recently-constructed South 1st Street pedestrian and streetscape project, have provided a blueprint for how the downtown area will be improved in the coming years. The downtown plan recommends that Temple dedicate funds for design and construction CHAPTER 5 - PLAN RECOMMENDATIONS TEMPLE

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for generally one town center block annually, a direction that should be sustained if not expanded to realize incremental progress. Temple should select these blocks annually based on strategic pedestrian connections, continuity with prior/future projects, and in correlation with key catalyst projects. Temple's recently-completed downtown street projects are definitely rooted in the belief that quality of life and peopleoriented design creates activity areas that downtown needs to thrive. 2.2.5. Work with businesses and landowners in the urban areas of town to enhance streetscape aesthetics, pursue access management conversions, and provide pedestrian and drainage improvements. The future desired development in urban areas will necessitate partnerships with landowners and businesses as steps are taken to enhance streets and revamp old streets. Understanding the needs of these businesses and opportunities for partnership will help build trust and cost-sharing for key projects. As some of the more difficult conversions are explored, such as access management retrofits, working with property owners to retain their access and parking needs is a challenging but necessary step. Pedestrian and drainage improvements will have recognizable benefits to these landowners and finding this balance should be sought by the City in these endeavors. 2.2.6. Continue to assess pavement conditions throughout the city, primarily in older areas of the community where additional investments may be needed. Pavement condition assessment and the appropriate method and timing of resurfacing is a topic of great importance to many Temple residents. Particularly in areas of the community, where soil conditions, stormwater and over-use have over-extended the capabilities of the facility. Older areas of town in particular need detailed review of thoroughfares and neighborhood streets. Some of these areas have received recent re-paving, curbing and stormwater improvements, but many old Temple streets in the city center and east side have 144

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South 1st Street conceptual streetscape design Source: 2014 Downtown Strategic Plan

deferred maintenance on streets. In the ongoing efforts to create Neighborhood Plans in the center city, the City should seek input from residents regarding needed pavement resurfacings and include such recommendations in the adopted plans. Temple should then include these and other streets in funding schedules to ensure long-lasting surface materials and improve drainage. 2.2.7. Evaluate opportunities to invest in transportation demand management and smart city technologies to improve transportation efficiency. Transportation Demand Management (TDM) is an overarching term for strategies that increase the overall efficiency of a transportation system with a priority focus on encouraging a reduction of single-occupant vehicles trips (i.e., through an improved multi-modal transportation system) and through shifting of trips outside of peak periods. For a growing city the size of Temple, a greater focus may be to establish a proactive set of land use policies which reduce the need for travel through transportation-efficient land uses (e.g., neighborhood services near residential areas, higher intensity mixed-use activity centers, etc.) and a focus on maximizing the use of smart city technologies to improve transportation efficiency. Some of these smart city technologies may include real-time weather monitoring systems to enhance traffic safety, intelligent and adaptive traffic control devices which react to changing traffic patterns and public safety emergency needs, effective parking management, enhanced transit services, etc.

2.2.8. Proactively monitor predicted changes to the transportation system stemming from the onset of autonomous vehicle technologies. As autonomous vehicle technology slowly begins to improve and become accepted in the public eye, street design and driving habits will need to evolve as well. Whether autonomous vehicles will have the disruptive impact that some predict is unknown, but this technology has the ability to change commuting decisions, peak driving times, intersection design, pedestrian facilities and other key components of the traditional transportation system. Driver-less vehicle technologies is an evolutionary impact like many other tech improvements, but has the potential to change mindsets and social decisions based on proximity and timeframes. 2.2.9. Conduct signal warrant studies as volumes increase with new development. As growth changes traffic patterns and increases vehicular volumes along major corridors, key intersections need to be monitored to determine whether they warrant signalization. Many of these thoroughfares are TxDOT-operated facilities so coordination with their staff will be critical. Using the thoroughfare plan as a guide to where future locations of key intersections and connectivity will help alleviate pressure on certain intersections on key corridors.

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Commitment 2.3. Alternate Mobility (Transit, Active Transportation, Trails, Emerging): Advance Templeâ&#x20AC;&#x2122;s multi-modal transportation system to improve pedestrian and bicycle connectivity through Complete Streets comprised of enhanced transit, active transportation, trails, sidewalks, and other emerging mobility options. Initiatives: 2.3.1. Coordinate with the Hill Country Transit District (HCTD) to evaluate Temple routes and fares to maximize service to area destinations. Although transit responsibility for Temple's 510 and 530 circulators resides with the Hill Country Transit District (HCTD), there are reasons why the City should be proactive regarding its success and expansion, including improved transportation choice (particularly as a growing part of a multi-modal initiative), greater personal savings (for those that cannot or do not want a car), improved air quality, and economic stimulation. However, a quality transit circulator needs to be designed to connect as directly as possible to important destinations and have good availability and frequency. As such, the City should partner with the HCTD to examine routes and destinations, timings, frequencies, etc. This includes discussions related to establishing a HOP route to the northern industrial and business areas parks and expanding nighttime service hours to employment centers and other key City destinations. In some instances, however, a regional mobility provider (particularly ones that server much larger, rural areas) is not suited or does not have the capacity to expand or improve a portion of the overall regional system. In these instances, many cities the size of Temple have determined that it may be more advantageous to establish their own circulator or trolley system as it provides greater control and autonomy over the system 146

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Source: Hill Country Transit District

The City should pursue greater interaction with the HCTD to exam and improve routes and destinations, timings, frequencies. extent, quality, frequency of service. Moving forward, the City should first initiate discussions with the HCTD to determine opportunities to improve the system. If the opportunities do not provide for an adequate improvement to the transit service in Temple, then the City should undertake a feasibility study to evaluate the cost versus benefits of operating its own circulator system.

2.3.2. Continue to invest in public projects that promote/enhance the walkability of Temple, primarily off-street connectivity from Temple neighborhoods to parks, schools, and other community destinations (e.g., Safe Routes to School). There are definitely changing preferences regarding accessibility and quality of alternate forms of mobility. These include increased demand for more pedestrian and bicycling infrastructure, access to public transit or ride-sharing programs, among other associated improvements. Previously, these “other” forms of mobility were included as “after thoughts” after vehicular mobility was maximized. Today, these alternate mobility options are increasingly becoming required quality of life improvements, and in some cases, being prioritized over vehicular improvements. Moving forward, the City should continue to identify and invest in additional public projects which promote/enhance the walkability of Temple, including Safe Routes to School projects. 2.3.3. Initiate a sidewalk inventory and gap analysis as part of a citywide Sidewalk Master Plan to improve pedestrian connectivity and condition of sidewalk facilities. As part of the preparation of a Sidewalk Master Plan, the City should conduct a community-wide sidewalk inventory to denote the existence or non-existence of sidewalks along each street. This should include an inventory of segments that are in poor condition or unfit for safe use (particularly for disadvantaged populations), as well as barriers to connectivity. Proposed improvements should be prioritized and included in the next update to the City's five-year capital improvement program (CIP). The program should include a prioritization of projects, with the highest priority assigned to areas most likely in need of sidewalks such as around schools, downtown, parks, and other areas where there is a high propensity for walking. Utilize spatial analysis tools such as GIS to map out condition assessment and priority needs.

2.3.4 Prepare amendments to the Unified Development Code to ensure neighborhood pedestrian connections to nearby collector and arterial streets. Temple's subdivision requirements only require sidewalks along collector roadways and not local streets. Additionally, there exists no authority for the Director to work with a development to ensure common-sense connections between new neighborhood streets and major thoroughfares, which are critical accessways for people. A review and amendment of the codes to place an emphasis on direct pathway connections (whether private or publicly accessible) will ensure needed pedestrian facilities for those seeking to move freely and directly around Temple's neighborhoods. 2.3.5. Continue to design streets and financially support bus service to provide alternative transportation options for people to get to places of employment and other destinations. To increase transit use, it will require improvements to transit facilities, whether those are managed by HCTD. Even if the HCTD manages the system and not Temple there are still opportunities for the City to partner to improve the system. One opportunity could be to improve street design to better facilitate transit stops. Other improvements could include financial support for improved transit stop amenities, include allweather shelters (for protection from rain, hot sun, and other elements), benches (for seating), trash cans (for maintaining cleanliness), concrete or paved connections to the curb (for disabled populations), appropriate maps and signage (for fare and route information), monitors for realtime information or phone apps, public art, lighting, and advertising (potentially to offset the costs of installing these types of amenities).

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Strava global heat map for cycling in Temple, Texas.

Source: Strava

Strava is a company that supports the preparation of global heat maps. The maps delineate the concentration of aggregated user data (through tracking of fitness apps through phones) for running and biking in Temple and across the world. The maps include aggregated data comprised of the past two years and are updated monthly. In these maps, brighter colors indicate a higher intensity of users. As can be seen in the images, currently, higher concentrations of bicycling and running use occur in more of the newer suburban areas to the west and southwest. Source: Strava.com; data collected June 2019. 148

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Strava global heat map for running in Temple, Texas.

2.3.6. Develop an active transportation plan to determine appropriate locations for on-street bike lanes in Temple. As can be seen in the Strava global heat maps (page 148) for running and bicycling in Temple, the City does have a strong contingent of citizens (or visitors) who bicycle, run, or do other similar exercise as captured through fitness trackers associated with Strava (see sidebar). As can be seen in the data, road bikers make good use of the some of the more rural roads in Temple's ETJ, while runners are more closely keeping to some of the newer neighborhoods and greater penetration towards downtown. As the City continues to advance the active transportation network in Temple, it will need to identify and prioritize the most beneficial connections between key destinations (e.g., parks, schools, retail, employment, and downtown). Public input showed strong support for improving or adding sidewalks and places to walk (almost 75% thought it was either very important or important) and for providing additional trails (over 50%). An active transportation plan (focused on on-street bike lanes) should be established in coordination with the predominantly off-street trail and sidewalk system set out in the 2020 Parks and Trails Plan. 2.3.7. Construct phases of the Georgetown Railroad regional trail in partnership with the City of Belton to provide a hike/bike connection between the two cities. The benefits to trails and greenways are often viewed narrowly as simply a recreational amenity. However, trails, and in particularly longer, connecting linear trails, provide a host of additional benefits, including improved community health, enhanced transportation linkages, protection of sensitive natural resources, conservation and promoting of historic resources and community identity, enhanced livability, and economic revitalization and growth. Indeed, when viewed through all the lens of all community benefits, the impact of trails is farreaching. For the cities of Temple and Belton, there is an opportunity to establish a regionally-serving rails-to-trails linkage between the two

cities, connecting Temple's 31st Street (which connects to downtown Temple) to the City of Belton. This potential trail linkage is a significant opportunity for both communities and the City should consider partnering to develop a multi-jurisdictional rails-to-trails master plan for this important corridor. 2.3.8. Prepare for emerging alternative mobility sources and reduce traffic by adopting a Complete Streets policy, off-street trail connectivity, and street amenities. Shared micromobility is a growing trend across the country in large, and increasingly, mid-sized, cities. It is predominantly comprised of shared bicycle and scooter rentals and serves a need for non-personal vehicle transportation choice for distances of 0.5-mile to three miles between destinations, provided there is a quality connection between destinations. Anything shorter and it is easier to walk; anything longer and it is probably more likely to take public transit or do a ride share (e.g., Uber or Lyft). Moving forward, the City should identify opportunities to partner with KTMPO, Temple College and others, with a goal to connect more area destinations within the city. As part of consideration of code updates to implement this Plan, Temple should consider a local adoption of Complete Streets policy to drive the design standards for future streets. This may include targeted areas of the city, major thoroughfares, and/or local streets that are desired for multimodal design components.

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Goal 3. Economic Prosperity: Expand Temple’s burgeoning economy through targeted economic development initiatives, marketing, destination attractions, and community support of quality development. Commitment 3.1. Economic Growth: Create innovative economic policies, programs, and projects that maximize first-class developments, increase wealth, population, and jobs in Temple. Initiatives: 3.1.1. Elevate efforts to promote Temple as a destination, including more convention space, hotels, sports tourism, through a destination strategic plan. According to Travel Texas, tourism contributes over $80M to the economy. As of 2018, tourism created $139.9M to the Temple economy, which created $12.7M of tax revenue. As subset, sports tourism, is one of the fastest growing sectors of sport, recreation, events and entertainment facilities. Sports tourism includes active participation, attending events, and training, In addition, there has been an increase in sports related retail, including golf, pickleball, baseball, and other sports venues. To explore the feasibility and suitability of additional tourism venues, the City should: ■ Move forward with the creation of a destination strategic plan ■ Create a convention center strategic plan ■ Explore strategic locations where different visitor venues/attractions align with economic and physical opportunities ■ Conduct a feasibility/merchandising plan for identified venues 150

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Source: Travel Texas

3.1.2. Develop a “buy local” campaign for Temple area businesses. Create a local committee to coordinate a “buy local” program. Explore funding mechanisms to handle promotion, events, programming and overhead. ■ Encourage local businesses to participate in Independents Week, the first week of July each year. ■ Encourage local businesses to participate in Small Business Saturday. ■ Explore more weekend events such as live music, programming, local culture and arts events, to support local downtown businesses.

3.1.3. Continue to invest in facility amenities and expansion of the Draughon-Miller Regional Airport and seek compatibility protections in the area surrounding the airport for supporting business and corporate campus opportunities. Implement the Airport Master Plan through the completion of a new Fixed-Based Operation (FBO) Terminal. The airport is a major recruitment tool for new businesses and provides key transportation options for existing businesses of all sizes. Continuing to invest in capital upgrades and maintain the aiprort's facilities, amenities, hangars, grounds, etc. helps to recruit and retain first-class businesses in Temple. The City should continue to work with TIRZ #1 Board to implement priority projects, complete land acquisition to achieve the ultimate airport property boundary, and adjacent mixed-use corporate campus plan. Additionally, as part of the next-step development zoning code amendments, Temple should create design standards for airportcompatible land uses in the area designated in the image on the right. These standards may include noise considerations, buffering, height, appropriate uses, among others.

Draughon-Miller Regional Airport Master Plan. Source: City of Temple

Desired Airport Compatibility Zone Source: City of Temple

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3.1.4. Continue the strong relationship with the Temple Economic Development Corporation (TEDC) to sustain an effective and coordinated Business attraction, Retention, and Expansion (BRE) program. The BRE program should support the retention and expansion of Temple’s existing businesses, support startups and entrepreneurs, enable existing businesses to grow and reach their potential, and support major anchors in expanding nationally and internationally with products and services. To enhance the BRE efforts, the City should support TEDC in serving as a “concierge” within TEDC to function as a primary facilitator between the City, the company, other organizations, skills training, secondary and post-secondary education curriculum, and talent development. The focus should be accessibility to all companies regardless of size and type and to maintain annual visits on 250+ of the top companies within Temple. Data for each company should be tracked and maintained in an on-line system in order to maintain accountability and information that can help cross pollinate opportunities between organizations. 3.1.5. Continue efforts to recruit high-quality employers pursuant to Temple's targeted industry study. The following steps are recommended for Temple to continue recruitment of high-quality industries: ■ Maintain a list of qualified sites, including available infrastructure, land use, zoning, ownership contact, pricing, feasibility of development, estimated development costs. ■ Explore creating a virtual business park for future corporate/ industrial opportunities. ■ Maintain infrastructure and amenities within existing corporate business parks (Central Point). ■ Develop a list of prospects, maintaining a close win ratio, the amount of public incentives as a ratio of private investment, number of overall jobs created vs the number of jobs “won” in targeted 152

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industries, average pay, and total private investment. A primary focus should be on employers with at least 50-75 person companies with higher paying jobs. ■ Participate in national and international recruitment trips within the Advanced Manufacturing, Distribution and Logistics, Health and Life Sciences, Aviation and Maintenance Repair Operations, Security and Intelligence, or other emerging high-impact industries. ■ Host brokers that specialize in Advanced Manufacturing, Distribution and Logistics, Health and Life Sciences, Aviation and Maintenance Repair Operations, Security and Intelligence, or other emerging high-impact industries. ■ Participate in local trade shows that provide increased education, outreach, and market opportunities for Temple that cater to targeted industries, quality retail, tourism, and other economic development. 3.1.6. Utilize an economic impact analysis for all economic development projects requesting incentives. Economic incentives should target payback within 10 years, target 10:1 private to public investment, focus on projects that are catalytic, be prioritized towards high impact primary jobs and infrastructure, or within targeted investment areas. Conduct an analysis for all incentive applications to analyze direct and indirect benefits of prospective transactions. This will ensure a fiscally-responsible, metric-based process that ensures that Temple remains competitive to land employers and quality developments in desired areas of town. 3.1.7. Work with telecommunication providers to ensure broadband access and 5G wireless service throughout Temple to support business retention and recruitment. Communication is critical for local businesses to stay competitive while providing their service to the marketplace. Temple is in a regional environment but away from larger metro areas where more established and continuously-upgraded bstreetband infrastructure exists. Further,

modern communication methods are critical to appeal to younger generations, remote business users, and start-ups. Continue positive relationships with providers to ensure that the community and its users are at the forefront of technology upgrades. 3.1.8. Promote Temple through positive story feeds as part of a cohesive digital communication that aligns with the Temple brand, core values, and strategic initiatives. Marketing and branding should be coordinated across the City, TEDC and other affiliates. All content, including articles, profiles, social media, website content, and other outlets should focus on positive stories that articulate the value proposition of Temple, amplify its quality of life, promote the city, inform residents of investments, growth, initiatives, and creates positive value for the city, residents, visitors, employees, employers, and guests.

Participant at a Cinco de Mayo event

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Commitment 3.2. Workforce Training and Development: Improve local workforce skillsets to establish Temple as a regional destination for highquality jobs. Initiatives: 3.2.1. Partner with area colleges, the Texas Workforce Commission (TWC) and local businesses to develop a workforce training program. The City should identify opportunities to coordinate with TWC, area colleges and other partners to help connect and train workforce talent in the industries prominent in Temple, such as healthcare, technology, manufacturing, etc. This skilled workers/training program could help to ensure a sustainable and available workforce to meet growth demands. This type of partnership will help to provide existing businesses with a ready and trained workforce, and residents with quality employment opportunities. 3.2.2. Promote flexible businesses for the creative class, focusing on high-tech, cyber-security, science, engineering, education, arts, design, and media. American cities are in competition for today's and tomorrow's brightest workforce, and many are realizing that their cities' economic future hinges less on luring new companies to town, but on their ability to entice and engage the next generation of professionals. The creative class, comprised of professionals in the healthcare, business, and finance industry; scientists, engineers, and innovators; artists, designers, writers, and musicians; make up more than half of the workforce in the leading metro areas. As the City continues to pursue economic development, it needs to identify opportunities to help promote the quality of life and flexible business environments sought after by the creative class. 154

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3.2.3. Promote the engagement and connectedness of local talent by recruiting and involving employers from the local anchor institutions. The anchor institutions (e.g., the medical institutions and institutions of higher learning) wield an immense amount of financial and human capital in the City and beyond. As such, their corporate administrative and hiring practices can greatly impact the Temple community. Moving forward, the City should proactively promote and support outreach and partnerships between the City, the Chamber, and these anchor institutions to hire local residents through local recruitment and job training programs (see Initiative 3.2.1). 3.2.4. Identify and promote local incentives for home-grown talent to return to Temple after college. Similar to other job programs, the City should identify additional opportunities to promote local incentives to recruit home-grown talent back to Temple after college. This could include financial incentives such as alleviating school debts (e.g., a “Come Home Award” program like the one in St. Clair County, Michigan), offering and promoting incentives for home buying, and other investments to attract the Millennial generation to Temple (e.g., addressing how they value diverse neighborhoods, proximity to jobs, and entertainment, with more emphasis on connectedness of a life/work balance). 3.2.5. Continue to focus on quality of life elements, “experience” attractions, and housing choice to retain and attract young professionals. As the City's population grows over time, a corresponding need for adequate and affordable workforce housing will be needed. To attract young professionals, these areas should be both affordable and include a diversified choice of housing types, mixed-use, and walkable neighborhoods with close proximity to services, employment, entertainment, recreation, and civic uses.

