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Ordinance 14285
ORDINANCE NO I I/ 2 S 5 AN ORDINANCE ADOPTING THE CITY OF FORT WORTH 2000 COMPREHENSIVE PLAN, ANALYZING POPULATION, ECONOMIC AND FINANCIAL TRENDS, DESCRIBING MUNICIPAL SERVICES AND FACILITIES, DESCRIBING ECONOMIC AND TECHNOLOGICAL ISSUES AFFECTING DEVELOPMENT, DESCRIBING IMPLEMENTATION TOOLS, DIVIDING THE CITY INTO 16 PLANNING SECTORS, PROVIDING MAPS DESCRIBING PROPOSED FUTURE LAND USES AND RECOMMENDED LAND USE POLICIES FOR EACH SECTOR, ESTABLISHING GOALS AND RECOMMENDED POLICIES, PROVIDING A SEVERABILITY CLAUSE, AND PROVIDING AN EFFECTIVE DATE WHEREAS, the City of Fort Worth 2000 Comprehensive Plan is the City of Fort Worth's general guide for making decisions about growth and development; WHEREAS, the purpose of the 2000 Comprehensive Plan is to promote the sound development of the City of Fort Worth and the public health, safety, and welfare, WHEREAS, the 2000 Comprehensive Plan examines population, economic and financial trends, WHEREAS, the 2000 Comprehensive Plan includes, but is not limited to, provisions on land use, housing, parks and recreation, libraries, public health, human services, neighborhood capacity building, economic development, transportation, telecommunications, education, historic preservation, urban design, arts and culture, police services, fire and emergency services, environmental quality and municipal facilities, WHEREAS, the 2000 Comprehensive Plan analyzes tools for implementing the Plan, including capital improvements, development regulations, financial incentives, annexation policy and intergovernmental cooperation, WHEREAS, the 2000 Comprehensive Plan divides the City of Fort Worth into 16 planning sectors and illustrates proposed future land uses and recommended land use policies for each sector; WHEREAS, the 16 sector maps illustrating proposed future land uses do not constitute zoning regulations or establish zoning district boundaries, WHEREAS, the 2000 Comprehensive Plan incorporates by reference 28 existing plans and studies, as described in Appendix A of the Plan, including without limitation the 1993 Downtown Strategic Action Plan, the 1997 Linkages Study, target area plans and model block plans developed for specific areas of the City, and the 1990 Trinity River Master Plan, WHEREAS, the proposed 2000 Comprehensive Plan was made available for public review, and public input was obtained through numerous community meetings, WHEREAS, the City Plan Commission unanimously recommended approval of the proposed 2000 Comprehensive Plan on February 23, 2000, after a public hearing at which the public was given the opportunity to give testimony and present written evidence, WHEREAS, the City Council held a public hearing on March 7, 2000, at which the public was given the opportunity to give testimony and present written evidence, 2 WHEREAS, the City Manager's Office and the Planning Department conducted a series of three work sessions on the February 14 draft; WHEREAS, the City Plan Commission held work sessions on April 24 and May 19 to review the April 10 draft of the proposed plan which incorporated the City Manager's comments on the February 14 public hearing draft of the plan, WHEREAS, the City Council held a work session on June 13 to review the comments from the May 19 City Plan Commission work session and recommended revisions to the proposed plan, WHEREAS, a June 20 public hearing draft of the plan was prepared, which incorporated the City Council revisions from the June 13 work session, and was distributed for public review and comment; WHEREAS, the City Council held a second public hearing on July 17, at which the public was given the opportunity to give testimony and present written evidence, NOW, THEREFORE, BE IT ORDAINED BY THE CITY COUNCIL OF THE CITY OF FORT WORTH, TEXAS SECTION 1 The 2000 Comprehensive Plan of the City of Fort Worth is adopted as set out in Exhibit A attached and incorporated as if contained herein, specifically including existing plans and studies described in Appendix A to the Plan which are incorporated by reference, and including certain revisions to the June 20 draft as set forth in Exhibit B 3 SECTION 2 The City of Fort Worth 2000 Comprehensive Plan (Exhibit A) supersedes and replaces all previously adopted sector plans SECTION 3 It is hereby declared to be the intention of the City Council that the sections, paragraphs, sentences, clauses and phrases of this ordinance are severable, and if any phrase, clause, sentence, paragraph or section of this ordinance shall be declared void, ineffective or unconstitutional by the valid judgment or final decree of any court of competent jurisdiction, such unconstitutionality shall not affect any of the remaining phrases, clauses, sentences, paragraphs and sections of this ordinance, since the same would have been enacted by the City Council without the incorporation in this ordinance of any such unconstitutional phrase, clause, sentence, paragraph or section SECTION 4. This ordinance shall be in full force and effect from and after its passage, and it is so ordained APPROVED AS TO FORM AND LEGALITY Assistant City Attorney ADOPTED 8'/-C 4 City of Fort Worth, Texas I/tailor and Council Communication DATE REFERENCE NUMBER LOG NAME PAGE 8/1/00 G-12975 22ADOPT SUBJECT ADOPTION OF THE CITY OF FORT WORTH 2000 COMPREHENSIVE PLAN RECOMMENDATION 1 of 2 It is recommended that the City Council approve the attached ordinance adopting the City of Fort Worth 2000 Comprehensive Plan DISCUSSION The 2000 Comprehensive Plan is intended to serve as a general guide for making decisions about the City's growth and development. It sets forth the City's vision for the future and describes the recommended policies, programs, and projects by which the City seeks to realize that vision In July 1998, the City Council requested the City Manager to prepare an update of the City's Comprehensive Plan The process to update the plan began with a city-wide forum in October, 1998 During the months of October and November, 1998, public meetings were held throughout the City, including workshops in each of the City's 16 planning sectors and a series of nine focus group meetings with experts on different aspects of the City's growth and development. Based on the input from these meetings, Planning Department staff began working with other City departments and community agencies to draft the proposed 2000 Comprehensive Plan In August 1999, a draft of the plan was distributed for public review A second series of public workshops were held in each of the City's 16 planning sectors and a series of eight focus group meetings were conducted Comments from these workshops were compiled, presented to the City Plan Commission, and upon their approval, were incorporated into the proposed plan On July 17, 2000, the City Council held a special public hearing on the June 20, 2000 draft of the proposed 2000 Comprehensive Plan At a work session on July 25, 2000, the City Council reviewed the comments from the July 17 public hearing and recommended certain revisions to the June 20 draft plan, which have been incorporated into the attached ordinance Texas Local Government Code, Chapter 219 003, states that a comprehensive plan may be adopted or amended by ordinance following a hearing at which the public is given the opportunity to give testimony and present written evidence and following review by the municipality's planning commission or department. City of Fort Worth, Texas Reljagor and Council Communication DATE REFERENCE NUMBER 8/1/00 SUBJECT LOG NAME PAGE G-12975 22ADOPT ADOPTION OF THE CITY OF FORT WORTH 2000 COMPREHENSIVE PLAN FISCAL INFORMATION/CERTIFICATION 2 of 2 The Finance Director certifies that adoption of the attached ordinance will not require the expenditure of City funds. RG k Submitted for City Manager's FUND I ACCOUNT I CENTER AMOUNT Office by: (to) Ramon Guajardo 6140 Originating Department Head: Fernando Costa Additional Information Contact: Fernando Costa 8042 8042 (from) CITY SECRETARY APPROVED CITY COUNCIL AUG 1 2000 City Secretary of the City of Fort Worth, Tv ., Adopted Ordinance No. / 215 • li • • • 9 • • • (l• L• • :• • ••S • • i •, • �.t f�• r: .• 6/20/2000 DRAFT: FOR PUBLIC HEARING PROPOSED 2000 COMPREHENSIVE PLAN This draft of the proposed 2000 Comprehensive Plan is intended for public review in advance of a public hearing to be held by the City Council on July 17, 2000. The plan is available for review at the City's libraries and community centers and on the City's Web page at www FortWorthgov org It may also be purchased from the Planning Department for $40, which covers the cost of printing Please submit comments to the Planning Department, 1000 Throckmorton Street, Fort Worth, Texas 76102, telephone (817) 871-8000 •••••••••!•••••••••••••••••••••-•• SUMMARY OF REVISIONS TO 4/10/00 DRAFT At their June 13, 2000 meeting, the City Council accepted the revisions to the 4/10/00 draft of the proposed 2000 Comprehensive Plan on which the City Plan Commission and City staff agreed at the City Plan Commission work session on May 19, 2000 and made additional revisions to the 4/10/00 draft. Based on their comments, the following revisions were made to the 4/10/00 draft: Chapter Page # Page # Revisions 4/10/00 6/20/00 Draft Draft iv, v Inserted'a list of participating community organizations and neighborhood associations that contributed to the Comprehensive Plan. Various Various Various Updated the City of Fort Worth 2000 population estimate throughout the plan with NCTCOG's figure of 516,150 Updated population data for surrounding cities with NCTCOG's 2000 estimates. Various Various , Various Replaced pictures that were outdated, distorted, or poor in quality Various Various Various Changed the headings "Proposed Policies" and "Strategies" to "Recommended Policies" and "Recommended Strategies" Summary vi vi Reinserted the following strategy from the Intergovernmental Cooperation chapter into the summary. "Coordinate with the ISDs that serve Fort Worth to ensure that new schools are located in appropriate areas and that anticipated growth can be accommodated by new and expanded schools." Summary vi vi Added language to the third paragraph to read as follows "Business leaders in Fort Worth are working closely with the ISDs that serve Fort Worth to create and promote programs that will provide internships, mentoring, and training, such as " Summary vii vii Reinserted the following policy from the Housing chapter into the summary' "Promote neighborhood stability through a comprehensive and coordinated strategy that addresses housing, neighborhood economic development, infrastructure, parks, cultural programs, safety improvements, and human services " Summary vii vii Reworded the policy to encourage continued development and redevelopment to read as follows "Encourage continued development and redevelopment within the central city, as defined to include certain low and moderate income areas within Loop 820 " Land Use 28 28 Corrected the 1995 Existing Land Use Map to show agriculture land uses for the portion of Fort Worth's ETJ that is located in Wise County Land Use 35 35 Reinserted language.to the policy to preserve and protect residential neighborhoods "from incompatible land uses, cut - through traffic, disinvestment, encroachment, speculation, demolition, neglect, and other negative forces." Land Use 35 35 Reworded the policy to identify projects that support the growth centers concept and consider them in future capital improvement programs -to read as follows. "Ensure that projects that support the growth center concept are considered in future Capital Improvement Programs." Housing 40 40 Corrected the following errors in the map showing the percentage of substandard housing units by census tract, 1990• change the date in -the title from 1990 to 1998, correctly identified the source of information as the Fort Worth City Services Department, Code Compliance Division, 1999, rather than the U.S Bureau of the Census and the Fort Worth Planning Department. Housing 41 41 Replaced the "Housing Costs" subtitle with the following two subtitles that describe the content more specifically "Homeownership Costs" and "Rental Housing Costs." Place related text under these subtitles accordingly Housing 41 41 Added a list of factors that help determine housing affordability, and updated the information about mortgage interest rates to reflect current trends. _ Housing 41 41 Added the following language to the cast paragraph on page 41 to identify additional 'factors affecting housing construction costs• "Labor has also gone up as the minimum wage has increased and job opportunities for skilled construction labor have expanded. Security is another important factor, particularly in distressed neighborhoods. Insurance premiums and holding costs go up as construction sites or completed homes for sale are burglarized or vandalized, thus further impacting the affordability of homes for low-income buyers." ................................I SUMMARY OF REVISIONS TO 4/10/00 DRAFT (continued) Chapter Page # Page # Revisions 4/10/00 6/20/00 Draft Draft Housing 41 41 Deleted the following clause. "While Fort Worth has a large supply of affordable housing," This is in response to the City's application for HOPE VI funding. _ Housing 42 42 Added a paragraph'to the discussion of rental housing costs that specifies a need for additional affordable housing. This paragraph was written in support of the City's application for HOPE VI funding. Housing 43,44 43,44 Combined the quantitative 20-year housing objectives with those proposed in the three-year Consolidated Plan, and reconcile both sets of objectives. Housing 44 44 Updated the language concerning the Consolidated Plan, 2000-2003, stating that it was adopted by the City Council on April 11, 2000 Housing 47 47 Under the list of programs offered by the Fort Worth Housing Authority, deleted the following clause from the discussion of Section 8 Housing: .allowing residents to choose from rental units throughout the city " Added text to clarify and expand • upon the Section 8 Program discussion. Housing 47 47 Updated language indicating that the Consolidated Plan, 2000-2003, was submitted to HUD on April 15, 2000 Parks and 55 55 Updated information on the park dedication policy to reflect revisions adopted by City Council on April 8, 2000 Recreation Economic 85 85 Reinserted the following sentence emphasizing Fort Worth South's role in redevelopment of the Medical District: "The Development leadership of Fort Worth South, a non-profit corporation, will be instrumental in this redevelopment." Economic 90 90 Reinserted the following numerical objective under the goal to promote economic prosperity in central city neighborhoods. Development "Reduce central city unemployment rate by one-half percent per year until the central city unemployment rate is equal to the City's overall unemployment rate." Economic 98 98 Inserted a map of Fort Worth's central city Development Transportation 103 103 Added language to describe opportunities for developing growth centers around transit stations. Transportation 107 107 Reinserted and reworded the objective to annually determine construction funding with one— and five-year programs by September 2002 to read as follows. " Identify capital improvement projects and possible construction funding sources on an annual basis for inclusion in future capital improvement programs." Transportation 107 107 Reinserted the following objective. "Increase funding, as appropriate, from various sources for alternative modes of transportation by 2005 " Delete the following two objectives "Support continual funding for streets and highways." "Provide travel options for citizens." Transportation 107 107 Reworded the policy to utilize the Texas Department of Transportation and other funding sources to implement the North Main, Berry, Hemphill, Lancaster, and Rosedale Street projects with landscaping to read as follows. "Utilize the Texas Department of Transportation and other funding sources to implement the commercial corridors projects with landscaping to create a pleasing visual environment." Transportation 107 108 Reinserted the following policy "Evaluate the impact of land use and platting decisions on the overall transportation system, and the impact of transportation decisions on land use " Transportation 108 108 Reinserted and reworded the policy to create public/private programs for development of transportation facilities td read as follows. "Utilize the existing Community Facilities Agreement program to develop transportation facilities in conjunction with new private development." Transportation 108 108 Reinserted the following policy "Protect residential and historic areas from the impacts of traffic." Reinsert the following program. "Develop traffic management programs for neighborhoods and historic areas." ••••••••••••••••••••••••••••••••• Chapter Transportation Transportation Transportation Transportation Transportation Transportation Education Fire and Emergency Services Fire and Emergency Services Environmental Quality Environmental Quality Environmental Quality Environmental Quality Environmental Quality Page # Page # 4/10/00 6/20/00 Draft Draft 108 108 108 108 108 108 109 109 109 109 109 110 123 123 161 161 167 167 169-181 169-181 170 170 172 172 175 175 175 175 SUMMARY OF REVISIONS TO 4/10/00 DRAFT (continued) Revisions Reworded the policy to evaluate all development proposals based upon the adopted principles of a multi -modal transportation system to read, " Encourage appropriate development through the planning and implementation of a multi - modal transportation system." Reinserted the following policy "Seek input from other entities, including schools, counties, NCTCOG, TxDot, and others when making land use and transportation decisions." Reinserted the following proposed program as a recommended policy. "Develop a landscaping and tree -planting program for arterial streets." Reinserted the following programs. "Establish a tracking program for roadway safety issues;" and "Create a regular program for counting traffic." Reinserted and reworded the following, programs to read as follows. "Continue the use of a City -based travel forecasting model in conjunction with NCTCOG;" and "Continue the street maintenance program." Added the development of a Foreign Trade Zone for Meacham Airport as a project. Delete the goal (and its associated objectives) of establishing a Foreign Trade Zone for Meacham Airport. Re-inserted the following current policy, which was inadvertently deleted from the 4/10/2000 Draft: "The City of Fort Worth and Fort Worth area school districts will maintain a working relationship to cooperatively address issues that affect both." Reworded last sentence of the paragraph that describes the City of Fort Worth ISO rating to read as follows. "The next rating, due in the year 2000, will almost certainly result an improvement of the current rating." Added language to the last sentence under Incident Command System to read as follows. "Given these complexities, the department will need to provide additional assistance in the future through additional Chief Technicians who would assist the Incident Commander in formulating and deploying tactics and strategy; track companies and personnel, act as communications officer; and assist in improving the capability managing emergency scenes through the use of the incident command system." Updated the Environmental Quality chapter by replacing the words "Ozone Action Days" with "Air Pollution Watch and Warning Days." This change reflects the new program title used by the Environmental Management Department. Updated the sentence in the last paragraph that referred to the SIP with to read as follows. "The State Implementation Plan was submitted to the Environmental Protection Agency by the Texas Natural Resource Conservation Commission in March 2000 " Updated the sentence in the 5th paragraph that referred to the City's National Pollutant Discharge Elimination System storm water permit to read as follows. "The City has already met the permit's first requirement of developing planning procedures to address these issues by February 1, 2000 The permit next mandates that the City certify to the EPA that these planning procedures have been formally adopted into the City's existing Comprehensive Plan by June 1, 2001 " Deleted the first objective under Air Quality Replaced with the following updated objective "Work in cooperation with TNRCC, NCTCOG, and other cities in the Dallas/Fort Worth Metroplex to implement the State Implementation Plan to reduce ozone -forming air emissions from 1996 levels by at least nine percent by 2007 " Deleted the fifth objective under Water Quality Replaced with the following updated objective. "Regularly update policies and procedures to control water pollution caused by storm water runoff, so as to comply with Fort Worth's National Pollutant Discharge Elimination System (NPDES) storm water permit." • • • • • • • • • • • • • • • • • • • ) • • • • • • • • . • • • Chapter Environmental Quality Development Reguiations Financial Incentives Annexation Appendix C Proposed Future Land Use Appendix C Appendix C SUMMARY OF REVISIONS TO 4/10/00 DRAFT (continued) Page # Page # Revisions 4/10/00 6/20/00 Draft Draft 177 177 Replaced the outdated "Ozone Action Day" picture with a picture representing Air Pollution Watch and Warning Days. 197 197 Updated the information concerning the park dedication policy, indicating -that a revised policy was adopted by the City Council on April 18, 2000 201 201 Updated the discussion of the Neighborhood Empowerment Zone program by deleting the following introductory sentence. "This incentive program is not currently utilized by the City, but the costs and benefits of implementing the program are being studied." This is in response to City Council's recent adoption (April 25, 2000) of a policy to create Neighborhood Empowerment Zones. 207 207 Deleted the first sentence under "Facilitate Long Range Planning," and insert the following sentence "Fort Worth should utilize annexation to regulate development on the fringe of the City in accordance with the Fort Worth Comprehensive Plan. 238 238 Corrected the -current policy for the Northside sector to read as follows. "Implement the recommendations of the Part 150 Noise Study for Meacham Airport." 232-236 232-236 Added the following current policy for the Far North, Far Northwest, Far South, Far Southwest, and Far West sectors. "Encourage orderly growth in the extraterritorial jurisdiction. Any existing agricultural uses are subject to change when city utilities are available based on the City's expectations for rapid urban development." 231 231 In the Eastside sector, changed the land use designation for certain property in the Cookes Meadow neighborhood from Low Density Residential and Neighborhood Commercial, to Single Family Residential: O} VIi H.. June 20, 2000 To the citizens of Fort Worth. On behalf of the City Council and the City Plan Commission, we are pleased to release this draft of the proposed 2000 Comprehensive Plan for public review in advance of a public hearing to be held by the City Council on July 17, 2000 The Comprehensive Plan is the City's official guide for making decisions about growth and development. It sets forth the City's vision for the future and describes the basic policies, programs, and projects by which we seek to realize that vision. The Comprehensive Plan thus helps the City in fulfilling its mission of focusing on the future and working together to build strong neighborhoods, develop a sound economy, and provide a safe community This draft is the product of a rigorous planning process involving many community meetings, extensive research by various City departments, and numerous work sessions by the City Council and the City Plan Commission over the course of several months. Throughout this process, our goal has been to produce a practical document that will be concise, readable, accessible, usable, and easy to update. If you have any questions about the City's planning process, please call our Planning Department at (817) 871-8000. Sincerely, Kenneth L. Barr Mayor Wanda Conlin Chair, City Plan Commission • • • • • • Proposed � 2000 Comprehensive Plan • for the • • City of Fort Worth, Texas • • • • ! Prepared for the • Fort Worth City Council • • and the • Fort Worth City Plan Commission PO By the • Planning Department • • June 20, 2000 Draft • • • • • • • • • • • • • • • • • • • • • • • • • M• • • • • • • • • • Kenneth L. Barr, Mayor City Council Wendy Davis Becky Haskin Jim Lane Ralph McCloud Frank Moss Clyde W Picht Chuck Silcox Jeff Wentworth City Plan Commission Wanda Conlin, Chair Nicolo (Nick) Genua Rick Herring R. Price Hulsey Jesse Kemp John Melcher Gloria Reed -Austin Byron de Sousa Gilbert Zepeda CITY OFFICIALS ii Bob Terrell, City Manager Assistant City Managers Charles L. Boswell Mike Groomer Ramon Guajardo Libby Watson Denartment Heads Letha Aycock (Acting) Brian Boerner Vanessa Boling Susan Bulla Linda Cobb Fernando Costa Tom Davis Michael Di Paolo Dale Fisseler Tom Higgins James Keyes Hugo Malanga H. L. McMillen Ralph Mendoza Elsa Paniagua Gloria Pearson Lisa Pyles Doug Rademaker Bob Riley (Acting) Gleniece Robinson Richard Sapp Kirk Slaughter Pat Svacina Costa Triantaphilides Jerome Walker Dorothy Wing David Yett Richard Zavala • • Cooperating Agencies Arts Council of Fort Worth and Tarrant County • Baylor Medical Center at Grapevine • Crowley Independent School District • Downtown Fort Worth, Inc Eagle Mountain -Saginaw Independent School District • Fort Worth Chamber of Commerce • Fort Worth Convention and Visitors Bureau • Fort Worth Hispanic Chamber of Commerce Fort Worth Housing Authority • Fort Worth Independent School District • Fort Worth Metropolitan Black Chamber of Commerce • Fort Worth Southeast, Inc. Fort Worth Southside Development District, Inc. Fort Worth Transportation Authority • Greater Fort Worth Association of Realtors • Harris Methodist Health System • Historic Fort Worth, Inc. ,( Huguley Health Systems • John Peter Smith Health Network • Keller Independent School District • North Central Texas Council of Governments Tarrant County Health Department Texas Department of Health, Vital Statistics Division Texas Department of Human Services • Texas Department of Protective and Regulatory Services • City Manager's Office • Laura Nagel, Neighborhood Capacity Building • Development Department • Kevin Lasher, Development Coordinator • Parks and Community Services Randle Harwood, Senior Planner • • • • Other Contributing Authors i i i Planning Department Fernando Costa, Planning Director Karen -Gilmore, Administrative Assistant Comprehensive Planning Paul Nedde, Senior Planner Christa Sharpe, Planner Rubby Smith, Associate Planner Erin Toedtman, Planner Development Review Jesse Torres, Senior Planner Christopher Hatcher, Planner Carolyn Tames, Planner Shirley Jones, Associate Planner Robert Randolph, Office Assistant Downtown and Neighborhood Planning Dana Burghdoff, Senior Planner Rachel Kelley, Planner Nooshin Paidar, Planner Research Phil Dupler, Senior Planner Chris Kerzman, Planner Susan Erhne White, Planner Krishna Veeragandham, Associate Planner Urban Design Vida Hariri, Senior Planner Michael Brennan, Planner Melissa Waelti, Planner • • • • • • • • • • • • • w• • • • '• • • • • • • • • • • • Contributing Community Organizations Ability Resources, Inc. All Saints Catholic Church American Indian Chamber American Lung Association Apartment Association of Tarrant County Berkeley Place Neighborhood Association Berry Street Initiative Bonnie Brae Neighborhood Association Brentwood -Oak Hills Neighborhood Association Bunche-Ellington Neighborhood Association Camp Fire Boys & Girls Candleridge Homeowners Association Carter Park Neighborhood Association Carter Riverside Neighborhood Association Catholic Charities, Diocese of Fort Worth Chapel Creek Neighborhood Association Como Neighborhood Association Consumer Credit Counseling Service Cookes Meadow Homeowners Association Cornerstone Assistance Network Crestline Area Neighborhood Association Crestwood Neighborhood Association Diamond Hill/Jarvis Neighborhood Association District 6 Alliance East Fort Worth Business Association Eastern Hills Homeowners Association Fairmount Neighborhood Association Fairway Bend Homeowners Association Far Greater Northside Historical Neighborhood Association Far Southwest Neighborhood Association Fort Worth Audubon Society Fort Worth Geological Society Fossil Creek Neighborhood Association Garden Acres COPS Greater Fort Worth Builders Association Habitat for Humanity iv Hallmark/Camelot Neighborhood Association Hamlet Neighborhood Association Handley Neighborhood Association Highland Hills Neighborhood Association Housing Opportunities of Fort Worth Hunter Plaza Residents Association Inside Riverside Neighborhood Association Kingswood Place Owners Association Lake Worth Civic Club Central Meadowbrook Neighborhood Association Meadowcreek/Southgate Homeowners Association Meadows of Candleridge Neighborhood Association Mental Health Association of Tarrant County Mental Health Housing Development Corporation Mistletoe Heights Association Mosier Valley Near Southeast Community Development Corporation Neighborhood Housing Services of Fort Worth North Fort Worth Historical Society Northbrook Neighborhood Association Northside Inter Church Agency Northside Neighborhood Association Oakhurst Neighborhood Association Our City Our Children Overton Woods Homeowners Association Park Glen Homeowners Association Presbyterian Night Shelter Ridglea Hills Neighborhood Association Ridgmar Neighborhood Association Riverside Civic Association Riverside Cultural Center Rock Island/Samuels Avenue Neighborhood Association Ryan Place Improvement Association Ryanwood Neighborhood Association Sargent Avenue Homeowners Association Scenic Bluff Neighborhood Association • • • Contnbuting Community Organizations (continued) • Senior Citizen Alliance of Tarrant County, Inc. • Sierra Club of Greater Fort Worth • Society of Texas Environmental Professionals • South Hemphill Heights. Neighborhood Association South Lake Worth Neighborhood Association • Stoneglen Homeowners Association • Summerfields Neighborhood Association • Summerfields Youth Program Sylvan Heights West Neighborhood Association • Tanglewood Neighborhood Association AII Tarrant Coalition for Environmental Awareness • Tarrant County Coalition for the Homeless Tarrant County Youth Collaboration • Texas Christian University • Texas Citizens for the Environment ,• Texas Wesleyan University U.S General Services Administration • United Way of Metropolitan Tarrant County University West Neighborhood Association • Volunteers In Service To America (VISTA) • Wedgwood East Neighborhood Association Wedgwood South Neighborhood Association West Meadowbrook Neighborhood Association • Western Hills Neighborhood Association Western Hills North Neighborhood Association Westridge Area Neighborhood Association Westside Alliance White Lake Hills Neighborhood Association • Woodhaven Neighborhood Association Worth Heights Neighborhood Association • • • • • • • V • • • • • • • • • • • • • • • • 5 • • I. • • :• • • • • • • • • TABLE OF CONTENTS SUMMARY vii INTRODUCTION 1 Vision and Values 5 PART I: FOCUSING ON THE FUTURE 1 Population Trends 2. Economic Trends 3 Financial Trends PART II: BUILDING STRONG NEIGHBORHOODS 4 Land Use 5 Housing 6. Parks and Recreation 7 Libraries 8 Public Health 9 Human Services 10 Neighborhood Capacity Building PART III: DEVELOPING A SOUND ECONOMY 11 Economic Development 12. Transportation 13 Telecommunications 14 Education 15 Historic Preservation 16. Urban Design 17 Arts and Culture 9 15 21 27 39 49 57 61 71 79 83 99 111 117 125 133 145 vi PART IV: PROVIDING A SAFE COMMUNITY 18. Police Services 19 Fire and Emergency Services 20 Environmental Quality 21 Municipal Facilities PART V: TOOLS FOR IMPLEMENTATION 22. Capital Improvements 23 Development Regulations 24 Financial Incentives 25 Annexation Policy 26 Intergovernmental Cooperation APPENDICES A. Existing Plans and Studies B Population Projection Methodology C. Sector Land Use Policies D Capital Improvements E. Youth Asset Model F Annexation Plan and Policy Resolutions G Tax Abatement Policy Statement H. Glossary I. Index 155 161 169 183 187 193 199 203 211 223 225 227 245 283 285 287 291 299 000000000OO00000000O000000000000C SUMMARY The Comprehensive Plan is the City's official guide for making decisions about growth and development. It is a summary of the recommended policies and strategies, programs, and projects which will enable the City to achieve its mission of focusing on the future and working together to build strong neighborhoods, develop a sound economy, and provide a safe community The Texas Local Government Code establishes the legal basis for the comprehensive plan. The Code states that a municipality may adopt a comprehensive plan for long-range development. If a city adopts a comprehensive plan, it must be used for the basis of subsequent zoning amendments. The comprehensive plan is described as a plan for the orderly growth and development of the city and its environs. The plan should "facilitate the movement of people and goods, and the health, safety, and general welfare for the citizens of the city " Since the last Comprehensive Plan update in the early 1980s, Fort Worth has changed considerably in terms of its demographics, size, and economic base. Since 1990 alone, Fort Worth's population has increased at an annual rate of 1.3 percent from 447,619 to 516,150 in 2000. Population growth has been greatest in the far north and southwest areas of the City Over the next 20 years, the City's population is estimated to grow at an annual rate of I 1 percent, which means that the expected population will reach or exceed 630,000 by the year 2020. Once dependent on cattle, oil, and defense, Fort Worth's economy has diversified and now depends largely on services and transportation. The Fort Worth -Arlington Primary Statistical Area gained jobs at a rate of 2.6 percent per year between 1990 and 1998. This job growth is expected to continue, though at a slower rate of 2.1 percent over the next 20 years. Fort Worth will likely reach a total employment of approximately 570,000 by 2020. The service industry is expected to increase in size over the next 20 years and make up an estimated 35 percent of all jobs. CREATING A COMMON VISION The vision statement for the Comprehensive Plan has been shaped by citizens' comments and expressed values. The vision and values defined within the Comprehensive Plan represent the creative efforts of the community to lay a successful foundation for the future of Fort Worth. The vision of Fort Worth for the year 2020 reads as follows. "By the year 2020, Fort Worth will be commonly recognized as the most livable city in Texas. Residents will be able to enjoy Fort Worth's friendly atmosphere and the opportunities that are associated with a growing, diversified economy. Fort Worth's public schools will produce well-rounded citizens and a skilled workforce to fill high paying jobs in local businesses. Fort Worth's air and water quality will also be superior, meeting the highest national standards. Residents and visitors alike will be able to enjoy Fort Worth's distinct blend of Western heritage and high culture. These attributes will be displayed most vividly in Downtown, the Cultural District, the Historic Stockyards, and the Southside Medical District, which will be linked by attractive pedestrian corridors and a light - rail trolley. Many residents will choose to live in mixed -use neighborhoods where they can safely and conveniently walk, bicycle, or take public transportation to work, shopping, and school. The Trinity Railway Express commuter rail system will connect Downtown Fort Worth to Downtown Dallas and to DFW International Airport. Fort Worth will preserve its unique identity and quality of life, while working with neighboring communities to make the Metroplex the world's next great metropolitan area." During the Comprehensive Plan update meetings held throughout the communities of Fort Worth, several values were identified that refine the City's vision, and offer a guide for the future of the City These values are the following: preservation of western heritage, a friendly small town atmosphere, promotion of free enterprise, protection of property rights, mobility, neighborhood vitality, children and youth, preservation of historic buildings and districts, conservation of natural resources, efficiency and equity in delivery of quality public services, and quality and diversity of cultural life. In developing a plan that would reflect these common values and help the City realize its vision, five major themes emerged. promoting economic growth, meeting the needs of an expanding population, revitalizing the central city, developing multiple growth centers, and celebrating the Trinity River These five themes, which influence various elements of the Plan, can guide the City in its decisions about the future. PROMOTING ECONOMIC GROWTH Economic growth and diversification are dependent on the overall economic health of the community The City has developed several recommended policies and strategies to assist in fostering economic growth. Examples include the following: Recommended Policy • Attract redevelopment and new development in the corridors linking the major districts of Downtown, the Stockyards, and the Cultural District. Recommended Strategies • Recognize the importance of tourism to the City's economic development, and support such programs as Linkages and Trinity Trails. • Continue the close partnership among the City and the Chambers in marketing the community to business prospects. • Diversify the City's economy through its business recruitment program. vii Summary Businesses considering relocating, starting -up, or expanding into Fort Worth often need assistance making growth and diversification decisions. Various city offices and departments, such as the Business Assistance Center (BAC), offer information and resources to businesses. The BAC is a public/private partnership that serves as a "one -stop" center, providing hands-on counseling and technical support to businesses. The historic James E. Guinn School, on the City's Southside, is currently being renovated for use as the new BAC. The $3.5 million project is being financed through a variety of funds, including Economic Development Administration (EDA) and Texas Department of Commerce funds. Another important project on the Southside is the Heritage Center The estimated public investment in this project is $9 million. It is expected that the private sector will use the public funds to leverage a much larger total investment. The proposed completion date for the Heritage Center is 2002. The concept plan for the area includes the development of a commercial anchor, businesses, and a park/plaza that will celebrate the rich heritage of the area. Historic preservation is a key component of the plan. The Heritage Center will serve as a gateway to the Medical District and the Near Southeast neighborhood. Business leaders in Fort Worth are working closely with the Independent School Districts that serve Fort Worth to create and promote programs that will provide internships, mentoring, and training such as the Fort Worth Project C3 (Community, Corporations, and Classrooms) and Adopt -A -School programs. Other services, such as police, fire, library, health, recreation, environmental, code compliance, and human services, are to be expanded or improved to better serve all citizens. The 19 community centers owned by the City offer a mix of recreational, health, education, and youth services. Fort Worth's public health programs focus on education and prevention by working directly with neighborhood residents to identify important health issues and provide referrals to appropriate agencies. It is the City's goal to provide "one -stop" services at sites served by public transportation. MEETING THE NEEDS OF AN EXPANDING POPULATION Nearly every element of the plan addresses the additional demand placed on City services and facilities that results from an expanding population. As infill development occurs in the central city, greater demand is placed on the existing facilities. In the last 10 years, growth has been greatest in the Far North, Eastside, and Wedgwood sectors, partially because of the availability of large tracts of developable land in these areas. The majority of these sectors are outside Loop 820. Expanding population will produce additional traffic and solid waste, and will place a greater demand on natural resources, such as land and water supply, existing facilities, and fiscal resources. Because increases in population affect most public service providers, cooperation among the different entities will be important so that opportunities for shared facilities and coordinated services can be realized. The City has developed a number of recommended policies and strategies to efficiently and Summary viii effectively provide services and facilities to its growing population. Several examples include the following: Current Policy • Work with local, state, and federal organizations to provide coordinated community services and a City park system that is effectively managed and conserves and protects City resources. Recommended Strategies • Anticipate future needs of the community by identifying and purchasing sites in developing areas that will serve multiple departments in the efficient provision of services; • As an alternative to building independent community centers, seek agreements for joint programs and shared community facilities, when feasible. • Coordinate with the ISDs that serve Fort Worth to ensure that new schools are located in appropriate areas and that anticipated growth can be accommodated by new and expanded schools. Fort Worth Independent School District enrollment is expected to increase from 77,700, to over 88,000 students in the next 10 years. Providing facilities and programs to meet the needs of these students will be a great challenge for the community, as well as for the various ISDs that serve Fort Worth residents. Over the next five years, $395 million dollars from the 1999 Fort Worth ISD school bond program will be spent on campus improvements, technology improvements, furniture/equipment acquisition, ADA compliance, land acquisition, expansion of facilities, and new construction. Over the next five years, nearly $12 million will be spent on park improvements, ranging from the installation of security lighting to the provision of additional soccer fields. Currently, the City maintains just over 10,000 acres of parkland. However, in order to meet park and recreation needs based on current population projections, nearly 3,200 acres of parkland will need to be acquired over the next 20 years. Five new Neighborhood Police District facilities will be needed in the next