Commitment 3.3. Catalyst Areas: Provide public investment in infrastructure, facilities, and incentives to spur catalytic momentum in partnership with future private development. Initiatives: 3.3.1. Develop a formalized process for planning, designing, and investing in catalyst areas, including the following steps: ■ Create a written policy that outlines criteria and support for development that aligns with the City’s core values, integrate firstclass design, and deliver strong economic benefits. ■ Create and maintain a list of key infrastructure that can support new development with required services within key catalyst areas. ■ Create a landing page on the City and TEDC website and marketing material that showcases each catalyst area. ■ Explore opportunities to partner with the private sector to integrate green infrastructure and prioritize public investment that catalyze and benefit multiple projects. ■ Create a merchandising plan for each catalyst area and recruit quality entertainment, retail, restaurants that can support corporate attraction, enhance downtown, and activate catalyst areas (including downtown). ■ Develop a list of brokers and developers that specialize in the types of developments desired in each catalyst area and create a targeted campaign to promote Temple to qualified targets.

3.3.2. Develop a sub-area plan for the I-35 and I-14 corridors to identify how these important interstate gateways can better capture their important economic role serving the greater region. Temple has an I-35 corridor zoning overlay, with development characteristics based on area. In a review of this zoning overlay, it is recommended that the City create a sub-area plan from Industrial Boulevard north to the Temple City limits that should focus on quality, integrated developments, protects the northern gateway, and an expanded development node at Dodgen Loop and I-35. Simultaneously, second sub-area plan from Enterprise Road south to Dodgen Loop should be created with a focus on expanding mixed-use and retail areas at major intersections, increasing accessibility and connectivity, and maximizing economic development in order to increase regional gravity, and contributing to the health and overall vitality within Temple. When the new I-14 corridor is made official, the City should immediately commence on defining a sub-area plan for this important gateway to ensure enhanced design characteristics. 3.3.3. Partner with landowners to complete a sub-area plan to revitalize and redevelop the area in and around the Temple Mall for dense housing, hotels and retail. Temple Mall and its surrounding properties are undergoing a critical turning point for next-generation adaption and development. Work with the landowners and prospective developers to establish a master plan to phase re-development in concert with market shifts. Seek high-density housing and vertical mixed opportunities to establish critical mass to support a retail and experience destination for the next generation. Across the country, traditional malls continue to go out of business in favor of mixed-use lifestyle centers focused on restaurants and destination retail. These again mall properties are ripe for redevelopment as they typically contain high percentage of impervious surface, expansive surface parking lots, and locations containing great access and visibility. The next generation of development on CHAPTER 5 - PLAN RECOMMENDATIONS TEMPLE

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these sites has to start with demand, meaning the residential footprint should account for approximately half of the site yet should be carefully designed for employment and retail space for success. Ensure that this Activity Center is well-planned for necessary infrastructure, pedestrian and vehicle circulation, and contains design elements that are in harmony with TMED. These design elements should be captured through a zoning plan for the property that captures the desired character of development.

Temple Mall site , South 31st and Dodgen Loop

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3.3.4. Partner with private development interests to create destination attractions along the Leon River, particularly the area adjacent to Bend of the River. Opportunities to develop along the Leon River are beginning to emerge in Temple as the unique natural asset gains recognition by the City and the development community. The pending master-planned development of the Rueben D. Talasek Bend of the River along IH-35 and fronting the Leon River is potentially a major catalyst along the Leon River for the first time for Temple. Finalize the masterplan and explore various funding mechanisms that can create a sustainable revenue source for a first-class destination at Bend of the River. Funding could include ticket sales to events, annual memberships, corporate sponsorships, and other benefactors. In addition to the planned park amenities, explore commercial (revenue-producing) uses that can serve local and regional visitors and Temple residents. As Bend of the River becomes a growing destination for parties and events, opportunities for a partnership are underway with an adjacent landowner for commercial and entertainment activity that takes advantage of the river corridor. As Temple grows and more interest is taken along the Leon River for development potential, the City should step into a strong role of financial and regulatory partner to both encourage interesting projects while also protecting the sensitivity and volatility of the river corridor.

3.3.5. Consider a developer Request for Interest (RFI) to redevelop the Martin Luther King Festival Grounds downtown to advance opportunities for a strategically-located urban development, and relocate the festival area. Conduct a market analysis and small area plan to determine the highest and best use for for the Martin Luther King Festival Grounds, the current site for the annual Bloomin' Temple Festival. Such a consideration should include ample public engagement to obtain public input on the benefits of redevelopment versus the local economic impacts of the current use of the facility. In addition, the assessment should include review of alternative locations and the benefits of relocating the venue to a new location within Temple, including synergy with other facilities, catalytic benefits to the surrounding area, economic potential, traffic impacts, expansion flexibility, and operational efficiencies. The RFI evaluation should consider the financial impacts, experience of operators, approach, neighborhood preservation, scale, vision, and overall business plan.

3.3.6 Consider riverfront and lakefront development opportunities to create amenities in these unique locations. The Leon River and Belton Lake offer amenity opportunities that have not been captured in Temple from a high-density, commercial amenity standpoint. The area does have some parkland and low-density riverfront and lakefront residential, so far there has not yet been activity center development that take advantage of the waterfront opportunity. As Temple continues to grow and land becomes more and more scarce, locations such as the Lake and along the Leon River potentially could become more attractive as economic drivers. Examples could include high-density residential with trails and activities, restaurant clusters, hotels and even resorts. Access to these locations, consideration of height and compatibility with Fort Hood (see the JLUS Study), plus environmental sensitivity are all factors that will need to be taken into account, as well as adjacent land uses. The opportunity may arise for Temple to consider potentially exciting new development in these areas. These opportunities may come through partnerships with landowners and developers, case-by-case consideration of proposed projects, a special area plan or study initiated by the City, or a combination of the above. Moving forward, using the Future Development Plan as a guide and pursuing a balanced approach to riverfront and lakefront property will create destination zones that the community is seeking.

Live music is the perfect opportunity to bring the community together.

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Commitment 3.4. TIRZ: Utilize TIRZ funding to support well-managed growth, development, and smart infrastructure that promotes economic development initiatives which establish Temple as a choice livework-play community. Initiatives: 3.4.1. Continue to work with TIRZ #1 Board to ensure integration of CIP projects to support infrastructure and beautification efforts. Within the Temple Industrial Park, continue to: ■ Review project and financing plan and target investment that can provide access and connectivity across multi-modal transportation options (trails, rails, and trucks). ■ Continue to evaluate investments and upgrades to sites to accelerate the developability of key sites. ■ Conduct a site assessment to identify and expand the industrial park and corporate campus area to ensure supply of available corporate and industrial sites in the future. ■ Conduct a water and sewer needs assessment to understand water capacity and wastewater for future business growth. Within downtown: ■ Explore projects that can catalyze private sector investment in the form of façade improvement, feasibility study grants, and larger scale renovation and redevelopment programs within downtown. ■ Continue to invest in lighting, landscaping, parking, and streetscapes in strategic locations within downtown. ■ Explore creating open space, small plazas, parks and public gathering spaces in key areas within the downtown core to cater to events, festivals, and gatherings ■ Explore funding mechanisms to expand public safety and ongoing operational expenses. 158

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3.4.2. Support and encourage industrial and business park growth to fund TIRZ #1 quality of life improvements. Continue to explore and prioritize infrastructure needs, targeted outreach efforts, and marketing that helps procure strategic corporate users (or helps expand existing businesses) within the employment centers within TIRZ #1. Explore land banking in order to create future expansion within the business park and industrial park. Create unique and innovative branding and marketing for each sub-area within each district to create a unique identity and attract synergistic businesses that can create strong economic clusters. 3.4.3. Pursue and incentivize desired corporate partners to locate in the area proposed to be a "corporate campus" to attract larger, diversified corporate employers to Temple. As identified in the 2030 Quality of Life Plan, the area near the airport in northwest Temple is planned for a corporate campus environment. This area is intended to be comprised of a mix of uses with a primary focus on attracting large diversified corporate employers to a high quality corporate campus. Completing a master plan for this corporate campus area will expand the uses from an office and business-oriented foundation to include residential, retail, and amenities. As the City moves forward with these plans, it may need to pursue and incentivize desired corporate partners to relocate to this area. The Corporate Campus area indentified on the Future Development Plan, as well as the TIRZ #1 2030 Quality of Life Master Plan (shown in purple outline).

3.4.4. Continue to update the IH-35 Corridor Overlay zoning district to streamline and modernize regulations and promote a strong image of Temple. Update zoning to accommodate the unique attributes of each IH-35 sub-area. In addition to sub-area masterplans, explore creating a new regulating plan that integrates a flexible block structure tailored to the character area, explore special parking standards tailored to each subarea, explore expanding TIRZ #1 to the I-35 corridor to expand funding alternatives, update and upgrade design regulations to ensure highquality consistent development patterns. 3.4.5. Initiate a program to assist with repairs to homes in neighborhoods within the Strategic Investment Zone (SIZ) and parcels directly connected to the SIZ. Conduct a Neighborhood Unit housing assessment and prioritize based upon factors affecting sustainability and vitality of neighborhood health (distressed sales, # of sales, open space, crime, age of housing, tenure, commercial quality, zoning, code violations/compliance, housing diversity, and other factors, cost of service vs impact, historical CIP investments, and other factors). For each area with greater concentration of factors, conduct a neighborhood revitalization initiative including volunteer clean up and repair projects. A good example of this initiative in action is Planoâ&#x20AC;&#x2122;s Love Where You Live Program. Create a neighborhood monitoring system to track neighborhood health and trends over time. This could integrate with code compliance, planning, and economic development to share data and projects citywide.

Temple's Strategic Investment Zones (2019)

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FOCUS AREA: PUBLIC SAFETY Goal 4. Public Safety and Health: Provide exceptional public safety services and protect the health, safety, and welfare of the Temple community. Commitment 4.1. Police Services: Provide effective police services to protect the health, safety, and welfare of the Temple community. Initiatives: 4.1.1. Evaluate longer-term need and opportunities for establishing police sub-stations on the west and south sides of Temple concurrent with growth. Different than the logical and sequential growth of fire stations, police departments often operate out of a single main station. As cities grow the size of Temple and larger, they start to evaluate the need to create additional substations in areas of greatest need, or to create better geographic accessibility. Although the City may not currently be ready to establish additional substations, an evaluation should be undertaken about future potential sub-stations in the highest growth areas of west and south Temple.

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4.1.2. Increase police officer hiring efforts to return to full staffing levels needed to account for recent growth increases. One of the core responsibilities of municipal government is to provide for the public health, safety, and general welfare of their citizens. In cities with higher growth rates, like Temple, competing budget priorities sometimes makes it more difficult to keep up with the ever growing demand for new or expanded services. In Temple, although the respondents of the online public survey expressed overall satisfaction with police services (almost 70 percent), they identified that the need for safe neighborhoods was the highest quality of life factor (almost 17 percent points higher than the second factor of overall cost of living) and reducing crime in neighborhoods was the most important issue to address (a priority for almost 90 percent of the respondents and approximately 15 percentage points above the second most important issue of improving sidewalks). As such, the City should consider a nearterm evaluation of police service needs and undertake public outreach as the City moves forward with next steps. 4.1.3. Regularly evaluate demand on police staffing to ensure adequate staffing levels and facility capacity to effectively respond to increases in growth and associated call volume. In order to maintain its ability to efficiently and effectively protect the Temple community, the City should regularly conduct a formal evaluation of police services to ensure adequate staffing levels and sufficient facility capacity to perform the necessary services. This would include evaluating population and geographic growth of the City, GIS

Police departments who are frequently involved in positive outreach and engagement out in the community are also the departments with the greatest citizen relationships.

spatial analysis, service calls, staffing levels, facility constraints, and training needs. This comprehensive analysis should be done annually and can be included as part of the annual police department report, and summarized during the budget request and evaluation process. 4.1.4. Continue to maintain or expand support to offer police safety-related community service and educational programs to the Temple community. As is evident across the country and in Temple, police departments do a lot more than just law enforcement. Indeed, the Temple police department is involved in a significant amount of community education and engagement activities throughout the year, from a Citizen's Police Academy to National Night Out. Departments who are frequently involved in positive outreach and engagement out in the community are also the departments with the greatest citizen relationships. In other words, it is these types of events that build the most community support

and trust. Moving forward, the City should continue to ensure there is adequate staffing and budget to continue or expand these types of community programs. 4.1.5. Evaluate opportunities to reduce recidivism rates in Temple in conjunction with Bell County and ongoing efforts of Community Policing. In many cities across the U.S., incarcerations include a lot of arrests for the same repeat offenders. This was a topic discussed in Temple as part of the early public engagement efforts. The City should consider partnering with area stakeholders to evaluate opportunities and initiatives to reduce recidivism rates through improved shelter, rehabilitation and treatment of mental illnesses, workforce training, and other support for released inmates.

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Commitment 4.2. Fire Services: Provide effective fire services to protect the health, safety, and welfare of the Temple community. Initiatives: 4.2.1. Continue to evaluate longer-term need and opportunities for establishing new fire stations concurrent with growth. Unlike police stations, the number and location of fire stations is guided by response times and call volumes. Temple references ISO and National Fire Protection Association (NFPA) to help guide a locallyadopted standard of coverage and is used to site fire stations. In the near future, the City will need to continue to evaluate the need for new fire stations concurrent with growth. This may include an evaluation of response times with each new expansion of the city limits/service area, after each new fire station is built, and after a major street has increased connectivity in the community. 4.2.2. Develop appropriate guidelines for accepting proposed dedicated property for future fire stations as part of new development. For most cities, new fire station development occurs concurrent with growth, sometimes proactively and sometimes retroactively to better meet NFPA 1710 response time targets (see Initiative 4.2.1). In some cities, new properties are identified and dedicated to the city by the development community as part of an approval. In cities where appropriate guidelines are established regarding fire station property dedication acceptance, this often results in significant cost savings. In cities with no guidelines, many times the dedicated property is not in the right location, or the right size or configuration. Moving forward, the City should consider developing proactive guidelines to identify the minimum property requirements to site a future fire station.

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4.2.3. Regularly evaluate demand on fire staffing to ensure adequate staffing levels and facility capacity to effectively respond to increases in growth and associated call volume. In Texas, fire departments adhere to Chapter 435, Fire Fighter Safety, of the Texas Administrative Code. This code includes guidance on fire department staffing studies (ยง 435.7) and fire fighter safety (ยง.435.17) which cross-references national standards and is known as the 2-in / 2-out rule. In order to maintain its ability to efficiently and effectively protect the Temple community, the City should regularly conduct a formal evaluation of services to ensure adequate staffing levels and sufficient facility capacity to perform the necessary services. This would include evaluating population and geographic growth, service calls, staffing levels, facility constraints, and training needs. This comprehensive analysis should be done annually and can be included as part of the annual fire department report, and summarized during the budget request and evaluation process. 4.2.4. Continue to identify and evaluate opportunities to achieve and maintain national fire service response and staffing standards. Nationally, fire department staffing is often guided by NFPA standards set out in NFPA 1710 (i.e., the Standard for the Organization and Deployment of Fire Suppression Operations, Emergency Medical Operations and Special Operations to the Public by Career Departments). These guiding documents help to specify the minimum standards for the operation and deployment of fire suppression, emergency medical services, and special operations responses. While meeting these standards are difficult for most departments, it is important to continually identify opportunities to meet minimum recommended standards and to identify appropriate funds for future staffing, stations, and operations.

It is important that the City provide adequate staffing and resources to the Temple Fire Department.

4.2.5. Evaluate service options to the ETJ for new development proposals if not requesting annexation into the City limits. Recent state law regarding annexation for many of our Texas cities has made the consideration of annexation much more complex. The longterm effect of on how Texas cities will grow and provide services is still unknown, particularly if more and more development occurs in the less regulated extraterritorial jurisdiction (ETJ). The City is going to need to identify how, or if, City services (like fire protection) are extended into the ETJ if the landowner and/or developer is not requesting annexation. 4.2.6. Continue to evaluate opportunities to maintain or improve the Cityâ&#x20AC;&#x2122;s Insurance Services Office (ISO) ratings. Many insurance companies across the country utilize ISO ratings (Insurance Services Office established rates) as part of the determination in costing insurance premiums for private individuals and business owners. ISO ratings are based on a scale from one to 10, with one being the best. Fire departments, among other city departments,

can have a huge impact on the ISO rating, and as such, the insurance ratings of the Temple community. Some of the metrics used in the determination of ISO ratings include emergency communications, fire department staffing, adequacy of equipment and training, and water supply. Moving forward, the City should continue to monitor its metrics and identify opportunities to continually improve this rating as may be financially feasible. 4.2.7. Continue to maintain or expand support to offer fire safetyrelated community service and educational programs to the Temple community. Similar to the need and extent for police department community outreach and education, the Temple Fire Department is also involved in these types of activities, including the Temple Fire Academy and the Junior Fire Cadet Program. Moving forward, the City should continue to provide adequate staffing and resources to ensure these types of community programs are maintained or expanded over time. CHAPTER 5 - PLAN RECOMMENDATIONS TEMPLE

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Commitment 4.3. Community Health: Protect the health, safety, and welfare of the Temple community through continued commitment to community health objectives. Initiatives: 4.3.1. Evaluate opportunities to partner with area entities to improve public health outcomes of the Temple community. Mental and physical health and wellness are crucial to one’s overall health. There are various local, regional, state, and national programs aimed at improving these health outcomes. Although the Temple community benefits from having the Baylor Scott & White Medical Center within the City, there are still underserved and disadvantaged populations who will continue to need additional support and resources. While the City has a long history of partnering with Baylor Scott and White (e.g., conveying 42 acres in 2015 for a new distribution facility of medical and other supplies), there are still opportunities to partner to improve overall community health outcomes. Strategies to resolve this include working with education providers to expand healthcare training and working with economic development groups to attract more healthcare professionals. In terms of physical health, the City can continue to encourage physical activity by expanding parks, trails, sidewalks, and recreation facilities. 4.3.2. Support expanded operations and improvements to foster an effective animal services program. The Animal Services Department's principal mission is to protect the public's life, health and welfare by the prompt, efficient and humane enforcement of the animal control ordinance. One of their most important operations is humanely providing clean and sanitary confinement of thousands of animals annually. Moving forward, the City should provide continued support to expand and update the Animal Shelter and Pet Adoption Center. 164

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4.3.3 Continue to invest in efforts to enhance a community outreach and engagement strategy that fosters dialogue, builds community trust, and encourages informed civic participation. Establishing effective communication is an essential component of government transparency, operations, and critical to fostering public trust. Trust is built through effective communication where the City provides information to the public and listens to what they want and need. Moving forward, the City should continue to invest in opportunities to ensure an open dialogue with the Temple community. One way to improve communication is to maximize the use of civic events and holidays (e.g., Bloomin' Temple Festival, Arches Resolution 5k, Bush's Spring Chicken 10k, Movies in the Park, Hot Summer Sounds, Fourth of July Fun Fest, etc.) to disseminate information and to engage the public on important community issues. The overarching Temple by Design long-range planning engagement process provides another opportunity to connect with the Temple community about longrange issues that will affect them in the future. 4.3.4. Continue to support initiatives which promote community cleanliness and improve community image. The Keep America Beautiful movement started in 1953 by a nonprofit that was focused on inspiring and educating people to take action every day to improve and beautify their city. In Temple, Keep Temple Beautiful is a community-led, charitable organization dedicated to making the City a more beautiful place to live, learn, and work. Currently, KTB offers such programs as Eco-Lunch and Learn, electronic recycling, housing rehabilitation, and a series of “clean up” and “adopt-a” programs (e.g., adopt-a-street, adopt-a-trail, etc.). Some communities also provide programs such as graffiti or vandalism removal or repair, illegal dumped garbage clean up, wees and overgrown vegetation removal, street sweeping, etc. Moving forward, the City should continue to invest and expand these programs to engage the Temple community in an effort to keep Temple beautiful.