five years, with an estimated cost of $4 7 million for land and facilities. Two additional fire stations will be constructed by 2003, one in the Far North area of the City and one in the Southwest. These two facilities will cost an estimated $3.8 million. REVITALIZING THE CENTRAL CITY The City of Fort Worth is committed to revitalizing its central city, as defined to include certain low and moderate income areas within Loop 820, through a comprehensive and coordinated strategy that addresses housing, historic preservation, infrastructure, parks, economic development, cultural programs, human services, and safety initiatives. Providing access to parks, particularly in neighborhoods thatare deficient in parkland, and improving neighborhood streets, O 0 O O O 0 O O 0 0 e 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 O e 0 O O O O O 0 O O O O O 0 O 0 O 0 O 0 0 0 0 0 0 sidewalks, and other public infrastructure are continuing efforts in the central city The City has developed several recommended policies and strategies to promote revitalization of the central city, including the following: Current Policy • Promote neighborhood stability through a comprehensive and coordinated strategy that addresses housing, neighborhood economic development, infrastructure, parks, cultural programs, safety improvements, and human services. Recommended Policy • Encourage continued development or redevelopment within the central city, as defined to include certain low and moderate income areas within Loop 820. Recommended Strategies • Build partnerships and develop cooperative initiatives among public and private agencies to further the goals of historic preservation; • Encourage rehabilitation and reuse of existing commercial structures throughout commercial districts, where feasible; • Utilize federal brownfields programs to assist in central city revitalization. Revitalization of commercial districts in the central city is an important component of economic development. Projects such as the redesign of Lancaster Avenue, North Main Street, Near Southeast Redevelopment project, and the creation of a public square and public market in Downtown will act as catalysts for further redevelopment. Over the next 20 years, the southern -most end of Downtown will undergo dramatic design changes, including removal of the I-30 overhead. Lancaster Avenue will be transformed into an attractive, pedestrian -oriented street with residential, retail, and office uses. The I-30 and I-35W interchange is being relocated to the south side of the Union Pacific rail lines. The plan/design phase of the Lancaster project is scheduled for completion by the year 2001, at a cost of $500,000. The goal of the North Main corridor project is to create an attractive, safe, and pedestrian -oriented environment that will improve tourism and stimulate economic activity along the corridor Phase I, plan/design of the North Main corridor, which runs from the County Courthouse to the Historic Stockyards, is scheduled for completion by the year 2000 at a cost of $280,000. The Berry Street corridor is to be redesigned from Evans Avenue west to University Drive to help revitalize the corridor and promote pedestrian activity The design phase cost $300,000, and is to be completed in 2000. Phase I of the construction will cost $1.2 million, and will begin in 2000. The City works to revitalize central city neighborhoods by preserving and improving the housing stock, increasing the supply of quality affordable housing, expanding homeownership opportunities, creating mixed -income communities, and providing public amenities. The Model Blocks program, a concentrated housing and infrastructure neighborhood revitalization program, is a good example of this effort. One neighborhood is selected each year and awarded $1.2 million for the implementation of the plan created by the residents. DEVELOPING MULTIPLE GROWTH CENTERS A multiple -growth -center pattern of development will accommodate city-wide growth with minimal environmental impacts, less land consumption, less traffic generation, and less pollutant production than a dispersed development pattern. Providing a variety of transportation modes within and between growth centers will lessen residents' current dependence on automobiles, thus helping to improve the City's air quality by reducing automobile emissions. The Comprehensive Plan has designated 29 growth centers (22 mixed -use and 7 industrial) that will serve as the primary development pattern for future public and private development. Mixed -use growth centers will have a concentration of jobs, housing units, entertainment, public spaces, and public transportation hubs. They will be characterized by mixed -use developments and a pedestrian oriented environment. Industrial growth centers will consist of industrial and commercial uses, with a high concentration of jobs. Both will concentrate more intense land uses away from low -density residential areas. Examples of some designated mixed -use growth centers include Downtown, the Medical District, Hulen/Cityview, Marine Creek, and CentrePort. Examples of industrial growth centers include Alliance, Riverbend, and Carter Industrial Park. The City has developed several recommended policies and strategies related to promoting a multiple -growth -center development pattern, including the following: Recommended Policies • Locate large industrial uses along rail lines, highways, or airports within industrial growth centers and other appropriate locations; • Promote locating multifamily units within walking distance of public transportation, employment, and/or shopping to increase accessibility and decrease traffic generation; • Encourage mixed -use developments that are compatible; • Link growth centers with major thoroughfares, public transportation, and trails. Recommended Strategies • Ensure that projects that support the growth center concept are considered in future Capital Improvement Programs; • Promote transit -oriented development, which encourages compact urban development adjacent to transit stops and interchanges. Mixed uses in a single building, minimal setbacks, and taller structures help achieve the higher densities necessary to support transit. Parking facilities, retail businesses, and services for commuters should be located close to transit stops. ix Summary A multi -modal transportation plan for the City of Fort Worth will offer ways in which the City can link neighborhood residents and visitors to locations of cultural and recreational interest, as well as to employment centers. Two sister projects will kick-off the multi -modal plan. the Inter -Modal Transportation Center (ITC) at Ninth and Jones Streets in Downtown, and the Trinity Railway Express extension project from Dallas to the ITC and the T & P terminal building. These two projects will set the tone for future development and offer an important transportation link to smaller proposed transportation hubs within larger growth centers, such as the CentrePort Station and the Richland Hills Station. The $10 million ITC project is scheduled for completion in 2001 Funding for this project comes from the Federal Transit Authority, and will be allocated by the Fort Worth Transportation Authority The $7 million Trinity Railway Express is also scheduled for completion in 2001, and is funded by the Federal Transit Authority and the Texas Department of Transportation (TxDOT). The CentrePort and Richland Hills Stations are both $3.5 million projects funded by the Federal Transit Authority Both are scheduled for completion in 2001 Concentrated development will support more efficient delivery of public transportation and the restoration and reuse of historic public buildings within the growth centers, and will present opportunities for shared facilities by a variety of service providers. Residents living in mixed -use growth centers, as well as employees, will benefit from a close proximity to business assistance, health and human services, and information and educational resources. CELEBRATING THE TRINITY RIVER The Trinity River and its floodplains are important resources and provide a natural means of linking the City's recreation sites and open space, as well as linking neighborhoods to centers of activity Preserving the floodplain as open space allows for natural filtration of surface runoff before it reaches waterways, and also protects structures from flooding. Examples of current and recommended policies and strategies that support protecting the Trinity River and improving water quality include the following: Current Policies • Preserve and enhance rivers, creeks, and floodplains as parks and public open space and as linkages to neighborhoods; • Pursue implementation of the Trinity River Master Plan in cooperation with Streams and Valleys, Incorporated and the Tarrant Regional Water District. Recommended Policies • Provide for handling wet weather flows in the sewer system in a cost-effective manner; • Encourage redevelopment and infill in order to reduce the amount of new impervious surfaces. Summary x Recommended Strateev • When feasible, develop linear parks with walking and biking trails along drainage ways as an effective means of filtering out water pollutants and connecting neighborhoods. Over the next five years, wastewater treatment plant improvements will aid in the City's goal of improving water quality Approximately $473 million will be spent on expanding water and wastewater treatment facilities at North and South Holly, Rolling Hills, Eagle Mountain, and Village Creek treatment plants. Watershed studies will be performed that will identify developing areas and help in the development of strategies to avoid downstream flooding. A review of channel design standards will also help determine what modifications need to be made to existing design standards so that they will effectively eliminate erosion and loss of vegetation along channels. In addition, the City Services Department will continue to implement the illegal dump clean-up program, which will help mitigate the effects of illegal dumping in all areas of Fort Worth, including along the Trinity River The City will continue working with the Federal Emergency Management Agency (FEMA), the Tarrant Regional Water District, and the Army Corps of Engineers to determine the location of existing drainage systems and to increase the capacity of these systems to reduce flooding. The Trinity River trails that line the river corridor are an important means of stimulating the use of alternative transportation between neighborhoods and growth centers, but these trails are not yet linked throughout the City The 1990 Trinity River Master Plan calls for 43 miles of trail within the river corridor Approximately 29 miles of trail currently exist or are funded. In 1999, Streams and Valleys, Inc. completed an update to the Trinity River Master Plan that addressed the river corridor from Trinity Park to Gateway Park. This update, called the Tilley Plan, lends moredetail to the existing plan for this section of the River The Tilley Plan was adopted by Streams and Valleys, Inc. and the Parks and Community Services Advisory Board. USING THE COMPREHENSIVE PLAN The Comprehensive Plan is a dynamic and evolving working document that will be updated each year to assure its usefulness and relevance to the community. Changes to the Plan will reflect shifts in demographic and economic trends that occur over time, as well as changes in project status. It will also serve to document the implementation of new projects. As City departments complete anticipated Master Plans and Strategic Plans, these plans will be incorporated into the Comprehensive Plan. As always, citizen input will be solicited throughout the planning process. Citizen input will serve as an important guiding component of the City's vision, and will continue ,to shape the values expressed through the Comprehensive Plan in the years to come. 0 0 0 0 e 0 0 0 0 e 0 0 0 0 0 0 0 0 0 0 0 00000 Sri 0 ••••••••••••••••••••••••••••••••• NOIIDf lUO LLNI • • • INTRODUCTION • Fort Worth has surpassed one-half million residents, more than many other well- • known cities across the country. Atlanta, Minneapolis, New Orleans, Kansas City, • and Charlotte. Fort Worth is thriving as the western anchor of a rapidly growing metropolitan area with over four million people. • • • The growth that Fort Worth is experiencing can result in different patterns of development. A comprehensive plan is essential to ensuring continued success, as • well as improving our community Fort Worth's 2000 Comprehensive Plan creates • a vision of Fort Worth's future by guiding decisions that will shape the City for years to come. The City's physical and economic climates are ideal for residents and employers. • Once dependent on defense, oil and agriculture, Fort Worth's economy has become • more diversified. It has secured over 15,000 high-tech jobs in the last five years. The cost of living is low, keeping labor costs down and homeownership within ® reach of many Fort Worth offers excellent opportunities for unique cultural • experiences, quality education, recreation and a safe environment, creating a quality of life second to none. • History of Planning in Fort Worth • Fort Worth has a rich history of planning. The City has taken hold of its future • since its inception, from the commissioning of the outpost and the original town plan, to the creation of some of the first city plans in the country The Kessler Plan • of 1909 laid out some of the first city parks, lakes, and boulevards. In 1923, the first City Plan Board was created, and two years later the City Plan Commission was established by ordinance. • • • • rip • • • • • • • • Among the Commission's first tasks was retaining Harland Bartholomew and Associates of St. Louis to create the 1927 Major Thoroughfare Plan, beginning with a boulevard and parkway system. In 1956, Victor Gruen and Associates produced a world-renowned plan for a walkable downtown. For the first time, a comprehensive plan was produced by City staff in 1965 This planning effort incorporated substantial citizen participation over a seven-year period and resulted in specific area plans for sectors and districts. These sector and district plans were updated in the early 1980s, again with significant input from the citizens of Fort Worth. Legal Basis The Texas Local Government Code, Section 219, states that municipalities may have comprehensive plans. Section 211 provides that zoning regulations must be adopted in accordance with a comprehensive plan. As a home rule city, Fort Worth has chosen to appoint a City Plan Commission. Among the duties of the Commission is maintaining a comprehensive plan for the City Section 25-55(2) of the City Code directs the City Plan Commission to formulate a comprehensive plan and recommend it to the City Council. The Commission is also responsible for City of Fort Worth 16 Planning Sectors 1 Far North 5. Northeast 2. Far Northwest 6. Eastside 3. Far West 7 Western Hills/Ridglea 4 Northside 8. Arlington Heights 9. Downtown 10. Far Southwest 11 TCU/Westcliff 12. Southside 13. Southeast 14 Wedgwood 15. Sycamore 16. Far South The City and extraterritorial jurisdiction have been divided into 16 sectors for receiving public input. (Source: Planning Department, 1999.) • 1 Introduction reviewing the plan and recommending changes. The comprehensive plan is described as a plan for the orderly growth and development of the City and its environs. The plan should "facilitate the movement of people and goods, and the health, safety and general welfare for the citizens of the city " Section 25-55(7) requires that the City Plan Commission advise the Zoning Commission on the location of uses, height and bulk of buildings, and the division of the City into zones to carry out the goals of the comprehensive plan. A current and realistic comprehensive plan based on existing conditions and trends, as well as goals and objectives of the City, is essential to the effective growth and development of the City of Fort Worth. Plannina Process The process for Fort Worth's Comprehensive Plan update began October 15, 1998, with a citywide forum attended by over 200 interested citizens. Every City department that serves the public was represented with displays and staff to receive comments. Following this citywide forum, approximately 700 citizens attended 16 sector meetings held over a four -week period. Additionally, nine focus group meetings drew 160 citizens to provide input on specific issues, and presentations were made to civic organizations throughout the planning process. City Council and City Plan Commission members were a significant part of this process, moderating public meetings and informing citizens. This intense effort to receive public input, combined with coverage by various media sources such as the City's web page, resulted in the receipt of over 1,000 comment cards from citizens wishing to express their concerns and suggestions. Utilizing citizen comments, input from City Council and City Plan Commission, and plans and suggestions from other City departments, a draft plan was prepared by Planning staff. Periodic presentations were made to the City Council, City Plan Commission and civic organizations. City staff, Plan Commission members, and City management reviewed several drafts of the plan before it was released to the public during the summer months. The draft plan was, placed in libraries, community centers, and on the Internet for public comment. Sixteen sector and several focus group meetings were held again. After incorporating public comments, the plan was revised for official public hearings held by the City Plan Commission and City Council in early 2000. The plan was officially adopted by the City Council on Month 00, 2000 as a guide for the growth and development of the City Scope of Comprehensive Plan This is the first comprehensive update of the Plan for the City of Fort Worth in 35 years. Since 1969,:updates to the plan have been focused on specific issues and sectors of the City on an individual basis. Fort Worth's currently adopted comprehensive plan incorporates 43 plans and studies. The plans and studies listed in Appendix A are incorporated by reference in the 2000 Comprehensive Plan. Fort Worth's 2000 Comprehensive Plan is organized according to elements of the City's mission statement: "Fort Worth, Texas is a city focusing on its future. Introduction 2 Plan Implementation by City and Other Agencies City Council Adopts Plan Public Hearing Process Review by City Council and Plan Commission Planning Process Citywide Forum Planning Department Revises Plan Sector Workshops Focus Groups City Departments Prepare Draft Plan 1 Sector Workshops Focus Groups Civic Organizations The planning process is a continuous sequence of activities taking approximately one year to complete the cycle. There are opportuni- ties for input into the process at all stages. (Source: Planning Department, 0 0 a 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 • • • • Together we are building strongneighborhoods, developing a sound economy, and providing a safe community." • The mission statement, broken down, forms four major sections in the plan: • Focusing on the Future — A summary of major trends "as a basis for the plan, • • Building Strong Neighborhoods — Compatible uses and services. enhancing • .quality of life. • Developing a Sound Economy— Components:that assist and keep our economy • growing. • • :Providing a Safe Community — Services that make theCity a safe place in which to live, work and recreate. • The final section concentrates on tools for the implementation of the plan. This • section identifies sources of funding, rules and regulations, financial incentives, and • cooperative efforts with other, governmental bodies. Appendices include specific. policies, land uses, and capital improvements for the 16 planning sectors, as well as • supporting materials. A glossary is also included. • • • • • • • • • • • • • • • • • • • A statement of vision and values guides the elements of the plan, emphasizing the values that are important to the residents of Fort Worth throughout each subject area. The plan is also guided by future population, economic and financial trends. Eighteen subject areas are addressed by identifying goals, objectives, policies, programs, and projects. At the end of most chapters, capital improvements have been identified, with cost estimates, funding sources, and dates scheduled for implementation. A Continuous Planning Process Fort Worth's Comprehensive Plan is intended as a 20-year plan that will guide the City's growth and development. As new data becomes available and new trends emerge, they will need to be incorporated into the plan so that it continues to be a useful guide. The citizens of Fort Worth will have the opportunity to be involved on a continual basis in planning for the City's future. Each fall, public workshops will be hosted throughout the City Citizens will be given the opportunity to review the status of the plan's implementation and to provide suggestions for updating and amending the plan document to reflect current conditions and changing needs. Annual amendments will ensure that the Comprehensive Plan remains a true 20- year plan for the City of Fort Worth. 3 FORT WORTH LINKAGES FORT WORTH'S CULTURAL DISTRICT COMES OF AGE 1998 Park, Recreation, and Open Space Master Plan LAKE WORTH DEVELOPMENT AND The MANAGEMENT PLAN Trinity River Master Plan 1990 DOWNTOWN FORT WORTH STRATEGIC ACTION PLAN STRATEGIC PLAN SOUTHSIDE MEDICAL DISTRICT,,_ Introduction • • • VISION AND VALUES • • • • • • • • • • • • • fip 4; • • • • • • • • • • The residents of Fort Worth expressed what they most value about Fort Worth, as well as issues that should be addressed over the next twenty years. The vision statement for the 2000 Comprehensive Plan has been shaped by citizens' comments and the City's vision to create strong neighborhoods, a sound economy, and a safe community The vision and values defined within the Comprehensive Plan represent the creative efforts of the community to lay a successful foundation for the future of Fort Worth. OUR VISION "By the year 2020, Fort Worth will be commonly recognized as the most livable city in Texas. Residents will be able to enjoy Fort Worth's friendly atmosphere and the opportunities that are associated with a growing, diversified economy. Fort Worth's public schools will produce well-rounded citizens and a skilled workforce to fill high paying jobs in local businesses. Fort Worth's air and water quality will also be superior, meeting the highest national standards. Residents and visitors alike will be able to enjoy Fort Worth's distinct blend of Western heritage and high culture. These attributes will be displayed most vividly in Downtown, the Cultural District, the Historic Stockyards, and the Southside Medical District, which will be linked by attractive pedestrian corridors and a light -rail trolley. Many residents will choose to live in mixed -use neighborhoods where they can safely and conveniently walk, bicycle, or take public transportation to work, shopping, and school. The Trinity Railway Express commuter rail system will connect Downtown Fort Worth to Downtown Dallas and to DFW International Airport. Fort Worth will preserve its unique identity and quality of life, while working with neighboring communities to make the Metroplex the world's next great metropolitan area." OUR VALUES During Comprehensive Plan meetings held throughout the communities of Fort Worth, eleven values were identified to define and guide the future for the City Those values included the following: preservation of western heritage, friendly small town atmosphere, promotion of free enterprise, protection of property rights, mobility, neighborhood vitality, youth, preservation of historic buildings and districts, conservation of natural resources, efficiency and equity in delivery of quality public services, and quality and diversity of cultural life. Preservation of Western Heritane Fort Worth's western heritage is deeply rooted in its history as the gateway to the West and as a busy outpost along the famous Chisholm Trail. We value this heritage by preserving and celebrating it in our Historic Stockyards District, our The Chisholm Trail Round -Up Fort Worth's strong Western heritage is evidenced in the annual Chisholm Trail Round -Up, attracting 800 urban cowboys to the banks of the Trinity River for a cattle drive from Downtown Fort Worth to the His- toric Fort Worth Stockyards. (Source: City of Fort Worth, 1999.) 5 Vision and Values brick paved streets, and the development of world class livestock and rodeo exhibit space. Our western heritage can also be experienced through the residents, friendly and unpretentious, as they speak with pride of their modern, easy paced city, still alive with legends of cowboys and cattle, larger than life wildcatters, ranching families, and business icons. Friendly. Small Town Atmosphere Although Fort Worth has exceeded a population of 500,000, the distinctive atmosphere remains one of friendly, helpful residents who are committed to the well-being of their city Visitors to Fort Worth are welcomed by citizens who are eager to share the unique character of their city Residents take pride in their communities and are willing to spend countless volunteer hours to ensure a safe and viable place to live, work, and play Promotion of Free Enterprise Fort Worth was founded by pioneering individuals who were willing to take risks and act on new ideas. That same entrepreneurial spirit still exists in Fort Worth today Our environment has fostered innovation and development for over a century We want to continue promoting new ideas and business, and to encourage new developments that will enhance Fort Worth's role as the diverse, economic center of the region. We want the benefit of a healthy economy so that all residents have an opportunity to improve their quality of life. Protection of Property Rishts The plentiful supply of land and the independence it symbolized attracted pioneers to settle Fort Worth. Our economy thrived, first on agriculture and then on oil. Land and its ownership were seen as wealth or a means to wealth. A strong connection was perceived between man's economic independence and the ownership of land. Though our economy has diversified, the traditions and attitudes shaped by our history are strong. We want to choose how we use our land, as long as it does not negatively impact a neighbor's use of property Mobility We value being able to safely move about the City with ease and convenience. We want streets and public transportation that conveniently move us throughout the City We want sidewalks that allow safe movement within our communities, and greenways that connect our parks and provide access to the City's natural resources. Neighborhood Vitality We believe a neighborhood has a chance at vitality when provided with quality community services, such as schools, parks, sidewalks, libraries, fire and police protection; secure boundaries; and convenient access to shops, businesses, and the rest of the City Residents who have pride and a sense of ownership in the neighborhood can actively work to preserve and improve the community We want citizens to be able to find a sense of belonging and ownership within a community, to gain access to needed services, and to have the opportunity to connect with other Vision and Values 6 The Proposed Intermodal Transportation Center The proposed Intermodal Transportation Center, to be developed at the intersection of Ninth Street and Jones Street in Downtown Fort Worth, exemplifies the value that Fort Worth assigns to mobility This facility, which is scheduled to open in 2001, will serve as a terminal for several transportation modes, including commuter rail service between Fort Worth and Dallas. (Sources: Fort Worth Transportation Authority and Gideon Toal, Inc., 1999.) 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 • • • • • • . • • • • • • • • • • • • • • • • • • • • • • • people. We want our children to have safe and supportive communities in which to grow Children and Youth We value the youth of Fort Worth as important contributors: to the City. Youths demonstrate their stake in community life through useful roles and opportunities for involvement. We are committed to offering a nurturing andsafe environment for our city's children by providing strong neighborhoods in which to live and play, quality child care, quality education, and diverse job opportunities. Preservation of Historic Buildings and Districts We value and respect our historic buildings and neighborhoods as reminders and teachers of our history We want to preserve our historic structures as a means of tying our western heritage to the future so that younger generations and visitors will have an authentic experience of our great history Conservation of Natural Resources We value our natural features, such as the Trinity River, lakes, rolling prairie lands, trees, vegetation, and wildlife, as resources. We want to protect, preserve, and enhance these resources for future generations. Where our stewardship has lapsed, we want to renew resources by planting trees, cleaning up and replenishing areas of degradation, and setting aside reserves for native vegetation and wildlife that once roamed the prairies. We want to decrease air and water pollutants so that we may have clean air and water for future generations. Efficiency and Eauitv in Delivery of Quality Public Services The City of Fort Worth will provide public services in the most efficient manner so that citizens can enjoy the best possible services for the least tax dollars. We want to have equal access to quality public services that meet the needs of our community We want quality infrastructure and services provided to all parts of the City to support economic viability and a high quality of life. We want all of our neighborhoods to have safe homes, parks, and streets. Quality and Diversity of Cultural Life Fort Worth is blessed with a rich and diverse cultural life. We celebrate our western heritage while enjoying local and international artistic and scientific contributions. We are also blessed with a diverse population, representing many ethnic groups that offer unique means of expression, traditions, and skills that should be celebrated to ensure continued diversity in our cultural life. Working from the existing conditions in the City, the chapters that follow make recommendations that will preserve and enhance the values identified by the citizens of Fort Worth. The Blackstone Hotel The Blackstone Hotel was vacant for many years and has re- cently been restored by Historic Restoration, Inc. and Marriott Hotels. The restored hotel opened in 1999 and is one of many historic structures in Fort Worth that have been preserved for future generations. (Source: Planning Department, 1999.) 7 Vision and Values • • • • • • • • • • • • • • • • • • • • • • • • • • PART I FOCUSING ON THE FUTURE • CHAPTER 1: POPULATION TRENDS • The population of the City of Fort Worth continues to grow and change. Growth • today is due to immigration, an increased birth rate, longer average life expectancy, • and domestic migration. It is important that Fort Worth consider its population trends in order to plan for the impacts of a larger population and,increasing • demands for public services. Several ways in which population changes affect the City will be discussed, followed by a general analysis of the trends in population • change. • • • • • • • • • • • • • • • • • • • • There are four basic reasons for studying population change in the City First, the City must be able to predict the costs involved in providing services in the future. Many service demands, such as those of water and wastewater, can be predicted by applying a ratio to the total expected future population. Since other services provided by the City apply only to specific segments of the population, it is important to know the composition of the population. For example, knowing the age distribution of a population is helpful in determining future needs for particular types of housing. Second, the City must be able to forecast revenues from various sources to meet future public service costs. Fort Worth derives revenues from several sources, including property tax and sales tax. These taxes can be predicted in the long run, but are susceptible to economic fluctuations. Per capita sales tax is often used as a predictor Conclusions can also be drawn about property tax from development activity, which is directly related to increases in population. Third, knowing the spatial distribution of population within the City is important for determining the need and location of new community facilities and the strain that will be placed on existing facilities. Land uses are also determined by the location of the population. As population increases and shifts to different parts of the City, demand for certain types of land uses will also shift. Lastly, population forecasts assist the City in determining the level of future land uses needed to support the predicted population. Each person will require a certain amount of space for certain uses. For example, the Parks and Community Services Department uses a formula of 2.5 acres of parkland per 1,000 persons to plan for future Neighborhood parks. Similar predictions can be made for other land uses as well. Factors Affecting Population Change The change in population in the City of Fort Worth is affected by four basic factors: 1) People are living longer; 2) Foreign migration has been steady for many years, particularly from Mexico and other Latin American countries, according to the State Data Center; 3) Fort Worth and Texas as a whole are experiencing high birth rates; and 4) Domestic migration is also continuing, though at reduced rates from the • • 9 Fort Worth Population Change, 1950 - 2020 700,000 600,000 500,000 c 400,000 a 300,000 200,000 100,000 0 1950 1960 1970 1980 1990 2000 2010 2020 Year Fort Worth's population grew by about 1.2 percent annually from 447,619 in 1990 to 490,500 in 1998. The population is expected to increase from its 2000 level of 516,150 to a projected level of 630,000 by 2020 (Sources: U.S. Bureau of the Census, 1950-1990; NCTCOG, 2000; and Planning Department projec- tions, 1999.) Chapter 1 Population Trends 1980s. A robust economy, particularly in the high technology industries, continues to prompt corporate relocations to the City The low local unemployment rate encourages companies to recruit workers from other areas of the country, further contributing to migration. Total Population According to the North Central Texas Council of Governments (NCTCOG), the total population of Fort Worth increased from 447,619 in 1990 to 516,150 in 2000. This represents an annual growth rate of 1.3 percent, slightly lower than the 2.0 percent annual growth rate of the Fort Worth -Arlington Primary Metropolitan Statistical Area (PMSA) during the same period. Central cities typically experience slower growth rates than suburban areas, so this is not unusually low For example, the City of Dallas grew at a rate of 0.7 percent per year during the 1990s, compared to its urbanized area annual growth rate of 2.2 percent. Fort Worth is in a position to grow in future years because many suburban cities in the Fort Worth -Arlington PMSA are unable to extend their city limits. Once they have exhausted their supply of vacant land, it is predicted that growth will shift to Fort Worth. The City of Fort Worth is not bounded by other municipalities to the northwest and west, and approximately 49 percent of land within the city limits was vacant in 1995 The 1998 population of Fort Worth, including its extraterritorial jurisdiction (ETJ), was estimated to be 518,000. An ETJ is an area of land located a certain distance beyond the city limit line that a city has a right to annex. Chapter 43 of the Local Government Code, State of Texas, defines the size of a city's ETJ based on population. Cities that have a population of 100,000 or more have a five -mile ETJ A precise calculation of the ETJ population is impractical since the ETJ boundary does not conform to any census geography for which data is available. Traditionally, developers petition the City for annexation prior to major developments in the ETJ because of the need for city services, such as water and sewer Because of rules governing the minimum lot size for individual septic sewers, residential growth in the ETJ will likely be limited to less than one unit per acre. Planning Department projections indicate that the population of the City of Fort Worth will likely grow at an average rate of 1 1 percent annually from 2000 through 2020, eventually reaching 630,000. During the same period, the Fort Worth - Arlington region is projected to grow by 1.2 percent annually, and the Dallas -Fort Worth region by 1.5 percent annually These growth rates are slightly lower than those experienced in the past, and are based on postulations by demographers at the State Data Center that the economic boom drawing domestic migration will not continue at its current pace. In addition, growth in the Mexican economy and demographic changes in Mexico will slow international migration. It should be noted that actual population growth may be higher or lower than expected. Examples of factors that could cause population growth to decelerate might include a prolonged economic crisis that slows business expansion or Chapter 1 Population Trends 10 Fort Worth Race and Ethnicity, 1990 White (Non Hispanic) 56% Other Race (Non Hispanic) 2% Hispanic (All Races) 20% Black (Non Hispanic) 22% White non -Hispanic persons accounted for the majority of Fort Worth's population in 1990 (Source: U.S. Bureau of the Census, 1990.) Fort Worth Race and Ethnicity, 2020 Hispanic (All Races) Black 33% (Non Hispanic) 18% Other Races (Non Hispanic) 5% White (Non Hispan c) 44% Minorities will collectively make up the majority of the population by the year 2020. (Source: Planning Department projections, 1999.) 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 • • • • • • • • • • ,• • • • • • • • • • • • • • • • • necessitates an increase in local tax rates. Conversely, examples offactors that could cause population to increase might include a complete build -our of neighboring suburban cities that would shift growth to Fort Worth, or aggressive annexation in response to developments in the City's ETJ Race and Ethnicity According to the 1990 Census, Hispanics made up 20 percent of Fort Worth's total population. Currently, this ethnic group is the fastest growing sector of the population in Fort Worth and Texas. Races categorized as "other," primarily Asian and Pacific Islander, are also gaining in percentages, while white and black races are declining in share. Planning Department projections indicate that minorities will collectively make up the majority of the City's population by the year 2020. By the year 2000, Hispanics will constitute 24 percent of the population, and are likely to make up over 33 percent by 2020 if current trends continue. Agg While the aging baby boom generation (those born between 1946 and 1964) is expected to increase demand on social services, Fort Worth is a relatively young city compared to national and state demographics. The 1990 Census reported a median age of 30.3 in Fort Worth, 30.8 for the State of Texas, and 32.9 for the United States. The number of persons over 65 in the City was 50,225 According to Planning Department projections, this figure will decline in the next few years, but will increase again between 2010 and 2020 as the first members of the baby boom generation reach the age of 65 in 2011 Between 2010 and 2020, the number of persons aged 65 or older will grow from 43,000 to 54,000. This age group will continue to grow beyond 2020 to 2029, when the remaining portion of the baby boom generation reaches 65 The number of school -age children is also expected to increase. The number of children in the City of Fort Worth between the ages of 5 and 19 is expected to increase from 93,833 in 1990 to approximately 128,000 by 2010, and to 137,000 by the year 2020. This will increase the need for educational facilities and resources for youth. The greatest growth will occur in the general working -age adult population, which will help to offset the increases in young and elderly populations. The adult population between the ages of 20 and 64 will increase from 264,729 in 1990 to approximately 387,000 by 2020. If current trends continue, there will be more working adults per dependent population in 2020 than in 1990. Population by Sector There are no reliable projections of populations of the City of Fort Worth's 16 planning sectors. However, inferences can be made based upon current conditions, observed patterns of growth, and expected citywide changes. Sector populations are estimated based upon the most closely matching census geography This is an imprecise estimate because census geography may not closely match the boundaries of the sector Five of the 16 planning sectors include areas outside the city limits in the ETJ 11 80-84 70-74 60-64 50-54 40-44 30-34 20-24 10-14 0-4 30,000 20,000 Fort Worth, Age Groups, 1990 Female 4 Male 10,000 0 10,000 20,000 30,000 Persons The number of persons 65 and older was 50,225 in 1990 while the number of school -age persons ages 5-19 was 93,833. (Source: U.S. Bureau of the Census, 1990.) 80-84 70-74 60-64 50-54 40-44 30-34 20-24 10-14 0-4 30,000 Fort Worth Age Groups, 2020 20,000 10,000 0 10,000 20,000 Persons 30,000 The number of persons over 65 years of age will likely grow to 54,000 by 2020, while the school -age population, ages 5 to 19, will likely grow to 137,000 (Source: Planning Department projections, 1999.) Chapter 1 Population Trends Between 1990 and 1998, population growth has been greatest in the Far North, Eastside, and Wedgwood sectors. This growth is attributed to the availability of large tracts of developable land in these sectors. The Eastside and Far North sectors exhibited the largest volume of growth due to residential developments such as River Trails, River Bend Estates, Stone Hollow, Park Glen, and Summerfields. This trend is expected to continue as large residential developments, such as Arcadia Park and Trace Ridge, expand beyond North Tarrant Parkway The Wedgwood and Far Southwest sectors will also experience a high percentage of growth as Summer Creek, Meadow Creek South, and Columbus Heights subdivisions expand. The greatest percentage of growth between 1990 and 1998 has occurred in the Downtown sector, adding over 600 residents at an annual growth rate of 5.8 percent. In 1993, Downtown Fort Worth, Inc. set a goal of creating 1,000 new housing units in Downtown by the year 2000. In the six years since the goal was set, 426 units have been added, over 500 units are under construction, and just over 200 more are in the design phase. Other central city sectors have exhibited much slower growth rates than the Downtown sector, primarily due to their older housing stock and lack of large tracts of developable land. Many central city sectors experienced a population decline in the 1980s, but are now gaining population. Race by Sector The Southeast Sector has the largest percentage of minority residents, with 81 percent of its total population comprised of black, Hispanic, and other Northside, Southside, and Northeast sectors follow with 71, 63, and 57 percent minority populations, respectively All five of the outlying sectors are less than 20 percent minority The only sector inside the Interstate 820 Loop whose population is less than 20 percent minority is the TCU/Westcliff sector According to the State Data Center, the Hispanic population in Fort Worth is growing at a rapid rate, while black and white populations are growing very slowly Data from the Fort Worth Independent School District (FWISD) indicate that the percentage of Hispanic students has increased in almost every elementary school in the FWISD since 1990. The highest percentage. of Hispanic student population growth has been in schools located in the Northeast and TCU/Westciiff sectors. All elementary schools in these sectors show a 15 percent average increase in the Hispanic student population since 1990. Aae by Sector In 1990, the Downtown sector had the highest percentage of persons aged 65 and older, at 48 percent. Arlington Heights, TCU/Westcliff, and Far Southwest sectors all had 18 percent. The Far North sector had the smallest percentage at only two percent. Downtown is likely to see an increase in younger age groups in the next few years as the number of residential developments appealing to young professionals increase in the area. Since the baby -boom generation is projected to Chapter 1 Population Trends 12 Population Density, 1990 0 1 dot = 50 population population is concentrated subdivisions outside the Loop in the north Bureau of the Census, 1990.) Fort Worth's inside Loop 820 and in and southwest. (Source: U.S. 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 • • • begin turning 65 years old in the year 2011, it is likely that the percentage of seniors in all sectors will increase proportionately • The sectors with the largest percentages of school -age children were Southeast, Far North, Northside and Sycamore, each of which had more than 20 percent. ,• Downtown had the least with only eight percent, followed by TCU/Westcliff.at 11 • percent. The trend toward larger school -aged populations has already become evident in many central city sectors. A recent FWISD study reported that • elementary school enrollment is up by more than 4,000 since 1990. This trend is • likely to continue as redevelopment projects increase the number of residents in the central city sectors. • ChallengesandOnnortunities • The total population of Fort Worth will continue to grow each year In 2000,.the • City's population was 516,150, with a projected 2020 population of 630,000. Increased population will place additional demands on existing community facilities II and infrastructure, and will result in the need for additional and expanded facilities. • Shifting populations within the City will result in changing land use patterns and will help determine the location of new facilities. • • • R • • • • • • • • • • • • • While the City's total population grows, there will also be many changes in the composition of the population. Minorities will collectively become the majority by the year 2020. The percentage of the population over the age of 65 will increase between 2010 and 2020. Changes in age composition will result in a need for different types of housing and services. • • 13 Minority Population, 1990 by Census Tract > 50% Black > 50% Hispanic > 50% Collectively rw '' Miles The Northside, Southside, and Southeast sectors of the City have the highest concentrations of minority population. (Source: U.S. Bureau of the Census, 1990.) Chapter 1 Population Trends 0 O CHAPTER 2: ECONOMIC TRENDS 0 0 0 to The economy of Fort Worth is influenced by international, national, state, regional, and local factors. The prosperity of the City is linked to domestic and international changes. In recent years, cutbacks in defense spending by the U S. Government have resulted in reduced employment levels at area defense contractors such as Lockheed -Martin Marietta. Once highly dependent on defense spending, Fort Worth has diversified its economy to offer more services, largely through small business O development. Growth in communications and consumer electronics has led to rapid job growth, with the addition of businesses such as the new Southwestern Bell corporate call center and cellular phone manufacturer Nokia in the Alliance area. The improvement seen in the national economy in recent years has increased the 0 discretionary incomeofmany families, enabling them to take more vacations and purchase luxury items. Increased numbers of visitors to Fort Worth and the success O of motorcycle manufacturer American Ironhorse are examples of how Fort Worth ® has benefited from the growing national economy In addition, Fort Worth is increasingly competing in an international market. Lockheed -Martin and Trinity O Equipment are examples of Fort Worth companies that derive more than half of their annual sales from exports. These and other companies must continually adapt O their technologies to maintain an advantage over competitors in other countries, where wages may be lower This is particularly true when international economic events, such as the 1995 devaluation of the peso in Mexico and the Asian economic crisis, reduce international wages and foreign purchasing power 8 0 This chapter discusses some of the major economic indicators for the region, details some of the major economic attributes of the City of Fort Worth, and correlates national and international events to regional trends. There are three basic reasons for attempting to assess and predict changes in the ® economy First, the costs of providing certain City services are related to the level of production of the economy Industrial uses require water, wastewater, police, fire, environmental, and other services. The costs of providing certain water and wastewater services are absorbed by impact fees, but others are not. Estimates for ® quantity and type of streets, public transportation facilities, schools, water and ® sewer facilities, and other community facilities are all based on the amount and spatial distribution of population and economic activity in the City 0 0 0 Q Second, just as it costs money to provide services to industry, these same industries provide the tax dollars that pay for the services. The City must be able to predict whether a public investment will ultimately pay for itself. The rate at which the economy expands drives growth not only in population, but also in sales taxes, property taxes, hotel taxes, impact fees, and other revenue sources. Lastly, knowledge about the economy is useful in predicting land use needs and in creating policy An expanding economy and population generally means more land is being developed. Every sector of the economy uses land in a specific way By w c U) a) a. Employment by Place of Work, 1990-2020 1,200,000 1,000,000 800,000 600,000 400,000 200,000 0 O rn O O 0 O N 0 0 N to N Fort Worth Fort Worth -Arlington Metro Area 0 0 Employment has grown by 1 6 percent annually in Fort Worth between 1990 and 1998 and is forecast to grow at approximately 1.9 percent annually through 2020. (Source: Planning Department, 1999.) $ 60,000 50,000 40,000 30,000 20,000 10,000 0 rn co 0 co Median Household Income, 1989-2000 a) v rn a) rn co rn rn co rn a) rn 0 0 0 N Median household income for the Fort Worth -Arlington PMSA increased from $37,600 to $57,400 between 1989 and 2000 (Source: U.S. Department of Housing and Urban Development, 2000.) 15 Chapter 2: Economic Trends analyzing the growth trends in the various sectors, the amounts of land that will be needed for commercial and industrial uses in the future can be predicted. Policy can be developed to encourage growth in appropriate areas with adequate infrastructure and community facilities and allow for the efficient provision of additional facilities. Total Employment The total non-agricultural employment for the City of Fort Worth grew by 1 6 percent annually from 330,350 in 1990 to 375,450 in 1998. The total number of persons reporting for work inside the Fort Worth city limits accounts for almost 50 percent of all 754,300 jobs in the Fort Worth -Arlington Primary Metropolitan Statistical Area (PMSA). During the period from 1990 to 1998, Fort Worth accounted for 32 percent of all new jobs in the PMSA. When compared to the Dallas -Fort Worth Consolidated Metropolitan Statistical Area (CMSA), the City of Fort Worth accounted for 14.6 percent of total jobs and claimed 10.4 percent of all new jobs between 1990 and 1998. Suburban cities experienced the greatest percentage of new job growth in the 1990s, primarily due to the growth of the telecommunications industry, and other related industries, within suburban areas. The Perryman Group forecasts job growth in the Fort Worth -Arlington PMSA to continue, though at a slightly slower rate than that of the past few years. Between 1990 and 1998, the PMSA gained jobs at a rate of 2.6 per year Growth is expected to slow in the next 20 years to only 2.1 percent annually The State Comptroller predicts that job growth in the State of Texas is expected to slow as well, from 2.9 percent annually to only 2.2 percent annually through the year 2020. These predictions take into account the slowing of the national economy in the face of increasing global competition and tightening labor markets. Based upon the predictions of job growth in the Fort Worth -Arlington PMSA by Perryman, the Planning Department expects that the City of Fort Worth job growth will increase at a rate of 1.9 percent annually through the year 2020. This assumes that Fort Worth's share of jobs in the PMSA will only decrease by two percent to 48 percent by 2020 before leveling off or rebounding. This assumption is based on the calculation that Fort Worth has 49 percent undeveloped land and a vast ETJ of approximately 350 square miles that is mostly undeveloped. Moreover, many other cities in the PMSA are landlocked and are rapidly developing the remainder of their vacant land. If these assumptions hold true, the City of Fort Worth will likely reach a total employment of approximately 570,000 by the year 2020. Employment by Industry, Estimates of employment by industry are only available for working residents of the Fort Worth -Arlington PMSA, the primary area from which Fort Worth draws its workforce. • Services have been growing rapidly nationwide. With new, efficient communications, businesses are increasingly able to sell services in distant markets, making services an export commodity More service workers will be Chapter 2: Economic Trends 16 Employment Growth, 1990 -1995 by Census Tract > 30% 15% to 30% 0% to 15% Loss Employment growth has been greatest in the Far North sector of Fort Worth due to Alliance Airport and related development. Central Texas Council of Governments, 1998.) (Source: North • • • • •, • • • • • • • • • • • • • • • • • • • • • • • • • • • • 00 0 o 0 - 0 e 0 0 0 0 0 0 � 0• 0 needed in the future to, maintain the proliferation of high tech equipment. Health services will also increase in response to greater demand, and tourism and other personal services will increase in response to greater household discretionary incomes. • Trade has been responding positively to the increase in personal income. Wholesale and retail sales will continue to increase as people earn more and have greater discretionary income, resulting in greater trade employment. • Manufacturing increased by nine percent between 1992 and 1998, largely due to growth in consumer electronics. Manufacturing is expected to gain in absolute numbers of jobs, but decline in share of employment totals. • Government has been growing at a rate necessary to maintain level of service. Federal, state and local governments are under pressure to reduce taxes and become more efficient. • Transportation, communication, and utilities will likely continue to grow According to Dr Ray Perryman, business economist at the Edwin L. Cox School of Business at Southern Methodist University, transportation has received a large boost in Texas with the passage of the 1993 North American Free Trade Act, reducing barriers to trade with Mexico. According to the State Comptroller, Texas exports to Mexico jumped by 22 percent between 1993 and 1996. During the same period, the value of the peso declined, severely diminishing Mexican purchasing power Transportation is likely to increase, due to Fort Worth's central distribution location. Almost 90 percent of the nation's markets can be reached by truck or rail from Fort Worth within 48 hours, according to the State Comptroller Communications will continue to boom as Internet and cellular technologies are used to boost business productivity, while utilities continue to consolidate in anticipation of deregulation. • Construction has followed on the heels of economic expansion and low interest rates. As national economists, such as those with WEFA (Wharton Econometric Forecasting Associates), predict a slowing economy and increases in interest rates nationwide, employment in the construction industry is expected to slow in coming years. • Finance, insurance, and real estate have benefited recently from low interest rates and expansion of banking services. This trend will likely slow for the same reason that construction will slow • Mining in Texas is dominated by oil and gas production, and suffered in the years when crude oil prices were low Domestic production is expected to decline further, according to the State Comptroller, as many Texas wellheads are being capped. All industry sectors in the Fort Worth -Arlington PMSA are expected to add jobs, with the service industry predicted to out -perform all others. Perryman forecasts that trade, finance, insurance, real estate, manufacturing, government, and agriculture will fall slightly as a percentage of total employment, while services will climb to 29 percent by 2003 The State Comptroller projects that the service sector will see the greatest growth statewide through the year 2020. Services are expected 17 Employment by Industry, 1998 Agriculture & Others 1% Construction 5% Trade 25% Finance, Insurance, & Real Estate 4% Services 27% Mining 1% Manufacturing 15% Government 13% Transportation, Communicatio n & Utilities 9% Services and trade were the largest employment sectors in the Fort Worth -Arlington PMSA in 1998. (Source: The Perryman Group, Inc., 1998.) Percent Unemployed Unemployment Rate, 1990-1999 Annual Average 10 V 1990 1991 1992 1993 1994 1995 1996 1997 1998 1999 Year The unemployment rate for the City of Fort Worth has fallen from over nine percent in 1992 to 4 1 percent in 1998. (Source: Texas Workforce Commission, 2000.) Chapter 2: Economic Trends 111111101111110.116.. WISWIMBINON to increase from 28 percent to 35 percent of all jobs between 1998 and 2020. Manufacturing is expected to decrease from 12 percent to 9 percent during the same period. The total number of jobs is expected to increase in all industries except mining. Unemployment The unemployment rate is low in Fort Worth, Texas, and the United States. In 1999, the percentage of the Fort Worth civilian labor force that was unemployed had fallen to only 4 1 percent from a high of 9 4 percent in 1992. In 1999, the Fort Worth -Arlington PMSA unemployment rate was 3 1 percent, and the State of Texas had an unemployment rate of 4.6 percent. Nationwide, the unemployment rate was only 4.2 percent in 1999 These low unemployment levels present a challenge for area businesses seeking workers. For example, the Dallas -Fort Worth metro area now has a shortage of skilled workers for its fastest growing high-tech industries. Real Gross Area Product Real gross area product measures the output of the economy in value as adjusted to 1992 dollars. The Perryman Group, Inc. is the sole source of estimates for regional figures. Its economists predict that the real gross area product for the Fort Worth - Arlington PMSA will continue to grow by 3.6 percent annually through 2020, a conservative drop from the four percent seen annually between 1990 and 1998. The State Comptroller predicts the real gross state product to continue to grow at 3.5 percent per year through 2020, slightly better than its 1990 to 1998 performance. The U S. gross national product is predicted to continue increasing at its current pace of 2.2 percent annually Indications are that our regional economy will grow at a faster rate than both the State and National economies. Retail Sales According to the State Comptroller, total retail sales in the City of Fort Worth increased 4.8 percent annually from $4.1 billion in 1990 to $6.0 billion in 1998. During the same time period, retail sales in the Fort Worth -Arlington PMSA grew by 4.6 percent annually, while the Dallas -Fort Worth CMSA averaged an 7.5 percent annual gain. Per capita retail sales in the City of Fort Worth compare favorably to the Fort Worth -Arlington PMSA at. approximately $12,200 per person per year, but lag behind the Dallas -Fort Worth CMSA, which exhibited a per capita retail sales figure of $16,191 in 1998. Low inflation and high consumer confidence help fuel retail sales. Although the Federal Reserve has increased the federal funds rate in the past year to slow the economy based upon fears of inflation, economists do not expect a major slowdown. Perryman predicts a rate of 6.2 percent for the PMSA through 2020. Personal Income Per capita personal income for the Fort Worth -Arlington PMSA was estimated to be $25,155 in 1997, which was: higher than the State at $23,647, but less than the United States as a whole at $25,298. According to Perryman, the Fort Worth figure has increased by 4 7 percentannually between 1990 and 1997, well ahead of Chapter 2: Economic Trends 18 Real Gross Area Product, 1980-2020 100 80 60 40 20 0,...... m co O) O) r � „o,,,,Lt) 0.,,,u 0) 0) 0 0 0)1 0)•- 0 N N Year 0 0 N u) 0 N N Real Gross Area Product for the Fort Worth -Arlington PMSA has grown by four percent annually between 1990 and 1998 and is forecast to continue to grow by 3.6 percent annually through 2020 (Source: The Penyman Group, Inc., 1998.) $ 14,000 12,000 10,000 8,000 6,000 4,000 2,000 0 1990 Per Capita Retail Sales, 1990-1998 1991 1992 1993 1994.1995 1996 1997 1998 Year Per capita retail sales for the City of Fort Worth grew by an average of 3.5 percent annually between 1990 and 1998. (Source: Texas State Comptroller, 2000.) a • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • 0 0 0 O to 0 `O O O O O 0 inflation. Personal income for the State shows a similar increase of 4.6 percent per year, while the annual national growth rate of 4 1 percent indicates that the area income is catching up. Perryman forecasts that personal income in the PMSA will increase at a rate of about 4.8 percent annually to $73,577 in 2020, while the State Comptroller predicts that statewide personal income will continue to grow by 4.6 percent annually to $66,275 in 2020. Cost of Livinu The 1999 cost of living in the Dallas -Fort Worth CMSA was lower than most other large metropolitan areas in the country, according to the U S. Bureau of Labor Statistics Consumer Price Index (CPI). The Dallas -Fort Worth CPI was 158.0, compared to Los Angeles at 166.1, and Boston at 176.0. While CPI figures are not available for the City, evidence indicates that Fort Worth's cost of living is lower than that of many other cities in the Metroplex. Housing represents 39.5 percent of all items used to calculate the CPI. The median sale price of a home in Fort Worth was $78,000 in 1999, compared to $121,500 in Dallas, according to the Real Estate Center at Texas A&M University The average apartment rent in 1999 was $575 per month in Fort Worth, compared to $660 per month in Dallas, according to M/PF Research, Inc. Inflation is the change in the CPI. Nationally, inflation dropped to 2.2 percent in 1999 and has averaged only 3.3 percent throughput the 1990s. This is a significantly better performance than in the 1980s, when inflation was as high as 10 O percent in some years. The Texas Comptroller predicts that the CPI will rise by an average of 2.8 percent per year through 2020. Perryman is slightly more optimistic, O expecting inflation in Texas to continue at only 2.7 percent for the next 20 years. Economists at the Federal Reserve Bank are concerned about inflation, and caution Othat the current low levels of inflation may not last over an extended period of time. O Current factors affecting inflation include depressed prices of goods imported from Asia. As the domestic labor market tightens and wages increase, the dampening ® effect of international factors on the domestic economy will be diminished. This will cause consumer prices to rise at a faster rate in the future. 0 0 0 0 0 0 0 0 0 O 19 Employment by Sector The Far North sector exhibited the most significant employment growth in the City between 1990 and 1998, adding almost 11,000 jobs at an average annual growth rate of 11.5 percent. The highest concentration of new jobs occurred primarily in the Alliance Airport vicinity, including Alliance Gateway and the Intermodal facility Jobs were also added in Fossil Creek, Mercantile Center, and Mark IV industrial parks. Downtown was second in number of new jobs, with approximately 3,600 new positions added during this period to bring the total employment to approximately 51,000. However, because Downtown already had almost 48,000 jobs in 1990, the percentage increase in jobs for this area amounted to only one percent annually Other growth areas included the TCU/Westcliff sector, with a large new shopping center; the Western Hills/Ridglea sector, which benefited from the recommissioning of the Naval Joint Reserve Base; the Eastside sector, which Unemployment Rate, 1999 by Census Tract Unemployment is highest in the Northside and Southeast areas of Fort Worth. (Source: Texas Workforce Commission, 2000.) Chapter 2: Economic Trends includes CentrePort and several new retail establishments, and the Northside sector, where the Stockyards have been redeveloped into an entertainment district. Only the Far West has performed poorly in job growth, as there has been primarily residential development west of Loop 820. Unemployment by Sector While the unemployment rates for the City and the metro area recently reached all- time lows in 1998, there are parts of the City where high levels of unemployment still exist. Estimates of civilian labor force and unemployed persons from the Texas Workforce Commission by census tract reveal that the Southeast, Northeast, Northside and Southside sectors still have unemployment rates of seven to ten percent. Median Household Income by Sector According to U S. Census figures, the Downtown sector had the lowest median household income in 1989, at $11,393 However, in the last 10 years, Downtown has seen increased residential development, with 426 units of up -scale housing added. Southeast, Northside, Southside, and Northeast sectors all had median incomes below the citywide median of $26,086. The Far Northwest sector had the highest median income, at $49,806. The Far Southwest sector also had a relatively high median of $42,964.. The Wedgwood and TCU/Westcliff sectors had the highest median incomes of all central city sectors, both more than $40,000 per year Challenges and Opportunities The changing economy provides Fort Worth with several challenges and many opportunities. As economists predict a slowing economy for the area and nation, the City must be prepared with policies that mitigate that impact. The low unemployment rate, while improving per capita income in the short term, puts upward pressure on wages, resulting in inflation in the long term. Chapter 2: Economic Trends 20 Median Household Income, 1990 by Census Tract > $30,000 $15,000 to $30,000 < $15,000 Miles • Incomes arehighestin the Far North, Far Northwest, Wedgwood, and Far Southwest sectors of Fort Worth. (Source: U. S. Bureau of the Census, 1990.) '0 0 0 0 0 0 0 0 0 0' 0' 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 `I • • • • • • • • • '• • • • • • • • • • CHAPTER 3: FINANCIAL TRENDS Population and economic trends greatly affect the financial, planning process of the City, as do international, national, and regional financial__ trends. City officials must consider these, as well as City revenue trends, existing and potential debt service, and the cost of new facilities when responding to the needs of citizens. Periods of economic contraction require budgeting austerity to continue providing services to citizens. Economic expansion and population growth call for detailed fiscal planning to provide new infrastructure and public services. This chapter presents information on financial planning as it applies to a local governmental entity and summarizes past, present, and projected future financial trends of the City of Fort Worth. Monies received by the City are accounted for by using a City Operating Budget. Accounts are grouped under Enterprise Funds, General Funds, Internal Service Funds, Special Funds, and Debt Service Funds. The flow chart shown on the right lists specific departments funded through each. Enterprise funds account for City services that are financed and operated much like private businesses, where the costs of providing services (both operating and capital costs) are financed primarily through user charges. The City seeks to eliminate all forms of subsidization to utility enterprise funds. The General Fund has the largest amount of activity since all tax revenue is run through this fund. Internal Service Funds are established to account for the financing of goods or services provided by one department of the City for another Special Fund accounts are set up to track revenue and expenses incurred for various items listed. Money received from grants is handled through a separate budget. The adopted Grants Consolidated Action Plan for June 1, 1999 through May 31, 2000 shows a total allocation of slightly over $11,532,782 from the U S. Department of Housing and Urban Development (HUD) to the City of Fort Worth. The money was from four basic grants. Community Development Block Grant, Emergency Shelter Grant, Housing Opportunities for Persons with AIDS, and the HOME program. Funds are allocated for administration, community facilities, housing programs, public service programs, economic development, emergency shelter, and unprogrammed funds. Fort Worth has an abundance of resources and a diverse economy that has made it successful in attracting new businesses, investment, and jobs. According to the North Central Texas Council of Governments, the number of jobs in the City increased by 13 4 percent from 330,350 in 1990 to 375,450 in 1998. The City has ample land for growth, excellent job -training facilities, a growing population, and adequate infrastructure. These positive factors are an indication of economic prosperity, which typically leads to an expansion of the economic base and increased income for the City In 1999, Fort Worth has an Aa2 (high quality) bond rating from Moody's Investors Service, a declining ratio of debt service to revenue, and increasing sales tax and property tax revenues. 21 Enterprise Funds Total City Operating Budget General Fund Operating Operating Departments Departments 1 I Debt Service —Two Accounts - Golf Airports Water & Wastewater Municipal Parking Solid Waste Internal Service Operating Departments Mayor & Council City Manager Housing Development Human Relations Employment & Training Internal Audit City Secretary Law Finance Human Resources Risk Management Transportation & Public Works City Services Planning Public Events & Facilities Police Fire Municipal Court Public Health Environmental Mgmt. Parks & Community Servs. Zoo Library Non -Departmental Special Funds Accounts Culture & Tourism Lake Worth Trust Insurance Cable Communications Grants Railtran Awarded Assets Crime Control & Prevention District City Store Environmental Mgmt. Fund Temporary Labor Office Services Equipment Services Engineering Information Systems The City's operating budget is composed of four funds which support operating departments and City accounts. Information in this chapter looks at the financial trends that impact these funds. (Source: Budget Office, 1999.) Chapter 3: Financial Trends Revenues The largest single source of revenue for the City of Fort Worth is from local taxes. property (ad valorem) taxes and sales taxes. Fort Worth relies heavily on property tax revenues, with about 50 percent of general fund revenue collected from this source. Ad valorem taxes are paid on real property (real estate) and personal property according to the assessed value. Texas law states that all property is assessed on the basis of 100 percent of its appraised value, and real property must be re -appraised every three years. Certain exemptions are allowed that lessen the tax burden for homestead property owners, persons 65 or older, and disabled persons. As a result, some properties are totally exempt from taxes. Local jurisdictions set their own tax rates. Over the past ten years, the City's property tax rate has changed numerous times. It increased 28 percent from 73.9 cents per $100 value in 1986 to 95 cents per $100 value in 1994 The rate has been reduced four consecutive times since FY 1994-95, from 97.35 cents to 89 75 cents per $100 value in FY 1998-99 This rate is the lowest since 1986. The reduction in taxes has been possible due to an 18 percent increase in total assessed value of real property during this ten-year period. Several factors contributed to this increase: 1) Total value of all new construction increased from $228 million to $522 million. 2) New single family homes have been built at an average of 1,670 per year since 1989, and in 1998, the average value of new homes was higher than that of existing homes ($92,000 compared to $58,484). 3) Vigorous reassessment of real property by Tarrant County Appraisal District helps to increase revenue by reflecting the current value of real estate. Although the tax rate on property has been reduced, it remained 44 percent above the average tax rate of five other major Texas cities in FY 1998-1999 Arlington, Austin, Dallas, Houston and San Antonio tax rates averaged 62.38 cents per $100 value in 1999, with Austin having the lowest rate at 51 42 cents. One possible reason for this is the relatively low value of the existing housing stock in Fort Worth. In FY 1998-1999, the appraised value of Fort Worth residential real estate was 66 percent below the average value in the five major Texas cities listed above. This relatively lower value is desirable for affordability, but necessitates a higher tax rate for property owners. What tax payers actually pay in taxes on an average home is only four percent greater in Fort Worth than in San Antonio. The rate of new construction is expected to continue in the short run, assuming the economy remains healthy and mortgage rates remain low Building activity is expected to level off during the next three years. As noted above, the average value of new homes being built in 1998 was $92,000, while the average value of existing homes was $58,484. The higher average value of new homes will help balance the comparatively low value of housing stock found in central city locations. Sales tax, the second major source of tax revenue, comprised 21 47 percent of the General Fund in FY 1998-99 Total collections from sales tax in Fort Worth are increasing. Relying on one major source of income (ad valorem tax) for the City is Chapter 3: Financial Trends 22 General Fund Revenues (Adopted Budget FY 1998-99) Other 9% Current Services 5% Licenses & Permits 11% Sales Tax 21% Fines & Forfeitures 4% Property Tax 50% Property tax and sales tax revenues account for the majority of money in the General Fund. Estimated percentages of revenue for 1998-99 fiscal year are shown above (percentages are rounded up) (Source: Budget Office, 1998.) Total Revenue Property Tax Trends Millions $ 160 140 120 100 80 60 40 200 C7) e0) N 0) eet Off e) c) e)) ef' ($) o) ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ 1 ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■■ III ■■■■■■■1 ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ I 11■1111■11111111111 0) e) * Estimated 1 Revenue Tax Rate 100 80 60 40 20 0 Tax Rate per $100 The total amount of revenue collected from property taxes has been increasing since 1995. Tax rates were reduced from 92.00 cents in 1998 to 89.75 cents in 1999 Property tax revenues are expected to be about $149`million in 1999_ (Source: Budget Office, 1999.) •' • • • • • • • • •' • • • •' • • • • • • • • • • • • • • • • • • • 0 '0 c0 :0 '0 t0 considered risky; therefore, increasing sales tax collections is desirable. This increase can only be accomplished by increasing sales, on which the tax is based, since the base tax rate of 6.25 percent is set by the State and goes to State Revenue. Local jurisdictions are permitted to collect an additional two percent, maximum for city revenue. The City of Fort Worth collects the maximum, and money is allocated to the following: one percent to the General Fund, 0.5 percent to the Fort Worth Transportation Authority Fund, and 0.5 percent to a special Crime Control and Prevention District Fund. Sales tax collections are affected by national and local economic trends, including availability of discretionary income, shopping facilities, and tourism revenues. Since all three of these factors are increasing, it is expected that sales tax revenues will increase proportionally From 1994 to 1998, sales tax revenue per capita in Fort Worth increased from $105 to $130. Fort Worth's 1998 revenue per capita was higher than that of El Paso ($67) and San Antonio ($106), but lower than that of Austin ($171), Dallas ($178), and Houston ($166). _ A study of trends in all sources of revenue reveals that General Fund revenues have grown from $96 million in 1980 to $303 million in FY 1998-99, primarily due to O increases in total property tax revenues. Revenues from services have fallen from O 12.1 percent to 4.9 percent during this time period. Expenditures It is anticipated that approximately 55 percent of all revenue will be spent for O General Fund items, 32 percent for water and wastewater services, and less than O five percent each on the Crime District, solid waste and miscellaneous expenditures. General Fund expenditures are grouped under three main categories in accordance with the City's mission statement: strong neighborhoods, sound economy, and a O safe community Although each department strives to achieve all of these goals, departments are categorized under the specific goal that best describes their primary O focus. From FY 1990 to FY 1999, the budgets of the Library, Police, and Fire O Departments increased 47 percent, 44 percent, and 35 percent, respectively The budgets for the Transportation and Public Works Department and the Parks and O Community Services Department only grew 4.8 percent and 2.1 percent, respectively Operating Position Indicators The City strives to balance anticipated revenues with expenses and maintain adequate funds to cover emergencies. If the City spends less than it receives, the O surplus money is placed in the Reserve Fund. Future deficits are covered by the accumulated reserve. If expenditures exceed revenues frequently or on a recurring basis, the tax base is not sufficient to support city services. This would result in a reduction of city expenditures and related city services. To keep this from happening, the City has established certain policies, such as the one for General Fund reserves. 70 Sales Tax Collections 90-91 91-92 92-93 93-94 94-95 95-96 96-97 97-98 98-99* * FY 98-99 figure is from the Adopted Budget Sales tax revenues increased approximately $24 million in the period from FY 1990-91 through FY 1997-98. (Source: Budget Office, 1998.) Budget Growth Areas FY 1990 FY 1999 CHANGE (Millions of $) (Millions of $) Library 6 8 10 0 47 1 Police 56 6 81 6 44.2% Fire 36.3 49.2 35.5% TPW 248 260 480% Parks 14.3 14 6 2.10% Since FY 1990-91, the Library budget has shown the most growth, followed closely by the Police Department. (Source: Budget Office, 1999.) 0 23 Chapter 3: Financial Trends In FY 1977-78, a policy was established to maintain General Fund reserves at 10 percent of the adopted budget. For most of the past 15 years, the City has kept its fund balance level at or above the 1.0 percent goal. Over the past few budget cycles, extensive implementation of expenditure restraints has helped maintain and increase reserves. As a result, the City has been able to use reserves rather than increase taxes. The undesignated fund balance in the General Fund was approximately $36 million at the end of the 1997-98 fiscal year Lone -term Debt Long-term debt should equal 5 percent or less of assessed valuation. Staying at or below this benchmark means that the City is not exceeding its ability to pay During the past two decades, the City has maintained a level of debt below 3.8 percent. Lone -term Debt per Capita Long-term debt per capita measures the debt burden upon citizens. Outstanding long-term debt per capita rose dramatically from 1980 to 1986, from $284 to $957, due to extensive street improvements and new facilities. The long-term debt per capita began to fall in 1994 as the City retired large numbers of bonds. It is estimated that even with the assumption of debt raised to the 1998 bond package, debt service per capita will only average approximately $502, the lowest level of debt per capita since 1985 Debt Service Debt service is the amount paid as principal and interest on all bonds and other debt instruments. Although debt service rose sharply earlier in the decade, it has begun a downward turn, signifying gradual debt reduction. A ratio of 10 to 20 percent debt to net operating revenue is acceptable. Fort Worth's debt service ratio was above 20 percent from 1992-1997, due to a refinance of a general obligation debt in 1992 andadditional bond sales for street improvements in the Fall of 1993. Voters approved a $120 million bond program in 1998. However, this is not expected to impact debt ratios negatively if the City continues to maintain an aggressive maturity schedule. Debt service ratios are expected to continue dropping through 2002. The chart opposite shows the trend in levels of debt service. Challenges and Opportunities In November 1995, NCTCOG estimated that Fort Worth had 787 acres of land on which improvements were being constructed. Higher -valued new homes and businesses will increase property tax revenues, but property owners will require City services. A healthy balance of commercial and residential uses is desirable to allow sales tax collections in addition to .property taxes. It is also important for the City to continue growing in a contiguous pattern, thereby avoiding unnecessary infrastructure costs. Generally,, developers pay for on -site improvements such as new local streets, wastewater control, and water lines in subdivisions. The cost of upgrading/connecting collector and arterial thoroughfares and upgrading or building public facilities is paid for. by the City. Successful implementation of the growth Chapter 3: Financial Trends 24 0 0 2 60 50 40 30 20 10 0 City of Fort Worth Debt Payments 1- rn rn T co 0) CI) co 0) rn T Debt payments made by the City of Fort Worth have fallen over the last several years as the City has paid off large portions of its obligations and restricted new debt issuance. (Source: Budget Office, 1999.) m 0' C e tL 30 25 - 20 15- 10 5 0 rn Debt Service as a'Percent of Net Operating Revenues, 1982-2002 CO rn T CO a) Cr) rn T Recommended high level = 20 percent 0 0 N 0 0 N The debt service ratio began to fall in 1993. This trend is projected to continue, ° assuming property and sales tax revenues increase four percent in 1999 and two percent in 2000 This also assumes an annual 2.5 percent Inflation rate: (source: Budget Office, 1998.) 0 0 0' 0 0' 00 0) 0 0 0 0 0' 0' 0 0 0 0 0 -0, 0 0 0 0 0 0 0 0 0 0 0 0 1,. ,• • ,• t• t• t• • t• • • S• l• • • • • • • e. • • • • • • • • center concept will help Fort Worth avoid the fiscal problems inherent in dispersed development patterns. Fort Worth has handled its finances wisely during the past few years by reducing the debt load and reducing tax burdens on citizenswhenever possible. The next few years will challenge City leaders as they provide for anticipated population growth while maintaining an acceptable level of service for citizens. $1,200 $1,000 $800 $600 $400 $200 $0 Long -Term Debt Per Capita O M O O N O O CO CO CO W Cf Cf C) O O O a) O C) 0) W 0 r 1 r r r r r N I— Existing Debt —11--Projected Debt Fort Worth's long term debt per capita is projected to continue dropping, due to prudent long-range financial planning. Existing Debt reflects debt service payments on bond issues authorized prior to 1999. Projected Debt assumes that the City will issue bonds after 1999 and estimates the amount of debt to be incurred. (Source: Budget Office, 1999.) 25 Chapter 3: Financial Trends • • • • • • t• • • • • • • • • • • • • • PART II BUILDING STRONG NEIGHBORHOODS • • • • • • • • • • • • • • • • • • • sk'• • 2• • • • • • • • • • • CHAPTER 4: LAND USE Land use refers to how land is currently utilized and how it should be used in the future. Population and economic trends help to predict future needs for various land uses. The City of Fort Worth guides land use to ensure that the land resources of the City appropriately encourage economic development, promote a variety of housing developments, preserve natural and historic resources, and accommodate transportation routes and public facilities in order to protect and promote the quality of life. The City's land use plan has the following components. • Description of existing and projected land uses. • Goals and objectives indicating the City's preferred development pattern for growth. • Planning policies to guide the patterns and location of land use within the City The land use plan is used to determine the location of appropriate places to live, conduct business, and recreate. The City of Fort Worth and private service providers use the land use plan to determine where to install infrastructure and arrange for services. Elected and appointed officials, such as City Council, City Plan Commission, and Zoning Commission members, use the land use plan when making decisions regarding platting, zoning, annexation, budgeting and major expenditures. EXISTING CONDITIONS AND TRENDS An understanding of land use and zoning in Fort Worth and other cities in Texas helps to put into perspective how Fort Worth has developed and how the City may continue to develop. Definitions of land use categories are included in the Glossary at the end of the Comprehensive Plan. Current Land Use Land use data for Fort Worth first became available in 1960 when the City's size was 145 square miles, less than half the size it is today At that time, 37 percent of the City was vacant. Today, the City has 308.4 square miles of area, approximately 49 percent of which is vacant (see the map to the right). Of the 49 percent of the undeveloped land in Fort Worth, one third is constrained by factors such as steep slopes or location within the floodplain, and is thus unable to be developed. The percentage of vacant land in Fort Worth is high compared to percentages of other Texas cities Arlington, 31 percent; Austin, 32 percent; and Dallas, 25 percent. The approximate land area within the Extraterritorial Jurisdiction (ETJ) is 344.9 square miles, the majority of which is vacant. Of the developed land uses in Fort Worth, Single Family and Low Density Residential (including duplex and mobile homes) utilize the greatest amount of land area, 44 percent. This compares to 53 percent in Arlington, 42 percent in Dallas, Developed Land in City of Fort Worth, 1995 )7, ., .