FOCUS AREA: PLACES & SPACES Goal 5. Placemaking: Promote livability and community through urban design, investments in public spaces, and by focusing on what makes Temple unique. Commitment 5.1. Community Branding: Continue to enhance the Temple brand through increased efforts of placemaking and quality destination spaces to achieve national recognition as a top tier community. Initiatives: 5.1.1. Continue to invest efforts into developing a new community brand for Temple. Increasingly, more and more cities are establishing identifiable community brands for their communities. In some instances, the branding efforts create a new image for the entire city. In other instances, the branding effort is undertaken as part of a specific planning process (e.g., a downtown master plan). A good community brand goes beyond a simple tagline and a logo. Rather, it is built upon strong community engagement and capitalizes on the imagery, feeling, and connection people have with their communities today and envisioned for the future. The City should undertake a citywide branding

process focused on branding Temple as a family-friendly place with strong business and industry opportunities. Specific marketing campaigns should focus on young professional / young family outreach and continual outreach to promote community pride through positive community messaging. Additionally, since downtown Temple is such a special place for many, there may be focused attention on Downtown as the next great place to live and experience in Temple. 5.1.2. Invest in gateway enhancements throughout the community to identify Temple to passersby and establish entryways to districts/neighborhoods. Identifying entry into Temple provides a key opportunity to reinforce the image and brand of a quality city. High-quality distinct features can help to differentiate Temple from the surrounding areas and visually communicate the communityâ&#x20AC;&#x2122;s character and sense of identity. It can also help to capture the attention of residential and or business passersby who may be looking for quality places for relocation. In particular, substantial and distinctive gateways (beyond the one already under construction) and features should be further considered along the higher-speed I-35 and future I-14 corridors. Key elements for the gateway enhancements could include monument signage using local materials when possible; visual elements for community recognition; high-quality, low-maintenance, drought tolerant landscaping designed

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It is important that the City create places and spaces that instill a sense of pride in the community.

for longevity; public art; and energy-efficient lighting for evening visibility. Secondary and downtown gateways should be considered along with other potential beautification efforts throughout the City (see Map 5.1, Temple Beautification Plan). 5.1.3. Continue to pursue, promote, and encourage public art and distinctive design in public spaces. The addition of public art and distinctive design in public places provides opportunities to extend community placemaking and outwardly promote Temple as an attractive and quality place to live. The purpose of public art is not only to enrich the community and improve quality of life, but it is also to ignite the imagination of community residents and visitors, and to encourage thought and discourse. If done well, it brings people together and can be used as a tool for economic benefit. The City's potential library park (Storybrook Grove) exhibits an example of how a common civic space, like a plaza park, can be re-imagined into an inviting and engaging space. As envisioned in the 2014 Downtown Strategic Master Plan, steps taken to add public art and new outdoor spaces will add new destinations 166

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and enjoyment for downtown patrons. Moving forward, the City should consider further opportunities to expand public art in downtown and other strategic places throughout Temple. 5.1.4. Undertake a comprehensive wayfinding signage program to improve accessibility to the Cityâ&#x20AC;&#x2122;s key destinations. Wayfinding systems include information and signage intended to guide and enhance peopleâ&#x20AC;&#x2122;s understanding and experience moving in and through a community. Wayfinding can be an important economic development tool as jurisdictions are often competing for the same tourist and visitor dollars. A successful wayfinding signage system provides visitors the tools they need to successfully navigate the City, helping them to discover unique events, attractions, and destinations on their own. A comprehensive wayfinding signage system denoting key destinations and important landmarks (e.g., City Hall, Temple Public Library, downtown Temple, the Baylor Scott & White Medical Center, parks, etc.) should be a strong consideration by the City.

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5.1.5. Pursue national recognitions to establish Temple as a community of choice. The City has embarked on many growth and revitalization initiatives over the past several years and there is a lot of positive energy. Accordingly, Temple should consider pursuing some national recognitions to validate the City's efforts such as “best place to live,” "best small city to relocate to” and other recognition efforts such as “All America City” and “Safe City.” This is similar to Temple already being a "Tree City." These types of recognitions can help to capture community spirit and pride, spur economic development, and further establish Temple as a community of choice. 5.1.6. Partner with the various school districts within the Temple planning area to promote desirability and attractiveness to homebuyers and employers.

Similar to the benefits of being recognized as a "Tree City USA" community, Temple should pursue additional opportunities for national recognition to highlight many of its great projects and programs.

In a high growth rate state like Texas, school systems can either help or hinder further community growth. There are currently four local ISDs located within Temple's City limits and the extraterritorial jurisdiction. As part of early engagement efforts, representatives from each of them expressed issues that they were individually dealing with. Temple should continue to proactively collaborate with each of these districts to identify opportunities for mutual support and for cross-promotion of Temple as a desirable and attractive place to live, work, and play.

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People are looking for experiences and livable spaces, whether TAR Vto ER find them or enjoy them in their own backyard. they have to travel ADA M Compared toHOattraction cities such as Austin, Temple has lagged behindS GAN JUP There is opportunity for these on places of entertainment and events. ITER popular forms of entertainment to emerge and many do not require HOP large venues and spaces. Ensuring a flexible zoning code, particularly I in the and urban areas, removes barriers for adaptive re-use POdowntown ISO NO A K and encourages unique destinations to emerge. D

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As a town where many aspects of its history define its cultural offerings, Temple should continue efforts to promote the community's heritage as an element of pride and uniqueness. This will help define Temple's image and D brand toARoutsiders, and be aMfocus of community heritage for those who OOR ES M W O LL live and work there. Work to market Ithese elements of the community to H LD O support local tourism and destination efforts, actions that will intentionally bring people to Temple. Continue to make historic Temple buildings and places the focus of urban design plans, such as the Santa Fe Plaza, to WIL SON create public spaces that honor the city's past. A RT

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Goal 6. Downtown: Continue investments in public spaces and infrastructure and encourage development in downtown to create a central destination and activity zone. Commitment 6.1. Downtown Design and Development: Encourage a live-work-play environment through thoughtful downtown policies, programs, regulations, and projects that promote urban housing, employment, and entertainment options in a mixed-use urban environment. Initiatives: 6.1.1. Update the Temple UDC to include new regulatory provisions for downtown streets through design, signage, lighting, parking, speed, etc. to promote Complete Streets and a livable, walkable environment. In conjunction with an update to the zoning regulations in the downtown district, the code should include a revision to street design standards that solidifies the desired components of urban streets. Using the street design characteristics guidance from Chapter 4, Future Development Plan, including focusing the public rights-of-way as lifestyle spaces that move people to and from destinations in relatively close proximity. This should be included with the adoption of Complete Streets as a City policy, which focuses on the urban mobillity that can support the desired density and activity. The details of a complete, urban street extend far beyond curbs and pavement and create an atmosphere that encourages investment, boosts property values and reduces traffic.

6.1.2. Improve wayfinding signage in downtown to highlight key downtown destinations. Temple has existing downtown wayfinding signage that has been implemented at varying times from past efforts. A coordinated, updated wayfinding signage program highlighting key areas and destinations should be a priority in the next five years. This effort should be tied to discussions with TxDOT to alert IH-35 drivers to the downtown area, and also gateway efforts identified in the 2030 Quality of Life Master Plan and 2014 Downtown Strategic Plan. This effort could be paired with a larger citywide wayfinding program. 6.1.3. Continue to invest in public infrastructure improvements in downtown Temple to spur new development and redevelopment. Downtown areas often suffer from poor stormwater drainage infrastructure, inadequate gas and electric lines, undersized water and wastewater lines, and further challenges regarding sewer, under-sized grease traps, telecommunications. Temple faces some needed improvements, and investments are necessary to prepare for new growth and to keep up services to existing businesses. The City should work with proposed developments to allocate capital improvements that have high value and coordinate construction plans with other infrastructure upgrades. It should ensure that desired users and targeted businesses will have the public infrastructure they need to succeed.

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The 2014 Downtown Temple Strategic Plan established a framework for a cohesive downtown center with defined character and activity areas connected by tree-lined, pedestrian-friendly street corridors. Downtown Temple has the potential to be a cultural center of the community, brimming with civic and culture buildings, public gathering spaces, art installations and trails, supporting by a balanced mix of urban residential, shopping and employment. The 2014 plan has led to key investments in public spaces and infrastructure while attracting the interest in private investments for downtown living and entertainment.

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6.1.4. Undertake a comprehensive analysis of downtown Temple to improve existing lighting and security conditions. Many Temple residents stated concerns about lighting and and security in downtown. There was indication that improvements had been made but perception is such that improvements need to be evaluated. The City should study spatial and visbility analysis tools to determine the best way to address lighting deficiencies and dark areas in downtown after sunset. If downtown is to become a key attraction and place of residence for urban dwellers, a sense of safety and securty is needed to sustain nightlife and assure potential investors. 6.1.5. Coordinate with identified grocery store chains to identify the public investment needs and market conditions to create a successful neighborhood serving grocery store in the center-city. There is a strong sentiment amongst the people living and working in the vicinity of downtown and east Temple that a neighborhood-serving grocery store, at en entry-level size, would help meet the needs of this community. Many of the people that provided input at stakeholder meetings felt that healthy options were lacking and distance to grocery stores were difficult for many of the residents in the area. This need was also identified in the public input process for the Ferguson and Crestview Neighborhood Plan efforts. Recruiting and landing grocery stores is a difficult challenge for many communities; however, the TEDC and staff are strong communicators and recruiters and such challenges should not deter an attempt at contact and coordination with chains that might have an interest. The City should, at the very least, identify the potential market constraints and take action where able, be it public infrastructure, identification of sites, regulatory flexibiltity, etc. 6.1.6. Expand downtown incentive programs to encourage historic building renovation and code compliance. Incentives that help people financially navigate modern building and fire codes would remove significant barriers to those hesitant

to invest in old buildings. The City plays a central role in not only seeking the community-desired design but encouraging investment in older buildings by partnering with the building owner on its most important element - the street-facing front entry. The City's existing efforts to issue facade restoration grants through the Strategic Investment Zone initiative help restore some of the historic building facades in downtown, many of which have been covered or altered. These steps help return these buildings to activated spaces, restore the beauty of the older buildings and encourage reinvestment in the desired areas of development. 6.1.7. Continue to implement the Downtown Temple Strategic Plan through funding allocations to promote new private investment. Many of the non-infrastructure projects envisioned in the downtown plan were intended to promote new private investment. Several of these identified were City-owned properties that can be leveraged to entice new investment in downtown buildings and properties. Other potential "ideas" from this plan included landscape enhancements, promenades, public spaces within rights-of-way and streetside amenities such as benches, trees, and lighting. The downtown plan is a design-based plan that was a positive step towards visioning and planning for the downtown blocks. The next step for the City is to think about downtown from an infrastructure standpoint, ensuring that wet and dry utilities as well as travelways and parking are adequately accounted for in the future. For Temple to achieve its vision of an active, cultural center with a mix of daytime and nighttime uses, extending the downtown planning effort beyond design is a critical and cost-saving step. 6.1.8. Complete the downtown parking study and implement parking enforcement in defined hour-limited areas. Temple has taken some important steps to manage and accommodate downtown parking. Seen as a growing issue in downtown Temple by some, lack of vehicle parking can often be a product of inadequate CHAPTER 5 - PLAN RECOMMENDATIONS TEMPLE

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street design, block-to-block peak demand, employee competition, and perceived distance from parking spot to destination. Temple has taken proactive steps to stem the perception by funding a downtown parking garage and keeping a close eye on areas of concern. A downtown parking enforcement monitor will help ensure compliance with limitedhour parking spots, yet further study is needed. This study will examine desired businesses and mix of uses in downtown, projected parking needs, and effect of limitations for on-street parking.

through zone (~8-12 feet) and a street furniture/curb zone consisting of street furniture and amenities such as lighting, benches, kiosks, utility poles, street tree grates and landscaped planters, wayfinding, and bicycle and/or scooter parking. From the street standpoint, this includes on-street parking and an expanded pedestrian experience consisting of curb extensions (i.e., bulb-outs), mid-block crossings, parklets, low impact development stormwater management features, bike- and e-scooter share stations, and on-street bike lanes.

6.1.9. Evaluate UDC changes to ensure downtown development includes pedestrian-oriented amenities, storefront-oriented building design, and multi-modal transportation options. Vibrant downtowns prioritize walkability and the pedestrian experience over vehicular connectivity. While important in all areas of the City, Complete Street design is a must in downtown to ensure that visitors are comfortable and safe. This solely relates to how the streets are designed and maintained. Are the pedestrian areas open and inviting and provide for interesting interaction (e.g., activated storefronts); are they safe for people riding bicycles, scooters, or transit; what about for children and our senior and disadvantaged populations? Each of these downtown users need to be accommodated in downtown street design and in the urban form and character of buildings. As such, the City should identify necessary changes to the Temple UDC to ensure street cross-sections are pedestrian-oriented and provide for amenities, storefronts are activated, and travel is safe and accommodating for all transportation choices. From the building standpoint, this includes establishing build-to lines and corner off-sets; providing engaging, pedestrian-scaled building features and articulation along sidewalks; creating inviting entrances and â&#x20AC;&#x153;eyes on the streetâ&#x20AC;? by creating indooroutdoor ground floor visual connections with fenestration; and providing for pedestrian protection by permitting encroachments for awnings, balconies, and covered entries. From the pedestrian standpoint, this includes an adequate sidewalk width which includes both a pedestrian 174

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South 1st Street streetscape improvements underway in 2019

New S. 1st Street businesses adjacent to the recentlycompleted S. 1st Street improvements

Commitment 6.2. Downtown Activation: Encourage increased use and activation of downtown Temple through public and private partnerships, programming, and projects. Initiatives: 6.2.1. Enhance and promote downtown through an integrated branding and marketing strategy to attract new investment. After decades of decline, downtowns are again popular locations for activity. Today, many are once again viewing downtowns as the historical, cultural, civic heart of the community. Downtowns also embody a different look and feel than the newer more auto-centric areas of the City. As such, the City should expand efforts to brand and market these areas differently than other areas of the City. This should capture the attributes that makes these areas unique and attractive to all users groups who do not, or cannot, identify with other parts of the City. Although downtowns require a unique branding and marketing strategy, these efforts could be undertaken by the Marketing Department (see Initiative 5.1.2). 6.2.2. Re-establish a downtown business incubator to improve entrepreneurship opportunities in Temple. As identified during early public engagement efforts, Temple has had mixed success with earlier versions of business incubators. Today, many cities are establishing downtown business incubators targeting young entrepreneurs. Being an entrepreneur requires talent, knowledge, and an understanding and tolerance of the inherent risks related to bringing an idea for a new product or service to market. It often also requires a little bit of support to get started. In this regard, some communities and their chamber of commerce or EDC play a stronger role in helping entrepreneurs get off the ground. This could be

in the form of seed money, training, and many other forms. Others go a little bit further and establish a fully sponsored small business incubator. A business incubator nurtures development of entrepreneurs by helping them survive and grow during the early start-up period, when they are most vulnerable. These programs typically combine low-cost office space (fully equipped for a small business) with business services and education tailored to young firms and entrepreneurial individuals. As the City continues to advance its economic efforts, considering a business incubator could help to create a strong entrepreneurial culture in Temple. 6.2.3. Incorporate new and expanded park, trail and activated public spaces into downtown to further create quality of life elements. Streets, plazas, parks, and other public places are the backbones of active, healthy urban areas. Downtown must entice residents, workers and shoppers to come to downtown for more than one reason, and provide enough amenities and activities for them to stay. An interconnected system of green space, walking paths and activity zones will feed that demand and provide investment opportunities along the way. Temple's recent efforts to construct the Santa Fe Market Trail is a great example of connecting key destinations, encouraging activity in the downtown's public spaces. Past and ongoing planning efforts such as the 2014 Downtown Strategic Plan, the ongoing neighborhood planning initiative, and the 2020 Parks and Trails Plan will ensure that adjacent private properties will increase in value and lead to renewed investment and corresponding public improvements. This includes enticing people to live in downtown, where amenitized spaces allow people a place to gather, walk their pets, play with children, etc.

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6.2.4. Continue to identify and promote increased activation of downtown Temple through continual programming and monthly special events.

6.2.6. Update the Temple UDC to encourage short-term rentals/ bed and breakfast opportunities in the urban residential areas around downtown.

Although similar to the "commercial follows rooftops" philosophy, the activation of downtown is a little bit more complicated. It is not just easy enough to build stops and restaurants and assume that there will be lots of people. In truth, they probably incrementally build off of each other. In this regard, the City should continue to identify opportunities to do continual programming and monthly special events. One example of a reoccurring event could include initiating and supporting a downtown reoccurring music festival at the outside amphitheater at the Temple Railroad & Heritage Museum. This could be a free, regularly-scheduled series to bring people down to the area.

As mentioned above, downtown Temple does not currently have overnight accommodations. To help establish the area as a destination, places to stay overnight - whether traditional hospitality or shortterm rental - are critical for proximity and walkability. One option is to examine the restrictions and deterrants that might be limiting short-term rental and bed-and-breakfasts in the UDC/municipal codes. Some communities view short-term rentals as a nuisance if there are too many or oriented towards vacation or party atmospheres. However, a city like Temple that is wanting to expand overnight options in its central area should be willing to encourage these modern options for travelers. Short-term rentals can encourage investment in older homes and downtown loft renovations, provide options for business and pleasure travelers, and add demand for local shopping and restaurants. There are many licensing and regulation options that cities have employed to ensure compatibility with neighbors and mitigation of parking, trash, etc. while allowing for new markets to emerge to meet downtown goals.

6.2.5. Work with the development community to facilitate a downtown hotel with meeting and activity spaces. A downtown boutique hotel would provide a destination alternative to the other accommodation options available in Temple today, most of which are along the IH-35 corridor. Most importantly, a hotel in the central core would bring a nighttime population to downtown to support local restaurants and community desired nighttime activities. While discussions have taken place with development groups over the years to bring accommodations with meeting space to downtown, it has yet to materialize. While the Mayborn Convention Center handles large conferences and conventions, there was a strong sense of desire amongst the community that a downtown hotel should be incentivized and sought-out by the City. While local trips to downtown will help support the businesses that are there in downtown, out-oftown destination trips (whether business or pleasure) will introduce a new element to the downtown that has been missing. The City should actively work with the TEDC and others to develop marketing materials to seek out potential investors and boutique hotel operators, using available financial tools necessary. 176

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6.2.7. Evaluate opportunities to improve food access and security in downtown and the surrounding urban residential areas. Food access and security in central Temple was raised during public engagement as a growing concern amongst issues that were not commonly discussed. The lack of a nearby grocery store was one element, but healthy options grown and sold locally was another. The City's recent efforts to enhance a downtown linear park near the Santa Fe Depot displaced the old farmer's market but the City should take every effort to ensure that a downtown farmer's market remains a viable option to provide healthy food choices for this area. A primary benefit of establishing the farmers market in the downtown core is that is spurs additional cross-over activity in conjunction with other downtown businesses. In addition, the City could also consider sponsorship or partnerships with others for community gardens in the vicinity.

The Temple Public Library at 3rd Street and Adams Avenue

6.2.8. Identify funding opportunities and develop one or more public restrooms in the downtown area.

6.2.9. Continue to foster expanded library services to strengthen the Temple Public Library as a community-building destination.

Temple is investing considerable time and energy in redeveloping downtown, including efforts to increase activation through additional public events. In this regard, the intent is to significantly increase the number of people moving in and around downtown. Currently, patrons to downtown have only a few options: use portable toilets provided during special events, or try to find a restroom in a restaurant. Moving forward, the City should consider identifying funding opportunities to establish a permanent public restroom facilities or facilities in downtown.

Traditionally, libraries were primarily focused on the written word and the promotion of literacy. More recently, they have been undergoing a transition to broaden their role with a greater emphasis on providing for multiple forms of community and expanding their digital resources. Today, libraries are more and more being asked to fulfill a critical need in our communities to serve as a refuge for patrons who are looking for an enhanced communal connection. In this regard, libraries are serving as critical â&#x20AC;&#x153;third placesâ&#x20AC;? for our communities. Third places are defined as community anchor destinations, separate from our home and work place, which serves as a place to exchange ideas, socialize, and build relationships. Moving forward, the City should develop a library master plan to identify enhanced or additional programs, services, and collections to grow relationships and enhance learning and creativity to best serve the growing Temple community.

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Goal 7. Housing and Neighborhoods: Support stable neighborhoods and a variety of housing options through core design elements and market-based solutions. Commitment 7.1. Neighborhood Growth and Diversity: Support quality neighborhoods where people love to live through strong character design, market-oriented and flexible zoning polices, and diversified housing types for all ages and incomes. Initiatives: 7.1.1. Update the Temple UDC to include new regulatory provisions to allow a diversity of housing types (e.g., duplexes, triplexes, townhouses, accessory dwelling units, etc.) to develop true lifecycle and workforce housing opportunities. Over the past 40 years, there has generally been a limited diversity of available housing types in the U.S., predominantly comprised of single-family detached and some multi-family. Today, there is an increasing trend to reestablish some of the more traditional housing types (e.g., duplexes, triplexes, townhouses, etc.) to create additional opportunities for affordability and to improve life-cycle housing choice. These "missing middle" housing options, at varying price points, provide for a broader housing and income mix across the City. Moving forward, the City should identify necessary regulatory improvements to allow and incentivize mixed-income and mixed-housing type neighborhoods in areas consistent with the Future Development Plan. This may include minimum percentages in zoning approvals to avoid areas with a single product type.

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7.1.2. Take steps to improve access to affordable housing through regulatory improvements, community partnerships and organizational efforts. Affordability of housing generally refers to the level of burden of housing costs. It is generally defined as costing no more than 30 percent of a households' monthly income, including mortgages or rent, taxes, utilities, and other housing expenses. Temple has a median household income of $49,970 (U.S. Census, 2017 American Community Survey), meaning that residents should not expect to spend more than $1,250 on housing each month. While the market generally drives the type, quantity, and price of housing, the City's regulatory framework plays a more significant role than is apparent. Indeed, the City's performance standards on building types (predominantly favors single-family detached in most jurisdictions), minimum lot size, setbacks, parking, street width, landscaping requirements, building materials (pre-HB 2439), utility connection fees, common area amenities, etc., all contribute to the overall cost of housing. Moving forward, the City should continue to identify regulatory improvements, community partnerships, and other organizational efforts to improve access to affordable housing. 7.1.3. Undertake a housing study to evaluate near- and longer-term need and capacity for multifamily units in Temple. Over the past several years, the City has seen an increase in the interest and development of multi-family units. There has been discussions about understanding how much is appropriate for the housing market today and in the future. Accordingly, the City should pursue undertaking a detailed housing study to identify the housing needs of Temple. This study should address specific housing options available in Temple (not just multifamily), immediate and anticipated demand for different housing options, need for affordable housing at all income levels, and strategies for providing for the identified housing needs. This study should be updated every three to five years to re-evaluate changing housing needs as the community grows and matures over time.

7.1.4. Regularly coordinate with area ISDs on plans for housing growth and associated needs, in addition to school site locations and facility partnerships.

7.1.6. Promote financial incentives for young professionals to encourage local homeownership.

City and ISD growth occur in tangent with each other. In many cases, a City will not grow without a quality school system. Conversely, school district growth may be hindered by a less than desirable quality of life (this is more seen in composite cities where one city has a much higher growth rate than an abutting city within the same district). Moving forward, the City should identify opportunities to coordinate on housing growth issues that affect and impact both entities. Each ISD may be experiencing different issues (e.g., TISD needs additional higher end housing; Academy ISD just needs additional housing; and Belton ISD needs additional support to keep up with current growth rates).

All across the U.S., young professionals are indicating that one of their top concerns is related to the high cost of housing. Today, instead of entering the workforce and immediately saving for retirement and housing, young professionals are spending years paying off student debt. At the same time that housing cost is outpacing their ability to pay for it, young professionals are opting for other types of housing options, including living longer with parents, co-housing, and continuing to rent rather than buy. Although the system is still working for many, these same young professionals will be impacted later in life due to the accumulation of fewer assets. Moving forward, the City will need to identify additional opportunities to promote and incentivize young professional homeownership.

7.1.5. Evaluate regulatory obstacles to senior and assisted living housing to accommodate a growing and transitioning senior population.

7.1.7. Update the Temple UDC to require homeowner/property owner associations for residential developments that will include common areas to ensure long-term property maintenance.

Similar to affordable housing for young professionals and workforce housing, senior populations near and after retirement are also in need of diversified housing choice. The market for senior housing has continued to grow and adapt as more and more aging adults transition to new types of housing. Many of these modern age-targeted products have developed in the recent past and are testing traditional zoning regulation parameters. As such, the City should review the existing UDC to determine whether there are any regulatory obstacles which hinder the future development of senior and assisted living facilities in Temple. To accommodate the needed housing in the future, more code flexibility on the size of living units, parking restrictions, on-site amenities, and allowed locations.

While the Temple UDC has several references to homeowner or property owner associations (e.g., for maintaining private streets other such private improvements normally dedicated to the City), it does not explicitly require a property owner association to oversee immediate and long-term management and maintenance of private common areas (e.g., drainageways and ponds, private streets and medians, entrance monuments, open space areas, trails, perimeter fencing maintenance etc.) that do not typically fall within the purview of a private landowner or the City. As such, the City should consider amending the Temple UDC to require incorporation of a property owners association as part of the approval process. This should include specifying that the associations' covenants, conditions, and restrictions (CCRs) require mandatory membership for all owners within the subdivision (or condominium), providing for association lien rights with respect to unpaid dues, assigning maintenance rights to the association for all common areas, and that the association be permanent. CHAPTER 5 - PLAN RECOMMENDATIONS TEMPLE

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Example of an Accessory Dwelling Unit in the Temple Historic District.

7.1.8. Update the Temple UDC to include new regulatory provisions for accessory dwelling units (ADUs) in new neighborhoods and certain existing neighborhoods where compatible. ADUs are secondary small dwelling units on the same property as the principal dwelling and include complete independent living space with facilities for cooking, eating, sanitation, and sleeping (see above photo). They often are comprised of three different configurations: ■ Integrated. The unit is integrated within the principal structure (e.g., in a basement with a separate entrance). ■ Integrated into Separate Structure. The unit is combined with a separate structure serving the principal use (e.g., an ADU located above a detached garage). ■ Independent Separate Structure. The unit is located in a separate structure for the sole purpose of being an ADU.

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In many instances, accessory dwelling units, ADUs, are used to create opportunities for individual homeowners to support relatives on their properties, but not located within the same housing unit. In other instances, ADUs are created as part of infill development and redevelopment to provide for revenue generating rental properties. In these instances, it allows for increased densities in areas where infrastructure is already present. Among other regulatory considerations, the City should amend the Temple UDC to allow for increased flexibility to build ADUs as part of new development. Further, particularly in urban character areas, existing neighborhoods should be identified as candidates for infill accessory dwelling inclusions. These locations should include adequately-sized lots, appropriate height and scale design standards, parking, and other site-specific considerations in order to show compatibility with existing residential uses.

7.1.9. Evaluate opportunities to recruit and retain Fort Hood officers, families, and other service members to live off-site and retire in Temple.

7.1.10. Continue to monitor and develop a comprehensive strategy to address the area’s homeless population in coordination with Bell County and surrounding municipalities.

Beyond those personnel who are assigned to key and essential positions, most service members are not required to live on-post at Fort Hood. Accordingly, many Fort Hood officers, families, and other service members choose to live off-post in many of the surrounding communities. In particular, service members with young families could be looking for a good school system and a higher quality of amenities just not available in close proximity to the base. Retirees may also be looking for a higher quality of amenities while still in close proximity to the VA hospital. Moving forward, the City should proactively evaluate opportunities to entice Fort Hood personnel to Temple as part of their initial transition to the area. Strategies could include fostering a relationship with Fort Hood’s Housing Services Office (HSO) and developing marketing materials that highlights Temple’s great schools, diversified housing options (including both rental and for-purchase), and quality of life amenities. Additional strategies could include establishing commuter transportation connections between Temple to Fort Hood, developing partnerships to expand veteran’s recruitment and placement services (as part of an overall workforce development program), and reoccurring special events and programming for service members and veterans.

At least 25,000 people in Texas experience homelessness each year. While a lot of the homeless are concentrated in Texas' larger cities, many smaller to mid-sized cities also have homeless populations which are in need of assistance. Temple has identified this issue for ongoing monitoring and attention, particularly in the downtown area, and other Central Texas cities are also experieince growth in this population. Work with other governemental entities, churches, and social organizations to adopt a strategy for assistance, programs, and safety measures.

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Commitment 7.2. Neighborhood Stabilization and Revitalization: Promote preservation and reinvestment in aging neighborhoods to ensure neighborhood stability, longevity, and protection of Templeâ&#x20AC;&#x2122;s historic fabric.

This could be particularly important for infill development in many of the older, historic areas. In other areas, a new character of development may be appropriate and may require new dimensional standards to facilitate the transition.

Initiatives:

Temple has an impressive historic housing stock that needs to be preserved to protect the character of these areas. Similar to the nearby communities of Belton and Killeen, the City should identify and implement the necessary steps to become a certified local government (CLG) community to better protect the City's historic resources and enhance building design in historic areas. These steps include preparing an inventory of landmarks, a historic preservation plan, designation of a Historic Preservation Officer, and other application requirements to the Texas Historical Commission.

7.2.1. Update the Temple UDC to include new regulatory provisions for encouraging and incentivizing the development/redevelopment of infill lots. For developers, it is usually more cost-effective to develop complete new neighborhoods on the City's fringe (which is largely related to the availability of land). For cities, it is typically more cost effective (over the long-term) to have undeveloped, or underdeveloped, infill lots built upon because all the requisite infrastructure and utilities are already existing and accounted for in treatment capacities. Further, when new growth moves to the fringe, it increases the possibility of more existing properties to be left in states of disrepair. As such, the City should identify modifications to the Temple UDC to encourage and incentivize desired improvements to infill lots. Implementation of this strategy could include creating incentives for infill development (e.g., density bonuses) if certain performance standards are met. For instance, a density bonus could be provided if certain community objectives are met such as minimum open space ratios, tree preservation, conservation of natural resources, buffering against adjacent and surrounding uses, heightened development standards, inclusion of quality of life amenities such as parks, trails, etc., or other standards deemed important to the community. This could also include creating and adopting infill development standards regarding density (for residential uses), intensity (for nonresidential uses), and other dimensional requirements to ensure infill projects maintain or support the existing character of development. 182

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7.2.2. Become a Certified Local Government (CLG) community.

7.2.3. Continue and expand Transform Temple's advocacybased code enforcement program to aid in code compliance and community clean up. Many communities solely rely on an enforcement approach to zoning code compliance (e.g., weed abatement, debris removal, junk vehicles and equipment, dilapidated housing, etc.). In these communities, a code compliance officer identifies a violation and issues a citation for compliance. Reliance on this approach alone typically results in a negative impression (and sometimes confrontation) of what is otherwise an important governmental responsibility. Temple's existing efforts pairing Code Enforcement and Neighborhood Services to work with landowners to achieve compliance when they cannot address the code issues on their own. The City should continue to partner with community members by providing resources such as the neighborhood clean-ups, roll-off dumpster assistance, the tool trailer, and adopta-senior programs. These efforts are critical to maintaining property values, pride in ownership, and safety.

7.2.4. Maintain the advocacy-based neighborhood revitalization programs with a toolbox of available resources for area citizens to maintain or improve their homes.

7.2.6. Consider evaluating and establishing a non-profit association to oversee housing and neighborhood revitalization in the urban residential areas of Temple.

Similar to an advocacy-based code enforcement program for individual home and business owners, the City existing efforts through Transform Temple currently offer crucial neighborhood revitalization program containing a toolbox of resources for homeowner associations and area residents. This includes an infill/renovation program, housing repair program, and accessibility assistance, and substandard structure demolition, plus online resources to help.

In many of the older residential areas of Temple, there are no established property owner associations to help enforce the quality of individual properties. In these instances, it may be more prudent for a local non-profit to take on an increasing responsibility in neighborhood maintenance and revitalization efforts. This could include the establishment of a new local non-profit or facilitating increased connection with area churches, civic organizations, schools, and businesses in neighborhood improvement and revitalization efforts. A focus of these efforts could include overseeing implementation of the Temple Home Improvement Handbook (see Initiative 7.2.4), promoting neighborhood pride by stimulating resident and area involvement in seasonal “clean up; fix up” days and other neighborhood beautification days; establishing and promoting annual “amnesty pick-up” days for large refuse items, etc. Alternately, this could include establishing quarterly drop-off days for big materials, like couches. The City’s new neighborhood planner could be the staff the liaison between this nonprofit, City staff, and other governmental entities.)

7.2.5. Reevaluate the substandard housing and signage abatement process to facilitate a streamlined process which results in demolition of substandard structures or quicker redevelopment. According to early public engagement efforts, there are approximately 700-800 vacant lots and/or abandoned dilapidated properties located throughout Temple. Although Temple does apply financial resources, along with CDBG funds, to abate substandard structures (e.g., $100,000 in 2019 to demolish and clear 12 structures), there could be opportunities to do more. In particular, removal of substandard structures is only the first step in the process. As equally important is the rebuilding of a new house and quickly returning it to the tax rolls. Moving forward, the City could identify opportunities to create incentives for home building on vacant lots, including such things as aggregating and marketing these properties on the City’s website and to local home builders, streamlining the permitting process and fees, ensuring lots have a clear title and are shovel-ready, etc. Any incentives for redevelopment should still ensure minimum requirements to address compatibility, aesthetics, and safety.

7.2.7. Consider the establishment of a rental registration program for rental units. In many instances, rental units are not maintained to the same level of quality as owner occupied units and often experience much more rapid deterioration. As a result, neighbors often view rental housing as a threat to their home investment and quality of their neighborhood. To stay abreast of renter issues, some cities consider a rental registration program to address the issues of building and property maintenance and code violations. A rental registration program for Temple would require landlords to register with the City and provide the City would essential contact information. This allows the City to find and contact property owners or managers when emergencies arise, for code CHAPTER 5 - PLAN RECOMMENDATIONS TEMPLE

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violations, and to communicate available resources and changes in policy. A 2013 study in Austin identified that rental registration ordinances reduced code complaints and improved property conditions. 7.2.8. Direct public investment to east Temple to encourage reinvestment and revitalization while retaining the areaâ&#x20AC;&#x2122;s cultural heritage and identity. While there is a need for reinvestment and revitalization in many areas of the City, East Temple has been an area which has been in need of additional support. Moving forward, the City should identify additional opportunities to target public sector investment in East Temple, and facilitate and encourage private sector reinvestment and revitalization.

Marketing to provide neighborhood photo

7.2.9. Improve working relationships with neighborhoods and HOAs to maintain safe, vibrant, and livable neighborhoods. Establishing effective communication with area neighborhoods and residents is an essential component of government transparency and operations. Communication is a two-way street. In essence, the City needs to provide information to the public, and should also be available and open to listen to what the public needs and wants. As such, the City should identify opportunities to ensure an open dialogue with area neighborhoods and HOAs so that they feel comfortable in expressing their needs and to develop a cooperative relationship moving forward. This could be an inportant partnership opportunity to facilitate with the neighorbood planning efforts. For example, while there is a need for reinvestment and revitalization in many areas of the City, East Temple has been an area which has been in need of additional support. Moving forward, the City should identify additional opportunities to target public sector investment in East Temple, and facilitate and encourage private sector reinvestment and revitalization. Typical single-family home in suburban Temple

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FOCUS AREA: HIGH-PERFORMING ORGANIZATION Goal 8. Governance: Sustain a forwardthinking, high-performing, and accountable City government through continued focus on the implementation of the Comprehensive Plan and the Cityâ&#x20AC;&#x2122;s Strategic Plan. Commitment 8.1. Development Review: Maintain an open, responsive, and accountable municipal government organization committed to performance excellence, bold vision and intentional direction. Initiatives: 8.1.1. Undertake a comprehensive update to the Temple UDC to implement the community vision identified within this plan. As typical of many long-range planning processes, the resulting recommendations or initiatives are expressed as efforts relating to further implementable actions. These often include future policy development, capital and operational investments, additional studies, and regulatory modifications. This is particularly true of a comprehensive plan which has both comprehensive and close ties to every aspect of the built environment. Additionally, the comprehensive planning process is the one time, about every decade or so, where the city gets the opportunity to capture the community's vision, or preferences, for how they want to change and grow. When considering the physical changes to the City's built environment over time, much more of the actual change will stem from private sector

development and redevelopment. As such, it is critical that the City evaluate and consider implementing the policy and other regulatory recommendations as part of a comprehensive update to the Temple UDC. Sometimes, in the absence of a comprehensive evaluation and update, there begins to be a disconnect between the community vision for the future and the regulations which help to implement it. 8.1.2. Develop a comprehensive development guidebook which clearly specifies the development process for land owners, the development community, and other applicants. For many people, particularly citizens, identifying how to get something done on their property is a confusing and overwhelming process. For the development community, time is money. The quicker and easier it is to navigate the process, the more cost effective it is to spend more time and effort on doing good things in the community. As such, the City should develop a comprehensive best practices guidebook which clearly specifies the development process per application type for both citizens and the development community. While the City does already have an 11x17" Development Review Guide and is currently developing a Permitting and Inspections guide in 2020, this initiative reflects an intent to further flesh out the details, and application types, flowcharts for each process, tables of submittal and hearing dates, details and contact information for where additional information and resources can be found, and other items pertinent to the successful navigation of the application and approval process. 8.1.3. Regularly review public improvement cost-sharing requirements and developer/City partnerships for new development. CHAPTER 5 - PLAN RECOMMENDATIONS TEMPLE

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As typical throughout Texas and across the nation, many cities have formalized policies which provide specificity and clarity as to when off-site infrastructure improvements are warranted. These off-site impacts (e.g., street upgrades, upsizing of infrastructure, etc.) are often undertaken by the developer as part of development. Different cities have different policies regarding financing. Some cities require the developer to pay for all improvements, some finance the upgrades themselves, and sometimes it is through a City/developer cost share. Moving forward, the City should be open to regular evaluation of its cost-sharing practices aligned with an annexation strategy, fair and equitable improvement funding requirements, and consistency with the thoroughfare plan and future development plan. 8.1.4. Review and revise development processes to ensure predictability, flexibility, transparency and efficiency. A clear, predictable, and efficient development review process is paramount to effective citizen/developer interaction and satisfaction. As previously mentioned, particularly for the development community, time is money. Moving forward, the City should continue to evaluate its development review processes to ensure that they are predictable, flexible (when appropriate), transparent (see also Initiative 8.1.2), and most importantly, efficient. This could include a comprehensive evaluation of the Planning & Development Department processes and operations (i.e., a departmental workflow organizational assessment) and may require refinements to the Temple UDC (see Initiative 8.1.1.) or Code of Ordinances. This could also include an evaluation of opportunities to integrate better automation in the review and approval process or other enhanced technological innovations, where meaningful and appropriate. 8.1.5. Work with Bell County to review the provisions of the 1445 Interlocal Agreement and identify any needed modifications to subdivision regulations in the ETJ. As set out in the Interlocal Agreement Act, Chapter 791 of the Texas Government Code and ยง 242.001, of the Texas Local Government Code, an interlocal agreement is required between Texas cities and counties to determine concurrent roles and responsibilities over the platting process 186

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in extraterritorial jurisdictions. As part of the ongoing discussion regarding annexation and CCN expansion to areas outside of the City limits, the City should stay in regular communication with the County to ensure that the bilateral interlocal agreement continues to meet the needs of both entities and provides a clear regulatory framework for landowners and the development community. This is especially relevant based on recent legislative changes regarding annexation. 8.1.6. Provide additional educational opportunities for staff, policymakers and citizen volunteers on key issues, planning efforts, and cutting-edge tools to achieve success. Planning and development best practices are constantly evolving. Often, professionals in the development community (who have to stay in tune with shifting market preferences) are on the leading edge of innovative community planning. Since updates to traditional zoning and subdivision regulations typically occur at a slower rate, the development community may have to proceed through planned development processes for unique development proposals, without surety of the resulting outcomes. Moving forward, the City should consider increasing efforts to provide policy makers (e.g., the Planning and Zoning Commission and other boards and commission), staff, and citizen volunteers with quality training opportunities. These include conferences, onsite training, off-site tours and collaborative exchanges, etc. Such experiences and training could help to continually elevate innovative planning practices, emerging issues, planning trends, and other best practices. 8.1.7. Annually evaluate development review fees to ensure adequate recovery of costs and long-term fiscal sustainability. As a means to provide high quality services and to make sure that Temple's fees are commensurate with the effort to process development applications, the City should conduct an annual or semi-annual fee update. The purpose is to ensure adequate recovery of costs and long-term fiscal sustainability. This may be an opportunity to consolidate the Permit Fee Schedule (for building permits) and the Schedule of Fees (for development) into a consolidated framework.