- "-_::.7 • !' ,- 1: i'L : Wise County i Denton County Tarrant County 'a 11 .e .ti Tarrant County ft Johnson County ; na Developed La 1• A large percentage of the land in Fort Worth and its ETJ is undeveloped. The development pattern is irregular and not contiguous. (source: North Central Texas Council of Governments, 1995.) 27 Chapter 4 Land Use N 1995 Existing Land Use City of Fort Worth and ETJ ICI Single Family Ca Multi Family IN Mobile Homes al Group Quarters MI Office 0 Retail • Institutional Hotel/Motel NM Industrial Transportation aS Roadway Ea Utilities ▪ Airport 1M Parks and Recreation =I Landfill ••• Under Construction IN Flood Control Oil Vacant on Water ,/ - A f I I • A coniprehensive plan shall not constitute zfning regulations o eiabligzoning district boundiries. The primary existing land use is Single Family Much of the City and ETJ is currently undeveloped. (Source: North Central Texas Council of Governments, 1995.) Chapter 4 Land Use 28 N 0 4 8 Miles —4- Proposed Future Land Use City of Fort Worth and ETJ 41, El Vacant, Undeveloped, Agncultural E Single Family Residential 0 Manufactured Housing Low Density Residential Medium Density Residential 1111 High Density Residential 2 Institutional E Neighborhood Commercial 11111 General Commercial 2 Light Industrial • Heavy Industrial • Mixed -Use Growth Center 1111 lndustnal Growth Center Infrastructure E 100 Year Flood Plain Public Park, Recreation, Open Space E Private Park. Recreation, Open Space A comprehensive plan shall not constitute zoning regulations or establish zoning district boundaries. Land uses are proposed for all land within the current city limits and for most of the land in the ETJ recommended for development over the next 20 years. (Source: Planning Department, 1999 ) See Appendix C for individual sector maps at larger scale. • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • and 33 percent in Austin. Multifamily use represents just 2.8 percent of the developed land area (or 1.5 percent of the total land area within the City). This compares to 5.8 percent in Dallas, 5 4 percent in Arlington, and 4-4 percent in Austin of the respective developed land areas. Fort Worth has a strong industrial economic base. Industrial land uses amount to 10 percent of the developed land in Fort Worth, which compares closely to nine percent in Dallas, but is higher than Arlington, at six percent, and Austin, at five percent. Fort Worth has a smaller percentage of its developed land area in commercial use, at seven percent, compared to Arlington (ten percent), Dallas (eight percent), and Austin (seven percent). The pie chart to the right depicts the breakdown of current land uses. • Current Zonins • The land within the city limits of Fort Worth is divided into different zones that permit certain land uses and prohibit others. Although there are more than 25 • separate zoning districts, they can be grouped into seven major categories. The • largest zoning district category is Single Family and Low Density Residential, representing approximately 46 percent of the total land within the city limits. This • compares closely to the 45 percent of developed land that contains single family and • low -density residential uses. • The next largest zoning category, Industrial, makes up approximately 19 percent of the total land area in the City However, only 10 percent of the developed land • within the City is used for industrial purposes. Similarly, 15 percent of the City is zoned Commercial, while only seven percent of developed land is commercial use. The pie chart to the lower right depicts the breakdown of land area by zoning wy• category • • • • • • • • • • • • Projected Land Use Existing land use trends and population and employment projections are used to project the demand for new land uses. Based on land annexation trends over the last 10 years, it is expected that the city limits will expand by 24 square miles to 328 square miles by 2020, or approximately one square mile per year Between 1995 and 2020, the population is expected to grow 25 percent, and the amount of developed land can be expected to increase by the same percentage, from 155 square miles to 194 square miles. Therefore, 60 percent of the City's total land area should be developed in the year 2020, compared to only 51 percent in 1995 Appendix C contains a proposed land use map for each of the 16 sectors, as well as land use policies applicable to that particular sector The land use policies and related map will be the basis upon which future land use decisions are made. Zoning, plats, annexations, special exceptions, variances and other land use decisions will be made after consulting the adopted map and policies. Two new categories of land uses are being added —Mixed -Use Growth Centers and Industrial Growth Centers. Although these two categories will account for over 16 Existing Land Uses in Fort Worth, 1995 Vacant- Undevelopable 17% Vacant - Developable 32% Parks/Open Spac (Parks, flood control, land fill) 7% Single Family/ Duplex 23% Manufactured Housing 0% Multifamily 1% Institutional 3cy. Commercial 4% Industrial 6% Transportation/ Infrastructure 7% Single Family and Duplex land uses equal 69.35 square miles, three times more land than the next largest land use category, Parks/Open Space. (Source: North Central Texas Council of Governments, 1995.) Current Zoning in Fort Worth, 1998 Industrial 19% Commercial 15% Community Facilities 3% Multifamily Residential 9% Agricultural 7% Floodplain 1% Manufactured Housing 1% Single Family and Low Density Residential 45% One-third of the city, or 101 45 square miles, is zoned for commercial or industrial uses, yet only 26.39 square miles are currently used for these purposes. (Sources: Planning Department, 1999.) • 29 Chapter 4 Land Use percent of the developed land area, they are really made up of several land uses concentrated into areas of compact urban development. Factors That Influence Land Use A number of factors influence land use decisions, and some of the most important are discussed below Population Growth — As the population grows, the demand for residential land will increase at an average rate of one acre for every ten new residents. This is an average of approximately four units per acre for all types of residential uses. Fort Worth may also expect supportive land uses such as neighborhood commercial, institutional, infrastructure, parks/open space and other uses to grow Economic Growth — As new jobs are created due to the expanding economy and population growth, Fort Worth can expect approximately 4,500 new acres of commercial and industrial land use to be developed by 2020. Market Demand —Depending on several related variables, including, but not restricted to, demographics and socio-economic characteristics of the local population, local and regional economic trends, area land prices, and construction costs, market demand may impact the amount and location of various land uses. The future supply (acres) of any given land use, such as high -end downtown housing or commercial uses in sparsely populated areas of the City, should not exceed any anticipated demand for such a land use in the proposed area. However, forecasted land use designations can be modified in annual updates to more realistically match the needs reflected by the existing market demand of any future point in time. Excessive reliance on current market demand can stymie creativity and availability of options. For example, the multifamily market was an untapped resource until it was tested and found successful in Downtown. In many areas of the country, traditional neighborhood development is becoming more common. Transportation Access — Land use decisions are largely based on the amount of access to various modes of transportation. Freeways and arterial streets will attract commercial, high density residential, and surface distribution uses. Railroads and rail yards attract industrial uses. Passenger railroads, including light rail, will attract high density residential, commercial, and office space. Airports discourage residential use, yet will attract light industry, distribution uses, hotels, and conference facilities. On the other hand, transportation facilities sometimes follow land use decisions, particularly when development is rapid. For example, commuter lines are often not built until dense development has occurred so that there is sufficient population to warrant the expense. Environmental Constraints — Theability to use the land will greatly impact the types of land uses developed. In floodplains, buildings must be constructed above the 100 year flood level unless used for recreational purposes. Soils, slope and depth to rock will continue to be a factor in land use decisions. Noise from railroads, rail yards, Future Potential Land Uses in Fort Worth, 2020 Parks/Open Space Industrial 6% Industrial 5% Growth Center 6% Mixed -Use Growth Center 9% Commercial 5% Institutional 2% Medium & High Density Residential 3% Manufactured Housing 1% Undevelopable Land 17% Single Family and Low Density Residential 46% It is estimated that single family and low density residential uses will increase from 44 percent in 1995 to 46 percent in 2020. Potentially, mixed -use growth centers will make up 9 percent of developed land use within the city limits. (Source: Planning Department, 2000.) 0 0 0 0 0 0 0 0 • 0 0 0 0 0 • 0 0 9 • 0 0 0 0 0 0 • Chapter 4- Land Use 30 'I 11111 IIIIIIIIIIIIII 11111111 II IIIIIIIII 11II III11 1 1 111111 11111 II III 1 II III II II 1111111 1 11111111111 II111II IIII1 III II 111111111111 Wu1IniiuiuI!P!II 11 nu iI mwi ilw.i. rum num mul uu uiulue m !Him ii111 munm um ilmu nm in en ium miuwwuuuu 111111111 im.auu.muu.el ouu 111 i.au.nmm ou in.wumua ell um muuua 000006000®C ► 000 ID 000000000000000 freeways, and airports will discourage residential land uses. Odors from wastewater treatment plants and landfills may tend to discourage development, especially down wind of these facilities. Truck traffic from batch plants, mining and landfills may also deter certain types of development, particularly residential. Infrastructure Availability — The availability or the cost of extension of water, wastewater, drainage systems and roads is critical to the timing and density of new land uses. Land Use and Zoning Conformance Current zoning of developed and vacant land in Fort Worth does not consistently conform to the proposed land uses. Parts of the City were first zoned over 60 years ago, with few major changes since. Many areas were annexed during certain periods of rapid growth, and subsequently required new City zoning. The classifications for many of these annexed districts have changed over the years, often to allow more intense land uses. However, these rezonings did not always stimulate new development. As a result, many neighborhoods have zoning classifications that no longer conform to existing land uses. Furthermore, as stated earlier, many districts' current zoning does not conform to the land uses proposed within this Plan. To have zoning conform strictly to the proposed land uses in Appendix C, 64 square miles, or 21 percent, of the land within the city limits would have to be rezoned. Approximately one half of this 64 square miles is currently undeveloped. The other half largely represents districts in which the existing zoning does not conform to the existing low -intensity land uses. The map to the right shows the individual sectors and the extent to which zoning does not conform to the desired land uses. The percentage of the area within a sector that does not conform to the land use plan ranges from nine percent in the Far North sector to 51 percent in the Downtown sector GOALS During the planning process for the Comprehensive Plan, participants expressed a strong preference for a multiple growth center development pattern, as depicted on the next page. The multiple growth centers concept promotes compact urban land use within designated areas and lower intensities of land use elsewhere in the City Recent development practices have emphasized commercial corridors, isolated business parks, and single -use subdivisions. Metroplex residents generally work in one district, live in another, shop in yet another, and travel among the three on major traffic arterials. This pattern increases commuting times and exacerbates both traffic congestion and air quality problems. As an alternative, and in accordance with community preference, the Plan promotes multiple mixed -use growth centers that are characterized by the following: concentration of jobs, housing, parks, schools, public facilities, pedestrian activity, access to public transportation, and a strong sense of place. Additionally, intense industrial uses should be located within industrial growth centers that incorporate other compatible 31 Percentage of Incorporated Land Area Within Each Sector For Which Zoning is Inconsistent With Proposed Future Land Use, 1999 Greater than 40% 9. Downtown 51% 4. Northside 42 % 20% to 39% 2. Far Northwest 10. Far Southwest 13. Southeast 12. Southside 16. Far South 8. Arlington Heights 38% 37% 35 % 33 % 31% 27 % ED0% to 19% 5. Northeast 11 TCU/Westcliff 6. Eastside 3. Far West 15. Sycamore 14. Wedgwood 7 Western Hills/ Ridglea 1 Far North Chapter 4 Land Use uses and are well -integrated into the transportation network. This growth strategy is also being promoted by the North Central Texas Council of Governments in response to traffic and pollution concerns. Compact urban land use enables the efficient operation of infrastructure, mass transit, recreational facilities, and other City services. Growth centers are located along highway or rail corridors to facilitate transportation linkages to other growth centers. Single family, low density residential, and neighborhood commercial uses are encouraged in the areas located between growth centers. A network of growth centers can accommodate city-wide growth with fewer environmental impacts, less land consumption and traffic generation, and less pollution than a dispersed development pattern. The intensity of development in different growth centers should correspond to the activity and character of the surrounding area. For example, Downtown is a much more intense mixed -use growth center than the Stockyards, yet each possesses an appropriate mixture of desirable uses. Specific economic development and urban design strategies should be integrated to promote and guide appropriate development within each growth center With proper guidelines established, each growth center should achieve the critical mass of employment necessary to support a variety of additional uses. Two types of growth centers, Mixed -use and Industrial, are identified in the Plan, and general criteria have been developed for each. Mixed -Use Growth Centers A mixed -use growth center is a highly urbanized place that has many characteristics of a downtown. a concentration of jobs, housing units, schools, parks, and other public facilities, public transportation hubs, pedestrian activity, and a sense of place. Its predominant land uses are. residential and commercial. Within a relatively small geographic area, different land uses are found side by side or within the same structures. These places tend to be bustling, diverse, and festive. The potential benefits of mixed -use growth centers include the following: • Economic development, • Development of multifamily housing at appropriate locations, • Protection of single family neighborhoods, • Efficiency in the provision of public facilities and services, • Convenience for residents and workers, • Reduced reliance upon single -occupancy vehicles, • Protection of the environment, and • Sense of place. Mixed -use growth centers differ from commercial corridors in that they are compact (vs. linear), are favorable to pedestrians and public transit (vs.automobiles), have integrated land uses, and have an otitward building orientation. Growth centers support the concept of sustainable development, which seeks to balance access, finances, mobility, affordability,:community cohesion, and environmental quality Chapter 4. Land Use 32 Sample Urban Development Patterns Dispersed Compact urban core Multiple growth centers The multiple growth center land use development pattern promotes a relatively high intensity of land use within growth centers and low intensity land use between growth centers. (Source: Planning Department, 1999.) 00000f►000 00t 00000000000000000000 • • • • • • • • • • • &• • • `• • • • • • • • • • • • • • • • • The concept of mixing land uses goes back in time to ancient cities of Greece, to the walled medieval cities, and to the vibrant cities of Europe. Traditional zoning practice established in the 1920s, known as Euclidean zoning, separates land uses by zones and undermines the opportunity to mix land uses. Since the 1970s, mixed - use development has experienced a resurgence. These developments have the following three characteristics. • Three or more uses such as retail, office, residential, entertainment, cultural, and recreational. • Functional and significant integration of all components, including pedestrian linkages. • Development in conformance to a plan. Because the concept and identification of growth centers is relatively new to Fort Worth, general criteria have been developed for their selection. A mixed -use growth center should have three or more of the following characteristics: • A high concentration of employees. (10,000+ employees per square mile) • A high concentration of residents. (10,000+ residents per square mile) • One or more major transportation facilities. (An airport, railroad, highway, public transit, arterial roadway) • Major institution(s). (A university, government facility, hospital) • Major tourist destination(s). (100,000+ visitors per year) Some mixed -use growth centers will serve a large region due to the core having unique characteristics. For example, Downtown and the Cultural District may draw visitors from an hour or more drive away due to the one -of -a kind entertainment and cultural activities they offer Of the 22 mixed -use growth centers, nine will serve a region and be referred to as regional growth centers. The remaining 13 will be community growth centers, which will serve approximately 100,000 people and have a service area radius of approximately five miles. The functions and characteristics of the two different growth centers will be nearly the same, with variations only in the service areas. Industrial Growth Centers An industrial growth center will primarily consist of industrial and commercial uses, with a high concentration of jobs, mostly industrial in nature. Other related and supporting uses include office space and services. Unlike mixed -use growth centers, residential uses are generally discouraged within industrial growth centers. Criteria for designation include the following: • A high concentration of employees. (10,000+ employees per square mile) • The location of one or more major transportation facilities, such as an airport, railroad, highway, public transit station, and/or arterial roadway Based on these criteria, seven industrial growth centers have been designated, and are shown on the map to the right. 33 Multiple Growth Centers Down , ,' Cultural District Medical •District NAS-JRB/ Lockheed- I-20/ Outer Loop I I SH 121/1187 City Limit Extra Terratorial Jurisdiction IETJ) Gateway Westr eacham Proposed Growth Centers Mixed -Use Growth Centers • ileidesel • Com mmlty Industrial Growth Centers Alliance\ � Gateway East olytechnt Texas Wesleyan er/Berry Loop 820 East/ Lake Arlington arter Industrial ark mow. '� 35W pl nks/Hug uley itv CentrePort astchase - a Miles 6 There are 29 designated growth centers-22 mixed -use and 7 industrial. Mixed -use growth centers have a high concentration of jobs and housing, access to public transit and public facilities, pedestrian activity, and a sense of place. Industrial growth centers are similar, but do not have a concentration of housing. (Source: Planning Department, 1999.) Chapter 4 Land Use It is the City's goal to promote efficient, attractive, and environmentally sound growth and development by establishing mixed -use growth centers and other beneficial development patterns. Land Use and Zonine Conformance To guide growth and development effectively, the City's zoning regulations and districts should generally conform to the adopted Comprehensive Plan. Because of the number of classifications that do not currently conform to the plan and/or existing uses, it is almost certain that the City will need to initiate zoning changes. A process should be established to prioritize zoning changes and to ensure sufficient consensus. The City should involve property owners, neighborhood organizations, and other interested parties in developing the process by which the City initiates such zoning changes. POLICIES AND STRATEGIES The following are current and recommended policies and strategies prescribed for development and redevelopment of the City They should be used as a guide for evaluating and proposing land development projects. Current Policies • Promote orderly development in the City's extraterritorial jurisdiction (ETJ). • Separate incompatible land uses with buffers or transitional uses. Some land uses have attributes such as height, proportion, scale, operational characteristics, traffic generated, or appearance that may not be compatible with the attributes of other uses. • Encourage open space along floodplains and water bodies. • Locate public parks within easy access of residents. • Encourage the provision of open space within new developments, with the goal of linking open spaces. • Single family homes are not to have direct access to arterial streets. • Separate manufactured housing into single parks or subdivisions, buffered and separated from traditional single family development. • Locate multifamily units on collector or arterial streets. • Locate commercial uses on arterial streets, preferably at the intersections of other arterials and highways. • Uses that may be detrimental to health, safety, and welfare (such as hazardous materials, airports, mining, landfills, gun ranges, and manufacturing of certain materials) should continue to be treated on a case by case basis before approval. Recommended Policies • Preserve and protect residential neighborhoods from in compatible land uses, cut -through traffic, disinvestment, encroachment, speculation, demolition, neglect, and other negative forces. • Promote the multiple growth center development pattern by encouraging Chapter 4 Land Use 34 Designated Growth Centers Regional Texas Motor Speedway Alliance Gateway West Ridgmar Cultural District Downtown Medical District Eastchase Centreport Hulen / Cityview Community Hillwood* Fossil Creek Marine Creek* Stockyards 1-20 / Outer Loop* Near Southeast* Polytechnic / Texas Wesleyan Miller/Berry* Texas Christian University Loop 820 East / Lake Arlington Town Center SH 121 / FM 1187* Spinks / Huguley Alliance Alliance Gateway East Meacham NAS-JRB / Lockheed -Martin Carter Industrial Park Loop 820 East/Lake Arlington Riverbend Of the 22 mixed -use growth centers, nine are designated as regional and primarily contain uses that serve both Fort Worth and the surrounding region. The 13 community mixed -use growth centers primarily serve the surrounding neighborhoods within Fort Worth. The seven industrial growth centers are considered, regional, and two are located in the area of the Alliance Airport. (*) Indicates growth centers that do not currently meet the criteria, but have the potential:to do so. (Source: Planning Department 1999.) 000000000000O00000000000000000000 0 0 0 0 0 0 0 0 0 0 -0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 residential and commercial uses within mixed -use growth centers, and industrial and commercial uses within industrial growth centers. • Locate large industrial uses along rail lines, highways, or airports within industrial growth centers and other appropriate locations. • Discourage location of heavy industrial uses adjacent to residential districts. • Encourage continued development or redevelopment within the central city, as defined to include certain low and moderate income areas within Loop 820. • Adopt a sustainable development policy that promotes the following: 1) land use and transportation practices that promote economic development while using limited resources in an efficient manner; 2) transportation decision - making based on land use, traffic congestion concerns, vehicle miles traveled, and the viability of alternative transportation modes; and 3) balance among accessibility, affordability, mobility, community cohesion, and environmental quality (For more information, see chapters on Environmental Quality and Transportation). • Promote in -fill development of vacant lots and contaminated sites (brownfields) within developed areas, particularly in the central city New uses must be sensitive to the social and economic impacts they may have on existing development. Encroachment of incompatible uses may erode or reverse any progress made towards neighborhood revitalization. • Encourage mixed -use developments that are compatible. The location of parking, lighting, and refuse collection, hours of operation, and signage for commercial uses should be sensitive to less intensive uses. • Link growth centers with green ways or linear parks, where feasible. • Link growth centers with major thoroughfares, public transportation, and trails. • Encourage Low Density Residential as a transitional use between Single Family and greater density uses. • Encourage mixed -use complexes. • Promote locating multifamily units within walking distance of public transportation, employment, and/or shopping to increase accessibility and decrease traffic generation. • Locate medium and high -density residential uses within mixed -use growth centers. • Encourage commercial uses within growth centers and other appropriate locations. • Encourage the revitalization of declining commercial districts. • Do not locate residential uses in areas near airports with a level, day and night (Ldn) of 65 decibels or more. Recommended Strateeies • Ensure that projects that support the growth center concept are considered in future Capital Improvement Programs. • Promote traditional neighborhood development, which encourages human interaction, walking, bicycling, mixed uses, slower traffic, public places, and attractive streetscapes. Traditional neighborhood developments adopt many of 35 Land Use and Zoning Classifications SPECIAL Vacant, Agricultural Rivers Lakes, Streams, 100 Year Flood Plain Infrastructure Parks, Recreation, Open Space RESIDENTIAL Single Family Residential Manufactured Housing Low Density Residential Medium Density Residential High Density Residential INSTITUTIONAL Community Facilities COMMERCIAL Neighborhood Commercial General Commercial Mixed -Use Growth Centers INDUSTRIAL Light Industrial Heavy Industrial Vacant, agriculture 50 and 100 year flood plain Roads, railroads, utilities Public or private recreation, or passive land Single family Manufactured single family Two family, patio homes, town homes, cluster housing Multifamily Multifamily, mixed use multifamily in Growth Centers AG 0-1, 0-2 Not applicable Not applicable A, AR MH B, R-1, R-2 CR, C, D H, PD Schools, churches public, government, CF human services, utilities, parks, open space. or recreation Retail, services, offices serving daily ER, E, PD needs Retail, services, offices, entertainment FR, F,-G, serving occasional needs PD, OM Retail, services, offices serving a large Residential & region. mixed uses Commercial Warehousing, transportation, light I, PD assembly, outside storage Heavy manufacturing J, K, PD Industrial Growth Centers Predominantly industrial uses serving a Commercial large region, mixed uses & Industrial OTHER USES Nuisance and Special Uses Aviation, mining, refining, towers, Special landfills Exception Land uses are defined and categorized with the appropriate zoning district. Fort Worth currently has 29 independent zoning districts, which separate incompatible land uses. Multifamily Highrise (D-HR 1 & 2), Planned Commercial (EP), and Industrial Park (IP) are considered obsolete districts. (Source: Planning Department, 1999.) Chapter 4 Land Use the same characteristics of older neighborhoods and towns, such as a grid street pattern, a town square, public facilities, mixed land uses, and multifamily homes, all within walking distance of most residents. • Promote transit oriented development, which encourages compact urban development adjacent to transit stops and interchanges. Mixed uses in a single building, minimal setbacks, and taller structures help achieve the higher densities necessary to support transit. Parking facilities, retail businesses, and services for commuters should be located close to transit stops. • Improve the function and appearance of commercial corridors by addressing traffic safety issues, excess parking, lighting, outdoor storage, refuse containers, the amount and size of various means of advertising, and related issues. • Locate single family and low -density residential development and open space between growth centers. • Encourage new development in character with the neighborhood scale, architecture, and platting pattern. • Encourage location and design of schools that are compatible with the surrounding neighborhoods. • Utilize traffic impact analysis to determine the transportation system's ability to serve proposed land uses. • Promote measures to ensure that residential developments, whether single family or multifamily, large lot or small lot, are compatible in scale to abutting residential developments. A significant increase in units per acre or reduction in lot size should be discouraged for new development immediately adjacent to existing development or platted and zoned property • Promote locating estate type development and agricultural related uses on land designated as agricultural. • Maximize use of permeable surfaces in development to reduce water run-off. • Utilize floodplains as a boundary between incompatible land uses. • Promote use of ground cover in development to reduce erosion and sedimentation of rivers, lakes, and streams. • Leave floodplains in their natural state to improve water quality and decrease flooding. • Acquire adequate rights -of -way for future improvements to various modes of transportation (sidewalks, trails, bicycle routes, private vehicles, emergency vehicles, and public transportation, including rail). • Encourage linking single family neighborhoods with public rights -of -way such as roads, trails, and other public land. • Encourage infill development of compatible, single family homes in existing neighborhoods to preserve and protect residential neighborhoods. • To the extent possible, locate elementary schools, parks, and neighborhood commercial uses within walking distance of most homes. • Encourage locating multiple unit structures at corner lots or lots with alleys. • Where appropriate, cluster units with surrounding common open space to reduce impermeable surfaces. Chapter 4 Land Use 36 Mixed -Use Growth Center Single Family 3,7rE[UIJ-. Orel , r DIE EMI LGLi.'.DJDCI a1cucommilin �1D�_G ®ri1U mum COW dIABILIED Mixed -use T Public Transit Multifamily Office/Retail Public Buildings l 1 o %%Z9� Public Space This diagram depicts a "typical" mixed -use growth center, which is oriented to public transit, has mixed uses, higher density development, and public spaces. (Source: Planning Department, 2000.) An artist's rendering of a mixed -use growth center emphasizing multiple story structures, public spaces, wide sidewalks, and narrow tree -lined streets. (Source: Urban Land Institute, 1999.) 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0- 0 0 0 0 0 0 0 0 0 0 0 • • • • • • • • • • • • • • • • • • • • • • • • • • 'S • • • Encourage shared driveways, easements, and parking among adjacent businesses to reduce traffic impacts. • Encourage screening, reduction and/or redirection of objectionable ,characteristics of commercial uses adjacent to residential areas. These. attributes may be noise, glare, signs, parking areas, loading docks, and refuse collection. 37 Carter Industrial Park Growth Center Miller Brewing Company is a major employer in the Carter Industrial Park growth center. The industrial growth center is located on I-35W in South Fort Worth. (Source: Planning Department, 1999.) Chapter 4 Land Use • • • • • • • • • • • • • • • • • • • • • • • s• r• • • CHAPTER 5: HOUSING The provision of adequate and appropriate housing for all residents is an essential component of building strong neighborhoods. The City of Fort Worth is actively engaged in neighborhood redevelopment, and currently focuses on activities aimed at preserving and improving the City's housing stock. Efforts are targeted at increasing the supply of quality affordable housing, expanding homeownership opportunities, revitalizing neighborhoods, and creating mixed -income communities. Fort Worth, through its Housing Department, has developed a housing policy to provide guidance to the City and the community in achieving housing goals and objectives. This policy was adopted by City Council on September 28, 1999 EXISTING CONDITIONS AND TRENDS The number of both single family and multifamily housing units has been increasing to keep up with the demand created by the strong economy in Fort Worth. Residents and newcomers to the City have a wide array of housing options. Older neighborhoods are working to rehabilitate housing, increase homeownership, improve quality of life for existing residents, and encourage new residents to move into these central city communities. Number of Housing Units In 1990, Fort Worth had 124,106 single family and duplex houses and 65,349 multi- family units. By mid -year 1998, single family and duplex units had increased by 6.1 percent to 131,686, and multifamily units had increased by 5 1 percent to 68,659 This represents an increase of 948 new single family and duplex homes per year, and 414 new multifamily units per year Single family and duplex homes make up almost two-thirds of the total supply of housing units in Fort Worth. Job growth, low mortgage rates, and consumer confidence have spurred home construction throughout the Metroplex, and strong growth is expected to continue through 2000 The Dallas/Fort Worth Metroplex had 12,233 housing permits filed from January to September 1997, the second highest number of housing permits filed for metro areas in the nation during this time period. Total building permits for new construction have increased steadily since 1990 in Fort Worth. The number of single family construction permits grew from 781 in 1990 to 1,915 in 1997, representing an average annual increase of 20.7 percent. By comparison, single family permits for the Dallas/Fort Worth Metroplex grew by nine percent annually during the same period. In the State of Texas, permit requests increased at a rate of 11.5 percent annually, while the United States as a whole had an increase of 4.25 percent annually Multifamily permits have fluctuated over the years due to the variations in size of individual projects. The increases in construction activity have resulted in a 5.6 percent increase in the total net supply of housing units, after demolitions. An estimated 10,119 new single 39 Number of Housing Units, 1990-1998 140,000 120,000 100,000 80,000 —.; 60,000 40,000 20,000 0 1990 1994 1998 ® Single -Family and Duplex ■ Multi -Family From 1990 to 1998, the number of single family and duplex homes increased by 6.1 percent and the number of multi -family units increased by 5.1 percent. In 1998, multi -family units represented one-third of the total supply (Sources: U. S. Bureau of the Census, 1990 and North Central Texas Council of Governments, 1998.) Chapter 5. Housing family units were constructed in the 1990s, while 2,539 were demolished. Areas that have seen the most growth include River Trails, Summerfields, Park Glen, Silver Ridge, Garden Springs, Meadowcreek, and Southgate. The supply of multifamily units increased dramatically during the 1990s, although not as rapidly as single family homes. An estimated 3,472 apartment units have been completed since 1990, while only 162 have been demolished, representing a net increase of a little over five percent. Areas where new units were added include Downtown, Centreport, southwest Fort Worth, and the Fossil Creek area in north Fort Worth. As of January 1, 1998, multifamily units totaled 68,659, representing one-third of the total housing stock in the City Many of the added multifamily units have been in the downtown area. Central to the greater vision for Downtown is a critical mass of people living at the center of the City, along with stable neighborhoods within a reasonable walking distance (or short drive) of the urban core. In 1998, there were 1,211 housing units, including public housing, in the downtown area. In 1993, the Downtown Fort Worth Strategic Action Plan set a goal of adding at least 1,000 new housing units in no fewer than four distinct developments by the year 2000. By 1998, 426 units were added in Downtown. Private developments include Sundance West, Sanger Lofts, Historic Electric Building, Houston Place Lofts, and Hillside Apartments. With the construction of the Firestone project's 300 units and the Reserve at Henderson project's 200 units, nearly 93 percent of the Downtown Fort Worth Strategic Action Plan's housing goal of an additional 1,000 units will be met. Plans are currently underway to develop The Ruins at Summit, an eight -story, 40,000-square-foot structure with ten condos and office space on the ground and second levels. Occuuancv/Vacancv At the time of the 1990 Census, there was a total of 194,821 housing units in Fort Worth. Of this total, 26,155 units were vacant, which accounts for an overall vacancy rate of 13.5 percent. Of the vacant units, 6,462 (25 percent) were listed as "other vacant," which is defined as unused and dilapidated structures not available for rent or purchase. The occupancy rate in Fort Worth apartments rose steadily from 81 percent in 1985 to 93 7 percent in 1997, with a brief downturn during the recession of 1992. Incidentally, 93 7 percent was the highest occupancy rate observed since 1978. The areas of highest occupancy included north Fort Worth and Arlington Heights neighborhoods, which both recorded occupancies greater than 95 percent. Housing Conditions According to the American Housing Survey for the Fort Worth -Arlington Metropolitan Area (1994), conducted by the U S. Department of Housing and Urban Development (HUD) and the Census Bureau, there were 1,300 housing units in Fort Worth that were considered substandard and not suitable for rehabilitation. An additional 26,900 units deemed substandard,having moderate physical problems, were suitable for rehabilitation in 1994 A total of 43.5 percent of all Chapter 5. Housing 40 Percentage of Substandard Housing Units By Census Tract, 1998 There are 28,200 substandard which are located in the central city Compliance Division, 1999.) 2.5% or greater 0.5% to 2.4% Less than 0.5% None housing units in Fort Worth, most of (Source: City Services Department ,Code 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 • • • housing units in Fort Worth were built prior to 1960, according to the 1990 Census. Units built prior to 1950 total 23 1 percent. Older housing with greater repair needs • tends to be concentrated in neighborhoods that have the lowest per capita income. • Homeownershin Costs • Fort Worth was ranked as one of the most affordable housing markets in the nation by the American Chambers of Commerce Research Association (ACCRA). • According to the National Association of Realtors, in 1998 Fort Worth housing • prices were 43 percent below the median national housing price. In 1999, the median house price in the United States was $133,300. According to the Real • Estate Center at Texas A&M, during that same year, the median house price was • $101,000 in Texas, $121,500 in Dallas, and $78,000 in Fort Worth. According to developers, the variation in prices nationwide is due to the region's land use and y population density • • r• • • • • • • • • • • • • • • • • • • • National median prices have experienced an overall increase of 43 percent, from $93,100 in 1989 to $133,300 in 1999 In Texas this period saw an overall increase of 47 percent, from $68,600 to $101,000. In Fort Worth, the median price for the same time period increased only 20 percent, from $65,000 to $78,000. Fort Worth's housing is even more affordable when considering that the 1999 median income for the Fort Worth -Arlington PMSA, determined by the Department of Housing and Urban Development (HUD), was $55,300 per year for a family of, four Housing costs, and therefore housing affordability, are determined by many factors, including costs of labor, construction materials, insurance, and interest rates. Low mortgage interest rates have been instrumental in making single family homeownership possible for low- and moderate -income families. The standard FHA 30-year mortgage rate has been low over the past year, ranging from 7 to 7.5 percent. This rate is lower than the rates of 30 years ago. The low interest rates have created a strong demand for both new and existing housing in Fort Worth. However, the mortgage rates have increased slightly in 2000, and are expected to continue to increase as a result of federal policies to stabilize economic growth. This trend may have a negative impact on the affordability of homeownership for low- to moderate -income families. Purchasing a new home in Fort Worth is affordable for many families. The 1998 cost of constructing a single -story, wood -frame, brick -veneer house of 1,200 square feet is approximately $78,000. This price is considerably more than in 1993, when the same house could be constructed for about $66,000. This represents an 18 percent increase. The increase in cost is primarily due to the skyrocketing cost of lumber, according to Marshall and Swift, 1998. Labor has also gone up as the minimum wage has increased and job opportunities for skilled construction labor have expanded. Security is another important factor, particularly in distressed neighborhoods. Insurance premiums and holding costs go up as construction sites or completed homes for sale are burglarized or vandalized, thus further impacting the affordability of homes for low-income buyers. 