Source: Temple 2030 Quality of Life Master Plan

Commitment 8.2. Sub-Area Planning: Continue to support additional focused plans and studies to implement the comprehensive plan and strategic plan goals. Initiatives: 8.2.1. Formalize and continue the neighborhood planning conservation program that identifies capital improvements, programs, and/or initiatives to meet the needs of residents and maintain the City's quality of life. Recently, the City has embarked on an ambitious neighborhood planning process in the older core areas of the City. The first plan, the Ferguson Park District Plan, was completed in 2019. A second plan, the Crestview Neighborhood District Plan, is nearing completion and will be finalized in 2020. Moving forward, the City is anticipating to undertake a series

of three or four of these sub-area planning processes each year for identified areas. Inherently, each of these neighborhood plans should include developing a composite overlay of issues and needs, like needed upgrades in streets; water, wastewater, and gas lines; broadband access, parks, drainage, etc., to identify priority areas for comprehensive improvement. 8.2.2. Develop and maintain neighborhood metrics across neighborhood units to monitor neighborhood quality using factors that impact housing health and vitality. The neighborhood plans mentioned in Initiative 8.2.1 embody some of the most historic buildings and neighborhoods in town. Some of these plans will be preservation-oriented and others inspiring significant land use and street changes. It is intended that these efforts include heavy stakeholder input to plan and implement revitalization strategies on a neighborhood by neighborhood basis. One recomendation is that the City should identify CHAPTER 5 - PLAN RECOMMENDATIONS TEMPLE

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a series of neighborhood metrics which could be monitored on annual basis for each of the neighborhoods which go through the neighborhood planning process. In these instances, metrics such as housing values, tenure ratio, crime, distressed sales, parks/open space acreage, changes in zoning, commercial quality, total sales, average sale, code violations, etc. could be monitored to assess the general trend of the neighborhood over time. A baseline of metrics could be integrated into the neighborhood plan and subsequently tracked within a centralized online mapping system to increase access to data and streamline future monitoring. 8.2.3. Ensure funding sources available to implement the neighborhood planning program to support further growth and revitalization of these core neighborhoods. Identifying issues and potential projects and other solutions creates a solid blueprint for how to make incremental improvements in these older core areas. However, the implementation of these solutions will require extra effort in identifying additonal funds for capital investments. Beyond the reliance on public funds only, seeking private sector partnerships in the redevelopment process increases the chance of real change being implemented in a quicker timeframe. 8.2.4. Develop zoning standards that align with neighborhood master plans. Similar to neighborhood conservation districts identified in the last comprehensive plan, proposed changes to the built environment may not be feasible under current zoning regulations. Continue to identify individual neighborhood-specific development plans for these areas and consider corresponding zoning actions. They should include standards regarding protecting the overall character of the area and provisions and/or incentives for the types of improvements or expansions the community wants (e.g., allowances for additions, ADUs, etc.)

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8.2.5. Create a City of Temple Facilities Master Plan to accommodate growth and expansion needs of staff, facilities, and public services. Temple is projected to see continued growth. Indeed, just during the horizon of this Plan, Temple is projected to grow over 30 percent to around 112,000 people. Additional population growth naturally also requires growth in administrative capacity. For many cities, both staffing and requisite facility space are afterthoughts, often leaving public servants in less than ideal accommodations or inefficiently scattered across the City. In anticipation of the expected growth, the City should undertake a near- and long-term Facilities Master Plan to ensure that Temple has the right staffing in the right location and at the right time. To ensure the data stays current, the City could consider adding a staffing and space needs assessment worksheet as part of the annual budget process. Similar to the budget framework, this should include an assessment of current needs, 5-year needs, and, potentially, ultimate needs for a build out population. In this regard, better integration could occur within the annual budget process and the next capital improvement program update. 8.2.6. Consider additional historic district designations for neighborhoods or sub-areas to further protect these areas as the urban core transitions to further density and a mix of land uses. Although Temple has many historic structures located throughtout the older areas of the city, there are only two historic overlay districts in place, the North Central Temple Historic District and the Temple Commercial National Register Historic District downtown. As discussed throughout the public engagement process, additional protections will be needed as the City continues to age and redevelop over time. Areas desired to be protected by the community will need further regulatory protection as infill and increased density becomes more common in the center core areas.

Commitment 8.3. Capital Improvement Programming: Align Templeâ&#x20AC;&#x2122;s Capital Improvement Program to the goals and findings of this Plan. Initiatives: 8.3.1. Re-evaluate the Temple Capital Improvement Program (CIP) for consistency with the comprehensive plan to account for both nearand longer-term fiscal implications. A CIP is a multi-year plan that identifies and prioritizes projects related to public facilities and services. Developed in accordance with documented community goals and objectives, the CIP is a plan for capital expenditures to provide long-lasting physical improvements to be incurred over a fixed period of several future years. This is the way major streets, bridges, municipal buildings, fire stations and central service facilities are repaired and built. Capital improvement projects may include: streets, electric, gas, water, wastewater, reclaimed water and drainage utility projects; open space, trails, and recreation facilities; public buildings and facilities; major equipment; and, technology investments. While the City has an existing CIP, many cities consider updating the ranking and prioritization criteria based on new findings developed as part of their comprehensive plan. Specifically, this would include an update to the project ranking criteria to account for both community-identified priorities (value based and coming from the strategic directions of the comprehensive plan) and organizational or operational priorities (objective based and more directly tied to the administrative realities of budgets, project leverage, and regulatory mandates). While these community (e.g., expansion of the park system) and organizational (e.g., investments stemming from regulatory compliance) may change over time, it is important to ensure that the relative balance between the two remains the same. It is also important that future considerations of funding for new facilities also include consideration for increased operational and maintenance expenses, personnel costs, and ongoing upgrades and replacements.

8.3.2. Align the Temple CIP to implement this Plan and other master plans through capital funding and improvement projects. The Temple Comprehensive Plan is intended to be a 30,000-foot assessment. It is implemented through further studies (including subarea plans), improved regulations, operational changes and new policies, as well as through capital investments. In combination with the City's recently adopted Strategic Plan, it should set the stage for all governmental business. As the overarching guidance document for the City, it does contain strategic direction about future public sector investments that will need to be implemented over time. Some of these capital investments will be further defined as part of a more refined sub-area plan (e.g., the Parks and Trails Plan). However, other capital investments will need to be derived from the action recommendations identified in this Plan. As part of an update to the CIP framework (see Initiative 8.3.1) and the development of the Implementation Work Program (see Initiative 8.5.5) staff will need to identify the projects identified in this Plan to be included in the next update of the Five-Year CIP. Some examples of comprehensive plan-generated capital projects include addressing downtown drainage issues; improving offstreet connectivity between Templeâ&#x20AC;&#x2122;s neighborhoods and other community destinations; partnering to improve bus service, facilities, and amenities; and investing in gateway enhancements. 8.3.3. Evaluate opportunities for broad, consolidated community improvements as part of future capital investment projects. Capital investments are often large scale, large budget, and involve significant short-term (sometimes long-term) impacts on overall quality of life. Accordingly, the City should proactively identify opportunities to consolidate multiple projects (including quality of life investments such as parks, trails, bike lanes, sidewalk replacement, and improved lighting) into one overall investment. This can result in improved operational efficiencies, cost reductions, and minimized disruptions to the Temple community. One way to ensure this is to establish priority ranking criteria in the CIP which places greater emphasis on capital investments which solve multiple issues or utilizes multiple funding opportunities. CHAPTER 5 - PLAN RECOMMENDATIONS TEMPLE

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Commitment 8.4. Annual Budgeting: Utilize the annual budget process and estimates to strategically identify and plan for immediate and mid-term operational needs. Initiatives: 8.4.1. Prepare annual departmental budgets and five-year budget projections following directives from this Plan and the 2020-2025 Strategic Plan to ensure alignment and compliance with long-range planning goals. Similar to the benefits of planning weekly, rather than just daily, it is critical that the City continue to utilize its Annual Budget / Five-Year Budget Projection process to ensure a fiscally-sustainable future of effective community infrastructure and services. However, to ensure that the community's vision for the future (embodied in this Plan) gets implemented over time, the Annual Budget / Five-Year Budget Projection process should be combined with the Strategic Planning, Annual Progress Report (see Initiative 8.5.4) and Annual Plan Amendment (see Initiative 8.5.5) processes. This ensures that departmental operations and their future proposed work program dovetails with community priorities for the future. In other words, an annual update to the Implementation Action Plan should be undertaken to prepare an updated list of priorities to be initiated during the following year. This update to the Implementation Action Plan should be undertaken at the end of the calendar year so that newly identified initiatives can be included in the next annual budget request process. 8.4.2. Maintain competitive staffing metrics and salaries by undertaking periodic staffing and compensation studies to ensure the City remains competitive. Success in creating and maintaining a great community will be led by a quality workforce. In conjunction with the Annual Budget / Five-Year Budget Projection process (or as may be warranted), the City should periodically evaluate staffing and compensation metrics to ensure staffing levels, skills, 190

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"Our citizens expect city services to be provided in an efficient, professional, and practical manner. Our employees are the drivers of our ability to deliver high quality services and so attracting and retaining the very best employees is a critical strategy to ensure we are providing the highest levels of service in the most efficient way possible."

- City of Temple Adopted Budget 2018/19 Operating & Capital

and experience meet the Cityâ&#x20AC;&#x2122;s growing needs before they happen. It also helps to ensure City services provide value to its citizens. This is particularly important so that Temple can understand and offer industry-competitive salaries and benefits and attract and retain the best talent. 8.4.3. Continue to identify opportunities to harness smart-city technologies to increase efficiencies in governmental operations and improve overall quality of life for the Temple community. Beyond a quality workforce, the use of smart city technologies to improve City operations is exponentially increasing across the country. In fact, smart city technologies are helping many cities to operate more efficiently while improving services to citizens and businesses. The benefits include improved outreach and community connectedness, increased operational efficiency and cost savings, and an enhanced quality of life. Some examples of smart city technologies used by municipalities include such things as signal timing to reduce traffic congestion, smart garbage cans (e.g., BigbellyÂŽ) in heavy trafficked areas like downtown, smart informational and wayfinding signage (e.g., live wayfinding, bus schedules, city service information), free Wi-Fi in key public spaces (e.g., parks and in downtown), shared micromobility (e.g., e-bikes and e-scooters), etc. While the opportunities are endless, a particular focus should be to utilize the expertise of the Technology Department (or outside entities) to utilize information and communication technologies to address community growth outcomes in an efficient and sustainable manner. The City will need to proactively manage and continually protect its data.

Commitment 8.5. Plan Update: Maintain community buy-in to a long-range planning strategy through continuing education, annual updates, and decisionmaking consistent with the comprehensive plan. Initiatives: 8.5.1. Continue to develop, maintain, and champion the consolidated â&#x20AC;&#x153;Temple by Designâ&#x20AC;? planning framework to promote integrated long-range planning for the community. The City has done an incredible job undertaking proactive long-range planning processes over the past several years and has plans to do more. Each of these planning processes include public outreach and engagement. Over time, a common problem emerges where stakeholders and citizens are unable to keep up with the connections to numerous plan engagement platforms. As part of the processes for the 2020 Comprehensive Plan and Park and Trails Plan, a consolidated Temple By Design website was created as a one-stop-shop for current and future planning efforts. This website contains specific information about each planning effort (including key documents) and opportunities for public engagement. Moving forward, the City should continue to maintain this website as a means of connecting the Temple community to the on-going proactive planning efforts, and its results, being undertaken in the City. 8.5.2. Consider creating ongoing stakeholder groups through the community to engage on various issues related to the future of Temple (i.e., young professionals). As part of the development of the Comprehensive Plan, it was identified that there was a definite need to engage certain segments of the community to ensure there was broad representation in the public engagement process. One of the groups identified as part of

As part of planning processes for the Comprehensive Plan and the Parks and Trails Plan, a new overarching website, Temple By Design, was created as a one-stop-shop for current and future planning efforts. this planning process was young professionals. As such, a separate engagement effort was undertaken to solicit their feedback on the future of Temple. Moving forward, the City should continue to identify and engage targeted segments of the population as part of future Temple By Design planning processes. This could include targeting such groups as young professionals, young families, senior citizens, and disadvantaged populations. 8.5.3. Consider amendments to the Future Development Plan following the framework established in the Implementation Chapter of this Plan, to allow for flexibility and changing conditions. The Future Development Plan is one of several master plans in the Comprehensive Plan that has a significant impact on the future of the Temple community. In association with the Thoroughfare Plan, the Future Development Plan may be the most important component of the entire Comprehensive Plan, providing the framework to achieve the future character of the City. When fully implemented through updates to the Temple UDC (i.e., to achieve the identified intent and character, land use types, and design characteristics of each category), the Future Development Plan becomes the primary guide for future zoning CHAPTER 5 - PLAN RECOMMENDATIONS TEMPLE

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decisions. Accordingly, the Future Development Plan should lead to predictable but flexible outcomes (e.g., providing multiple development options which achieve the same character of development results, like large lot rural zoning and conservation subdivisions). When fully implemented through code revisions that implement the desired character framework, the Future Development Plan then signals to the market to determine the development/building types, design, and configuration to achieve it. The process should follow the plan implementation process in Chapter 7, Implementation. 8.5.4. Track comprehensive plan implementation timing and progress of iniatitives through a comprehensive management system. Ensuring continual tracking and assessment of progress at the staff level is critical to plan success. The City of Temple is going to need clear directive at the staff level to keep track of the timing, progress, and coordination for each of the initiatives listed in this plan. A software system (e.g. Smartsheet) that manages the responsible lead and involve departments, costs, alignment, and status is a key component of this implementation plan. This will make an annual progress report process a streamlined and coordinated effort for the Temple public. 8.5.5. Establish an Annual Progress Report process to benchmark comprehensive plan implementation through integration of applicable departments, accountability, and comprehensive public reports on plan progress and amendments. The difference between a plan that gets implemented and a plan that sits on the shelf is accountability. Accountability requires a defined process and responsible parties. As such, the City should establish a defined annual reporting and benchmark process to track plan implementation over time. The process should follow the plan implementation process in Chapter 7, Implementation. 192

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8.5.6. Establish and undertake a staff-led Annual Comprehensive Plan Update process. After the Annual Progress Report is prepared, the City should undertake an Annual Plan Amendment of the Comprehensive Plan. At a minimum, this should include an updated Implementation Work Program, which identifies near- and mid-term actions to be undertaken during the following fiscal year or soon thereafter, in addition to any changes necessary to the maps created in this Plan. This process should be a deliberate, stratgic, and public process that continues to keep the comprehensive plan at the forefront of City decisions. The process should follow the plan implementation process in Chapter 7, Implementation. 8.5.7. Establish and undertake a staff-led 5-Year Plan Update process within five years after Plan adoption. Beyond the Annual Plan Update, a broader evaluation and update should be prepared every five years. The 5-Year Plan Update is intended to be a comprehensive review of the existing plan to assess its successes and shortcomings with regard to implementation of the vision, goals, and commitments. The process of the 5-Year Plan Udpate should follow the outline provided in Chapter 7, Implementation. 8.5.8. Undertake a 10-Year Plan Update within 10 years after plan adoption. Capturing, planning, and implementing the communityâ&#x20AC;&#x2122;s vision for the future is one of the most important actions a City government can undertake. In this regard, this Plan sets the stage for all subsequent implementation actions during the 20-year planning horizon. That being said, conditions, population composition, and City trends and concerns change over time. In order to ensure that the Comprehensive Plan continues to provide the best and most appropriate guidance possible, the Plan should be taken through a full update process every 10 years.

The process of the 10-Year Plan Udpate should follow the outline provided in Chapter 7, Implementation.

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As Temple’s principal visioning document, the Temple Comprehensive Plan will be referenced on a continuing basis to influence City policy, planning, regulatory, and budgetary decisions. The Temple Comprehensive Plan likewise serves as the coordinating document between the City and its partners to ensure that the resources of the City all allocated in a manner that reflects shared goals and objectives and supports initiatives that advances the community’s vision of sustainability. Successful implementation of the community’s shared vision embodied in the Temple Comprehensive Plan is the shared responsibility of the residents, property owners, business owners, governmental agencies, civic organizations, service providers, trade groups, social advocates, and others. With a 10-year implementation period for this Plan, however, it will take the leadership of the City of Temple to remind its residents, stakeholders, and partners that there is a role for all of them in “...community investment and prosperity, integrated mobility and connectivity, and quality growth while ensuring Temple is an enduring place to call home.” through the initiatives of their comprehensive plan. This chapter of the plan contains a series of implementation action plan tables. These tables contain all of the recommendations of the plan prioritized and assigned to the department that will be involved in their completion. The structure of the recommendations can be seen to the right in Figure 6.1, Implementation Framework.

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FIGURE 6.1: IMPLEMENTATION FRAMEWORK

The initiatives presented in the following pages are represented by the following categories:

The initiatives listed within the implementation tables in this chapter are allocated among four levels of prioritization and reflects the initiative’s priority as determined during the comprehensive planning process.

•

Program. These initiatives may include creating a new program or expanding upon existing key City programs.

•

Study. These initiatives may include conducting further studies to identify solutions to particular problems, or preparing more detailed or area-specific plans.

1. (0-2). Actions should be initiated within the next one to two years (2020 -2022) although completion may extend across a larger timeframe. These are the City's top priorities for implementation.

•

Coordination. These initiatives will include two or more entities working close together to serve as champions of the plan.

2. (3-5). Actions which may be initiated within the next three to five years (2023-2025).

•

Capital Investment. Initiatives that will need to be budgeted by the City to further its objectives. The City will need to anticipated and project funds needed to carry out the initiative in the alotted timeframe.

3. (6-10). Most of these actions are projected to be implemented in the long term and may be further prioritized in following plan updates.

•

Policy. Official procedures or policies used to make City decisions.

•

Regulation. Council approved regulations used to direct growth or additional procedures.

The four timeframes identifies which comprehensive plan actions should be initiated:

4. (Ongoing). Actions may also be ongoing where they represent a policy or practice that may be initiated without any additional formal action and should occur throughout the planning period.