41 $ in Thousands 140 120 100 80 60-- 40-- 20 - 0 Median Housing Prices, 1989 and 1999 ®1989 01999 Fort Worth j Austin Dallas El Paso Houston San Texas US. Antonio Although housing prices have risen substantially both nationally and statewide, Fort Worth housing has remained affordable. In 1999, the median price of a house in Fort Worth was $78,000, a 20 percent in- crease from the 1989 median of $65,000. (Sources: National Association of Realtors and Real Estate Center at Texas A & M, 2000.) $ 1000 900 800 700 600 500 — 400 — 300 200 -- 100 -- 0 Average Apartment Rents, 1999 Fort Austin Dallas El Paso Houston San Worth Antonio U.S. In 1999, Fort Worth's average apartment rent of $613 was less than average rents in Dallas, Austin, and Houston. It was $245 less than the U S average of $858. (Source: M/PF Research Inc., 2000.) Chapter 5. Housing The City has a low supply of higher cost housing available for upper income households. Only 22 percent of Fort Worth's homes cost more than $120,000, the lowest percentage among the five major cities of Austin, Dallas, Fort Worth, Houston, and San Antonio. Upper income households moving to the Fort Worth area are likely to choose to live in a suburb of Fort Worth, where there is a greater supply of high -end housing. The development of more higher income housing should also be encouraged within the City A healthy community provides housing opportunities for people in all income groups. Rental Housine Costs Apartment prices in 1999 were also more reasonable in Fort Worth in contrast to Dallas, according to M/PF Research, Inc. The average rent in Fort Worth was $613, in contrast to Dallas, which had an average rent of $670. Nationwide, the average rent was $858 in 1999 The Fair Market Rent (FMR) set by HUD for one bedroom apartments in the Dallas/Fort Worth area was $453 in 1999 While these statistics indicate that it is generally less expensive to rent an apartment in Fort Worth than in many other areas of the country, the City still lacks an adequate supply of affordable housing. A 1998 study by the Washington D C. based Center on Budget and Policy Priorities found that approximately 18,445 renter households in the cities of Fort Worth and Arlington pay more than half of their total income for rent. The study also found that there were 42,000 low-income renters in Fort Worth/Arlington whose household income was under $12,000, measured in 1995 dollars. In contrast, only 21,000 low-cost units (under $300 for monthly rent and utilities in 1995 dollars) were available in this area, thus resulting in a shortage of 21,000 affordable units. The City should therefore examine ways to increase the number of quality affordable rental units for low-income and extremely low-income renters. Homeownership According to the 1990 Census, approximately 55 percent of the households in Fort Worth are homeowners. While this rate is lower than the national homeownership rate of 64 percent, it is higher than the rates in comparable Texas cities, as indicated in the graph on the right. 60 50 40 C 30— a 20 — 10- 0 Price Distribution of Homes Sold in 1998 0 Fort Worth Austin Dallas CI El Paso 0 Houston San Antonio $0-59,999 $60,000- $120,000- $180,000- $250,000 119,999 179,999 249,999 and over Fort Worth has a low supply of higher cost housing compared to other Texas cities. (Source: Real Estate Center at Texas A & M University, 1999.) 70 60 b4.b 50 d 40 a. 30 -- Mixed Income/Mixed-Use Developments One of the trends in Fort Worth over the past ten years has been the creation of 20 -- mixed income/mixed-use developments. The most apparent examples of these developments have been in and near Downtown. Buildings have been restored and 10 new buildings constructed to house combinations of retail, office, and residential space. Residential units in some of these developments have been reserved for low 0 to moderate income residents. Along Lancaster Avenue at the south end of Fort Austin Dallas El Paso Houston San Texas U.S. Downtown, for example, there is an opportunity to create mixed -use residential and Worth Antonio retail developments, either through the conversion of existing buildings, like the Texas and Pacific Warehouse, or through new construction. Some neighborhood Fort Worth's homeownership rate is 54 5 percent, higher than the rates of and business leaders have also expressed a desire to encourage the development of most comparable Texas cities. (Source: U.S. Bureau of the Census, 1990.) Homeownership Rate, 1990 57.6 60.9 64.0 Chapter 5:- Housing 42 000000000000000000000000000000000 • • • • • • • • • • • f:1 • • • • • • • • • • • • • • • • housing in mixed -use buildings in other areas of the City to add to the vitality of their communities. Public Housing Public housing in Fort Worth is managed by the Fort Worth Housing Authority, which owns and manages 1,403 units of public housing, including six developments for families, two for the elderly and handicapped, and scattered site housing located throughout the City of Fort Worth. Conventional public housing developments include Butler Place, Ripley Arnold Place, J A. Cavile Place Apartments, and Fair Park Apartments. The Housing Authority has also acquired two mixed -income complexes, Candletree Apartments and Woodhaven Crossroads Apartments, and one Section 8 based complex, Lincoln Terrace Apartments. Like many urban cities, Fort Worth is faced with a variety of public housing issues, such as integrating residents into the larger community and improving traditional, older public housing developments. Efforts have been made over the last year to improve Butler Place, which has become physically and socially polarized, partially due to freeway construction around the site. The Housing Authority has hired a consultant to perform a study that will research alternatives for redevelopment of Butler Place, Ripley Arnold Place, and Hunter Plaza properties. The study will identify ways to create mixed -income communities at each of the properties, and should be completed in Spring 2000. Housing for Special Populations According to a 1997 survey conducted by the Tarrant County Homeless Coalition, the number of Tarrant County homeless families with children has increased between 10 and 25 percent over the last four years, and the homeless population has increased at least five percent. The estimated total homeless population for Tarrant County is approximately 2,600 persons on any given night. Emergency shelter capacity for Tarrant County was estimated to be between 900 and 1,000 per night, and transitional housing capacity is estimated at 1,000 units. Homeless shelters in Fort Worth include Presbyterian Night Shelter, Union Gospel Mission, Salvation Army, Bridge Association, and Women's Haven. Since many of the homeless suffer from mental illness and substance abuse problems, supportive services are critical. Several shelters and service providers are concentrated in Near Southeast Fort Worth, along East Lancaster Avenue, and work cooperatively to better serve the homeless. The Fort Worth Housing Authority owns and administers two facilities for extremely low and very low income elderly residents, Hunter Plaza and Fair Oaks. Group homes for the elderly and/or persons with disabilities have become very popular in Tarrant County, and serve as alternatives to nursing homes. In -home support services have allowed elderly residents to stay in their homes, apartments, or independent living facilities. Another option for the elderly in Fort Worth is multifamily complexes with varying levels of support services and amenities specifically tailored to meet senior citizens' needs. These facilities cater mainly to moderate and high income households. The existing group homes for the elderly and/or persons with disabilities generally have waiting lists and an average occupancy of 98.5 percent. 43 Butler Place Public: Housing The Fort Worth Housing Authority is considering options for the redevelopment of Butler Place, Ripley Arnold Place, and Hunter Plaza properties. (source: city of Fort Worth, 1999.) Central City Housing One of the housing goals is to increase the number of housing units in the central city Hillside Apartments are an example of quality, affordable housing near Downtown. (source: City of Fort Worth, 1999.) Chapter 5. Housing The 2000-2003 City of Fort Worth Consolidated Plan, adopted by City Council on April 11, 2000, summarizes major housing and community development needs for extremely low to low income residents in Fort Worth from the years 2000 to 2003 GOALS AND OBJECTIVES Preserve and improve existing, owner -occupied and rental housing units. • Rehabilitate 740 existing owner -occupied housing units by 2020. Begin by rehabilitating 111 by 2003 • Complete 150 emergency repairs on existing owner -occupied housing units by 2003, with a long-term objective of completing 1,000 emergency repairs by 2020. • Through the Weatherization Assistance Program, begin to weatherize 360 existing owner -occupied housing units by 2003, with a long-term objective of 2,200 by 2020) • Through the Cowtown Brush -Up program, paint 450 existing owner -occupied housing units by 2003 and 2,000 by 2020. • Coordinate with non-profit organizations the minor repair of 260 existing owner -occupied housing units by 2003 and 500 by 2020. Increase homeownership in Fort Worth. • Provide 250 soft second mortgages for first time homebuyers by the year 2003, with a long-term objective of 1,340 by 2020. • The Housing Finance Corporation, for -profit, and non-profit organizations will build 286 new affordable homes in the central city by 2003, with a long-term objective of 1,000 by 2020. • Provide 496 first time homebuyers closing cost assistance by the year 2003 with assistance from private lenders and public funds, with a long-term objective of 2,300 by 2020. • In a collaborative effort with for -profit and non-profit organizations, purchase, rehabilitate, and resell 60 houses by 2003, with a long-term objective of 100 by 2020. Increase the number of quality, affordable rental units, particularly for low-income renters. • Provide assistance to or collaborate with for -profit and non-profit developers in building affordable rental housing (520,units) by the year 2003, with a long- term objective of providing 2;220 affordable rental housing units by 2020. • Collaborate with for -profit and non-profit organizations to rehabilitate 300 existing rental housing units by 2003, with a long-term objective of 2,000 by 2020. • Provide gap financing to affordable housingprojects (70 units) through Affordable Housing Development Funds by 2003 and 240 by 2020. Provide a range of housing options for populations with special needs, including the elderly, persons withdisabilities, and homeless. Chapter..5. Housing 44 Model Blocks Program rw The Model Blocks Program is empowering residents to revitalize their neighborhoods. Each designated neighbor- hood is awarded $1.2 million for revitalization projects. (Source: City of Fort Worth, 1998.) Inflll Dream Home Program Through the lnfill Dream Home ,Program, 750 units of infill housing will; be developed by 2004 to help revitalize Fort Worth's inner,city neighborhoods. (Source: City of Fort Worth, 1998.) • • ••• • • • • • • • Provide assistance to or collaborate with for -profit and non-profit developers in building new affordable housing units with support services (160 units) for elderly renters by 2003, with a long-term objective of 1,000 by 2020. • Assist non-profit developers in building transitional and permanent housing (60 units) with support services by 2003, and 400 by 2020. • Assist non-profit developers in removing architectural barriers for owner - occupied housing (75 units), with a long-term objective of 500 by 2020. • Provide housing opportunities that meet the needs of all Fort Worth residents. • • Evaluate incentives and ordinances to ensure the availability of upper income housing in the city • • Redevelop and revitalize central city neighborhoods. • Designate three additional Model Block areas by 2003, and one each year • thereafter or 20 by 2020. The Downtown Fort Worth Strategic Action Plan, sponsored by the City of Fort Worth, Downtown Fort Worth, Inc., and the Fort Worth Housing Authority has the • following goal and objectives. Significantly increase the amount of housing available in the Downtown core, core edge, and adjoining neighborhoods. (� • Create strong, near -downtown neighborhoods where family housing already exists (Samuels Avenue, Ripley Arnold, Hunter Plaza, Sunset Terrace, and Butler Housing), offering a mixture of income levels, housing types, access to parks, and river amenities. • y 11/ • Reduce by half the percentage of substandard housing units in the central city by 2020. 111 • Create a Downtown Community Development Corporation that will coordinate public funds to leverage private sector funds, encouraging central city housing. ill • Continue to promote specific public incentives to encourage Downtown and central city housing development. • POLICIES AND STRATEGIES • • • • • • • • The following current and recommended policies and strategies will be instrumental in reaching the above goals. Current Policies • Develop partnerships between government and the various segments of the private sector, including neighborhoods, to enhance their capacity to address affordable housing needs of Fort Worth. • Foster the preservation, improvement, and development of affordable rental and ownership housing in accordance with the City's General Land Use Plan. • Ensure equal housing opportunity in Fort Worth for all citizens. • Meet the emergency and transitional shelter needs for the homeless 45 Model Blocks Program The Model Blocks Program is enabling the rehabilitation of older homes. (Source: City of Fort Worth, 1998.) Chapter 5. Housing population in Fort Worth, and focus on breaking the cycle of homelessness through prevention and implementation of the continuum of care strategic plan. • Provide a range of housing options for the elderly, with special focus on low- income households. • Provide a continuum of housing options and support services for persons with disabilities. • Promote neighborhood stability through a comprehensive and coordinated strategy that includes housing, neighborhood economic development, infrastructure, parks, safety, and human services. Recommended Policies • Encourage high -density, mixed -use, mixed -income developments in mixed -use growth centers. • Encourage the development of a variety of housing types, including upper income housing, throughout the City Recommended Strateeies • Support strategies of residents and Fort Worth Housing Authority management to improve public housing, including mixed -income, mixed -use developments. • Encourage infill housing development within the central city • Work with local school districts to encourage the construction of new schools in locations that are compatible with nearby housing, and that are centers for community building in neighborhoods. • Provide support for small, local, minority, and women -owned businesses to participate in implementing housing and related programs. • Work with Fort Worth Southeast, Inc., to encourage new single family residential development in the Southeast quadrant of the City, such as along the 700 acre shoreline of Lake Arlington. PROGRAMS AND PROJECTS Numerous housing programs are offered by the City's Housing Department, which partners with the Fort Worth Housing Authority, neighborhoods, non-profit organizations, developers, and lending institutions to achieve the goals of developing housing for low-income families. Following is a list of City programs: • Home Improvement Loans are available only in designated Model Block neighborhoods and special project areas to address repairs needed to bring existing housing units up to HUD Housing Quality Standards (HQS). • Closing Cost and Soft Second Mortgage Assistance Program provides subsidies to low-income first time homebuyers. The maximum amount of the subsidy is dependent on whether residency is in or out of the target areas. • Infill (Dream Home) Program is undertaken by the Fort Worth Housing Finance Corporation (FWHFC):through the City's Housing Department, its non-profit partners, and private developers and builders to develop new Home Improvement Loan Program The Home Improvement Loan Program and Rental Rehabili- tation Loan Program provide a total of more than $2 million per year to improve the quality of older housing in Fort Worth. (Source: City of Fort Worth, 1999.) Chapter 5. Housing 46 • • • • • • • • • • • • _• r• • • • • • • • • • • affordable housing for low to moderate income families. This program was designed to revitalize central city neighborhoods. • Emergency Repairs Program addresses immediate threats to the health and safety of homeowners, such as severe roof problems, major plumbing repairs, and heating/cooling emergencies. • Housing Counseling Program provides homeownership counseling, foreclosure prevention counseling, and landlord/tenant education. • Rental Rehabilitation Program provides low interest, deferred payment rehabilitation loans to owners of rental property for up to 50 percent of established rehabilitation costs. • Cowtown Brush -Up is an annual community involvement project. Pre -selected homes of qualified elderly, disabled and low-income residents throughout the City are painted by teams of volunteers with donated paint and supplies. In addition, graffiti is removed, trees are planted, and lots are cleaned. • Weatherization Assistance Program assists very low-income households throughout Tarrant County by providing insulation, energy -efficient windows and appliances, caulking, and installation of other energy saving devices. • Model Blocks Program is funded with federal Community Development Block Grant (CDBG) and HOME Investment Partnership funds. The program assists neighborhoods with housing revitalization projects, such as housing rehabilitation, infrastructure improvements, and park improvements, as well as community economic development within defined boundaries. Residents of selected neighborhoods participate in intensive training for organizational development, neighborhood capacity building, and community empowerment. Residents work with City staff to develop a strategic plan for their neighborhood that outlines goals and objectives they wish to accomplish using designated federal funds. • Acquisition, Rehabilitation, Resell Program provides affordable property for low-income first-time homebuyers. The City purchases and rehabilitates properties and originates mortgage loans. Large, low-income families and families buying homes in Model Blocks areas are targeted for this program. • State Neighborhood Empowerment Zone legislation is being considered as a tool to encourage the development of affordable housing in the central city • Land Banking Program is an instrument for assembling properties for future development opportunities. It is established through interest revenue generated from Fort Worth Housing Finance Corporation Housing (FWHFC) trust funds. Properties in the land bank are acquired through the Real Properties Division of the City or through private acquisition. The City's land bank allows properties to be acquired by private builders and nonprofits more quickly than the time and restrictions required under the current foreclosure process. A property in the land bank program will be disposed in one of the three following manners. 1) The property will be sold to a homebuilder "as is" for site development and new home construction. 2) The FWHFC will undertake site development and sell the developed property to homebuilders for new home construction. 3) The FWHFC will act as the developer and undertake site development and new home construction. 47 Designated Model Blocks 35W 1 Eastwood 2. Near Southeast 3. Jennings, May, St. Louis 4 Lake Como 5 Near Northside 6. Fairmount 7 Mitchell Boulevard 8. Poly 9 Riverside 10 Far Greater Northside There are currently 10 Model Blocks in Fort Worth. These neighborhoods receive technical assistance and funding to create and implement a neighborhood revitalization plan. (Source: Housing Department, 1999.) Chapter 5. Housing The Fort Worth Housing Authority (FWHA) offers the following programs. • The Section 8 certificate and voucher programs provide tenant -based rental assistance to eligible residents. Approximately 3,168 individual/family units are currently receiving tenant -based assistance, which provides housing vouchers to eligible applicants and gives them the freedom to use the subsidy in a wide range of private market housing. Project -based assistance, another form of Section 8 subsidy, provides financial help to eligible families as long as they are living in specified units. At the beginning of 2000, approximately 1,800 units of housing in Fort Worth were subsidized through this program. The Fort Worth Housing Authority owns and manages one 72-unit apartment complex and acts as contract administrator for an additional 268 units within five apartment complexes throughout the City • FWHA maintains and upgrades conventional assisted rental units. • FWHA supports resident initiatives and provides support services, such as child care, job training, and drug elimination programs. Capital Improvement Projects Capital improvements identified for the next three years are listed in Appendix D, along with estimated costs, completion dates, and potential funding sources. Seven _ projects are identified, totaling nearly $69 million. Most of the projects shown in the table are ongoing housing projects undertaken by the Housing Department that will involve multiple projects and partners throughout the City These projects are included in the City's Consolidated Plan, 2000-2003, which was submitted to the U.S. Department of Housing and Urban Development on April 15, 2000 as a requirement to continue receiving Community Development Block Grant, HOME program, Emergency Shelter .Grant, and Housing Opportunities for Persons with AIDS Grant funds. The Consolidated Annual Action Plan containing the budget for HUD program year 2000 to 2001 was submitted to HUD in April, 2000. The total budget for this program year is about $11.3 million (CDBG. $7 7 million, HOME. $2.7 million, ESG• $270,000, HOPWA. $674,000). It is anticipated that this budget will be approved by HUD and will take effect on June 1, 2000 Chapter 5. Housing 48 The Fort Worth Housing Authority The Fort Worth Housing Authority owns and manages 1,403 units of public housing in addition to two facilities for extremely low and very low income elderly residents. It also offers Section 8 tenant -based and project -based assistance to 4,968 individual/family units throughout the City of Fort Worth. (Source: Fort Worth Housing Authority, 2000.) ••••••••••••••••••••••••••••••••• • • • CHAPTER 6: PARKS AND RECREATION • Park, open space, and recreational opportunities are important, not only to enhance 41 quality of life and neighborhood vitality, but also to preserve natural resources and • provide alternative transportation links between our neighborhoods andgrowth t centers. Over the years, the City of Fort Worth has recognized these benefits and has strived to increase these opportunities, earning it the National Gold Medal in • 1996 from the National Recreation and Park Association as having the best managed large park system in the country • The City of Fort Worth provides park and recreational opportunities through the • Fort Worth Parks and Community Services Department, whose mission is "to i• enrich the lives of our citizens through the stewardship of our resources and the responsive provision of quality recreational opportunities and community services." Community services are addressed in Chapter Nine. To better meet the needs and • desires of Fort Worth citizens, the department completed a Park, Recreation, and Open Space Master Plan, which was adopted by the City Council in 1998. The major issues identified in the Plan are outlined in this Chapter EXISTING CONDITIONS AND TRENDS .41 41 • Park Classifications • Fort Worth's park and recreational sites are grouped into four classifications, based on the National Recreation and Park Association (NRPA) standards that use size, • service area, and uses as distinguishing characteristics. The four park classifications • include Neighborhood, Community, Large Recreation, and Special Use Park. These classifications and standards assist the City in evaluating the current system and in • planning for future sites and facilities. In 2000, there are 143 neighborhood parks, • 28 community parks, 8 large recreation parks, and 32 special use parks. Because some parks have more than one classification, there are 211 total classifications for • the City's 205 parks. The NRPA recommends that a city provide a total of 21.25- 30.50 acres of parkland for every 1,000 persons. In 2000, Fort Worth provided • 20.04 acres of dedicated parkland per 1,000 persons, including the 3,467-acre Fort • Worth Nature Center and Refuge. The four park classifications are grouped into two types of parkland. Large recreation and special use parks are considered Regional • parkland. Neighborhood and community parks are considered Close -to -Home • parkland. The greatest deficiency is in Regional parkland, though there is also a need for additional Close -to -Home parkland. The map on the right depicts those • sectors with the greatest deficiencies in parkland. Based on current population • 49 The City of Fort Worth has 205 park and recreational sites, including agreements with other agencies that provide services and facilities for the City Of these sites, 171 are active parks. The park sites total 10,111.26 acres of parkland, including 130 playgrounds, 107 practice fields, 33 competition baseball/softball fields, 22 competition soccer fields, 90 basketball courts, 91 tennis courts, 7 pools, 6 golf courses (108 holes), 28.93 miles of trail, and 69 picnic shelters. Existing Park Sites Fort Worth has 205 park sites, with 10,111.26 acres of parkland. (Source: Park, Recreation and Open Space Master Plan, 1998.) Chapter 6: Parks and Recreation projections, nearly 3,200 acres of parkland will need to be acquired by 2020 to meet the 21.25 acres of parkland per 1,000 population standard. Recreational Facilities Recreational facilities provided at park sites are important to the intended service population and surrounding uses. Neighborhood parks are typically within walking distance of the neighborhood homes. Generally, they include playgrounds and picnic areas, non -structured open space, and provisions for informal field and court games, such as softball or soccer Community parks include similar facilities, though more formal fields for games such as baseball and soccer are generally provided. Athletic field lighting may also be provided, depending on site characteristics and surrounding uses. Large recreation parks are often set aside to preserve natural site characteristics, and include facilities similar to those in community parks, along with more intense uses to serve a larger, more regional population. They include such uses as tennis centers, swimming pools, and community centers. Special use parks are oriented towards a particular use and are intended to serve the entire city and sometimes even the region. The Fort Worth Nature Center and Refuge, Botanic Garden, golf courses, Log Cabin Village, and the Fort Worth Zoo are included in this category Though not an actual park, the Fort Worth Herd is a special attraction that is intended for enjoyment by the region. The City operates a total of 20 community centers, 18 of which are located within the City The two remaining NRD centers are located outside the city limits. The City also operates the Haws Athletic Center near Downtown. Many of the community centers are used for meeting space by homeowners associations, neighborhood advisory councils, Boy Scout and Girl Scout activities, and some serve as emergency shelters and Safe Havens for the children of the community The NRPA standards for park and recreational facilities use population size to determine the number of recreation facilities needed to serve a community Based on these standards, Fort Worth is in need of an additional 27 competition soccer fields, 20 miles of hike and bike trails, seven basketball courts, six competition baseball/softball fields, six tennis courts, and one skate park. Trinity River Trails Nearly 32 miles of trail line the Trinity River and Marine Creek. The trails are within the floodplain of the Trinity River and its tributaries. Surfaces are provided for biking, walking, and in -line skating. These green corridors are important, not only for protecting the Trinity River and its floodplains and providing accessible recreation and open space opportunities, but also for providing alternative transportation between neighborhoods and activity and employment centers. Work is currently underway to expand the trail system along the West Fork and Sycamore Creek to connect with the existing trails. The Clear Fork of the Trinity River connects south and southwest neighborhoods to Downtown, and also links major parks, such as Pecan Valley,Park and Golf Course, Oakmont Park, Forest Park, Trinity Park, and Heritage Park. Expansion of the greenway system along the Clear Fork to Lake Benbrook was completed in November 1999 The West Fork of the Chapter 6: Parks and Recreation 50 Sectors Deficient in Parkland Arlington Heights Eastside Southeast Southside TCU/Westcliff Western Hills/Ridglea Sectors deficient in close -to -home parkland Q Sectors deficient in regional parkland ® Sectors deficient in both types of parkland Far North Northeast Northside Southside Wedgwood Western Hills/Ridglea The map and table depict sectors deficient in parkland according to City and national standards. (Source: Parks and Community Services Department, 1999.) 0 0 0 0' 0 0 0 0 0 0 0 0 V 0 0 ®' 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Trinity River provides an opportunity for linking Lake Worth to Downtown, and for connecting many west and northwest neighborhoods to the City park system. Trinity River Master Plan The 1990 Trinity River Master Plan was initiated by Streams and Valleys, Incorporated. It represents a cooperative effort among the Trinity River Master Plan Task Force, Tarrant County Water Control and Improvement District 1, Fort Worth District of U S. Army Corps of Engineers, and various City departments. The Plan recommends improvement of 43 miles of the Trinity River Corridor, which consists of the Trinity River Main Branch and the West Fork. Along with other recommendations, the plan emphasizes the importance of using the river corridors to connect parks and lakes, activity centers, and neighborhoods so that points of interest and destinations are within the greenway system. The Plan recognizes the importance of connecting the river system to the urban landscape by providing entrances to the system from many points in the City that are conveniently and easily identified in the landscape. It additionally encourages the development of roadways that take advantage of river views to make the Trinity River part of daily life. River gateways, with large scale plantings and graphics, and urban river edges, with hard edges that allow activity near the water, are also recommended. Recreational activity is an important part of the Plan. recommendations are made for canoe runs and access points and trails, not only for pedestrians, but also for bicycling and horseback riding. An agreement between the City and Tarrant Regional Water District provides for shared responsibility of maintenance and expansion of the greenway network. Trends The City of Fort Worth is growing, and will continue to grow well into the 21st century, with a projected 2020 population of 630,000. With this growth comes increased development and a decrease in the amount of undeveloped land. As population increases, an additional demand will be placed on the existing parks and recreational facilities. New facilities and open spaces will be needed to provide for the additional population, as well as to provide for the existing population as it moves into previously undeveloped areas. Much of the growth will occur in the Far North, Far Northwest, and Southwest sectors. Fort Worth has committed itself to central city revitalization. The Downtown is experiencing high density residential development and commercial redevelopment, which has placed a strain on existing urban parkland and created a demand for more urban park space and links to recreational opportunities. Growth centers with more intense residential and commercial activity will require recreation and open space opportunities, as well as links to rivers, lakes, and activity centers such as the Downtown area. Parks, generally in the form of public plazas and squares, will play an integral role in forming centers or the cores of growth centers. Tourism Fort Worth's parks are attractions for both residents and visitors, alike. Many of the City's premier attractions, such as the Zoo, Botanic Garden, Nature Center and 51 National Recreation and Park Association Standards for Park Classifications Neighborhood 5 to 20 (Community 30 to 75 Large > 75 Recreation (Special Use Depends on Use City �/4 to 1/2 1 to 1 1/2 1 to 1 1/2 3,000 to 6,000 18,000 to 36,000 80,000 to 100,000 City Fort Worth uses the park classification and standards listed above to determine size and location of parks and to evaluate the park system Fort Worth has 143 neighborhood parks, 28 community parks, 8 large recreation parks, and 32 special use parks. (Source: Fort Worth Park, Recreation, and Open Space Master Plan, 1998.) Fort Worth's Recreation Facility Needs Based on National Recreation and Park Association Standards, 1998 Competition Soccer Fields Hike and Bike Trails Basketball Courts Competition Baseball/ Softball Fields Tennis Courts 1 10 1 mile:10 1:5 1 12 1:5 49 49 97 39 97 *Based on 1997 population estimate of 485,041 **Not all internal park trails were measured. 22 29** 90 33 91 27 20 7 6 6 Fort Worth uses the National Recreation and Park Association standards for recreational facilities to determine the City's facility needs. A five-year plan has been developed to eliminate deficiencies. (Source: Park, Recreation and Open Space Master Plan, 1998.) Chapter 6: Parks and Recreation Refuge, Log Cabin Village, and Water Gardens, are important to the Fort Worth economy For example, the Zoo alone attracts over one million visitors annually In the 1998 Park, Recreation, and Open Space Master Plan citizen survey, the majority of park users responded that they had taken out of town visitors to the Fort Worth Zoo and Botanic Garden. Nearly half reported taking visitors to the Water Gardens, Trinity Park, and Forest Park. The newest attraction to the Fort Worth park system is the Fort Worth Herd. Daily cattle drives conducted in the Historic Fort Worth Stockyards are a re-creation of the great cattle drives of the late 1800's. Eight cowhands ride with the 15 long horn steer down Exchange Street through the heart of the Historic Stockyards. The Fort Worth Herd had its kick-off on June 12, 1999 Proclaimed as the "Last Great Cattle Drive of the Century," it was publicized worldwide with an estimated value of $1.3 million in free publicity for Fort Worth. Approximately 110,000 people attended the cattle drive in its first six months, indicating the popularity of this new program. As the Fort Worth economy continues to diversify and surrounding markets remain highly competitive, the value of the City's premier facilities may be the deciding factor that causes businesses to relocate to Fort Worth. The attraction of these facilities may also convince convention coordinators or tourists to choose Fort Worth over other cities. Parkland Acquisition In the last 20 years, Fort Worth has increased its parkland by 16.6 percent, or 1,683.30 acres. Parkland is obtained by three methods. First, the City may purchase land to be used as open or recreational space. Alternatively, parkland can be donated as a gift, or obtained from a required dedication to the City by developers as a requirement of the land subdivision process. The City's park dedication standard is based on the national standard, and the park dedication policy is intended to provide 2.5 acres of neighborhood parks per 1,000 population. The current neighborhood park dedication policy states that dedicated land should be park -like in nature, with 50 percent of land suitable for active use. The goal of the policy is to provide one neighborhood park per neighborhood unit. If the minimum park size is not provided, a fee is exercised in lieu of parkland dedication. While this policy is useful for acquiring neighborhood parks, it does not assist in acquiring suitable community, large recreation, and regional parks. Dedication is an important means of obtaining parkland, comprising over one fourth of that acquired in the past 20 years. However, it is not sufficient to ensure that community needs are met. Parkland should be set aside now to protect natural resources in the future and to promote City acquisition of land before development causes an increase in property costs. GOALS AND OBJECTIVES Restore and maintain the viability of the park, recreation, and open space system by renovating existing facilities. • Renovate existing. playgroundsto bring them into compliance with Consumer Chapter 6: Parks and Recreation 52 Percentage of Park Users that Take Out of Town Visitors to Park Attractions Fort Worth Zoo Botanic Garden Water Gardens Trinity Park Forest Park Other Fort Worth Parks 69 63 48 42 41 27 Of the 2,200 park users that were surveyed, 69 percent reported taking out of town visitors to the Fort Worth Zoo. (Source: Park, Recreation and Open Space Master Plan, 1998). 30,000 25,000 20,000 — 15,000 — 10,000 — 5,000 --� 0 Fort Worth Herd .0 E a) 0. cn a, iu 0 0 a) E > 0 z E 0 0 a The newest attraction to the Fort Worth Park system is the Fort Worth Herd. Eight cowhands ride with the 15 long horn steer down Exchange Street in a daily re-creation of the great cattle drives of the late 1800's. The kick-off. event for the Fort Worth Herd was in June of 1999. Nearly 110,000 people attended the event in its first six months. (Source: Parks and Community Services Department, 2000.) • • • w • • • • • • • • • • • • • • • • • • • • • • • 0000000000000l ! O l0000000000000000 Product Safety Guidelines, and begin a program with the renovation of the projects funded in the 1998 Capital Improvements Program to replace or renovate playgrounds on a 20 year cycle. • Renovate existing deteriorated walks and trails identified in the 1998 CIP and Park, Recreation and Open Space Master Plan by the end of 2000. Reevaluate all existing trails annually. • Renovate athletic field lighting at Hallmark Park, Sandy Lane Park and Rockwood Park by the end of 2002. • Renovate Harmon Field Sports Complex and Sycamore Park Youth Sports Complex by the end of 2001 • Improve the shoreline at Lake Como Park by the end of 2002. • Renovate McLeland Tennis Center by the end of 2002. • Expand Rolling Hills Soccer Complex by the end of 2001 • Renovate Bradley Community Center by the end of 2000. • Move and replace Botanic Garden production greenhouses by the end of 2001 • Provide first phase development of reserve parks acquired through the Neighborhood Park Dedication Policy when neighborhood units reach a 50 percent build out or a population of 2,000 or greater and funds are appropriated to develop and maintain the improvements. Provide new parkland and facilities to meet park, recreation, and open space needs of developing areas of the City • Develop first phase of Southwest Community Park and Athletic Complex by the end of 2001 • Acquire and develop first phase of Far North Community Park to serve the Summerfields and Park Glen areas by the end of 2002. • Acquire and develop first phase of West Community Park by the end of 2002. • Develop Ellis and Marine Creek Linear Parks by the end of 2001 • Increase park acreage per 1,000 persons from 19.64 acres per 1,000 to 21.25 acres per 1,000 by 2020 by expanding close -to -home and regional park space, concentrating on under -served areas in the central city Provide safe and secure parks and parkways. • Provide park security lighting at 30 sites by the end of 2002. • Renovate 34 playgrounds by bringing them into compliance with current Consumer Product Safety Guidelines by the end of 2000. Improve variety of park, recreation, and open space opportunities available to the community • Provide park facilities where service levels fall below standards, including 27 soccer fields, 7 basketball courts, 6 softball/baseball fields, and 6 tennis courts by the end of 2003 • Develop Eugene McCray Community Center in the Southeast Sector by the end of 2002. Improve and enhance tourism and educational opportunities. • Renovate facilities and infrastructure identified in the 1998 Capital 53 Methods of Parkland Acquisition, 1977-2000 Joint Use Purchase 1% 17% Dedication 29% Donation 53% Dedication 492.45 Donation 879.83 Joint Use 22.78 Purchase 288.24 Total Acres 1,683.30 Fort Worth obtains parkland through its parkland dedication policy, donations, joint uses with various organizations, and actual purchase of sites. In the past 22 years, donations have contributed ,the largest percentage of parkland. (Source: Parks and Community Services Department, 2000.) Chapter 6: Parks and Recreation Improvement Program at the Fort Worth Zoo through a partnership with the Fort Worth Zoological Association by the end of 2002. • Complete a master plan to improve and enhance facilities at the Fort Worth Nature Center and Refuge by the end of 2002. • Replace the Cross Timbers Trail Bridge to access large areas of the Fort Worth Nature Center by the end of 2002. • Complete first phase renovations of the Fort Worth Water Gardens by the end of 2001 • Complete implementation of Botanic Garden Master Plan by 2020. • Renovate parking lot at Log Cabin Village to meet expanded parking needs by the end of 2002. Provide additional hike and bike trails in the floodplains of the Trinity River and its tributaries through a cooperative effort with Streams and Valleys, Incorporated, the Tarrant Regional Water District, North Central Texas Council of Governments and partner municipalities. • Improve trails and pedestrian bridge in Trinity Park by the end of 2000. • Complete Trinity Trail segment east to Loop 820 by the end of 2006. • Expand trail system to include southern sections of Sycamore Creek to the southern end of Carter Park by 2010. • Expand trail system to include southern sections of Sycamore Creek to Lincolnshire Park by 2020. • Build Trinity Trail connection between Loop 820 and Arlington by 2020. • Work with bordering municipalities and Tarrant County to connect Arcadia Trail to Trinity Trail in the Whites Branch and Fossil Creek Corridor by 2020. Build and enhance community partnerships to deliver quality services and facilities. • Each year, build partnerships with two willing Independent School District (ISDs) in the City of Fort Worth to pursue cooperative use of facilities in the delivery of recreation and community programs and services. Preserve and enhance the City's natural resources. • Preserve and enhance river and creek floodplains as parks, open space, and trail corridor linkages by taking steps to minimize reclamation of the 100 year floodplain, thus limiting flood hazards. Develop an interdepartmental floodplain conservation team to prepare a plan by the end of 2003 • Complete first phase of boundary fence at the Fort Worth Nature Center and Refuge by the end of 2002. • Develop a plan that identifies, conserves, and recognizes historical, archeological, and cultural resources within the existing park system by the end of 2005 The City Council adopted a revised neighborhood and community park dedication policy on April 18, 2000. The revised policy requires the following: dedication of parkland at a rate of 2.5 acres per 1,000 population for neighborhood parks or fee in lieu of dedication; dedication of land for community parks at a rate of 3.75 acres per Existing and Proposed Trinity Trail Links 7,4 Al Existing or Funded Proposed 0 3 Miles Expansion and enhancement of the trail system along the Trinity River is an important City and regional goal. Approximately 32 miles of trail currently exist or are funded within the Trinity River Corridor The Trinity River Master Plan provides for a total of 43 miles of trails. (Sources: NCTCOG, Parks and Community Services Department, 1999.) 