The final column in the subsequent tables refers to the City department(s) that are intended to assist implementation efforts for individual commitments and initiatives. These departments (abbreviated in parentheses) include the following: •

Planning and Development (Planning)

•

Finance

•

Parks and Recreation (Parks)

•

Legal

•

Fire

•

Airport

•

Public Works

•

Human Resources (HR)

•

Police

•

Library

•

City Manager's Office (City Manager)

•

Purchasing

•

Marketing and Communication (Marketing)

•

Information Technology (IT)

•

Transform Temple

•

Performance Excellence

CHAPTER 6 - ACTION PLAN TEMPLE

197

FIGURE 6.2, SMART GROWTH GOALS, COMMITMENTS, AND INITIATIVES

SMART GROWTH INITIATIVES

ACTION TYPE

TIMEFRAME (YEARS) 0-2

3-5

6-10

Ongoing

INVOLVED DEPARTMENTS

Goal 1: Growth and Development: Support desired development through thoughtful consideration of infrastructure, community character, and economic impact. Commitment 1.1: Growth: Ensure that future development to accommodate community growth is consistent with Templeâ&#x20AC;&#x2122;s family-friendly character and livability. Place an emphasis on community growth strategies 1.1.1 to maximize the use of existing City infrastructure in undeveloped or under-developed areas.

Policy

Planning, Public Works, IT

Utilize the Temple Future Development Plan to guide 1.1.2 development to ensure positive, planned growth in desired areas throughout the community.

Policy

Planning, Public Works

Work with TIRZ #1 to promote and incentivize mixed-use development within and adjacent to the Temple Medical 1.1.3 and Educational (TMED) District to provide a dynamic environment with housing, employment and retail options.

Coordination

Planning, Public Works, City Manager, Finance

1.1.4

Promote development in Temple Strategic Investment Zones through a streamlined assessment and allocation process.

Planning, City Manager, Finance, Transform Temple

Program

Evaluate development and annexation proposals through the initiation of a cost-to-serve model to understand fiscal 1.1.5 implications to budget, public safety, infrastructure, staffing/ operations, maintenance and debt.

Study

Fire, Public Works, Police, City Manager, Finance, IT

Continue to evaluate opportunities for strategic expansion of the City limits in the Cityâ&#x20AC;&#x2122;s growth areas by working 1.1.6 with landowners in conformance with new state legislative requirements.

Policy

Planning, Legal, IT

198

TEMPLE COMPREHENSIVE PLAN

FIGURE 6.2, SMART GROWTH GOALS, COMMITMENTS, AND INITIATIVES

SMART GROWTH INITIATIVES

ACTION TYPE

TIMEFRAME (YEARS) 0-2

3-5

6-10

Ongoing

INVOLVED DEPARTMENTS

1.1.7

Consider fiscal implications of annexing properties scheduled in 2020 due to expiring non-annexation agreements.

Study

Planning, City Manager, Finance

1.1.8

Address zoning requests in rural and agricultural areas through adherence to the direction in the Temple Future Development Plan or considerations of amendments to the Plan in circumstances of changing conditions or to facilitate desired development.

Policy

1.1.9

Update the Temple UDC to develop predictable and flexible regulations which allow for agricultural preservation and rural character land development.

Regulation

Planning

1.1.10

Update the Temple UDC to consider compatibility with the recommendations in the Fort Hood Joint Land Use Study.

Regulation

Planning, Public Works, City Manager

Commitment 1.2: Infrastructure Systems: Ensure that funding, operations and maintenance of the City’s public infrastructure systems are proactively planned and continuously provided to support exceptional services and community growth.

1.2.1

Plan for Temple’s future water supply needs by implementing the City’s water conservation plan, anticipating raw water needs based on projected population, and using land use and development policies to reduce consumption.

Program

1.2.2

Implement the 2019 Water and Wastewater Master Plan to ensure an efficient, high-quality utility system to address future needs.

Program

1.2.3

Evaluate expansion of water and wastewater Certificates of Convenience and Necessity (CCN) in desired growth areas and partner with other service providers to ensure adequate capacity and performance of utilities to serve desired users.

Study

Planning, Public Works, IT

Planning, Public Works

CHAPTER 6 - ACTION PLAN TEMPLE

199

FIGURE 6.2, SMART GROWTH GOALS, COMMITMENTS, AND INITIATIVES

SMART GROWTH INITIATIVES Continue to monitor the need for a wastewater treatment 1.2.4 plant in the southern part of the City to ensure capacity and effective wastewater service for customers. 1.2.5

Ensure financial viability for future infrastructure projects through prudent debt financing.

Evaluate utility infrastructure and deficiencies in east and central Temple to determine appropriate replacements and 1.2.6 upgrades to serve current and long-term population demands and redevelopment opportunities.

ACTION TYPE

TIMEFRAME (YEARS) 0-2

Study

3-5

6-10

Ongoing

INVOLVED DEPARTMENTS

Public Works

Capital

Public Works, Finance

Study

Public Works, City Manager

Commitment 1.3: Design and Development: Enhance the appearance and character of Temple through public and private design and development. Undertake a comprehensive assessment of the Temple UDC to evaluate necessary regulatory modifications to implement 1.3.1 the proposed character and future development vision set out in this Plan.

Regulation

Planning, Public Works

Regulation

Planning

Update the Temple UDC to revise the Cityâ&#x20AC;&#x2122;s sign ordinance to improve the quality and scale of signage throughout the City 1.3.3 Regulation while allowing for necessary advertisement of businesses and destinations.

Planning

Update the Temple UDC to improve compatibility between different types and scales of uses to ensure adequate 1.3.4 setbacks and buffers (e.g., between differing scales of residential housing and between residential and civic and institutional uses).

Planning

1.3.2

Update the Temple UDC to include new dark sky regulatory provisions in appropriate areas to protect Templeâ&#x20AC;&#x2122;s night sky.

200 TEMPLE COMPREHENSIVE PLAN

Regulation

FIGURE 6.2, SMART GROWTH GOALS, COMMITMENTS, AND INITIATIVES

SMART GROWTH INITIATIVES

ACTION TYPE

TIMEFRAME (YEARS) 0-2

3-5

6-10

INVOLVED DEPARTMENTS

Ongoing

Update the Temple UDC to create new zoning districts, land 1.3.5 uses and design standards to implement the categories and projected development types in the Future Development Plan.

Regulation

Planning, IT

Update the Temple UDC to create zoning standards that allow for greater density/intensity of development in the areas defined 1.3.6 as Activity Centers on the Future Development Plan, with appropriate compatibility in surrounding areas.

Regulation

Planning, Public Works

Promote infill / redevelopment growth opportunities in the Urban Residential, Downtown Transition and Downtown character 1.3.7 areas through targeted investments and updates to the UDC to allow for context-sensitive urban density and design.

Program

Planning, Fire, Public Works

Evaluate existing and projected impacts from extreme 1.3.8 weather events and climate variability to ensure that Temple development contributes to a sustainable long-term future.

Study

Develop a sustainability master plan to ensure the City achieves 1.3.9 longer-term social, environmental, and economic goals and objectives.

Study

Fire, Public Works

Planning, Public Works, City Manager

Commitment 1.4: Parks and Trails: Create livable places and spaces throughout the community by focusing investments in public spaces, parks, trails, and community events. Implement the recommendations from the 2020 Parks and 1.4.1 Trails Master Plan and update as needed to ensure the City can manage growing demand for parks, trails, and recreation. Update the Temple UDC to address appropriate fees, land dedication amounts, and details regarding private parks to 1.4.2 ensure the preservation of open spaces and natural areas with new residential development to provide greenspace and amenities.

Capital

Regulation

Parks

Planning, Parks, Finance, Legal

CHAPTER 6 - ACTION PLAN TEMPLE

201

FIGURE 6.2, SMART GROWTH GOALS, COMMITMENTS, AND INITIATIVES

SMART GROWTH INITIATIVES

ACTION TYPE

Identify opportunities for improved collaboration with the 1.4.3 City of Belton and the Army Corps of Engineers to ensure the long-term viability and enjoyment of Miller Springs Park.

Coordination

TIMEFRAME (YEARS) 0-2

3-5

6-10

Ongoing

INVOLVED DEPARTMENTS

Parks

Identify opportunities to diversify the types of park-related activities for Temple residents.

Study

Parks

Pursue policies, development standards, and community 1.4.5 partnerships to promote and sustain Temple as a “healthy community” city.

Policy

Parks

1.4.6 Acquire land for future parkland in growth areas.

Capital

Parks

1.4.4

1.4.7

Complete an update to the Parks and Trails Master Plan in 2025.

Study

Parks

Commitment 1.5: Drainage: Establish effective policy and approaches to minimize flooding events and impacts to the built environment. Design and manage the City’s stormwater system to reduce 1.5.1 flooding, protect private property, and create amenitized spaces.

Regulation

Utilize the Future Development Plan and update the Temple UDC to include new regulatory provisions to protect the 1.5.2 City’s river/streams and floodplain corridors to provide enhanced access and amenity opportunities.

Regulation

Planning, Public Works

Study

Public Works

1.5.3

Develop an update to the 2008 Drainage Capital Improvement Plan.

Promote improved community resiliency through the conservation of sensitive natural resources and an 1.5.4 appropriate balance of green and gray infrastructure projects. 202 TEMPLE COMPREHENSIVE PLAN

Program

Public Works

Parks, Public Works

FIGURE 6.2, SMART GROWTH GOALS, COMMITMENTS, AND INITIATIVES

SMART GROWTH INITIATIVES Develop a series of downtown drainage improvements to 1.5.5 address existing stormwater concerns and accommodate planned downtown development intensities.

ACTION TYPE

Capital

TIMEFRAME (YEARS) 0-2

3-5

6-10

Ongoing

INVOLVED DEPARTMENTS

Planning, Public Works

Goal 2: Mobility and Transportation: Design a comprehensive mobility network focused on street character, connectivity, and safety that is planned to meet the needs of the future. Commitment 2.1: Regional Coordination and Partnerships: Continue collaboration between Temple and other federal, state, and local partners to improve moving people and goods to, from, and through the community in an efficient and effective manner. Continue to cultivate strong relationships with regional and 2.1.1 neighboring governing partners to ensure regional initiatives and programs benefit all users.

Coordination

City Manager

Work with TxDOT and elected federal officials to ensure 2.1.2 Temple guides the designation of Interstate 14 (I-14) in a way Coordination that positively impacts local businesses and landowners.

Planning, Public Works, City Manager

Actively pursue leadership roles in the coordination of 2.1.3 regional and statewide transportation planning activities to promote funding and improvements that benefit Temple.

Coordination

Planning, Public Works, City Manager, IT

Continue partnerships with KTMPO and City of Belton 2.1.4 regarding priority mobility improvements throughout the City and ETJ.

Coordination

Planning, Parks, Public Works, City Manager

Work with TxDOT to redesign Central Avenue and Adams Avenue in the downtown area from volume-oriented one-way 2.1.5 Coordination thoroughfares to place-oriented two-way streets to support the desired downtown character.

Planning, Public Works

CHAPTER 6 - ACTION PLAN TEMPLE 203

FIGURE 6.2, SMART GROWTH GOALS, COMMITMENTS, AND INITIATIVES

SMART GROWTH INITIATIVES

ACTION TYPE

TIMEFRAME (YEARS) 0-2

3-5

6-10

Ongoing

INVOLVED DEPARTMENTS

Commitment 2.2: Streets and Thoroughfares: Grow and enhance Templeâ&#x20AC;&#x2122;s thoroughfare system to ensure near- and long-term community connectivity, safety, and increased functional capacity. 2.2.1

Develop a citywide Mobility Plan. (i.e., a transportation master plan).

Update the Temple UDC to ensure conformance with the 2.2.2 revised Thoroughfare Plan alignments and character-based cross-sections.

Study

Planning, Public Works, IT

Regulation

Planning, Public Works

Continue to implement the upcoming and future transportation 2.2.3 projects identified in the Transportation Capital Improvement Program.

Capital

Public Works, City Manager, Finance

Design and construct infrastructure and facility projects 2.2.4 identified in the various district and corridors of the 2014 Downtown Strategic Plan.

Capital

Public Works, City Manager, Finance

Work with businesses and landowners in the urban areas of town to enhance streetscape aesthetics, pursue access 2.2.5 management conversions, and provide pedestrian and drainage improvements.

Program

Planning, Public Works

Continue to assess pavement conditions throughout the city, 2.2.6 primarily in older areas of the community where additional investments may be needed.

Program

Public Works

Evaluate opportunities to invest in transportation demand 2.2.7 management and smart city technologies to improve transportation efficiency. 204 TEMPLE COMPREHENSIVE PLAN

Study

Planning, Public Works

FIGURE 6.2, SMART GROWTH GOALS, COMMITMENTS, AND INITIATIVES

SMART GROWTH INITIATIVES

ACTION TYPE

Proactively monitor predicted changes to the transportation 2.2.8 system stemming from the onset of autonomous vehicle technologies.

Study

2.2.9

Conduct signal warrant studies as volumes increase with new development.

TIMEFRAME (YEARS) 0-2

3-5

6-10

Ongoing

Study

INVOLVED DEPARTMENTS

Planning, Public Works

Public Works

Commitment 2.3: Alternate Mobility (HOP, Active, Trails, Emerging): Advance Templeâ&#x20AC;&#x2122;s multi-modal transportation system to improve pedestrian and bicycle connectivity through Complete Streets comprised of enhanced transit, active transportation, trails, sidewalks, and other emerging mobility options. Coordinate with the Hill Country Transit District (HCTD) to 2.3.1 evaluate Temple routes and fares to maximize service to area destinations.

Coordination

Planning, City Manager, Finance

Continue to invest in public projects that promote/enhance the walkability of Temple, primarily off-street connectivity 2.3.2 from Temple neighborhoods to parks, schools, and other community destinations (e.g., Safe Routes to School).

Capital

Planning, Parks, Public Works, Finance

Initiate a sidewalk inventory and gap analysis as part of 2.3.3 a citywide Sidewalk Master Plan to improve pedestrian connectivity and condition of sidewalk facilities.

Study

Prepare amendments to the Unified Development Code 2.3.4 to ensure neighborhood pedestrian connections to nearby collector and arterial streets.

2.35

Continue to design streets and financially support bus service to provide alternative transportation options for people to get to places of employment and other destinations.

Regulation

Policy

Public Works, IT

Planning, Public Works

Public Works, City Manager

CHAPTER 6 - ACTION PLAN TEMPLE 205

FIGURE 6.2, SMART GROWTH GOALS, COMMITMENTS, AND INITIATIVES

SMART GROWTH INITIATIVES

2.3.6

Develop an active transportation plan to determine appropriate locations for on-street bike lanes in Temple.

Construct phases of the Georgetown Railroad regional trail 2.3.7 in partnership with the City of Belton to provide a hike/bike connection between the two cities. Prepare for emerging alternative mobility sources and 2.3.8 reduce traffic by adopting a Complete Streets policy, offstreet trail connectivity, and street amenities.

ACTION TYPE

TIMEFRAME (YEARS) 0-2

3-5

6-10

Ongoing

INVOLVED DEPARTMENTS

Study

Planning, Public Works

Capital

Planning, Parks, Public Works

Program

Planning, Parks, Public Works

Goal 3: Economic Prosperity: Expand Temple’s burgeoning economy through targeted economic development initiatives, marketing, destination attractions, and community support of quality development. Commitment 3.1: Economic Growth: Create innovative economic policies, programs, and projects that maximize first-class developments, increase wealth, population, and jobs in Temple. Elevate efforts to promote Temple as a destination, including 3.1.1 more convention space, hotels, sports tourism, through a destination strategic plan.

Program

Parks, City Manager, Marketing

3.1.2 Develop a “buy local” campaign for Temple area businesses.

Program

Planning, City Manager, Marketing

Continue to invest in facility amenities and expansion of the Draughon-Miller Regional Airport and seek compatibility 3.1.3 protections in the area surrounding the airport for supporting business and corporate campus opportunities.

Capital

206 TEMPLE COMPREHENSIVE PLAN

City Manager, Finance, Airport

FIGURE 6.2, SMART GROWTH GOALS, COMMITMENTS, AND INITIATIVES

SMART GROWTH INITIATIVES Continue the strong relationship with the Temple Economic Development Corporation (TEDC) to sustain an effective 3.1.4 and coordinated business attraction, retention, and expansion (BRE) program.

ACTION TYPE

3-5

6-10

Ongoing

INVOLVED DEPARTMENTS

Planning, City Manager, Finance

City Manager, Finance

Continue efforts to recruit high-quality employers pursuant to the targeted industry study.

Program

3.1.6

Utilize an economic impact analysis for all economic development projects requesting incentives.

Program

Promote Temple through positive story feeds as part of a 3.1.8 cohesive digital communication that aligns with the Temple brand, core values, and strategic initiatives.

0-2

Coordination

3.1.5

Work with telecommunication providers to ensure 3.1.7 broadband access and 5G wireless service throughout Temple to support business retention and recruitment.

TIMEFRAME (YEARS)

Coordination

City Manager, Finance

City Manager

Program

Marketing

Commitment 3.2: Workforce Training and Development: Improve local workforce skillsets to establish Temple as a regional destination for highquality jobs. Partner with area colleges, the Texas Workforce 3.2.1 Commission (TWC) and local businesses to develop a workforce training program.

Program

Promote flexible businesses for the creative class, focusing 3.2.2 on high-tech, cyber-security, science, engineering, education, arts, design, and media.

Program

City Manager, Marketing, Human Resources, IT

Planning, City Manager, Finance, Marketing

CHAPTER 6 - ACTION PLAN TEMPLE 207

FIGURE 6.2, SMART GROWTH GOALS, COMMITMENTS, AND INITIATIVES

SMART GROWTH INITIATIVES

ACTION TYPE

Promote the engagement and connectedness of local talent 3.2.3 by recruiting and involving employers from the local anchor institutions.

Program

Identify and promote local incentives for home-grown talent to return to Temple after college.

Program

3.2.4

Continue to focus on quality of life elements, â&#x20AC;&#x153;experienceâ&#x20AC;? 3.2.5 attractions, and housing choice to retain and attract young professionals.

TIMEFRAME (YEARS) 0-2

3-5

6-10

Ongoing

INVOLVED DEPARTMENTS

Marketing, Human Resources

Policy

City Manager, Marketing

Commitment 3.3: Catalyst Areas: Provide public investment in infrastructure, facilities, and incentives to spur catalytic momentum in partnership with future private development.

3.3.1

Develop a formalized process for planning, designing, and investing in catalyst areas.

Policy

Develop a sub-area plan for the I-35 and I-14 corridors 3.3.2 to identify how these catalyst area can better capture its important economic role serving the greater region.

Study

Partner with landowners to complete a sub-area plan to 3.3.3 revitalize and redevelop the area in around the Temple Mall for dense housing, hotels and retail.

Study

Partner with private development interests to create 3.3.4 destination attractions along the Leon River, particularly the area adjacent to Bend of the River.

Coordination

208 TEMPLE COMPREHENSIVE PLAN

Planning, Public Works, City Manager, Finance, Marketing, IT

Planning, City Manager

Planning, Public Works, City Manager

Parks, Public Work, City Manager, Marketing

FIGURE 6.2, SMART GROWTH GOALS, COMMITMENTS, AND INITIATIVES

SMART GROWTH INITIATIVES

ACTION TYPE

Consider a developer Request for Interest (RFI) to redevelop the downtown festival grounds to advance opportunities for 3.3.5 a strategically-located urban development, and relocate the festival area.

Program

3.3.6

Consider riverfront and lakefront development opportunities to create amenities in these unique locations.

TIMEFRAME (YEARS) 0-2

3-5

6-10

Ongoing

Parks, Public Works, Legal, City Manager

Coordination

INVOLVED DEPARTMENTS

Planning, Parks, City Manager

Commitment 3.4: TIRZ: Utilize TIRZ funding to support well-managed growth, development, and smart infrastructure that promotes economic development initiatives which establish Temple as a choice live-work-play community. Continue to work with TIRZ #1 Board to ensure integration 3.4.1 of CIP projects to support infrastructure and beautification efforts.

3.4.2

Support and encourage industrial and business park growth to fund TIRZ #1 quality of life improvements.

Pursue and incentivize desired corporate partners to locate 3.4.3 in the area proposed to be a "corporate campus" to attract larger, diversified corporate employers to Temple. Continue to update the IH-35 Corridor Overlay zoning district 3.4.4 to streamline and modernize regulations and promote a strong image of Temple. Initiate a program to assist with repairs to homes in 3.4.5 neighborhoods within the Strategic Investment Zone (SIZ) and parcels directly connected to the SIZ.

Coordination

Planning, Parks, Public Works, City Manager, Finance

Coordination

City Manager, Finance

Capital

City Manager

Regulation

Program

Planning

Planning, Transform Temple

CHAPTER 6 - ACTION PLAN TEMPLE 209

FIGURE 6.3, PUBLIC SAFETY GOALS, COMMITMENTS, AND INITIATIVES

PUBLIC SAFETY INITIATIVES

ACTION TYPE

TIMEFRAME (YEARS) 0-2

3-5

6-10

Ongoing

INVOLVED DEPARTMENTS

Goal 4: Public Safety and Health: Provide exceptional police and fire protection services to maintain public safety and protect the Temple community. Commitment 4.1: Police Safety: Provide effective police services to protect the health, safety, and welfare of the Temple community. Evaluate longer-term need and opportunities for establishing 4.1.1 police sub-stations on the west and south sides of Temple concurrent with growth.

4.1.2

Increase police officer hiring efforts to return to full staffing levels needed to account for recent growth increases.

Regularly evaluate demand on police staffing to ensure 4.1.3 adequate staffing levels and facility capacity to effectively respond to increases in growth and associated call volume.

Study

Capital

Police

Policy

Police, IT

Continue to maintain or expand support to offer police safety4.1.4 related community service and educational programs to the Temple community.

Program

Police

Evaluate opportunities to reduce recidivism rates in Temple in 4.1.5 conjunction with Bell County and through ongoing efforts of Community Policing.

Program

Police

Commitment 4.2: Fire Safety: Provide effective fire services to protect the health, safety, and welfare of the Temple community.

4.2.1 210

Continue to evaluate longer-term need and opportunities for establishing new fire stations concurrent with growth. TEMPLE COMPREHENSIVE PLAN

Study

Fire

FIGURE 6.3, PUBLIC SAFETY GOALS, COMMITMENTS, AND INITIATIVES

PUBLIC SAFETY INITIATIVES

ACTION TYPE

TIMEFRAME (YEARS) 0-2

3-5

6-10

INVOLVED DEPARTMENTS

Ongoing

Develop appropriate guidelines for accepting proposed 4.2.2 dedicated property for future fire stations as part of new development.

Policy

Regularly evaluate demand on fire staffing to ensure 4.2.3 adequate staffing levels and facility capacity to effectively respond to increases in growth and associated call volume.

Policy

Fire

Program

Fire

Continue to identify and evaluate opportunities to achieve 4.2.4 and maintain national fire service response and staffing standards.

Planning, Fire, Legal

4.2.5

Evaluate service options to the ETJ for new development proposals if not requesting annexation into the City limits.

Study

4.2.6

Continue to evaluate opportunities to maintain or improve the Cityâ&#x20AC;&#x2122;s Insurance Services Office (ISO) ratings.

Program

Fire, Public Works

Program

Fire

Continue to maintain or expand support to offer fire safety4.2.7 related community service and educational programs to the Temple community.

Fire, Public Works, Police

Commitment 4.3: Community Health: Protect the health, safety, and welfare of the Temple community through continued commitment to community health objectives.

4.3.1

Evaluate opportunities to partner with area entities to improve public health outcomes of the Temple community.

Coordination

Parks, City Manager, Transform Temple, Fire

CHAPTER 6 - ACTION PLAN TEMPLE

211

FIGURE 6.3, PUBLIC SAFETY GOALS, COMMITMENTS, AND INITIATIVES

PUBLIC SAFETY INITIATIVES

4.3.2

Support expanded operations and improvements to foster an effective animal services program.

Continue to invest in efforts to enhance a community outreach and engagement strategy that fosters dialogue, 4.3.3 builds community trust, and encourages informed civic participation. 4.3.4

212

Continue to support initiatives which promote community cleanliness and improve community image.

TEMPLE COMPREHENSIVE PLAN

ACTION TYPE

Coordination

TIMEFRAME (YEARS) 0-2

3-5

6-10

Coordination

Program

Ongoing

Police, City Manager, Fire

INVOLVED DEPARTMENTS

Parks, City Manager, Marketing, Fire

Police, Marketing, Transform Temple, Fire

FIGURE 6.4, PLACES AND SPACES GOALS, COMMITMENTS, AND INITIATIVES

PLACES & SPACES INITIATIVES

ACTION TYPE

TIMEFRAME (YEARS) 0-2

3-5

6-10

Ongoing

INVOLVED DEPARTMENTS

Goal 5: Placemaking: Promote livability and community through urban design, investments in public spaces, and by focusing on what makes Temple unique. Commitment 5.1: Community Branding: Continue to enhance the Temple brand through increased efforts of placemaking and quality destination spaces to achieve national recognition as a top tier community. Continue to invest efforts into developing a new community brand for Temple.

Capital

Marketing

Invest in gateway enhancements throughout the community 5.1.2 to identify Temple to passersby and establish entryways to districts/neighborhoods.

Capital

Planning, Parks, Transform Temple

5.1.3

Continue to pursue, promote, and encourage public art and distinctive design in public spaces.

Policy

Planning, Parks, Finance, Marketing, Transform Temple

5.1.4

Undertake a comprehensive wayfinding signage program to improve accessibility to the Cityâ&#x20AC;&#x2122;s key destinations.

Program

5.1.5

Pursue national recognitions to establish Temple as a community of choice.

Program

Marketing

Coordination

City Manager, Marketing

5.1.1

Partner with the various school districts within the Temple 5.1.6 planning area to promote desirability and attractiveness to homebuyers and employers.

Planning, Public Works, IT

CHAPTER 6 - ACTION PLAN TEMPLE

213

FIGURE 6.4, PLACES AND SPACES GOALS, COMMITMENTS, AND INITIATIVES

PLACES & SPACES INITIATIVES

ACTION TYPE

TIMEFRAME (YEARS) 0-2

3-5

6-10

Ongoing

INVOLVED DEPARTMENTS

Commitment 5.2: Unique Assets: Promote Templeâ&#x20AC;&#x2122;s beautiful places, unique destinations, and cultural experiences through continued investments, partnerships and marketing.

5.2.1

Create a cultural district in the center city with enhanced art, outdoor public spaces, and arts and culture institutions.

Continue to encourage more event spaces and activities 5.2.2 for entertainment and attractions to increase local- and regionally-serving users.

Capital

Planning, Parks, City Manager, Finance, Marketing, Transform Temple

Program

Parks, Marketing

5.2.3

Honor Templeâ&#x20AC;&#x2122;s heritage through historic designations, placemaking, marketing and tourism promotion.

Program

Planning, Parks, Marketing, Transform Temple

5.2.4

Re-evaluate opportunities to create additional historic districts in the urban areas surrounding downtown.

Study

Planning, Transform Temple

Goal 6: Downtown: Continue investments in public spaces and infrastructure and encourage development in downtown to create a central destination and activity zone. Commitment 6.1: Downtown Design and Development: Encourage a live-work-play environment through thoughtful downtown policies, programs, regulations, and projects that promote urban housing, employment, and entertainment options in a mixed-use urban environment. Update the Temple UDC to include new regulatory provisions for downtown streets through design, signage, 6.1.1 lighting, parking, speed, etc. to promote Complete Streets and a livable, walkable environment. 6.1.2 214

Improve wayfinding signage in downtown to highlight key downtown destinations. TEMPLE COMPREHENSIVE PLAN

Regulation

Planning, Public Works

Capital

Planning, IT

FIGURE 6.4, PLACES AND SPACES GOALS, COMMITMENTS, AND INITIATIVES

PLACES & SPACES INITIATIVES Continue to invest in public infrastructure improvements 6.1.3 in downtown Temple to spur new development and redevelopment. 6.1.4

Undertake a comprehensive analysis of downtown Temple to improve existing lighting and security conditions.

Coordinate with identified grocery store chains to identify the public investment needs and market conditions to create a 6.1.5 successful neighborhood serving grocery store in the centercity.

ACTION TYPE

TIMEFRAME (YEARS) 0-2

Capital

Study

3-5

6-10

Ongoing

INVOLVED DEPARTMENTS

Planning, Public Works

Public Works, Police, IT

Coordination

Planning, Public Works, Transform Temple

6.1.6

Expand downtown incentive programs to encourage historic building renovation and code-compliance.

Program

Planning, Transform Temple

6.1.7

Continue to implement the Downtown Master Plan through funding allocations to promote new private investment.

Capital

Planning, Finance

6.1.8

Complete the downtown parking study and implement parking enforcement in defined hour-limited areas.

Study

Police, City Manager

Regulation

Planning, Public Works

Evaluate UDC changes to ensure downtown development 6.1.9 includes pedestrian-oriented amenities, storefront-oriented building design, and multi-modal transportation options.

Commitment 6.2: Downtown Activation: Encourage increased use and activation of downtown Temple through public and private partnerships, programming, and projects. 6.2.1

Enhance and promote downtown through an integrated branding and marketing strategy to attract new investment.

Program

Marketing CHAPTER 6 - ACTION PLAN TEMPLE

215

FIGURE 6.4, PLACES AND SPACES GOALS, COMMITMENTS, AND INITIATIVES

PLACES & SPACES INITIATIVES

6.2.2

Re-establish a downtown business incubator to improve entrepreneurship opportunities in Temple.

Incorporate new and expanded park, trail and activated 6.2.3 public spaces into downtown to further create quality of life elements. Continue to identify and promote increased activation of 6.2.4 downtown Temple through continual programming and monthly special events.

6.2.5

Work with the development community to facilitate a downtown hotel with meeting and activity spaces.

Update the Temple UDC to encourage short-term rentals/ 6.2.6 bed and breakfast opportunities in the urban residential areas around downtown.

ACTION TYPE

3-5

6-10

Ongoing

INVOLVED DEPARTMENTS

Planning, City Manager

Capital

Planning, Parks, Public Works, Police

Program

Planning, Parks, Marketing

Coordination

Regulation

Evaluate opportunities to improve food access and security in downtown and the surrounding urban residential areas.

Program

6.2.8

Identify funding opportunities and develop one or more public restrooms in the downtown area.

Capital

6.2.9

Continue to foster expanded library services to strengthen the Temple Public Library as a community building destination.

Program

TEMPLE COMPREHENSIVE PLAN

0-2

Program

6.2.7

216

TIMEFRAME (YEARS)

Planning, City Manager, Finance

Planning

Planning, Parks, Police, Transform Temple

Parks, Finance, Transform Temple

City Manager, Library

FIGURE 6.4, PLACES AND SPACES GOALS, COMMITMENTS, AND INITIATIVES

PLACES & SPACES INITIATIVES

ACTION TYPE

TIMEFRAME (YEARS) 0-2

3-5

6-10

Ongoing

INVOLVED DEPARTMENTS

Goal 7: Housing and Neighborhoods: Support stable neighborhoods and a variety of housing options through core design elements and marketbased solutions. Commitment 7.1: Neighborhood Growth and Diversity: Support quality neighborhoods where people love to live through strong character design, market-oriented and flexible zoning policies, and diversified housing types for all ages and incomes. Update the Temple UDC to include new regulatory provisions to allow a diversity of housing types (e.g., duplexes, triplexes, 7.1.1 townhouses, accessory dwelling units, etc.) to develop true life-cycle and workforce housing opportunities. Take steps to improve access to affordable housing through 7.1.2 regulatory improvements, community partnerships and organizational efforts.

7.1.3

Undertake a housing study to evaluate near- and longer-term need and capacity for multifamily units in Temple.

Regularly coordinate with area ISDs on plans for housing 7.1.4 growth and associated needs, in addition to school site locations and facility partnerships. Evaluate regulatory obstacles to senior and assisted living 7.1.5 housing to accommodate a growing and transitioning senior population.

7.1.6

Promote financial incentives for young professionals to encourage local homeownership.

Regulation

Planning

Program

Study

Planning, Transform Temple

Planning, Transform Temple, IT

Coordination

Planning, Parks, City Manager

Study

Planning

Program

Finance, Marketing

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FIGURE 6.4, PLACES AND SPACES GOALS, COMMITMENTS, AND INITIATIVES

PLACES & SPACES INITIATIVES

ACTION TYPE

TIMEFRAME (YEARS) 0-2

3-5

6-10

Ongoing

INVOLVED DEPARTMENTS

7.1.7

Update the Temple UDC to require homeowner/property owner associations for residential developments that will include common areas to ensure long-term property maintenance.

Regulation

Planning, Transform Temple

7.1.8

Update the Temple UDC to include new regulatory provisions for accessory dwelling units (ADUs) in new neighborhoods and certain existing neighborhoods where compatible.

Regulation

Planning, Transform Temple

7.1.9

Evaluate opportunities to recruit and retain Fort Hood officers, families, and other service members to live off-site and retire in Temple.

Program

City Manager, Marketing, Transform Temple

Program

City Manager, Transform Temple

Continue to monitor and develop a comprehensive strategy to 7.1.10 address the areaâ&#x20AC;&#x2122;s homeless population in coordination with Bell County and surrounding municipalities

Commitment 7.2: Neighborhood Stabilization and Revitalization: Promote preservation and reinvestment in aging neighborhoods to ensure neighborhood stability, longevity, and protection of Templeâ&#x20AC;&#x2122;s historic fabric.

7.2.1

Update the Temple UDC to include new regulatory provisions for encouraging and incentivizing the development/ redevelopment of infill lots.

7.2.2

Become a Certified Local Government (CLG) community.

7.2.3

Continue and expand Transform Temple's advocacy-based code enforcement program to aid code compliance and community clean up.

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Regulation

Coordination

Program

Planning, Transform Temple

Planning

Transform Temple

FIGURE 6.4, PLACES AND SPACES GOALS, COMMITMENTS, AND INITIATIVES

PLACES & SPACES INITIATIVES

ACTION TYPE

TIMEFRAME (YEARS) 0-2

3-5

6-10

Ongoing

INVOLVED DEPARTMENTS

Maintain the advocacy-based neighborhood revitalization 7.2.4 programs with a toolbox of available resources for area citizens to maintain or improve their homes.

Program

Reevaluate the substandard housing and signage abatement process to facilitate a streamlined process which 7.2.5 results in demolition of substandard structures or quicker redevelopment.

Program

Transform Temple

Consider evaluating and establishing a non-profit association 7.2.6 to oversee housing and neighborhood revitalization in the urban residential areas of Temple.

Program

Transform Temple

7.2.7

Consider the establishment of a rental registration program for rental units.

Direct public investment to east Temple to encourage 7.2.8 reinvestment and revitalization while retaining the areaâ&#x20AC;&#x2122;s cultural heritage and identity.

7.2.9

Improve working relationships with neighborhoods and HOAs to maintain safe, vibrant, and livable neighborhoods.

Program

Planning, Transform Temple

Planning, Cty Manager, Transform Temple

Capital

Planning, City Manager, Finance, Transform Temple

Coordination

Planning, Transform Temple

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FIGURE 6.5, HIGH-PERFORMING ORGANIZATION GOALS, COMMITMENTS, AND INITIATIVES

HIGH-PERFORMING ORGANIZATION INITIATIVES

ACTION TYPE

TIMEFRAME (YEARS) 0-2

3-5

6-10

Ongoing

INVOLVED DEPARTMENTS

Goal 8: Governance: Sustain a forward-thinking, high-performing, and accountable City government through continued focus on the implementation of the Comprehensive Plan and the Cityâ&#x20AC;&#x2122;s Strategic Plan. Commitment 8.1: Development Review: Maintain an open, responsive, and accountable municipal government organization committed to performance excellence, bold vision and intentional direction.

8.1.1

Undertake a comprehensive update to the Temple UDC to implement the community vision identified within this plan.

Develop a comprehensive development guidebook which 8.1.2 clearly specifies the development process for land owners, the development community, and other applicants. Regularly review public improvement cost-sharing 8.1.3 requirements and developer/City partnerships for new development.

Regulation

Program

Planning, City Manager

Planning, Marketing

Policy

Planning, Public Works, City Manager, IT

Review and revise development processes to ensure predictability, flexibility, transparency and efficiency.

Study

Planning, Public Works, City Manager

Work with Bell County to review the provisions of the 1445 8.1.5 Interlocal Agreement and identify any needed modifications to subdivision regulations in the ETJ.

Coordination

8.1.4

Provide additional educational opportunities for staff, 8.1.6 policymakers and citizen volunteers on key issues, planning efforts, and cutting-edge tools to achieve success. 220 TEMPLE COMPREHENSIVE PLAN

Policy

Planning, Legal

Planning

FIGURE 6.5, HIGH-PERFORMING ORGANIZATION GOALS, COMMITMENTS, AND INITIATIVES

HIGH-PERFORMING ORGANIZATION INITIATIVES

8.1.7

Annually evaluate development review fees to ensure adequate recovery of costs and long-term fiscal sustainability.

ACTION TYPE

TIMEFRAME (YEARS) 0-2

3-5

6-10

Study

Ongoing

INVOLVED DEPARTMENTS

Planning, Finance

Commitment 8.2: Sub-Area Planning: Continue to support additional focused plans and studies to implement the comprehensive plan and strategic plan goals. Formalize and continue the neighborhood planning conservation program that identifies capital improvements, programs, and/or 8.2.1 initiatives to meet the needs of residents and maintain the City's quality of life.

Program

Develop and maintain neighborhood metrics across 8.2.2 neighborhood units to monitor neighborhood quality using factors that impact housing health and vitality.

Study

Ensure funding sources available to implement the neighborhood 8.2.3 planning program to support further growth and revitalization of these core neighborhoods.

Capital

Planning, Transform Temple

Develop zoning standards that align with neighborhood master plans.

Study

Planning, Transform Temple

Create a City of Temple Facilities Master Plan to accommodate 8.2.5 growth and expansion needs of staff, facilities, and public services.

Study

Consider additional historic district designations for 8.2.6 neighborhoods or sub-areas to further protect these areas as the urban core transitions to further density and a mix of land uses.

Policy

8.2.4

Finance, Transform Temple, IT

Planning, Transform Temple

Planning, Parks, Public Works, City Manager, Purchasing

Planning

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FIGURE 6.5, HIGH-PERFORMING ORGANIZATION GOALS, COMMITMENTS, AND INITIATIVES

HIGH-PERFORMING ORGANIZATION INITIATIVES

ACTION TYPE

TIMEFRAME (YEARS) 0-2

3-5

6-10

Ongoing

INVOLVED DEPARTMENTS

Commitment 8.3: Capital Improvement Programming: Align Templeâ&#x20AC;&#x2122;s Capital Improvement Program to the goals and findings of this Plan. Re-evaluate the Temple Capital Improvement Program (CIP) 8.3.1 for consistency with the comprehensive plan to account for both near- and longer-term fiscal implications.

Program

8.3.2

Align the Temple CIP to implement this Plan and other master plans through capital funding and improvement projects.

Capital

8.3.3

Evaluate opportunities for broad, consolidated community improvements as part of future capital investment projects.

Capital

Public Works, City Manager, Finance, IT

Parks, Public Works

Public Works

Commitment 8.4: Annual Budgeting: Utilize the annual budget process and estimates to strategically identify and plan for immediate and mid-term operational needs. Prepare annual departmental budgets and five-year budget projections following directives from this Plan and the 2020-2025 8.4.1 Strategic Plan to ensure alignment and compliance with longrange planning goals.