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 9 0 9 9 0 0 0 Chapter 6: Parks and Recreation 54 • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • 1,000 population or fee in lieu of dedication. The policy also requires that developers construct or provide the funding for construction of first phase park improvements as a project cost, with the City committing to appropriate maintenance funds once the improvements are completed and accepted by the City The revised park dedication policy is applicable in the City as well as the ETJ In the revised policy, credit is not given for private recreational facilities since these often have limited access and are generally not available to the public. The City Council will be appointing a Park Policy Special Task Force to review the newly adopted neighborhood and community park dedication policy and make recommendations for any improvements to the policy to the Parks and Community Services Advisory Board, City Plan Commission, and the City Council. The task force will consist of representatives from the development community, park interest groups, realtors, and the community at -large. POLICIES AND STRATEGIES The City of Fort Worth will use the following policies, outlined in the Parks, Recreation, and Open Space Master Plan (1998) and the 1990 Trinity River Master Plan, to provide park, open space, and recreational opportunities to its citizens. Current Policies • Work with local, state, and federal organizations to provide coordinated community services and a City park system that is effectively managed and conserves and protects City resources. • Develop attractive and secure park, recreation, open space, and community service facilities that are accessible to all citizens, regardless of race, gender, age, income, or physical ability • Actively promote citizen involvement in determining park, recreation, and open space needs and desires of the community • Preserve and enhance rivers, creeks, and floodplains as parks, public open space and as linkages to neighborhoods. • Provide parkland in areas of the City that are currently deficient. • Pursue implementation of the Trinity River Master Plan in cooperation with Streams and Valleys, Incorporated and the Tarrant Regional Water District. • As an alternative to building independent community centers, seek agreements for joint programs and shared community facilities, when feasible. Recommended Policy • Seek means to develop and support a system of urban parks and open space that links neighborhoods to growth centers as well as other park, recreation and community facilities. PROGRAMS AND PROJECTS Programs Fort Worth has a number of programs that provide park and recreational opportunities to the community They include the following: • City of Fort Worth Community Centers ▪ Regional Centers • Community Centers • Proposed Community Center 0 3 Miles The City of Fort Worth has a total of 20 community centers. The Botanic Garden, Nature Center, and Haws are regional facilities that serve the entire City The remaining 17 are community centers that have a 1 1/2 to 3 mile radius service area. The proposed Eugene McCray Community Center was funded in the 1998 bond election and should be complete by the end of 2001 (Source: Parks and Community Services Department, 1999.) • 55 Chapter 6: Parks and Recreation • The Urban Forestry Program plants an average of 1,200 new trees annually throughout the City to improve air quality and streetscape aesthetics. • Mayfest is held every year in May along the banks of the Trinity River in Trinity Park. The festival is sponsored by Streams and Valleys Incorporated, Mayfest Incorporated, Tarrant Regional Water District, and the Parks and Community Services Department. Money raised by the event is used for improvements in the Trinity River Corridor • The Parks and Community Services Department works with the Independent School Districts to avoid duplication of park and recreational facilities. School facilities play an important role in meeting the recreational needs of Fort Worth youths. The City has shared facility agreements for many park sites, athletic facilities, educational facilities and services, and transportation. • Many Fitness and Wellness Programs are offered at the City's community centers, including gymnastics, weight training, aquatics, like skills programs such as photography, junior golf, and wood carving; youth sports programs and athletic leagues; cultural programs; and social programs including dancing and senior lunches. Volunteer opportunities for community restitution workers and employment opportunities for summer leaders and contract instructors are also available. • The Parks and Community Services Department also offers a number of programs referred to as Unique Programs. These programs include the Afterschool/Late Night Program, Comin' Up Gang Intervention Program, Youth Sports Program, Community Alternative Program, Standard Based schools, and Homework Assistance Center Social, health and child care, and neighborhood services are also offered. • Formal and informal educational opportunities are available at the Nature Center and Refuge, Log Cabin Village, Fort Worth Zoo, Botanic Garden, and through the Fort Worth Herd. Capital Improvement Projects The City of Fort Worth has a number of projects that will provide park, open space, and recreational opportunities for its citizens. Those needed in the next five years are included in the 1998 Park, Recreation, and Open Space Master Plan. Additional projects will be necessary over the next 20 years to serve the needs of the growing population and developing areas of the City Many of the special use parks have developed individual master plans or strategic plans that the City has adopted. These include the Trinity River Master Plan, the Botanic Garden Master Plan, and the Nature Center and Refuge Strategic Plan. Community and City resources will be required to implement these plans. The 49 capital improvement projects identified for the next 20 years are listed in Appendix D, along with estimated costs, completion dates, and potential funding sources. The estimated cost for the 49 projects totals $214.8 million, $169 4 million of which is not funded. Park Classifications Delga Park, located at 1400 Nixon Street northeast of Downtown, represents a typical neighborhood park. With nearly 5 acres, it con- tains a picnic shelter, playground area, softball/baseball practice fields, and basketball courts. (Sources: Park, Recreation, and Open Space Master Plan and City of Fort Worth, 1998.) Rolling Hills Park, located in southeast Fort Worth, is made up of 197.2 acres of parkland. It is considered a large recreation park, with 6 competition soccer fields, 6 tennis courts, and 1 competition softball/baseball field. A number of sports tournaments make use of the facilities throughout the year (Sources: Park, Recreation, and Open Space Master Plan and City of Fort Worth, 1998.) • • • • • • • • • • • • • •' • • • • • • • • • • • • • • i Chapter 6: Parks and Recreation 56 0 0 O CHAPTER 7: LIBRARIES O Library services are provided to the citizens of Fort Worth by the Fort Worth Public O Library, whose mission is "to provide the highest quality of user -oriented public libraryservice for all citizens of Fort Worth. Library services should contribute to O the development of our community through the use of a broad range of O contemporary and historic print and non -print media, as well as technology " 0 The purpose of this chapter is to provide information on current library facilities and O what the future needs may be of the public library Technology is becoming increasingly important to providing library service, yet it is difficult to keep pace O with the rapidly changing development of information and communication O technology and to determine what its effects will be. O EXISTING CONDITIONS AND TRENDS O Facilities O The City of Fort Worth Public Library consists of 14 community facilities, including one central library, two regional libraries, nine neighborhood libraries, and two O library stations in public housing communities. O The Central Library, located in Downtown, serves the entire City and county as a reference and information resource center In October 1999, the 50,000 square foot newly -renovated street level space was opened to the public, bringing the facility's O total usable space to 175,000 square feet. The new space includes an area devoted to youth and media units, as well as a new technology center, funded by Intel. Plans exist for the addition of a second and third floor to the Central Library 0 The Fort Worth Public Library has two regional libraries located in the East and e Southwest that are full service libraries, intended to serve 100,000 people each. A © Library Comprehensive Master Plan is necessary to determine the location and level © of additional services required to meet the needs of the existing and projected populations in the City 0 Nine neighborhood or branch libraries provide services to Fort Worth O neighborhoods. Six of these facilities were built in the 1960s to serve a much smaller O city and population. Only two new neighborhood facilities have been funded since 1982. The East Berry Library suffers from structural damage, though its location serves the area well. The west portion of the City, outside Loop 820, is out of the service area of a neighborhood library, with the closest facility being Ridglea. d 0 O Fort Worth also provides library services in two public housing projects: the Cavile Outreach Opportunity Library (COOL) and Butler Outreach Library (BOLD). Known as "satellite" libraries, these facilities are not actually owned by the. City Instead, the Fort Worth Housing Authority provides the structures, while the library provides materials, programs, and staff. They are intended primarily to introduce 57 Existing Library Facilities and Under -Served Areas 13 1 Central 2. East Regional 3. Southwest Regional 4 Diamond Hill/Jarvis 5. East Berry 6. Meadowbrook 7 Northside 8. Ridglea 9. Riverside 10. Seminary South 11- Shamblee 12. Wedgwood 13. Summerglen Neighborhood 14 BOLD 15. COOL O Central 0 Regional • Neighborhood Branch Satelite Q Under Construction (Fall 2000) Underserved Areas The map shows the location of the 14 existing library facilities. The Summerglen Neighborhood Library (13) has been funded and is scheduled to open in the Fall of 2000. General areas of the City that are not served by existing facilities are mostly outside Loop 820. (Sources: Fort Worth Public Library and Planning Department, 1999.) Chapter 7 Libraries children to library services, and to provide students with the resources necessary for projects or homework. Projections for 2020 show a population of 630,000, with much of the growth in the Far North, Wedgwood, and Southwest sectors. Additional neighborhood facilities may be needed in those areas with populations of 20,000 or more. Exact size and locations of facilities and mode of service delivery should be determined by a Library Comprehensive Plan. Libraries should be located on major streets, in areas of high visibility, to best serve the population. Growth centers, with dense residen- tial development and commercial activity, will be ideal locations for libraries. Technology All branches of the Fort Worth Public Library have computer terminals available to the public. The terminals provide access to an automated catalog and to the Fort Worth Public Library Internet Gateway and web browser for research purposes. The Library web site provides access to the catalogs of all 14 libraries. The Central Library and East Regional Library also provide Local Area Networks (LAN) for accessing automated reference materials. An additional 25 public access computer terminals were added at the Central Library in the new technology training center A Gates Library Foundation Grant provided 15 computers, which were later divided between the two satellite libraries, BOLD and COOL. The two satellite libraries were selected as recipients of the computers based on the low-income status of the surrounding communities. Technology has had a great influence on how information is distributed. The Fort Worth Public Library Internet site not only provides information on its collections and services, but also attempts to organize other Internet sites to help users find the subjects they need. People are turning to libraries, the traditional organizers, keepers, and retrievers of information, to get help navigating the information super highway Electronic documents provide new challenges for libraries and pose problematic questions about space, storage, retrieval, and preservation. The very nature of library services is challenged by the advent of swiftly moving technological advances. Collections Collections declined during the 1980s due to budget constraints. Fewer new publications were purchased to replace damaged and obsolete items that had to be discarded, and fewer new information formats were purchased. However, collections have been slowly increasing over the last five years, with a 1998 total of over two million publications. Today, the greatest issue is maintaining current print collections and electronic and online resources. Science and technology are dynamic, making constant collection updates necessary Existing collections do not necessarily reflect what people want or need. Electronic documents are reliant on the technology used for their creation. Equipment upgrades and continued subscriptions to electronic publications will become increasingly important to assure access to current and past information. Chapter 7 Libraries 58 Circulation* per capita Visits per capita Card Holders per capita Total Square Feet per capita Collections per capita Annual Budget Fiscal Year 1997/1998 per capita 1998 Population Total Facilities Comparison of Public Library Statistics for Fiscal Year 1997/1998 8.8 3.6 3.1 2.4 0.5 0.6 44 04 0.9 3.0 5.1 2.7 2.9 4 4 2.2 2.2 0.7 0.3 06 04 0.3 2.2 2.1 1.3 Not Available $20.2 $18.2 $21.9 $11 0 $10.2 490,500 1,047,350 12 Branch 2 Regional 1 Central 22 Branch 1 Central 585,716 615,000 1,363,600 17 Branch 1 History 9 Branch 18 Branch Center 1 Central 1 Central 1 Central *Number of materials checked out. Does not include materials used in library When compared with other cities in Texas, the Fort Worth Public Library ranks highest in circulation and collections. (Sources: Fort Worth Public Library, Dallas Public Library, Austin Public Library, El Paso Public Library, San Antonio Public Library, 1999.) 0 0 0 0 0 0 0 0 0 0 0 ©' 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 • • • • • • • • • • • • • • • • • • • • • • • • • • • • • Demosranhiic Trends A number of trends will influence the provision of library services in the 20 century The rate and location of population growth will be factors in determining the location, number, and size of library facilities, as well as the mode of service delivery The changing characteristics of the population, such as age and ethnicity, will drive the information needs of the community It is projected that 33 percent of Fort Worth's population will be Hispanic by 2020. As this population increases, so will the demand for different types of services. There is already a growing need for Hispanic librarians who not only. speak Spanish and are capable of creating and implementing programs that celebrate Hispanic culture, but who also make all library users comfortable using the facility and services. Additionally, projections show that the population of Fort Worth is aging. Services should be provided that specifically meet the needs of the elderly and home -bound individuals. Furthermore, specially designed programs for teenagers should be provided, while services to current, frequent users should be maintained. Changes in technology will influence how information is provided and will help define the future role of libraries. Collections, facilities, and staff will also determine the quality of library information service delivery GOALS AND OBJECTIVES Deliver the highest level of customer -oriented public library service to all citizens of Fort Worth. These services should contribute to the development of communities and citizens through access to a broad range of print and non -print contemporary and historical materials. • Provide services that best respond to user needs, including selected outreach initiatives. • Acquire collections that allow timely and accurate retrieval of information. • Provide public access to the latest digital information and communications technology • Provide facilities that are conducive to the delivery of quality library and information services. • Provide carefully selected and trained staff to meet the needs of users. POLICIES AND STRATEGIES The Fort Worth Public Library's Program of Services will be guided by the following recommended policy and strategies Recommended Policy • Provide services that are responsive to the needs and desires of the community Recommended Strateeies • Offer services in conveniently located, easily accessible facilities in all areas of the City • Pursue all possible funding sources to augment program planning. 59 Fort Worth Central Library The street level floor of the Central Library opened to the public in October 1999 The architectural plan for the facility provides for additional expansions. If funding is available, a second floor will be completed by 2015. (Source: Fort Worth Public Library, 1999.) Chapter 7 Libraries • Seek cooperative relationships in service delivery ® Make available diverse resources, including electronic and online services. PROGRAMS AND PROJECTS Community Programs The Fort Worth Public Library often partners with other agencies to provide learning activities. The Fort Worth Independent School District provides tutors and materials for adult literacy, English as a Second Language, and GED classes, while the library provides the facilities. The Cities of Fort Worth, Haltom City, Keller, Richland Hills, and Watauga have an agreement by which residents of the five cities may use their library card from the city in which they reside in any of the public libraries without charge, because Fort Worth is their library automation vendor The Fort Worth Outreach Service delivers library materials to agencies or organizations that serve people who may not be able to obtain them otherwise. Organizations that are eligible for the outreach program include retirement homes, senior citizen centers, nursing homes, daycare centers, hospitals, day homes, and recreation centers. While the program currently delivers only to organizations and group homes, there is an additional need for services to the homebound. Youth Programs The Library Reading Club, available through all library branches, encourages young people to read by providing special presentations andoffering incentives. The individual branches offer different types of programs that change based on the needs of the community For example, BOLD provided a genealogy librarian to assist people in researching their family histories for Black History month. Riverside Library celebrates the Vietnamese New Year with exhibits, and provides books written in Vietnamese. In order to serve the large Hispanic population surrounding Diamond Hill/Jarvis Library, a bilingual story and library club is offered. Both Northside and Diamond Hill/Jarvis Libraries offer a program called Juntos Podemos, or Together We Can, that provides computer opportunities for residents in the 76106 ZIP code area, located in northwest Fort Worth. Capital Improvement Projects The need for additional facilities should be determinedby a Library Comprehensive Master Plan. To date, one project has been identified, the Far North branch library, which will serve the communities of Summerfield, Park Glen, and Fossil Creek. The 11,000 square foot facility is now in the design phase and should be complete by Fall of 2000. Also of immediate concern is the need to replace the exterior of the Central Library and shore up columns to accommodate shelving and book stacks. Two projects are identified at a total cost of $7.2 million, $2.7 million of which is funded. A list of the projects, with estimated costs, completion dates, and potential funding sources, is includedinAppendix D Youth Programs Youths at the Diamond Hill/Jarvis Neighborhood Library are learn- ing to use computers through the Juntos Podemos, or Together We Can Program. This program, available to residents in the 76106 ZIP code, is also offered at the Northside Branch. (Source: Fort Worth Public Library, 1998.) A librarian in costume entertains children during story time at Ridglea Neighborhood Library Story time is a -program for children that is offered at all. Fort Worth Public Libraries. (Source: For t:Worth Public Library, 1998.) • • • • • • • • • • • • • • • • • • • • • • • • • • • • Chapter 7• Libraries 60 " 0 0 O CHAPTER 8: PUBLIC HEALTH O Across the United States, major changes have taken place in the way health services e are financed and delivered to the public. This period of unprecented change and Q reform is presenting significant challenges and providing new opportunities for public health agencies at all levels of government. In responding to this change, the Q City of Fort Worth Public Health Department has balanced the continuation of the 0 traditional enforcement activities while innovating a population -based outreach program which assesses individual, family, and community strengths at the Q neighborhood level. This approach has enabled the neighborhoods to have a voice in identifying and addressing their concerns. ® To determine which competing concerns to address in the community, the Department follows the core functions of Public Health. Assessment, Assurance, Q and Policy Development. Assessment involves the regular systematic collection, Q analysis and dissemination of information on the health of the community A Community Health Assessment was conducted in 1998. The survey identified Q health problems and issues which are described in this section. `0 Assurance follows by committing to citizens that agreed -on goals will be achieved by encouraging actions of others (private or public), requiring action by regulation, or providing service directly No single health provider can effectively serve the health needs of all community members. Therefore, collaborative partnerships Q between health service providers play an important role in delivering the high level of health care and health advocacy that all citizens deserve. The City, County, State, and private entities all work together to provide health services to Fort Worth ® residents. 9 Policy Development recognizes the scientific knowledge base in decision -making. For example, the study released in the March 1997, Journal of Public Health ® Management and Practice found that people's overall health is influenced primarily Q by four factors. 50 percent by lifestyle, 20 percent by genetics, 20 percent by their environment, and 10 percent by the medical delivery system. Public health services Q focus on two of these factors, lifestyle and environment, that together influence 70 ® percent of a person's overall health. EXISTING CONDITIONS AND TRENDS ® Major factors influencing health are interrelated and include the following: lifestyle, ® environment, negative behaviors, and availability of health insurance. Negative Q behaviors such as eating high fat diets, eating nutritionally imbalanced meals, and smoking contribute to overall health problems. In addition, residents who lack Q health insurance may be at a higher risk for health problems due to infrequent check-ups and inaccessibility to basic care. 0 Factors That Influence Health Medical Delivery System 10% Genetics 20% Environment 20% Lifestyle 50% Public health addresses the two factors that account for 70 percent of a person's overall health: lifestyle and environment. (Source: Journal of Public Health Management and Practice, March, 1997.) 40 35 30 25 20 15 10 5 0 Negative Behaviors Affecting Health Eats high fat meals Eats one or no 7 days a week servings of fruits or vegetables a day The 1998 Public Health Needs Assessment Survey in Fort Worth shows the percentage of respondents who engage in negative health behaviors. (Source: Fort Worth Public Health Department, 1998.) Smokes Q 61 Chapter 8: Public Health 1998 Public Health Needs Assessment Survey In 1998, the City conducted a public health needs assessment, which was a survey that used staff and volunteers to carry out face-to-face interviews with 3,201 residents. The survey's 73 major questions covered the residents' personal health habits, medical care issues, and overall quality of life. The Needs Assessment was statistically reliable within two percentage points. The survey provided information on health problems and issues, and highlighted some negative health behaviors of Fort Worth residents. 36 percent of Fort Worth respondents ate high fat meals seven days per week; 21 percent ate one or no servings of fruits and vegetables a day; and 26 percent smoked. The Needs Assessment asked residents to list their current health problems and to name the greatest health problem in their household. The health problems reported by respondents were a combination of both diagnosed ailments and respondents' personal perceptions of their health conditions. As part of the survey, residents identified the greatest health problem in their household. The top four health issues identified in the survey were asthma, allergies, hypertension, and diabetes. Additional public health issues included cigarette smoking, lack of health insurance, lack of prenatal care, Human Immunodeficiency Virus, food -borne illnesses, and animal related health problems. Asthma In the 1998 Public Health Needs Assessment, just over eight percent of respondents suffered from asthma, while 11.8 percent reported that there were asthma sufferers in their households. Sixty-seven percent of the reported asthma sufferers were female, in comparison to 33 percent male. The reported asthma rate for Blacks was 12.2 percent, compared to 6.0 percent for whites, and 4.8 percent for Hispanics. In addition, 23.5 percent of Black asthmatics received emergency care, in contrast to three percent of White asthmatics and seven percent of Hispanic asthmatics. The survey reported that 44-4 percent of Hispanic asthmatics lacked health insurance, compared to 21.0 percent for Blacks, and 19 4 percent for Whites. More White Fort Worth residents with asthma reported receiving health care from a doctor when they get sick, while a significant percentage of Black residents with asthma said that they visit the emergency room. In addition, the mortality rate for Blacks with asthma was nearly three times higher than that of Whites, according to Fort Worth vital statistics. In Fort Worth, asthma caused the deaths of seven persons in 1994, thirteen persons in 1995, and seven persons in 1997, according to the Texas Bureau of Statistics. Asthma attacks have been linked to exposure to second-hand smoke, which is particularly dangerous for small children, and households having roach infestations. In multifamily housing, pest control is not always effective because pests tend to migrate to contiguous untreated areas. Asthma can disrupt daily family life by causing asthmatic children to miss school, which in turn can cause parents to lose time from work. Educating families about the effects of second-hand smoke on children is very important. Greatest Health Problems in Fort Worth Households Reported by Race/Ethnicity 16 14• 12• 10- cs 6 8• m 1' a) 6 a. 4 — 2 — 0 • White Hispanic African American Asian G Asthma O Diabetes ®Allergies The Fort Worth public health survey shows asthma as the leading reported health problem for black households, while diabetes leads in all other groups except white households. (Source: Fort Worth Public Health Survey, 1998.) 3.0 2.5 y O m 2.0 0. 0 0 o 1.5 — 0 m 1.0 a) a) 0.5 0.0 1994 Death Rates of Asthma 1994-1997 1995 1997 RI Austin 0 Dallas 0Fort Worth 0 Houston The death rate from asthma was higher in Fort Worth in 1995 than in Austin, Dallas, and Houston. The Fort Worth public health survey reported that asthma is the greatest health problem in many Fort Worth households. (Source: Texas Bureau of Statistics, 1998.) 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 8 Chapter 8: Public Health 62 O O O O 0 0 O O 0 O O 0 O 0 0 O G e O O 0 0 0 0 0 0 Hypertension Hypertension, or high blood pressure, contributes significantly to the risk of heart disease and stroke, and damages the heart, brain, kidneys, and other vital organs. During the 1998 Needs Assessment Survey, 7 49 percent of respondents specified hypertension as the greatest health problem facing their household. Among minority populations, 10.35 percent of Blacks named hypertension as their greatest health problem. When asked if someone in the household suffered from hypertension, 19.9 percent of all respondents said yes. Again, this percentage is higher for Black respondents (22.9 percent answered yes). Deaths in Fort Worth due to hypertension increased by 45.9 percent in the period from 1992 to 1997 The mortality rate for Fort Worth is 7.6 deaths per 100,000 population, compared to a State rate of 4.6 deaths per 100,000 population. Diabetes Senior citizens and minority populations in Fort Worth named diabetes and its complications as their top health concern in the 1998 Needs Assessment Survey Nearly nine percent of residents reported that at least one person in their household had diabetes. Among minority populations, the percentage was significantly higher, with 18.8 percent of Blacks, 16.3 percent of Hispanics, and 15 1 percent of Asians answering in the affirmative. When asked to name the greatest health problem in the household, 7.2 percent of respondents specified diabetes. Diabetes ranked as the sixth most prevalent health problem among survey participants. It was also ranked as the sixth leading cause of death for Fort Worth residents. Diabetes Mellitus ranks as the sixth cause of death nationwide. The State diabetes death rate per 100,000 was 24.8 in 1994, 29.2 in 1996, and 29.3 in 1997 In Texas, 1,730,694 persons have diabetes, according to the 1997 Texas Diabetes Fact Sheet. The American Nursing Association attributes the severity of diabetes, in part, to one's diet, weight, and genetic predisposition to the disease. Additionally, pregnant women are susceptible to gestational diabetes, known as Type II diabetes. With routine examinations, treatment, and proper eating habits, diabetes can generally be controlled. Smokine Rates A high smoking rate in Fort Worth is a significant health problem, especially since smoking may be a contributing factor to three of the top five fatal diseases. heart disease, cancer, and hypertension. According to the Public Health Department, the smoking rate is 25.9 percent for Fort Worth residents, which is higher than the national rate of 25.0 percent (American Cancer Society, 1993) and the state rate of 23 7 percent (Center for Disease Control and Prevention). The Public Health Needs Assessment Survey revealed that the smoking rate was highest for Black respondents at 25 percent, followed by 23 percent for Hispanics, and 21 percent for Whites. In a 1997 Texas Department of Health survey of 230 high school students in Tarrant County, approximately 39 percent of the female students and 25 percent 63 Percentage Affected 20 18 16 14• 12• 10• 8 6 4. 2- 0 Prevalence of Diabetes by Ethnicity in Fort Worth African American Report by Ethnicity African Americans are the ethnic group most affected by diabetes. (Source: Fort Worth Public Health Survey, 1998.) Number of Students Whites Hispanic Asian Student Smokers in Tarrant County 120 100 80 60 40 20 0 Smokeless Tobacco Other D Male D Female Cigarette Cigar/Pipes Combination Tobacco Products Used A 1997 survey of 230 students throughout Tarrant County showed a high incidence of cigarette smokers. (Source: Texas Department of Health, 1997) Chapter 8: Public Health of the male students reported smoking cigarettes. In addition, 16 percent of the male students and seven percent of the female students reported using smokeless tobacco, cigarettes, and cigar/pipes combined. High smoking rates affect all citizens, as second-hand smoke contributes to the health problems of others. Lack of Health Insurance In 1994 through 1996, Texas ranked number one in the nation for the highest percentage of residents not covered by health insurance. Lack of health insurance affects the ability of individuals to seek preventive and diagnostic health treatment. Children in households that lack health insurance often do not see a medical practitioner until health problems become critical. According to the 1998 Public Health Needs Assessment Survey, 20 percent of Fort Worth residents surveyed said that they lacked any kind of health insurance, and 47 percent of those uninsured were Hispanic. As the Hispanic population is expected to grow during the next 20 years, the percentage of uninsured persons is also expected to grow Thirty-two percent of Hispanic children under five years of age have no health insurance, in contrast to six percent for Blacks and eight percent for Whites. Many of the uninsured are from working families with low -to -moderate incomes. They do not have access to benefits through work, cannot afford insurance premiums, or have pre-existing conditions that prevent their enrollment in employment -based insurance options. Texas has the second largest uninsured children's population in the nation, with an estimated 1 4 million children (25 percent of the state's child population) uninsured. In an effort to increase the number of children with health coverage, Congress enacted the 1997 State Children's Health Insurance Program (CHIP). Over the next 10 years, $48 billion dollars will be targeted nation-wide for the development of the State's child health insurance programs. In June 1998, Texas received approval for its Phase —I CHIP Plan, which will expand Medicaid coverage for adolescents between the ages of 15 and 19 This Medicaid expansion will extend coverage to an estimated 56,000 additional children in Texas (Source. http.// www.mike-moncrief.comthio/children_ins.htm). In the wake of managed care and welfare reform, some Medicaid and Medicare benefits have been reduced as a result of governmental measures to reduce dependence on government assistance. The elderly, disabled, and single parents were the persons most affected. The retired elderly are affected, as Medicare and Medigap are sometimes their sole means of insurance. As the cost of medication increases, the elderly with fixed incomes may be unable to pay the increased costs. In February 1999, the Dallas Morning News reported that, in Texas, only 35 percent of low-income elderly persons, aged 65 and older, are covered by Medicaid, compared to 47 percent nationally Reports from the State Equal Employment Opportunity Office in 1994-1996 indicate that physically and mentally disabled persons often have difficulty obtaining employment, and then frequently experience discrimination in the work a) Cu c 12 a Percentages of Fort Worth Population Without Health Insurance 50 45 40 35 30 25 20 15 10 5 0 Caucasian Hispanic Af rican- American Races which Responded Asian A recent community assessment reports that 47 percent of Hispanic, 15 percent of African -American, 10 percent of Asian, and 12.5 percent of Caucasian populations lack health insurance. (Source: Public Health Survey, 1998.) • • • • • • • • • • • • • • • • • • • •' Chapter 8: Public Health 64 O ,O 0 0 0 'O 0 0 0 (O 0 ,O e 0 0 place. This results in a high rate of unemployment and a lack of health insurance among these groups. When Medicaid benefits were reduced, the number of allowed visits to a medical provider was also reduced. A 1992-1993 American Association of Retired Persons Report states that persons faced with thissituation often have health conditions that later become critical. Lack of Prenatal Care Prenatal care is an important factor in the health of mothers and unborn children. Lack of prenatal care is a major contributing factor to infant mortality In 1998, the Texas Bureau of Vital Statistics reported that the infant mortality rate for the City of Fort Worth has decreased over the past decade, but is still moderately high at 5 4 per 1,000 births, compared to the Tarrant County rate of 4 4 per 1,000 births. According to the Public Health Department, 18 percent of the 8,232 births in the City in 1997 were by adolescent mothers, ages 15 to 19 years old. The Texas Bureau of Vital Statistics indicatesthat many young mothers, especially foreign immigrants, do not receive proper prenatal care. In addition, the Bureau reported that there were actually a total of 9,484 births throughout the Fort Worth area in 1997, but information on 1,252 mothers was not age specific. The Fort Worth Independent School District reports that over the last decade, the number of pregnant adolescents served by the FWISD has increased by approximately 500 to 1,000 each year This increase may be due, in part, to the fact that increasing numbers of pregnant students under the age of 18 are staying in school, rather than dropping out. Young mothers are more encouraged to finish school when they have access to free day care and other related services. Three additional causes for the lack of prenatal care include the following: • Lack of knowledge as to where care may be obtained. • Lack of funds to pay for health services. • Unwillingness of pregnant women to take medical leave to seek needed care. Infant mortality rates are also impacted by the health of pregnant mothers. The American Cancer Society reports that smoking during pregnancy can increase the risk of infant mortality In addition, pregnant mothers become susceptible to ailments such as hypertension and gestational diabetes. Increased access to health care, such as free health clinics, is required to combat the high infant mortality rate. Since other health problems can arise with pregnancy, early detection and prenatal care are important factors in avoiding future health complications. Human Immunodeficiency Virus (HIV) Human Immunodeficiency Virus (HIV) statistics are reportable in only 30 states, and statistics for Tarrant County just became publicly reportable in January 1999 According to the Tarrant County Health Department, 724 people have been reported as HIV -positive in the City of Fort Worth since 1995 HIV -positive individuals are asymptomatic, and therefore may be unaware that they carry the virus. In order to be diagnosed as having full-blown AIDS, one must meet 27 clinical criteria. Also, new drugs have slowed the virus' progression to clinically active stages, which 65 Death rate per 1,000 births 5.0 4.5 4.0 3.5 3.0 2.5 2.0 1.5 10 0.5 0.0 Infant Mortality per Thousand Births Travis Dallas Tarrant Most Populated Counties Harris The average mortality rate of deaths per 1,000 births in the four counties above is 4.5. Tarrant County's infant mortality rate is 4.5, while Fort Worth's is 5.4 (Source: Texas Bureau of Vital Statistics, 1998.) Number of Births 3000 2500 - 2000 1500 1000 500 0 Births by Age Groups, 1997 N O N O) N U, N O M Age Ranges O) M U, M Of the 8,232 births in the City of Fort Worth in 1997, 18 percent were by adolescent mothers, aged 15-19 years. (Source: Fort Worth Public Health Department, 1998.) Chapter 8: Public Health reduces the number of clinical visits and prolongs the life span of HIV -positive persons. Mental Health Care and Related Issues Although the City of Fort Worth Public Health Department does not have a direct service provision for mental health care or alcohol rehabilitation, the Department's staff act as advocates and advisors to several area organizations that do provide such care. Staff from the Public Health Department's Outreach Section serve in coalitions with the Mental Health Association, the Community Management Team/ Children Adolescent Advisory Committee for MHMR, Challenge, Mental Health Care Association Managed Care Coalition, and the Ombudsman Program. A neighborhood -oriented pilot program is underway that will provide a mental health resource guide for each community Health Needs of the Homeless City of Fort Worth Public Health Outreach staff serve in an advocacy/advisory role on the Homeless Shelter Task force and are actively involved in the formation of the Community of Hope Neighborhood Association. Outreach staff coordinate Texas Christian University nursing student activities on a project for homeless' parents at the Presbyterian Night Shelter Outreach staff also receive and provide over-the-counter pharmaceuticals, toiletries, and clothing at the Day Resource Center Food -Borne Illnesses Reported cases of salmonella and other food -borne illnesses appear to be increasing in Texas, accordingto the Texas Department of Health. Nearly 2,800 cases of salmonella were reported in Texas during both 1996 and 1997 Only twice since 1951, when the disease became reportable, have there been more reports of salmonella. The threat of food -borne illness is constant. To help reduce this threat, Texas implemented new Food Establishment Rules in October 1998. The rules are scientifically based upon data collected during actual food -borne illness outbreak investigations over the past 20 years. The statistics point directly to food preparation processes and personal hygiene as the most common causes of food - borne illness outbreaks. City of Fort Worth Consumer. Health staff inspect and issue permits for a variety of establishments where good sanitary practices are crucial to preventing disease. These include restaurants, grocery stores, mobile vendors, temporary events, public swimming pools, spas, child-care facilities, hotels, and motels. When a report of a food -borne illness occurs, City health inspectors serve as the eyes and ears of County communicable disease staff during the investigation. Future inspections that focus on illness -producing practices and procedures and in -facility operator training during inspections will yield greater potential for reducing future food - borne illness outbreaks. The cleanliness,health, and food contact practices of food handlers will continue to be emphasized. Chapter 8: Public Health 66 Fort Worth Consumer Health Staff Fort Worth Consumer Health staff inspect and issue permits for restaurants, grocery stores, mobile vendors, and temporary events. (Source: Fort Worth Public Health Department, 1999.) •••••••;••••••••••,•••••••••••••••• • • Animal -Related Health Problems Animal Services investigates animal -related complaints and jointly sponsors • programs with local veterinary clinics and the Humane Society to provide low cost • rabies vaccinations and pet registration. Dog attacks are increasingly becoming a concern for many residents. Every day in • Fort Worth, an average of three people are bitten by dogs, and every time a dog bites a person, Animal Services staff from the City of Fort Worth investigate the • incident and quarantine the animal for a minimum of 10 days. They check for • rabies vaccination records and analyze the circumstances that led to the bite. Bites are just one of the problems posed by animals and humans living in close proximity • Other issues include rabies prevention, pet overpopulation, and loose animals being • nuisances in a neighborhood or causing traffic accidents. Animal Services picks up • loose animals, offers pet adoptions through the Fort Worth Animal Care and Control Center, and addresses the pet overpopulation issue. Additionally, officers • teach children and adults how to prevent bites and be responsible pet owners. ::41/ Vital Statistics • Monitoring the most common causes of death, infant mortality rates, and teen IP pregnancy is done on an ongoing basis through the Public Health Department's office of Vital Records. This vital statistic information can show, for example, that :• more Fort Worth residents die from heart disease or cancer than from other causes • of death. This information can be useful in designing educational programs. As the official registrar for the City of Fort Worth, the Department records births and deaths that occur within the city limits and files them with the State of Texas. This t • statewide database provides the most current birth and death statistics available for the community Challenees P • Fort Worth faces many challenges in regard to public health. Increasing awareness • of health risks in our diverse community is an important step in overcoming these challenges. For example, in 1998, the Texas Department of Human Services • reported that the Hispanic population will increase by approximately 24 percent between 1997 and 2003, in contrast to the projected nine percent growth for the • black population and four percent growth for the white population during the same • period. Using the results of the 1998 Needs Assessment Survey (and other assessment tools), particular attention can be given to developing programs that proactively address specific health and insurance issues faced by members of our • Fort Worth community If serious health issues are not addressed, Fort Worth's most valuable resource, its residents, will be threatened. • • GOALS AND OBJECTIVES • Identify and address the health needs of Fort Worth residents. • • Continue tabulating vital statistics annually and disseminate the data to health care professionals. Animal Control Animal Control Officers teach children and adults how to prevent bites and how to be responsible pet owners. (Source: Fort Worth Public Health Department, 1999.) • 67 Chapter 8: Public Health • Annually assess public health services and adjust resources and services as necessary Create an awareness of the "state of health" of citizens. • Develop a computerized database system on population -based services, insurers, and the general public by 2005 Make health care and other related services more readily available. • Create new public/private partnerships, such as the Congregational Health Promoter Program, among various health organizations and agencies that will enable more effective and efficient delivery of public health services by 2005 • Continue outreach staff efforts to enroll uninsured children in the Children's Health Insurance Program (CHIP). POLICIES AND STRATEGIES The following recommended policy and strategies will enable the City to implement its goals and objectives. Recommended Policy • Utilize resources to target the greatest health problems of Fort Worth citizens. Recommended Strategies • Continue to collaborate with Tarrant County Health Department and other health providers to assess and prioritize health risks annually • Seek alternative fundingsources to address and reduce health risks. • Provide educational campaigns to promote a healthy lifestyle. PROGRAMS AND PROJECTS City Programs • Congregational Health Promoter Program — Public Health Outreach staff trains volunteers from outside agencies or congregations to become the eyes and ears of the Public Health Department. This allows the Public Health Department to reach large groups of people, learn of their unique needs, and.match the group. to the current resources in the community The program has not required additional funding or staff, and has taken advantage of the existing resources in the. community • Health promotion and education enables- people to gain greater control over their own personal -health. Health educators work with community agencies to educate citizens about positive behaviors and to facilitate voluntary choices for healthier lifestyles. Health promotion is based on the need for citizens to take personal responsibility for the future of theirhealth. • Outreach Team Program .,Outreach team: members work directly with Fort Worth residents. They identify common issues and help provide solutions by Chapter 8: Public Health 68 Fort Worth Public Health Department The Fort Worth Public Health Department provides a variety of public health programs for youths and adults. (Source: Fort Worth Public Health Department, 1999.) • • • • • • • • • • • • • • • • • • •• • • • •`, • •j • • 1 • •••••••••••••••••o••••••••••••••• connecting the people who need a specific service with those who provide it. These may be service providers, charitable organizations, churches, or even other residents. Teams allow the City of Fort Worth tomobilize quickly to respond to health issues, such as distributing fans to residents during the 1998 heat wave, while proactively addressing day-to-day health issues. • The Children's Health Insurance Program - Phase I expanded coverage for adolescents between the ages of 15-19 under Medicaid; outreach staff assisted in enrolling citizens by distributing information at malls, churches, schools and in neighborhoods. The outreach staff received technical training on how to assist citizens in completing the application forms. The staff often made home visits to assist citizens with the application process. In addition to personal contact, a media campaign was initiated with advertising on bus stop benches and signs inside the bus in Spanish and English and public service announcements were run. Enrollment efforts were coordinated with Hope for Kids, a volunteeer organization that works with underserved children. When the CHIPS Program is implemented in March or April, 2000, outreach staff will again work with Hope for Kids to enroll citizens. • Fort Worth Public Health Department inspects facilities such as restaurants, pools, day cares, universities and hotel/motels. • The Texas Diabetes Council granted $100,000 to the City for diabetes health fairs and seminars. • Animal Services investigates animal complaints, and jointly sponsors programs with local veterinary clinics and the Humane Society to provide low cost rabies vaccinations and pet registration. Fort Worth Indeuendent School District Programs • The Fort Worth Independent School District has five health stations that deliver basic health care. They also work collaboratively with the Fort Worth Public Health Department, Tarrant County, and other health providers to ensure that student health needs are met. County Programs The Tarrant County Health Department administers the following programs. • The Environmental Health division investigates disease outbreaks, conducts food and water safety surveillance, and performs inspections of private and County facilities. • Community Health Promotions provide health education and awareness. • Twenty Women, Infant and Children (WIC) clinics are centrally located in 12 cities throughout the County Fort Worth has seven clinics, offering nutritional services, immunizations, and family planning. • Tarrant County Health Department administers many community -based health programs to inform the public on sexually transmitted diseases, hepatitis B, tuberculosis, and HIV The new Tarrant County Health Office will have clinics that treat these communicable diseases. 69 Health Clinics Within Community Centers Many of Fort Worth's Community Centers house health clinics that offer a variety of services, including nutritional services, family planning services, and immunizations. (Source: City of Fort Worth, 1998) Chapter 8: Public Health • John Peter Smith (JPS) Network presently operates 22 neighborhood clinics and of those clinics, four are in the City's community centers. JPS, which is operated by the Tarrant County Hospital District, is the only hospital in Tarrant County that is funded by hospital district taxes. JPS provides care on a sliding fee scale based on family size and income, and provides free medical care to residents of local homeless shelters. County Projects • Three JPS health centers are scheduled for relocation and/or expansion to better serve residents. • JPS also plans to relocate the JPS Health Center for Women to a new facility in the Medical District by 2002. Private Institution Projects • Baylor Health System, Harris Methodist Health Plan, and the Presbyterian Health System merged to become one of the largest hospital networks in America. According to a Baylor representative, Baylor Systems will erect a new Women's Center in Arlington, and Harris Methodist will have one in Bedford. Baylor will also expand its critical care units. • According to Huguley representatives, Huguley Health System is planning a variety of improvements, including new emergency departments, a diagnosis center, and a special procedure room. Capital Improvement Projects A list of the capital improvement projects proposed for the next 20 years is included in Appendix D with estimated costs, dates, and potential funding sources. Three projects are identified, totaling $16.9 million, $7.9 million of which is not funded. Chapter 8: Public Health 70 John Peter Smith Hospital John Peter Smith Hospital, located at 1500 South Main Street in the Medical District, offers health care for the indigent. (Source: City of Fort Worth, 1998.) II • • • • • • • • • • • • • • • • • • • • • • • • • I 0 0 O CHAPTER 9: HUMAN SERVICES O Human services are an essential component in the City's effort to ensure a future O with a sound economy, strong neighborhoods, and safe communities. Human Q services help residents meet their essential needs, such as food, transportation, employment, and access to medical care. The City's Parks and Community O Services Department, Tarrant County, and the State of Texas play an integral part in ® the provision of these services. The City and County services are intermingled with the State's delivery system to provide a unified support base to all in need. The Q goal of human services is to promote the greatest possible independence and ® personal responsibility for all citizens. The provision of human services is necessarily targeted to individuals and families with low income levels, as they have the most difficulty meeting their basic needs. O Agencies that work in cooperation with the City and County include the following: Tarrant County Community Churches, Catholic Charities, Area Agency on the Aging, Harris Methodist Senior Health -Plan, Meals on Wheels, Mental Health 0 Association, Mid -Cities Care Corporation, Senior Citizens of Tarrant County, Villa O Care Incorporated, United Way of Tarrant County, and Salvation Army EXISTING CONDITIONS AND TRENDS O According to 1990 U S. Department of Health and Human Services (HHS) Poverty Q Income Guidelines, a typical family of one adult and two children would be considered below poverty if the total family income per year was less than $10,560 Eligibility for larger family groups is calculated by adding $2,140 for each additional family member In 1999, the HHS poverty income level for a typical family of one adult and two children was $13,880. Eligibility for larger family 0 groups is calculated by adding $2,820 for each additional family member 0 In 1990, the U S. Census reported that 17 4 percent of Fort Worth's population O (75,597 persons) had incomes below the poverty level. Thirty-three percent of all families below poverty level had a female as head of household. a Since the burden of child and elder care often falls to women, and since 33 percent ® of all families below the poverty level are headed by a female, significant challenges arise for women in particular Female heads of household must not only meet the skill demands of the modern workplace, but must also provide care for family dependents, young and old alike, while they are receiving training or are at their place of employment. The average cost of child care in Fort Worth has been estimated to be approximately $100 per week per child. In 1999, a typical family (one adult, two children) living below the poverty level would need to spend over ® 69 percent of its total income each year just on child care. Housing, food, medical, O and transportation costs must be defrayed with the remaining funds. Coordinating human services in such a way that allows heads of households to receive sufficient training and job placement, while at the same time providing a sufficient level of Percent of Population Below the Poverty Level, 1990 30.0 25.0 = 20.0 17A 2 • 15.0- a► a 10.0 — 5.0 — 0.0 25.3 17 9 18-0 20.7 Fort Austin Dallas El Paso Houston San Worth Antonio At 17 4 percent, Fort Worth had the lowest percentage of residents living below the poverty level compared to other Texas cities in 1990 (Source: City County Data Book, 1994.) Percent of Female Headed Households Below the Poverty Level, 1990 45.0 40.0 35.0 33.7 30.0 --- ES.i v 25.0 — a 20.0 — 15.0 — 10.0 — 5.0 — 0.0 Fort Worth 40.4 40.8 99 35.2 Austin Dallas El Paso Houston San Antonio In 1990, 33.7 percent of female headed households in Fort Worth were below the poverty level. (Source: City County Data Book, 1994.) Q 71 Chapter 9• Human Services support services, such as dependent care and transportation, pose significant challenges to service providers. Suuervised Care for Children and Adults One-fourth of all children in Fort Worth are living below the poverty level. Fourteen percent of all persons 65 years old and over are also living below poverty level. These two groups are made up of individuals who are often dependent on family members for care. The cost of supervised care for these dependent groups is prohibitive for most families living below the poverty level. According to the Texas Department of Protective and Regulatory Services, 52 percent of childcare services are provided by commercial entities, while 48 percent are provided in the homes of individuals. Because childcare services are expensive, low income parents often seek free childcare from relatives and friends who are not working. Parents and guardians who do not receive subsidized childcare are often unable to seek employment, since paying for childcare compromises their ability to meet other basic needs. This is especially true in the case of single parent households. The Tarrant County Child Care Management Service (CCMS) assists parents by subsidizing child care costs and providing information about participating providers and other care options. The Day Care Association of Fort Worth and Tarrant County operates the CCMS under a contract with the Tarrant County Workforce Board. The CCMS manages federal child care dollars so that parents who are active in the workforce or preparing for employment can receive child care assistance through a network of contracted providers. Adult daycare facilities are operated by the State and by private contractors, making it difficult to obtain an accurate count of existing facilities. Adult daycare can be more expensive than childcare due to the type of care required. As the general population is living longer, the need for adult daycare facilities and in -home services will increase. Job Training In spite of the relocation of high technology corporations to Fort Worth, many unemployed city residents remain unemployed because they are not qualified for this job_ market. In 1990, a significant number of youths aged 16-19 years (approximately 5,000) were not enrolled in school. In addition, the 1990 Census reported that 28 percent of persons 25 years and over did not have a.high school diploma or college degree. Lack of tuition money, transportation to schools, and childcare are often cited as reasons that people remain unskilled. The lack of education and skill translates into low wages. Although some training programs exist, wages are not paid as one learns.a trade. Hence, some citizens continue to hold down a low paying job rather than venture for training when it is offered, which could lead to higher paying jobs. If accessible job training is not available for the working poor and unemployed, there is a greater risk that unemployed and underskilled citizens will continue the cycle of living on welfare. Chapter 9• Human Services 72 Areas High in Poverty, 1990 by Census Tract 30% and greater 15% to 29% 14% and less In 1990, 17 4 percent of Fort Worth residents had incomes below the poverty level. The highest concentrations of poverty were in the central city (Source: U.S. Bureau of the Census, 1990.) 0 0 0 0 0 0 0 0 0' 0 0 0 0 0 0 0 0 0 0 • • • 0 0 0 0 0 0 0 ,0 0 0 0 0 0 0 0 .®, 0 e Job training must provide skills that will earn living wages and not just minimum wage. A national group called Wider Opportunities for Women established a standard for the amount of money working adults need to make in order to meet their basic needs without subsidies of any kind. Based on the typical welfare family in Texas (a mother with two children under the age of 12), the self-sufficiency standard for Fort Worth/Arlington in 1997 was a monthly wage of $2,203 to $2,310, depending on the age of the two children. This translates to an hourly wage of approximately $13 The federal minimum wage, as of September 1997, is $5 15 per hour Families must be able to meet their basic needs, like childcare, while working. If job training is not available, many unemployed and unskilled citizens will remain on welfare with the associated benefits of Temporary Assistance for Needy Families (TANF) and Medicaid. Transuortation Many low income residents rely on public transportation to reach the agencies that provide assistance, shopping, employment, and education centers. Transporting children and adults to daycare centers can be time consuming and expensive since these centers are not generally located near places of work. Those who rely on public transportation have less flexibility in scheduling pick-up and drop-off times, and must often pay a penalty if they arrive late for pick-up. Locating adult and child daycare facilities near employment centers would reduce travel time and expenses for guardians and parents. Public transportation costs, routes, and schedules do not always meet the needs of low income residents. The Fort Worth Transportation Authority, the T, attempts to provide public transportation to some of the major areas of employment, including Downtown and the Medical District. Much of the City's employment growth has occurred in the Alliance Corridor The T bus service does not currently serve the Alliance area, however, a public van service is available. GOALS AND OBJECTIVES The following are goals and objectives of the City of Fort Worth Improve and expand transportation options for low income residents. • Work with communities and the Fort Worth Transportation Authority to prepare a plan for accommodating the routes and schedules of "Welfare to Work" persons by 2005 • Collaborate with the Fort Worth Transportation Authority to identify areas of the City with concentrations of low income persons and high unemployment rates where car and vanpools would be feasible by 2005 Work with the Tarrant County Workforce Development Board and United Way's First Call for Help in distributing a computerized database of entities that provide human services. Job Training Opportunity Centers Li Alliance Opportunity Center e Fort Worth Opportunity Center 0 3 61 Miles The Alliance Opportunity Center in Far North Fort Worth offers job training and placement services for Alliance. The partners of the center include Tarrant County Workforce Development Board, Hillwood Development Corporation, Tarrant County College, and the Fort Worth Chamber of Commerce. An additional opportunity center will be located at 5901 Fitzhugh for Southeast Fort Worth. It will be a private, non-profit training and employment center While the Southeast facility is being renovated, the center's staff is working from Alliance. (Source: City of Fort Worth, 1999.) 73 Chapter 9• Human Services • Entities that provide human services should begin to maintain progress reports on clients who have become self-reliant by 2003 Provide quality, affordable child care. • Work with non-profit organizations and agencies, such as Corporate Champions for Children, to provide child care that is available year-round, 24 hours a day The following are goals and objectives identified by the Catholic Charities Emergency Assistance of Tarrant County (EATC). EATC is a coalition with representatives from nearly all human services providers in Tarrant County The group meets quarterly to discuss and identify common issues and problems and to identify possible solutions. Ensure that those in need have resources to attain an acceptable standard of living. • Human service providers, including state and local entities, should collaborate on a service plan that would provide for locations throughout the City where clients are able to make one stop to complete applications and receive appropriate services from all the providers. The service plan should be complete by 2005 • Establish a pilot program in cooperation with local businesses that will provide a means for local businesses to pay what the United Way refers to as "self- sufficiency wages" by 2010. Family size and make up determines "self- sufficiency wages." One adult with two school age children, for example, would have needed to earn $12.52 per hour to be considered self-sufficient in 1999 The following are goals and objectives of the Tarrant County Workforce Development Board. Providethe opportunity for Tarrant County residents to continuously improve their capabilities to learn and work, acquire the skills to meet workplace requirements for long-term employment, and obtain and sustain a higher skill, higher wage job. • Increase the proportion of Tarrant County residents that have the literacy, education, and workplace skills necessary for educational and career advancement. • Srengthen the Tarrant County workforce by enabling clients to access child care services needed to support their participation in employment or training and education. • Actively promote training that leads to career paths in higher wage, higher skill occupations. Chapter 9 • Human Services. 74 "One -Stop" Human Services Facilities The AMAKA Youth Center at 1501 Stevenson Lane is located within Butler Place. (Source: City of Fort Worth, 1998.) Expanded educational opportunities can be provided at facilities located close to residential areas, like the Branches Educational Center at 5133. Wichita Street. (Source: City of Fort Worth, 199e.) • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • POLICIES AND STRATEGIES • • • • • • • • • • • • • • • ,146 • • • • • • • • • • i The following current and recommended policies and strategies will help to achieve the human service goals and objectives. Current Policies • Provide services that enable individuals to become self sufficient. • Use the "Asset Building" approach to provide youth programs through City Departments ( See Appendix E: Youth Asset Model). Recommended Policies • Work with the County and State to establish "one -stop" services in communities at locations, served by public transportation. • Establish shared facility agreements with independent school districts and other agencies for the provision of community services for seniors and children. Recommended Stratesies • -Assist the Texas Department of Human Services in efforts to monitor how the decrease in federal funding is impacting services to low income residents. • Encourage local businesses to create paid training programs that provide unemployed residents with skills for high technology jobs and building trades. • Consider adding job training, child care, and other human services for employees as possible components that may be considered by City Council when negotiating tax abatement contracts. PROGRAMS AND PROJECTS • The Parks and Community Services Department provides Neighborhood Resource Development Centers which fund assistance to persons with incomes at or below 125 percent of the poverty level to help pay for utilities and energy crisis needs. Community Services staff also provide referrals to other local agencies for additional services. Funds for these Centers are provided by the Texas Department of Housing and Community Affairs. • The following seven City community centers provide community services. Como, Martin Luther King, Northside, North Tri-Ethnic, Riverside, Southside, and Worth Heights. Kennedale/Mansfield and Far Northwest community centers, outside the city limits, also provide community services. The services administered by the Parks and Community Services Department are divided into two categories: Fitness and Wellness programs and Unique programs. Fitness and Wellness programs include life skills programs for computers, cooking, and nutrition, community outreach/ partnership programs; personal development programs including substance abuse prevention, self-esteem enhancement, and counseling; cultural and social programs; and athletic leagues. Unique Programs include the Afterschool/Late Night Program, Comin' Up Gang Intervention program, youth sports program, Community Alternative 75 Southside Community Center as a "One -Stop" Facility The Southside Community Center at '959 East Rosedale is an example of a "One -Stop" facility This community center houses a health clinic and offers a variety of human services, including WIC (Source: Planning Department, 1999.) Chapter 9: Human Services program, Standard Based schools, social services programs, Homework Assistance Center, health and child care services, and neighborhood services. Many of the City's community centers also serve as emergency shelters and Safe Havens for the children of the community • Fort Worth Works is part of the City's Office of Economic Development. It is secondary to The Work Advantage (Tarrant County Workforce Development Board). The program matches potential employees to suitable jobs. These employment opportunities are provided by co -sponsoring job fairs and networking with a variety of employers and education and training agencies. Fort Worth Works concentrates on the central city with three major emphasis areas. 1) identifying gaps that The Work Advantage can not address, 2) working with tax -abated companies, and 3) working with CDBG agencies involved in job placement to help make them stronger and more successful. • Fort Worth Public Library, with the Fort Worth Independent School District, provides education resources and referrals, as well as GED classes. • Corporate Champions for Children is a Tarrant County collaboration of 17 companies, including the City of Fort Worth, committed to providing quality child care for all children. The program is coordinated through the First Texas Council of Camp Fire Boys and Girls. Through child care and referral, Corporate Champions provides the following: individual child care referrals that meet the family's needs, the most current information about quality child care, and resource information to assist in parenting situations. • The City has initiated an effort to adopt an "Asset Building" approach to providing youth programs through City Departments. The goal of this approach is to assist youths in developing assets that will help them succeed in life. These assets are grouped into eight categories. support, empowerment, boundaries and expectations, constructive use of time, commitment to learning, positive values, social competencies, and positive identities. A list of the 40 desired developmental assets is provided in Appendix D • Mentoring Initiative of the Teen Outreach Program (MITOP) - Matches volunteer adult mentors with a student from the Fort Worth Independent School District. Mentors meet with their student once a week on campus during school hours and talk with them about school, homework, or any other issues that may trouble the student. • The Teen Asset Program (TAP) - Based on the Search Institute's list of developmental assets, the program teaches teens about responsible sexual behavior and dating, as well as opportunities for jobs and education after high school through a 12-week curriculum taught in public schools, community centers, and churches. • The Fort Worth Housing Authority offers the Family Self Sufficiency Program, which provides education and job training to public housing residents. • The Minyard Grocery Store at Miller and E. Berry provides child care and transportation vouchers to new employees during their first few months of employment. • Alliance Opportunity Center offers employment and training services in the Alliance Corridor A new Opportunity Center will be opening in Southeast Fort Chapter 9: Human Services 76 Child Care and Transportation The Minyard Grocery Store at 4245 E. Berry Street is a source of employment in Southeast Fort Worth. Minyard provides child care and transportation vouchers to new employees during their first few months of employment. (Source: City of Fort Worth, 1999.) 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Q 0 0 0 • • • Worth and will serve all residents of Fort Worth. It will be &private, non-profit training and employment center While the Southeast facility is being • renovated, the center's staff is working from Alliance. • • Head Start is a national program which provides comprehensive developmental services to low-income, pre-school children, and social services to their • families. Specific services for children focus on education, socio-emotional • development, physical and mental health, and nutrition. The cornerstone of the program is parent and community involvement. • • Texas Department of Human Services.Prosrams • Family Pathfinders was developed in 1996 to help Texas welfare families find • work and leave the public assistance. rolls. The program joins the resources of state agencies (the Department of Human Services and the Texas Workforce -• Commission) with the volunteer spirit of civic clubs, congregations, and corporations. Family Pathfinders matches teams of local volunteers with • families served by Temporary Assistance for Needy Families to help them • become self-sufficient. The team helps the family prepare for job interviews, • find transportation, arrange child care, prepare and manage a family budget, and learn planning and problem -solving skills. • • Temporary Assistance for Needy Families (TANF) • • School nutrition programs and senior and adult food programs • Food stamps and referral to emergency food programs • • Medical care and Medicaid • • • • • • • • • • • • 77 Chapter 9: Human Services 0000000000100c0O00000000000000000 CHAPTER 10: NEIGHBORHOOD CAPACITY BUILDING Neighborhoods are our most basic community building blocks. Strengthening the capacity of communities to do more for themselves will have a substantial impact on the City's future. This chapter focuses on the major issues and trends facing Fort Worth neighborhoods and the programs that have been developed to respond to the needs and desires of the community EXISTING CONDITIONS AND TRENDS Neighborhood capacity is most developed when there is a sense of community among area residents. With sense of community comes pride in the neighborhood, a strong neighborhood image, and resident involvement in neighborhood improve- ments. Neighborhood organizations, such as associations, non -profits, citizens on patrol, and neighborhood alliances, are a means to building neighborhood capacity The number of neighborhood associations in the City of Fort Worth is growing. Since August 1997, the number of registered associations has increased from 114 to 131 However, a substantial portion of Fort Worth's neighborhoods are represented by organizations that are not registered with the City, while others remain unrepresented by any type of neighborhood association. Neighborhood associations are involved in everything from planting street trees, to organizing cleanups and funding special neighborhood street signage, to community policing. Neighborhoods monitor zoning and building proposals in their areas through a City program that provides courtesy notification to residents about local zoning and development cases going before the Zoning Commission, City Plan Commission, and Board of Adjustment. The City is better able to serve neighborhoods where established neighborhood organizations foster close links to residents. Through neighborhood associations, residents can discuss issues and concur on a clear set of priorities and courses of action to resolve problems. With specific plans for an area, the City no longer has to guess what residents want. Neiehborhood-Based Nonprofit Organizations In addition to the increase in neighborhood associations, the number of community - based nonprofit development corporations has also increased. These nonprofit entities can operate in the market just as a for -profit developer, meaning the neighborhoods themselves can redevelop their communities or serve as sparks to redevelopment when there is a lack of private -sector initiative. New development corporations have been created in several central city neighborhoods, many of which are Model Blocks neighborhoods. The Model Blocks Program provides funding that has been contracted to the local development corporation for implementation. Community -based nonprofit development corporations include the Berry Street Initiative; the Jennings, May, St. Louis Areas Covered by Existing Neighborhood Associations There are 131 registered neighborhood associations within the City of Fort Worth. The service area of existing neighborhood associations is depicted above. It is the City's goal to have formal neighborhood associations to represent all neighborhoods. (Sources: City Manager's Office and Planning Department, 1999.) 79 Chapter 10: Neighborhood Capacity Building Neighborhood Development Corporation, the Near Southeast Community Development Corporation; the Near Northside Partners Council, and the Lake Como Area Council. These organizations have been formed by the residents themselves, which is why they are termed community -based. Often a prerequisite for funding is that a signifi- cant portion of their board members be residents of the low- and moderate -income communities they serve. This has meant new responsibilities for neighborhood lead- ers and the need for building the capacity of these new organizations. Particularly when federal grant monies are a source of funding, the development corporation must satisfy complex reporting and administrative requirements. However, such community -based organizations represent new energy and commitment to specific areas of the City Other Tvoes of Neighborhood Organizations Community policing groups have been an effective force in helping to reduce crime. In Fort Worth, these groups are important neighborhood resources. Fort Worth's award -winning community policing program has trained 3,800 members who are organized in 166 communities. The community policing structure also includes citizen advisory committees that provide oversight. While not all community policing groups take on the broader issues of a neighborhood organization, others do, and are registered with the City City Departments other than the Police Department are also helping neighborhoods organize. The Housing Department assists in neighborhood organizing through its Model Blocks Program. The Code Compliance Division assists in neighborhood organization through its pilot program, Volunteer Opportunities in Code Enforcement (VOICE). The Parks and Community Services Department is helping neighborhoods organize through Neighborhood Advisory Councils formed at community centers. The Public Health Department is also helping neighborhoods by creating neighborhood -based teams that are led by public health nurses and are assisted by two community service aides. These teams work with residents to iden- tify concerns and implement solutions, aiming to anticipate health issues rather than respond to crisis situations. Churches, synagogues, and other faith -based organizations are also important community -based organizations. Another type of neighborhood organization is the neighborhood alliance or coalition. The Fort Worth League of Neighborhood Associations is the most formal of these alliances. It has a membership of more than 40 neighborhood leaders who meet bimonthly to discuss issues and concerns, take action on local legislative matters, and sponsor neighborhood training. Other alliances have also formed in geographic regions of the City The Riverside Alliance, for example, has a formal organizational structure linking six neighborhoods in the larger Riverside area. Neighborhood Planning Needs The City's ability to plan for neighborhoods is limited, and the number of Chapter 10: Neighborhood Capacity Building 80 Fort Worth League of Neighborhood Associations The Fort Worth League of Neighborhood Associations was established in 1995. The primary purpose of this citywide alliance is to protect and enhance the neighborhood concept within the civic structure and to encourage, educate, share information, exchange ideas, and promote a better quality of life for those who live in Fort Worth. (Source: City Manager's Office, 1999.) • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • 8 0 0 0 0 0 0 0 0 0 0 r0 0 0 0 0 0 0 0 0 neighborhood associations who want to plan for their area is growing. Neighborhoods have responded to this by developing plans independently from the City. These plans have been submitted to the City for review and assistance with implementation. Highland Hills, Handley, and Carter Riverside are among the neighborhoods that have completed such plans in the past year GOALS AND OBJECTIVES All Fort Worth neighborhoods shall have a name and designated boundaries. • By 2003, all areas of the City will have a neighborhood designation. All neighborhoods shall have an association to represent their area. • Help 10 neighborhoods form associations by 2001 All residents shall be invited to plan for their neighborhoods. • By 2001, help 10 neighborhood associations and neighborhood -based nonprofit organizations increase their organizational capacity • Assist finalists of the Model Blocks Program in creating neighborhood plans. All residents shall be invited to participate in the implementation of their neighborhood plan. • By 2001, help 10 neighborhoods access City services. PROGRAMS AND PROJECTS Existing neighborhood capacity building programs are discussed below Neighborhood Capacity Building Office The Neighborhood Capacity Building Program was created in August of 1997 Its purpose is to help neighborhoods organize and develop the skills necessary to effectively work toward economic wellness in their community Organizational development and leadership training opportunities are identified and offered to any organization or individual working toward the economic improvement of their neighborhood. Neighborhood Registration for Early Notification Neighborhood associations may register with the City Early Notification System. Through this system, neighborhoods receive information on cases scheduled to go before the Zoning Commission, City Plan Commission, or Board of Adjustment if those cases are located within a quarter of a mile of a neighborhood's boundaries. To register with the City, a neighborhood association must submit its boundaries, the names and signatures of three officers, and a copy of its bylaws. Neighborhood Planning Programs The Planning Department and the Housing Department plan for neighborhoods through the Model Blocks Program. Three neighborhoods are selected to prepare €I YV Fort Worth Neighborhood Web Site Our Town newsnaner series highlighting Fort Worth NeiclhhprhQod5 LiNC Partners W O is online? loot updated Fnbruar,2u 1539 G c,.rnrunit`^ollaborail on by the City of Fort Worth and Star Telogrm nnlir. Ser,ices using Internet techno1r3: to =Vengthen Fort 5iorth nai ghbornnods leamm� Intormahon neinhborhood connection home te mae teedbactr The Neighborhood Web Site (http://www fwlinc.org) is a project of the Neighborhood Capacity Building Program It was created to improve communications between neighborhoods and to automate City registration of neighborhood associations. The City is training neighborhoods to build their own web sites and is cosponsoring the web site with the Fort Worth Star -Telegram, which provides low-cost e-mail services to neighborhoods. (Source: City Manager's Office, 1999.) 