Program

City Manager, Finance

Maintain competitive staffing metrics and salaries by undertaking 8.4.2 periodic staffing and compensation studies to ensure the City remains competitive.

Policy

Finance, Human Resources

Continue to identify opportunities to harness smart-city 8.4.3 technologies to increase efficiencies in governmental operations and improve overall quality of life for the Temple community.

Study

Public Works, City Manager, IT

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FIGURE 6.5, HIGH-PERFORMING ORGANIZATION GOALS, COMMITMENTS, AND INITIATIVES

HIGH-PERFORMING ORGANIZATION INITIATIVES

ACTION TYPE

TIMEFRAME (YEARS) 0-2

3-5

6-10

Ongoing

INVOLVED DEPARTMENTS

Commitment 8.5: Plan Update: Maintain community buy-in to a long-range planning strategy through continuing education, annual updates, and decision-making consistent with the comprehensive plan. Continue to develop, maintain, and champion the consolidated 8.5.1 â&#x20AC;&#x153;Temple by Designâ&#x20AC;? planning framework to promote integrated long-range planning for the community.

Policy

Consider creating ongoing stakeholder groups through the 8.5.2 community to engage on various issues related to the future of Temple (i.e., young professionals).

Program

Planning, City Manager, Marketing

Planning

Consider amendments to the Future Development Plan following 8.5.3 the framework established in the Implementation Chapter of this Plan, to allow for flexibility and changing conditions.

Study

Planning, IT

Track comprehensive plan implementation timing and progress of 8.5.4 iniatitives through a comprehensive management software (e.g. Smartsheet).

Program

Planning, City Manager, IT, Performance Excellence

Establish an Annual Progress Report process to benchmark comprehensive plan implementation through integration of 8.5.5 applicable departments, accountability, and comprehensive public reports on plan progress and amendments.

Program

Planning

8.5.6

Establish and undertake a staff-led Annual Comprehensive Plan Update process.

Program

8.5.7

Establish and undertake a staff-led 5-Year Plan Update process within five years after Plan adoption.

Program

8.5.8

Undertake a 10-Year Plan Update within 10 years after plan adoption.

Program

Planning X

Planning

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Following the adoption of this Plan, Temple’s elected and appointed officials and City staff will assume the primary roles of implementation and benchmarking. With this understanding, it is important that the primary administrators of this Plan understand their roles in future review and decision-making, consideration of amendments and updates, and tracking progress in order to keep the plan current and relevant. The ultimate plan outcomes will result from a communitywide effort and determination of success will be an ongoing evaluation. This chapter provides guidance for the City of Temple during the implementation of this Plan.

FIGURE 7.1: VISION TO ACTION FRAMEWORK

The administration elements of this chapter include:

•

Roles

•

Development Process

•

Plan-to-Code Relationship

•

Sub- and Special Area Planning

•

Annual Budget

•

Capital Improvements Programming (CIP)

•

Updates

•

Amendments

MOBILITY

ZONING

ANNUAL BUDGETING

AIRPORT

SUBDIVISIONS

PARKS & TRAILS

BUILDING CODES

CAPITAL IMPROVEMENT PROJECTS DEPARTMENT BUSINESS PLAN

WATER WASTEWATER DRAINAGE CORRIDOR SPECIAL AREA NEIGHBORHOODS

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DEVELOPMENT PROCESS COMMUNITY PROGRAMS

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During the development of this comprehensive plan, the community’s desires and input determined the vision and plan direction. In the future, the Temple community will continue to be called on to ensure the goals and commitments are achieved and managed. Guiding this effort from the municipality starts with elected and appointed officials and City staff, each of which will take on a critical role, including making decisions on implementation actions, budgeting, integration of this comprehensive plan into refined sub-plans and master plans, codes and processes. Perhaps most important, however is the role of educating and facilitating partnerships with the citizens and community builders.

City Council Through strategic direction, annual budgeting considerations and additional policy decision making, the City Council confirms or adjusts annual priorities of the City, including the initiatives identified in this Plan. The City Council is directly accountable to the citizens and stakeholders of Temple, and is responsible for keeping the focus on the need and function of this long-term Plan, even as the plan horizon is likely to exceed their elected public service. If needed, City Council can provide specific direction to the Planning and Zoning Commission, other boards, and City staff.

Planning and Zoning Commission The Planning and Zoning Commission is designated as an advisory board to the City Council and tasked with making recommendations related to development and redevelopment within the City. The Planning and Zoning Commission should assume an ownership role as they are the board that ensures that development is consistent with the vision, goals, objectives, actions, and policies of this Plan. Actions can include preparing an annual progress report with the help of City staff and reviewing goals to evaluate consistency with the Plan’s vision. 228

TEMPLE COMPREHENSIVE PLAN

Additional Boards and Commissions Various other boards and commissions are tasked with advising City Council on various topics ranging from parks and recreation, to public safety, and development standards. The City’s boards and commissions may consult the applicable sections of this Plan to ensure that their current and future activities remain consistent with overall community goals and objectives.

City Staff As the executive branch of the City government, City staff and its leadership are the technical experts primarily responsible for administering this Plan. To varying degrees, several City departments (e.g. Planning and Development, Public Works, Parks and Recreation, etc.) have long-term work programs which are vital to the sucess of this Plan and should ensure that their annual work programs and budgets are reflective of the vision established by the community. In particular, the Temple Planning and Development Department will serve a primary function in the daily administration of this Plan. This includes the coordination, monitoring, education, reporting and interpretation of various plan elements. Activity can include potential amendments and ongoing updates, which represent a team effort across multiple departments to ensure consistency of plan application and consideration of a variety of impacts. The City Manager’s office is also crucial in providing direction to the various departments involved or “lead” as defined in the Chapter 6, Action Plan tables, and ensuring responsiveness to the plan initiatives. The City Manager’s Office will also have a direct role in ongoing education of the City Council regarding the Strategic Plan and Comprehensive Plan directives and maintaining alignment between the Council’s priorities and these planning documents.

To ensure that Temple’s future development aligns with the vision set out in this Plan, City staff and elected and appointed officials should use the following plan elements: focus areas, goals, commitments, and initiatives and decision making criteria to guide daily decisionmaking. There will likely be many occasions when this Plan’s directives require interpretation, adaption, and flexibility, such analysis for decisions should be thorough and strategic. These circumstances should be thoughtfully approached and evaluated based on compliance and implementation with the Plan vision, goals, commitments, and initiatives in Chapter 5, Plan Recommendations.

Decision Making Criteria Particularly as it pertains to physical plans such as the Future Development Plan and Thoroughfare Plan, staff and decision-makers in the development process will make daily determinations interpreting the guiding direction and principles. During the development process, proposals will often be considered for developer and landowner agreements, planned developments, rezonings, etc. These are critical decision points to ensure planning goals are achieved, the public is informed, and processes are clear to promote investment from community builders. City staff should design the development process and analyze applications for compliance with the goals and commitments provided in Chapter 5. This process should include evaluating an application by demonstrating general compliance with and reference to individual goals, commitments or even initiatives (when applicable). When approval is required to go before the Planning and Zoning Commission or City Council, City staff should prepare a report that identifies if the project complies or does not comply with the goals, commitments, and initiatives in the Plan. With this information, the City can ensure that elected and appointed officials make their decisions based on whether the project advances the community’s vision or requires adjustment.

While adoption of this Plan should be seen as a big accomplishment, it is just part of the process. The next step is to translate this Plan’s actions to the City’s Development Code. While the Comprehensive Plan creates the vision for what the community wants, the Code enables the City to enforce that vision. Once this Plan is adopted, the City should immediately complete an assessment of the current Unified Development Code to determine what is needed to meet the vision of the new Comprehensive Plan. With this information defined, the City can then move towards updating the existing Code to align with the vision of the Comprehensive Plan. Additionally, as this Plan is updated over time, the Code should be updated accordingly, in order to reflect the changing conditions in Temple.

The Temple Comprehensive Plan covers a wide variety of topics which have the potential to affect the City’s existing and future plans. This includes additional plans and studies, some of which are recommended in Chapter 5, Plan Recommendations. Some of these exist or are ongoing planning exercises, such as the neighborhood special area plans and parks and trails plan. Others are anticipated in the future, such as a sidewalk master plan, corporate campus master plan, special area plans for interstate highways. Others will require future updates and replacements, such as the downtown plan, water and wastewater master plans, etc. As implementation actions are initiated, the City should ensure that actions within this Plan consider existing citywide service plans and special area plans and work to align the two. Additionally, when other City plans are being updated, those plans should ensure that updates align with the goals and actions defined in the Comprehensive Plan.

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As this Plan is put into action, an important element of its success is the funding and annual programming of implementation projects. Components include annual budgets, capital improvement program (CIP), departmental business plans, and their ongoing alignment to achieve effective outcomes.

Annual Budgeting A primary source of funding for implementation of this Plan is the City’s general fund. For implementation actions to be completed, the City must have adequate funds to complete the necessary work. Temple’s sources of revenues available to apply to implementation projects include the general fund, TIRZ #1, CIP, enterprise funds, public-private partnerships, development accounts, grants, state and federal funds, and others. It is recommended that each action taken by City Council is tied to the goals of City’s comprehensive plan, strategic plan and other relevant master plans through direct language in resolutions and ordinances.

South 1st Street - The Yard Food Truck Plaza

Department Business Plans To ensure that the annual budget matches with the relevant implementation actions for that particular year, planning ahead for upcoming projects through departmental business plans is imperative. Ultimately, the City has to consider implementation actions across multiple years and funding sources. Ensuring consistency and crosscollaboration for effective project management is critical for these projects to come to fruition. The City Manager’s office is the lead for ensuring the ongoing process of business plan development and coordination. Much of this is achieved from the direction of the City organization’s Strategic Plan. The department business plans allow leadership to anticipate upcoming important projects and ensure accountability for the initiatives and commitments depicted in Chapter 6, Action Plan. 230 TEMPLE COMPREHENSIVE PLAN

Capital Improvement Program A capital improvement program is a multi-year plan (typically annual, 5-year and 10-year) that identifies upcoming capital projects for prioritzation and funding. Projects include street infrastructure; water, wastewater and drainage facilities; open space, trails and recreation facility construction and upgrades; and the purchase of major equipment. Identifying and budgeting for major capital improvements will be essential towards the successful implementation of this Plan. Decisions regarding the prioritization of proposed capital improvements should take into account the policy and management directives of this Plan to ensure alignment between the two.

Through an extensive analysis of existing conditions and a thorough public engagement process, this Plan establishes and guides the community’s vision for the future. Despite this, the Plan is only a snapshot in time. As the City changes, the Plan must change as needed to keep the community’s vision enact. In order to remain consistent with the community’s vision, implementation must be flexible and allow for adjustments to account for shifts at the local and nationallevel over time. Therefore, it is recommended that this Plan be revisited on a regular and routine basis followed by warranted updates.

Annual Progress Report

Implementation Work Program) and provide their assessment and potential proposed modifications for submittal and discussion with the City Council. This annual reporting should include, at minimum, significant actions and accomplishments during the past year and identification and recommendations for needed actions and programs to be developed and implemented in the coming year. The Annual Progress Report and Annual Plan Update (see Initiative 8.5.5), as commented by the Planning and Zoning Commission, could possibly be presented at a work session and regular session of the City Council. The Annual Progress Report should be made available on the Temple By Design website and key successes should be disseminated through the City’s various social media platforms.

As part of the ongoing implementation process, benchmarking and monitoring should take place regularly. Annual reports should include a status update on implementation, important actions and accomplishments occurring in the past year, and identification and recommendation of needed actions and programs to be created and implemented in the coming year. This report should be coordinated with the City’s annual budget development process so that the recommendations will be available early in the budgeting process. The first part of this process starts with the staff-comprised Technical Review Committee (TRC) which should continue in some capacity as a formal City committee. This team, with the leadership of the City Manager, can coordinate to develop the Annual Progress Report (potentially as part of the annual update budgeting process) regarding their department’s implementation successes during the previous fiscal year, and their proposed work plan for the next fiscal year. These updates should be compiled and presented to the Planning and Zoning Commission by the Planning and Development Department as part of the annual update of the Comprehensive Plan (see Initiative 8.5.5). As a part of their work program, the Planning and Zoning Commission should receive and comment on the updates (particularly the proposed

Onoing City staff collaboration ensures successful plan implementation.

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Annual Updates

5-Year Update

After the annual progress report is prepared, the Implementation Action Plan tables should be updated as a part of the annual Plan update process. This “City work program” identifies near- and mid-term actions to be started in the next year or shortly afterward. Identification of potential Plan updates should also be an ongoing process by the Planning and Zoning Commission and City staff. Citizens, property owners, community organizations, and other governmental entities can also submit requests for update consideration. Proposed updates should be reviewed in a deliberate and collaborative public process, culminating in a recommendation by the Planning and Zoning Commission and approval by City Council, in a manner similar to the Plan itself.

Every five years, a broader evaluation and update should be completed. This evaluation is typically spearheaded by Planning and Development Department staff, in addition to input from various departments and elected and appointed officials. The purpose of the update is to evaluate the original assumptions from the Plan regarding growth and development trends, emerging issues, and to determine if remaining proposed action strategies are still relevant.

The Annual Plan Amendment process also provides opportunities for relatively minor Plan updates and revisions, including changes to the Future Development Plan, Thoroughfare Plan, and other key maps. A Plan amendment should be prepared and distributed as an addendum to the adopted Comprehensive Plan. Identification of potential Plan amendments should be an ongoing process, or as part of the preparation of the Annual Progress Report (see Initiative 8.5.4) by the Technical Review Committee (TRC) and the Planning and Zoning Commission. Citizens, property owners, community organizations, and other governmental entities can also submit requests for Plan amendments. Proposed Plan amendments should be reviewed and approved by the Planning and Zoning Commission and City Council, and adopted in a manner similar to the Plan itself. The process should be incorporated into their regular meeting calendars to ensure they are completed. The Annual Plan Amendment should be made available on the Temple By Design website and key successes should be disseminated through the City’s various social media platforms.

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TEMPLE COMPREHENSIVE PLAN

The five year update should include the following:

•

A summary of Plan amendments and accomplishments to date;

•

Changes in trends and issues since the previous Plan adoption (e.g., changes in the predicted growth rate and the physical boundaries of the City; demographic composition; community attitudes; or other social, environmental, or political issues which may affect the feasibility of implementation);

•

Conflicts between decisions made and implementation actions yet to be undertaken;

•

Changes in law, procedures, or programs which will affect identified implementation actions; and

•

A comprehensive re-evaluation of the Implementation Work Program.

10-Year Update This Plan sets the stage for all subsequent implementation actions during the 10 year planning horizon. That being said, conditions, population composition, and City trends and concerns change over time. In order to ensure that the Comprehensive Plan continues to provide the best and most appropriate guidance possible, the Plan should be taken through a full update process every 10 years. The 10 year update should include the following:

•

Comprehensive re-evaluation of the community’s vision for the future;

•

Re-engagement of the public; and

•

Reanalysis of the issues and trends related to community growth, transportation, land use, parks and recreation, public facilities and services, and infrastructure.

Action items identified in this Plan which have yet to be implemented should be evaluated to determine if they are still appropriate. Additionally, new action items should be identified to allow the City to continue implementing the community’s vision.

From time to time, it may be necessary for the City to amend the Plan outside of the Annual Update process, in response to changing circumstances, development trends, or a unique opportunity. These amendments should only be permitted for the Future Development Plan and Thoroughfare Plan, and should be a limited occurrence. These amendments may be requested by a landowner, developer, or by the City itself. In order to achieve uniquely differing areas of character throughout Temple, the Future Development Plan is intended to be a durable implementation tool, without being overly rigid and the City’s staff and elected and appointed officials should feel comfortable with their rezoning decisions being compatible with the Future Development Plan. If there are only a few modifications, the Future Development Plan is still serving its purpose. If there are significant, and frequent, changes to the plan, a more comprehensive evaluation should be undertaken and the plan should be revised. A development process and amendment guide should be prepared immediately for clarity for amendments to the Future Development Plan and Thoroughfare Plan.

Developer Requested During the development entitlement phase, a developer and staff may determine that a proposal is not consistent with the comprehensive plan and the proposal should either be altered for compliance or consider an amendment. This should be a last resort considering the flexibility of the Future Development Plan and ability of staff to make decisions based on adaptive interpretations of each circumstance. Determination of a needed short-term, off-cycle amendment should fall only on proposals that would have a large impact on future development of the City, or is clearly incompatible with the Future Development Plan or existing development. The developer will initiate the process by completing an application for the amendment to be submitted to City staff, in a process design by staff during plan implementation. City staff will prepare the amendment to be presented to the Planning and Zoning Commission and City Council, with CHAPTER 7 - PLAN ADMINISTRATION TEMPLE

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appropriate notification of affected stakeholders. Amendments out of the annual cycle should be considered at a high standard of approval, such as a super-majority of recommending and approval authorities, consistent with the City Charter.

City-Initiated The City has the power to initiate the Comprehensive Plan Amendment process when deemed necessary. Such a process may be needed to amend commitments or initiatives due to changing circumstances, respond to state legislation or mandates, or address changes to the planning maps. When amendments are needed due to state or federal requirements, for example, the City would be warranted to complete an expedited Comprehensive Plan Amendment process to ensure this Plan complies with new state regulations. Otherwise, the amendment will go through the routine process of presenting the amendment at a public hearing for the Planning and Zoning Commission and City Council. Staff may recommend amendments to Planning and Zoning Commission and/ or City Council during the Annual Update that are justified by a strong analysis that demonstrates consistency with the goals of this Plan. In the first year after adoption of new planning maps, it may be necessary to make minor adjustments consistent with this plan. These may include errors, refinements of boundaries, or unexpected clean-ups. Staff should package these together at both the six-month and 12-month timeframes and present for approval to Planning and Zoning and City Council.

â&#x20AC;˘ Updates are scheduled times to revisit the plan and identify necessary updates based on changing demographics, market factors, etc. Recommended time frames are a minor update every five years and a major update every 10 years. â&#x20AC;˘ Amendments are not planned and reactionary to an event. Amendments could come in the form of a developer request or City request initiation. Amendments should be used sparingly. If a requested amendment is not urgent, it is

Frequency of Amendments

recommended to be placed on a list for the

While quick updates to the Plan may be needed, amendments should be allowed sparingly as the Plan should be a document of consistency and not be constantly changing. Flexibility within this Planâ&#x20AC;&#x2122;s framework should enable City staff to reduce the number of requested amendments to those developments that are not compatible or clearly defined in the Plan.

next scheduled update.

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A P P E N D IX (ASSOCI ATED P L ANS)

The following plans are incorporated into this comprehensive plan by reference and may be updated periodically to meet the goals of this plan. For this comprehensive plan to be successful, the implementation of these associated planning documents must be aligned with the implementation of the comprehensive plan. As these plans/ initiatives are updated or reconsidered, they should be formally recognized as elements of this comprehensive plan.

Appendix A: Downtown Strategic Plan (adopted 2014) Appendix B: Water/Wastewater Master Plan (adopted 2019) Appendix C: Parks and Trails Master Plan (adopted 2020) Appendix D: City of Templeâ&#x20AC;&#x2122;s 2020-2025 Strategic Plan (adopted 2019) Appendix E: Quality of Life 2030 Master Plan (TRZ) (adopted 2019) Appendix F: Fort Hood Joint Land Use Study (adopted 2017) Appendix G: Templeâ&#x20AC;&#x2122;s Neighborhood Plans (in-progress) Appendix H: TRZ Corporate Campus Master Plan (in-progress)

9500 AMBERGLEN BLVD.

BLDG. F. SUITE 125

AUSTIN, TX 78729 - 1102

512.777.4600