81 Chapter 10: Neighborhood Capacity Building neighborhood plans for their area with technical assistance from the City Of the three, one is selected as a Model Block neighborhood, and is awarded $1.2 million to implement its plan. The two neighborhood finalists that are not awarded the final $1.2 million award are assisted in identifying ways to implement their plans through other funding sources. The Department of Transportation and Public Works also conducts special transportation planning studies in selected neighborhoods. Neiehborhood Capacity Buntline Proiects The following projects are intended to build neighborhood capacity. • Neighborhood Web Site was created to improve communications between neighborhoods, foster alliances among neighborhoods, automate City registration of neighborhood associations, and build and link individual neighborhood web sites. The City is training neighborhoods to build their own web sites, and is cosponsoring the web site with the Fort Worth Star -Telegram, which provides low-cost e-mail services to neighborhoods. • A Neighborhood Resources Guide will include information on how to start a neighborhood organization, how to access City services, how to create a neighborhood plan, and how to implement and fund the plan. • The City and the Fort Worth League of Neighborhoods cosponsored the Ninth Conference of Fort Worth Neighborhoods on October 2, 1999 The purpose of the conference was to foster neighborhood identity and provide education and training. 0 0 O 0 • O i I Eeoccnrtt Worotlim • Model i=:locOcs Pra:Dgraovo • In order to apply to the Model Blocks Program, a neighborhood must have a recognized neighborhood association with by-laws and designated leaders. Residents are provided training in organizational development, neighborhood capacity building, and community empowerment. Residents work with City staff to develop their own neighborhood plans. Once a neighborhood is selected as a Model Block, federal funds are provided for implementation of the neighborhood plan. (Source: Housing Department, 1999.) • • • • • e • • Chapter 10: NeighborhoodCapacity Building 82 PART III DEVELOPING A SOUND ECONOMY • • • CHAPTER 11: ECONOMIC DEVELOPMENT A community's economic health generally depends on its ability to attract and hold • business establishments and industrial plants. Principal economic factors include • proximity to markets, availability of a suitable labor force, land prices, prevailing wage scales, cost of living, transportation costs, utility rates, and: tax levels. • Increasingly, businesses are also influenced by the character of the community They look for good housing supply, quality of schools and other public services, and availability of cultural amenities. • There has been a shift over the years in policy and philosophy regarding the • relationship between government and the economy Increasingly, cities are looking • for ways toinfluence their economy by providing more jobs for their urban residents as well as increasing the tax base and per capita income. Basic economic • development strategies include business retention, attraction, and expansion, and • fostering entrepreneurship. Increasing the tax base and per capita income is most challenging in central city areas, where cities are faced with issues such as • unemployment and disinvestment. • EXISTING CONDITIONS AND TRENDS • • Fort Worth has a strong economy that is becoming more diverse and is experiencing a period of record low unemployment. The economy has evolved from dependence on the military, cattle, cotton and oil industries, to defense, to its current emphasis • on services and transportation. It will be expanding to include more high tech manufacturing, such as the existing Nokia and Motorola plants, in the near future. • These conditions are a significant improvement from the beginning of the 1990s, • when Fort Worth was experiencing a high unemployment rate. A Peat Marwick • study identified Tarrant County as the second most defense -dependent area in the United States in the early 1990s. At that time, the local economy lost over 44,000 • jobs as a result of defense downsizing and the realignment of Carswell Air Force • Base. Since then, community leaders have worked diligently to diversify the economy and to help stimulate small business development and growth. The City, • in conjunction with local business leaders, initiated a number of economic diversification projects, including the Fort Worth International Center, the Greater • Fort Worth Manufacturers Association, the MedTech Center, and the Business • Assistance Center Fort Worth Works was also created by the City to assist • employers with workforce needs and to help residents qualify for jobs. • Job Growth and Unemployment Rate The regional planning agency, North Central Texas Council of Governments • (NCTCOG), estimates that there were 375,450 persons reporting to work in Fort Worth in 1998. The NCTCOG estimates that between 1995 and 1998, the Fort • Worth economy gained 35,650 jobs, ranking it second in the NCTCOG region for • Alliance Corridor Alliance Airport and its related developments continue to be a major economic force, with strong job growth and business development. (Sources: Planning Department and Hiliwood Development Corporation, 1999.) 1999 Unemployment Rates 100 90 8.0 70 c 6.0 5.0 a 40 - 4_1 3.0 — 2.0 — 10--- 0 0 u- o c t�I) 41 To 9.0 O a 0 W 5.5 c .0 0 2 4.6 Job growth has kept unemployment rates low Fort Worth's 1999 unemployment rate of 41 percent was lower than the state average. (Source: Texas Workforce Commission, 2000.) 1• 83 Chapter 11 Economic Development number of new jobs added. NCTCOG notes that this is largely due to the job growth at Alliance and the Naval Air Station -Joint Reserve Base. Based on Planning Department projections, total employment for the City of Fort Worth will be 570,000 by the year 2020. The job growth rate in the Fort Worth area is growing faster, on average, than that of the State. State job growth is increasing at an annual average of 2.9 percent. The Fort Worth -Arlington PMSA gained 27,300 jobs between February 1998 and February 1999, a 3.8 percent increase for the year In February 1999 alone, 6,300 jobs were added in the City, of which 900 were in construction and 2,900 in services. In that same month, 17,000 jobs were created in North Texas, according to the Texas Workforce Commission. This job growth is helping the City maintain a low unemployment rate. In 1999, the unemployment rate was 4 1 percent for the City of Fort Worth and 3 1 percent for the Fort Worth- Arlington PMSA. In comparison, the statewide rate was 4.6 percent. Fort Worth's unemployment rate is similar to that of Dallas, as shown by the chart on the previous page, which depicts unemployment rates for several Texas cities and the State in 1999 While the overall unemployment rate is low, portions of the City have somewhat higher unemployment rates than others. Much of the employment growth from 1990 to 1995 was outside Loop 820 in the Far North, Far Northwest, and Far Southwest sectors, and in Southwest Fort Worth in the TCU/Westcliff sector The highest unemployment rates are found inside Loop 820. (See Chapter 2. Economic Trends) Maior Emnlovers The City of Fort Worth is developing into a major center for industry, technology, distribution, and transportation. The table on the right shows the top 10 Fort Worth employers. The diversity of the City's economy should continue to expand with employers in various economic sectors, such as electronics, manufacturing, corporate headquarters and offices, finance, health care, transportation, education, and hospitality The Fort Worth Chamber of Commerce reported that in 1995, Fort Worth ranked in the top five cities across the country for new and expanding business facilities. It reported that in one year alone, Fort Worth captured 175 new or expanding businesses. Employment Centers Employment centers are areas with large concentrations of employees, and can include business parks, business clusters, and industrial parks. These centers are generally located in areas with access to major highways. Fort Worth has several employment centers. The largest is Downtown (Central Business District), with a 1998 employment force of over 40,000 persons. This urban center has eight million square feet of office space, first-class hotels, restaurants, shops, arts and entertainment facilities, and historic structures. Employment in this area is expected to continue to grow There is demand for additional goods and services as a result Chapter 11 Economic Development 84 Top Ten Fort Worth Employers Number of Employees Who Report to A Workplace Within Fort Worth City Limits American 17,974 16,139 14,020 Airlines Lockheed 11,000 11,000 21,000 Martin Fort Worth 8,000 8,000 8,200 ISD NAS JRB 7,987 7,987 7,815 (Carswell) Tandy Corp. 4,700 5,400 3,190 City of Fort 5,265 5,200 5,800 Worth Bell 4,275 4,500 4,500 Helicopter Tarrant 4,000 3,900 2,850 County U.S. Postal 3,407 3,407 3,421 Service Harris 4,000 3,042 3,500 Methodist Hospital Among the major employers in Fort Worth are several transportation -related companies. In 1999, American Airlines was the largest employer Over the course of the 1990s decade, the local economic base became less defense -dependent and more diverse. (Sources: NCTCOG, The Business Press, and individual firms, 1999. ) 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 • 0 0 0 0 0 0 0 0 0 0 0 0 0 0 A 0 0 0• 0 9 0 of the increasing number of residents and visitors in the CBD In addition, redevelopment of the southern part of the Central Business District, including the Lancaster Avenue, Intermodal Transportation Center, and Convention Center areas, will create significant opportunities for new jobs, businesses, and services. The second largest employment center is the Medical District, with over 30,000 employees in 1998. A Tax Increment Finance District (TIF District) was established for this area, which is poised for redevelopment and job growth. The leadership of Fort Worth South, a non-profit corporation, will be instrumental in this redevelopment. Employment and economic activity will continue to grow within this district as recommendations of the Medical District Strategic Plan, such as the Vickery Business District, Rosedale/Hemphill Shopping District, and the Technology Park, are implemented. The CentrePort area, just south of the DFW airport, is the third highest employment area of the City, with 100 companies and over 30,000 employees. This employment center is composed of 7.07 million square feet of office, retail, and industrial space, with a total projected build -out of 14 15 million square feet. In addition, 1,600 multi -family units are currently located in the area, with a projected total of 2,000 units. The area also houses a Marriot Hotel and a commuter rail station for the Trinity Railway Express, which is expected to begin service in the fall of 2000. Many of the businesses at this location are related to the airport, such as American Airlines. Its central location to the Metroplex, along with good access to highways, rail, and the airport, will contribute to its continued growth. Another area that will grow due to its location and access to roadways, rail, and an airport is the Alliance area. This area is a prime example of how public and private sector partnerships can stimulate local and regional growth. In 1990, this region generated over $280,000 in property taxes for the City of Fort Worth, Tarrant County, Northwest Independent School District, and Denton County By 1999, this number had grown to over $50 million. On April 2, 1999, the Fort Worth Star - Telegram reported that Alliance had 13 7 million square feet of space. Hillwood Development Corporation owned and managed 6.2 million square feet of this industrial, office, and retail space. The article reported that more than 70 companies are housed in the Alliance area, providing over 14,000 jobs. The basis for this rapid growth was the combined public and private investment and cooperation that allowed key infrastructure to be developed in the area, including a regional commercial airport, water and wastewater facilities, and highway improvements. Of a total investment of $ 3 7 billion dollars in the area, $138 million dollars in local, State, and Federal funds were utilized to augment over $3.6 billion dollars in private investment. Tourism Tourism is becoming a significant component of Fort Worth's economy The Convention and Visitors Bureau, under contract with the City of Fort Worth, markets Fort Worth as a destination, and develops and implements a marketing plan Major Employment Centers CentrePort 12 DFW Major employment centers are characterized by having 30,000 or more employees. Downtown is the City's largest employment center, with over 40,000, followed by the Medical District and CentrePort. Though not yet a major employment center, Alliance, with 14,000 jobs, is recognized as a potential major employment center (Source: Planning Department, 1999.) 85 Chapter 11 Economic Development to attract visitors to the area. This plan establishes goals and outlines in detail the activities that each of the Bureau's divisions will undertake annually According to the 1998 Decision Analyst study conducted for the Convention and Visitors Bureau, 6,700,000 people visited Fort Worth that year It is estimated that in 1998, these visitors spent $776 million within Fort Worth, which translates to a total contribution to the Fort Worth economy of more than $1.5 billion. Using the industry estimate that every $1 million in convention and tourism spending in Texas creates 17 jobs, the direct contribution in Fort Worth amounts to over 13,000 jobs. Approximately 80 percent of visitors (5,360,000 people) came from Texas, including 45 percent (3,015,000 people) from other cities in the Metroplex. Fort Worth's attractions and events reflect the cultural diversity of the City The unique blend and wide range of cultural and arts facilities, entertainment and recreational activities, and sporting events are valuable resources that contribute to Fort Worth's economy The information in the table to the right lists the City's major visitor attractions, events, and attendance during 1998, as provided by the Fort Worth Convention and Visitors Bureau. Many of Fort Worth's major attractions and events are located within three areas of the City• the Historic Stockyards, Downtown, and the Cultural District. In an•effort to create a common vision and goals for the corridors that link these historically significant and heavily visited areas, the City of Fort Worth and North Central Texas Council of Governments sponsored the Fort Worth Linkages Study Both the 1995 Grotta Study and the 1996 Linkages Study recognized the importance of linking the three districts to encourage visitors of one district to remain in Fort Worth and visit the other entertainment districts. The Linkages Study called for the following: enhanced signage with distinctive icons and colors to direct visitors to each district; information systems; redevelopment of the corridors with mixed uses; and fun and frequent transportation, such as a historic trolley New signage has been implemented, the feasibility of the trolley has been determined, streetscape designs are being developed for North Main and Lancaster, and redevelopment is starting to occur The Linkages Study identified potential development sites along major thoroughfares, including the former site of LaGrave Field. A part of the vision for North Main Street is that LaGrave Field be rebuilt to serve as one component of a comprehensive revitalization strategy for the North Main Street corridor The current plans for LaGrave Field are that it serve as the ball park for local college teams and an independent baseball league. The 6,000 seat facility could also be used for other playoff and high -profile games. The grandstand would be constructed to include the year-round attractions of the Bobby Bragan Museum and a Carroll Beringer Meeting Room overlooking the field. The Fort Worth Sports Authority has recommended this project to the City Council. If approved, the ball park will open as early as 2002. While the Historic Stockyards, Downtown, and the Cultural District are the three most heavily visited areas of Fort Worth, attractions and events in other areas of the Chapter 11 Economic Development 86 Major Attractions and Events Will Rogers Memorial Center Museums Fort Worth Zoo Texas Motor Speedway Southwestern Exposition & Livestock Show/Rodeo Botanic Garden Billy Bob's Texas Main St. Fort Worth Arts Festival Mayfest Bass Performance Hall Colonial Golf Tournament Fort Worth Nature Center 1,500,000 1,121,000 1,100,000 924,000 818,000 700,000 575,000 430,000 390,000 325,000 160,000 150,000 In 1998, 6.7 million people visited Fort Worth and spent $776 million within Fort Worth. The impact of tourism translated into the creation of over 13,000 jobs and a $1.5 billion contribution to Fort Worth's economy (Source: Fort Worth Convention & Visitor's Bureau and 1998 Decision Analyst Study ) Cultural District Historic Stockyards FORT WORTH LINKAGES Downtown The 1996 Linkages Study established goals for the cor- ridors that link the Historic Stockyards, Downtown, and the Cultural District. (Source: Planning Department, 1999.) 0 0 0 0 0 8 0 0 0 0 0 0 0 0 • 0 0 �0 ,0 0 0 ,0 0 0 o 0 0 0 0 ,0 �0 0 0 0 0 0 0 0 City also draw significant numbers of tourists each year For example, the Texas Motor Speedway, located in North Fort Worth, drew approximately 924,000 visitors to the City in 1998. It is the largest sports facility in the Metroplex, the second- largest in the country, and the third -largest in the world. It is estimated that the Speedway will provide up to 6,200 jobs for the area, and will generate over $100 million a year in tourism. It is also anticipated that the facility will serve as a catalyst for additional restaurant, hotel, and retail development in the Alliance area. In addition to attractions and events, a significant number of persons visit the City each year to attend meetings and conventions. For example, in 1998, nearly 200 meetings and conventions brought over 200,000 persons to Fort Worth. The renovation of the Convention Center and addition of a convention hotel nearby should result in the expansion of the number of visitors to the City This renovation and expansion will occur in a number of phases over a two year period, with an estimated construction cost of $40 million. Construction of a 600 room hotel could cost between $65 and $90 million. Two additional projects will help attract visitors to Downtown. The Heritage Trail program of the Central Area Chamber of Commerce will help out-of-town visitors better understand Fort Worth's downtown area. The program calls for kiosks at key locations throughout Downtown that explain the sites and/or buildings, along with their historical significance. A downtown public market is also being proposed for Jones Street between the Intermodal Transportation Center and the Fort Worth Union Passenger Station, formerly the Santa Fe Depot. Downtown Fort Worth, Inc. is completing a feasibility study that includes schematic designs, cost estimates, and a business plan. The Heritage Center is being developed in Near Southeast Fort Worth between I- 35W and Evans Avenue. It is intended to celebrate the heritage of Near Southeast Fort Worth through the development of an attractive, economically vital, pedestrian -scaled neighborhood center The Center concept includes a hotel or major commercial anchor to serve Fort Worth visitors, particularly those coming to the Medical District and Downtown, commercial businesses, and a park/plaza that would celebrate the rich heritage of the area. It is one of the few original Black communities remaining in Fort Worth. Historic preservation will be a major element of the plan. Commercial Districts Commercial areas contribute to both the property and sales tax revenues of the City and are important to the vitality of surrounding neighborhoods. Revitalization of commercial districts in the central city is an important component of the City's economic development efforts. Many of the City's older commercial areas originally developed along commercial corridors, which are linear in shape and are located along designated arterial streets. These corridors tend to be characterized by segregated land uses, large numbers of Central City Commercial Corridors A total of 29 commercial corridors are located within Loop 820 Each corridor extends one mile or more along a designated arterial street. (Source: Planning Department, 1999.) 87 Chapter 11 Economic Development curb cuts, large amounts of signage and impervious surfaces, and parking lots located in front of the commercial structures. The City distinguishes commercial corridors from mixed -use growth centers, which are more compact, contain a greater mix of land uses, and place greater emphasis on pedestrian and transit access. The City's preferred development pattern is to locate commercial uses within growth centers rather than in auto -oriented strip developments along corridors. Several of the City's commercial corridors are economically distressed. Revitalization efforts should encourage commercial and residential uses within growth centers, and promote neighborhood commercial uses at intersections or nodes along the corridors. Efforts may also include targeting commercial corridors for code compliance activities and infrastructure and streetscape improvements to encourage pedestrian and transit -oriented development. In 1999, the City of Fort Worth began a study of commercial corridors within Loop 820. The Planning Department has identified 29 commercial corridors based on three criteria. • Corridors must be located along a designated arterial street; • Corridors must be one mile or greater in length, and • Corridors must be characterized by predominately commercial land uses. The economic stability of the identified commercial corridors will be assessed by reviewing trends in property tax values, the number of vacant buildings per mile, the number of Part I crimes per mile, and other relevant factors. Additional factors will be considered along with these statistical trends, including the history of economic activity along the corridor, the corridor's impact on adjacent neighborhoods, market demand, and private sector commitments toward revitalization. Consideration of these factors will allow the City Council to determine the most appropriate economic development strategy for the corridors. City Council may choose to designate some areas as "strategic commercial corridors" that are consistent with the growth center concept. This designation can promote economic development opportunities through job creation and capital investment, and can leverage outside public and private resources to support infrastructure and land use redevelopment. The City Council may then prioritize these corridors for City -initiated revitalization efforts. Incentives The City of Fort Worth encourages and participates in economic development efforts that expand Fort Worth's economy and tax base and increase local employment. The City seeks to provide a positive business environment that allows businesses to grow and prosper while making Fort Worth an attractive place for new businesses to locate. Fort Worth has been successful in using incentives and partnership programs with private businesses to help ensure the growth and diversification of the local Chapter 11 Economic Development 88 Southeast Fort Worth Areas Targeted for Redevelopment 1 Near Southeast 2 Polytechnic/ Texas Wesleyan 3 Berry Street Corridor 1-35 to Cobb Park 4 Central 1n-fill Neighborhood & Community Support 5 1-35 South, Seminary Drive & Loop 820 Area 6 Loop 820 Corridor Stop Six to 1-20 Target Zones i The 1999 Southeast Fort Worth Economic Development Plan identifies six target zones for revitalization. (Source: 1999 Southeast Fort Worth Economic Development Plan, 1999.) 0 0 0 0 0 0 0 0 0 0 0 0 • 0 0 • • • • • :• • • • • • • • • • • • • • • • • • • • • • • economy Innovative and diverse economic development tools ;have been used. The Fort Worth model is based on a case -by -case analysis of the project; and incentives are custom -designed to expand the City's tax base. When the City partners with a private enterprise by providing public incentives, the private entity employs Fort Worth residents and makes significant'investments in developing or redeveloping specific sites. The City is proposing the creation of South and Southeast Enterprise Zones, and is currently analyzing the potential costs and benefits of creating a Neighborhood Empowerment Zone. The creation of these zones would allow the City to offer tax incentives and/or waive fees to promote economic development within the zones. Economic Development Studies A significant economic development study underway at this time is the Southeast Fort Worth Economic Development Action Plan. The 1993 Downtown Strategic Action Plan is an example of a previously adopted economic development plan. The major issues in the Southeast Fort Worth Economic Development Action Plan include the need for the following: • Attracting capital for major investment; • Speculative business park and technology space; • Balance in housing stock (including an initiative on Lake Arlington); • Establishing enterprise zones in the area; and • Detailed retail trade study Six zones to target for revitalization are identified in the Action Plan and are shown on the previous page. The Plan also identifies the need for a stronger public -private partnership to be created for this area of the City, and recommends that a non—profit corporation be established for Southeast Fort Worth, much like Fort Worth South for the Medical District and Downtown Fort Worth, Inc. for Downtown. This non- profit organization will need to market Southeast Fort Worth and its potential sites. Market profiles and community trade analyses are currently underway regarding the regional, community, and local commercial potential for each of these six targeted areas. GOALS AND OBJECTIVES The following are goals and objectives of the Fort Worth Chamber of Commerce, the Business Assistance Center, Fort Worth Southeast, Inc., and the City of Fort Worth. Expand and diversify the economic base of Fort Worth. • Attract businesses that provide employment opportunities for the unemployed and underemployed, diversify the economy, and offer salaries that will increase Fort Worth's median income. • Assist existing businesses with issues impacting their growth and development. • Support international trade and investment opportunities for local businesses. Alliance Gateway Alliance Gateway is an industrial park which includes such inter- national companies as Nokia and Nestle. In 1998, the Alliance corridor provided 14,000 jobs and generated more than $4 million in property tax revenue for the City of Fort Worth. (Sources: Star - Telegram and Hiliwood Development Corporation, 1999.) 89 Chapter 11 Economic Development • Support small business start up and development through the provision of information and technical assistance. • Reduce processing time for securing building permits and approvals for development. Promote economic prosperity in central city neighborhoods. • Encourage new development and redevelopment in the corridors linking the Stockyards, Downtown and the Cultural District. • Reduce central city unemployment rate by one-half percent per year until the central city unemployment rate is equal to the City's overall unemployment rate. • The Fort Worth Economic Development Corporation and the William Mann CDC have an objective to increase the number of loans to central city residents for business start-ups and expansion by 25 percent each year for the next five years. • The William Mann CDC has an objective to increase the amount of capital for the loan fund by $500,000 every two years. • The BAC and its partnering agencies desire to increase the number of clients served by ten percent each year for the next three years. • The BAC and the Chambers of Commerce have an objective to train central city residents to start-up their own businesses and to ensure the survival of existing businesses. • Assist Fort Worth Southeast, Inc. and others in reaching their goal of creating 8,000 new jobs in the six economic development zones of the Southeast Quadrant over the next ten years. • Assist Fort Worth Southeast, Inc. and others in reaching their goal of attracting an additional 25 state-of-the-art community and neighborhood retail stores to the four community retail target areas identified in the Southeast Fort Worth Economic Development Action Plan over the next ten years. Work with non-profit organizations to identify and consider the revitalization of business districts of the City where investment is not occurring and which have redevelopment potential. • Conduct a study to determine the condition of major commercial districts and identify improvements necessary for revitalization. • Establish potential incentives to promote development of vacant land and redevelopment or reuse of deteriorated properties within designated commercial districts. Chapter 11 Economic Development 90 Cultural District Visitor Districts Texas Motor Speedway Stockyards undance Sq uarerIr ort Worth Zoo t�- Both Fort Worth residents and out of town visitors enjoy the events and attractions in the City's five main visitor districts. (Source: Planning Depart- ment, 1999.) • • • • • • • • • • • • • • •• • i • • • • • • • • • e 0 8 POLICIES AND STRATEGIES O The following recommended policies and strategies will aid economic development ® in Fort Worth. e Recommended Policies ® • Encourage commercial and residential uses within growth centers and encourage neighborhood commercial uses at intersections or nodes along ® arterial corridors. 0 • Attract redevelopment and new development in the corridors linking the major districts of Downtown, the Stockyards, and the Cultural District. ® Recommended Strategies • Encourage rehabilitation and reuse of existing commercial structures O throughout commercial districts, where feasible. 0 • Continue the close partnership among the City and the Chambers in marketing the community to business prospects. 0 • Recognize the importance of tourism to the City's economic development, and ® support programs such as Linkages and Heritage Trails. • Encourage small business development in and around those neighborhoods targeted for model blocks funding. • Consider the creation of public -private partnerships, similar to Downtown Fort ® Worth, Inc. and Fort Worth South, to bring in capital for redevelopment of the e Southeast Quadrant. e • Diversify the City's economy through its business recruitment program. • Utilize the services/staff of Fort Worth Works to target the unemployed/ e underemployed. • Support the growth of minority- and women -owned businesses by continuing to ® fund agencies that provide counseling and technical assistance to these O businesses. • Prioritize the City's commercial districts, and target these districts for O revitalization in order to create environments that will attract private O investment. • Market available low interest loan programs for business start-ups and O expansion in the central city ® • Encourage the utilization of federal brownfields programs to assist in central city revitalization. 0 PROGRAMS AND PROJECTS ® Existing Economic Development Programs The Office of Economic Development administers the following programs: • Tax Abatement — An exemption for tax collection purposes of all or part of the increase in value above the value in the year the abatement contract is executed. State law limits abatements to a maximum of 10 years. Abatement is tied to Tax Abatement Agreements Intel / American , Corporation Airlines- JC Penney0 Williamson Dickie Haggar Clothing Ben E. Keith Co.0 ,. I QMother Parker Tea & Coffee Downtown 1 Hillside 2. Marriot Blackstone 3. Phoenix Southwest 4. Sundance (Sanger Lofts) 5. Sundance (Sundance West) Southwest Offic Menasco Q Aerosystems Bank One Minyard" Food Stores Fort Worth Villas by the Lake 0 3 Miles The City has been creative in its economic development incentives. A major incentive has been tax abatement, for which there are currently 23 agreements. (Sources: Planning Department and Office of Economic Development, 1999.) 91 Chapter 11 Economic Development conditions outlined in the abatement agreement, which are based on the criteria in the City's abatement policy, such as amount of capital investment and jobs created. A copy of the City of Fort Worth tax abatement policy, adopted February 29, 2000 is included as Appendix G The City's tax abatement policy sunsets every two years. Failure to meet the terms of the contract is a basis for the City to cancel the contract and/or reduce the abatement. • Enterprise Zones — An area of high unemployment targeted for business development that will create jobs, stimulate economic revitalization, and reduce economic distress. Qualified areas are nominated by City Council and designated by the State Department of Economic Development. Fort Worth zones were first established in 1988. The Texas Department of Economic Development administers the State Enterprise Zone Program. The State provides direct development incentives for a limited number of qualified businesses and enterprise zone projects. Major financial incentives include refunds of both franchise taxes and certain state sales taxes. Only three such zones are permitted in any city Currently, there is a designated north enterprise zone that will sunset in 2003, and steps are underway to create a south and a southeast zone in 2000 Zone designation applies for seven years. City incentives to qualified businesses include ability to purchase surplus city - owned land at less than fair market value; refund of local sales tax in certain instances for remodeling, rehabilitation or construction; and reduced schedule of development fees. • Tax Increment Financing (TIF)— An identified area designated as a reinvestment zone in which tax revenues exceeding the base year amount are used for capital improvements within the zone based on an approved project and financial plan for urban renewal of the designated reinvestment zone. • Fort Worth Works — A City -funded program that is a consortium of employment and training professionals organized to match labor demands with available labor force by linking employers with community groups and updating job listings at community -based organizations. It assists employers with their workforce needs and helps residents qualify for jobs created by employers. The City's Strategy 2000 Office administers the following programs. • Business Assistance Center — Created to support the growth and development of small businesses, it provides hands-on business counseling and technological support to businesses. The Center is a public/private partnership funded by the City of Fort Worth (CDBG), Small Business Administration, and local matching funds from corporate sponsors. It has created a one -stop shop environment by bringing together several service providers in one convenient location. Since its opening in 1995, it has helped to create over 1,200 new jobs and has facilitated over $34 million in business loans. The BAC provides a number of outreach programs, including roundtables for women starting new businesses, workshops on IRS issues and how to start new businesses, e- commerce classes, and presentations in small business trade shows. Chapter 11 Economic Development 92 Enterprise Zones °' i• i�w,�cE�• �$r •' :: North Enterprise Zone ,(Existing) . . South Enterprise Zon (Proposed) ..:;Southeast Enterprise Zone ;'`(Proposed) 0 3 Miles .-----4aT The North Enterprise Zone was created in 1996, and links the economi- cally depressed area located in North Fort Worth to new industrial and light manufacturing businesses located in various areas. Steps are cur- rently underway to create a South zone and a Southeast zone in 2000 Zone designation applies for seven years. The State provides direct de- velopment incentives for selected qualified businesses and projects, in- cluding refunds of botft franchise taxes andcertain state sales taxes. (Sources: Planning Department and Office of Economic Development, 1999.) • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 • Fort Worth International Center (FWIC) - Created in 1997 by community groups and the City of Fort Worth, the FWIC helps support international activities and provides services to Fort Worth citizens interested in international business, cultural exchanges, education and service activities. Comprised of 10 international organizations, it enhances the city's international image, increases international relations and trade, and creates greater economic opportunities and jobs for the citizens of Fort Worth. The Center is a public/private partnership funded by the City of Fort Worth and the organizations that office in the Center Since mid-1997, organizationsin the International Center have had a measurable economic impact of $12.1 million; provided 1,032 counseling sessions; and hosted over 2,000 international visitors and 12,000 visitors. • Greater Fort Worth Manufacturers Association — Created in 1997 as a trade association for manufacturers, it provides assistance to members through partnerships with key manufacturing organizations such as the Texas Manufacturing Assistance Center and the University of Texas at Arlington Automation & Robotics Research Institute. • Office of International Affairs - Located at the FWIC, it manages the City of Fort Worth's foreign relations, supports community international efforts and facilitates information exchange between local organizations in international trade. • Women's Business Center — Opened in January, 1999, offering many of the same services as the BAC. Its goal is to help women start businesses and to help women small-business owners access both financial and technical support in a one -stop shop. It is funded by a three-year, $150,000 grant from the U.S. Small Business Administration, which was matched with funds from the City of Fort Worth. The City's Finance Department collects revenues, and by contract, administers the following: • Public Improvement District (PID) - Based on a petition from property owners, fees are assessed on property in the district, in addition to property taxes, to pay for services and improvements over and above regular city services. • Hotel/motel sales tax revenue — The City receives nine percent per room per night from those who stay at Fort Worth hotels and motels. This fund is used primarily to support the Convention and Visitors Bureau and the Fort Worth Herd, but is also used for maintenance and operations of City facilities managed by the Public Events Department, and to support various cultural institutions and programs. The City has also used this revenue for such projects as the rebate of school district property taxes for the redevelopment and conversion of the Blackstone, a historically significant building, into a modern hotel. Two percent is used solely for the Convention Center EDA Grant Funded Projects Economic Development Administration (EDA) funds are federal funds tied to job creation and business expansion. Currently in Fort Worth, EDA funds support the Stockyards improvements, the Mercado, and the renovation of the Guinn School as the future permanent structure for the Business Assistance Center and related programs. (Sources: Fort Worth Planning Department and Office of Economic Development, 1999.) 93 Chapter 11 Economic Development The following programs are administered by the City and other public and private entities. • Local Development Corporation — An economic development corporation created by City Council and comprised of City Council members and the Mayor The Corporation acquires tax delinquent property and either leases the land or holds the land until there is a development proposal. • Minority/Women Business Enterprise (M/WBE) — A City program created to ensure that minority- and women -owned businesses are afforded the maximum opportunities to participate in the City's procurement activities, directly and indirectly The M/WBE Office identifies M/WBEs that can provide a service or product that the City purchases, encourages their participation in City procurement activities, and monitors on -going contracts to ensure targeted M/ WBE participation is advanced. • Community Development Block Grant Funds (CDBG) — Federal block grant funds that may be used for economic development activities in eligible areas. These activities include the acquisition, construction, reconstruction, rehabilitation, or installation of commercial or industrial buildings, structures, and other real property and equipment. Assistance such as grants, loans, loan guarantees, interest supplements, technical assistance, and other forms of support may be provided to private for -profit businesses for any activity in which such assistance is appropriate to carry out an economic development project. • Model Blocks Program — A comprehensive neighborhood improvement program in which the City of Fort Worth allocates $1.2 million of CDBG funds for revitalization efforts (including economic development) in a small geographic area, in order to have a visible, measurable impact on the neighborhood. This program is also expected to create a ripple effect of private initiatives that will improve the living conditions of the residents in the surrounding area. • Economic Development Administration funds — These federal funds are tied to job creation and business expansion. They are currently being used to renovate the Guinn School complex to provide office space for various economic development non-profit organizations, and previously helped fund the BAC and Stockyards Infrastructure improvements. • Economic Development Initiative — A grant program created by HUD, it is an extra incentive for cities to use Section 108 loan funds. It is for infrastructure and other costs that cannot be covered under the Section 108 loan program. The City has received three EDI grants: $660,000 for the Minyard's grocery store, $1 million for the Mercado, and $1.5 million for the Heritage Center • Small Business Administration (SBA) programs —These federal programs provide financial, technical, and management assistance to help citizens start, run, and expand their businesses. With a portfolio of business loans, loan guarantees, and disaster loans worth more than $45 billion, SBA is the nation's largest single financial backer of small businesses. • William Mann Jr Community Development Corporation - Located in the BAC, this multi -bank Community Development Financial Institution was Chapter 11 Economic Development 94 Logos of Area Chambers of Commerce FORTWORTH CHAMBER FORT WORTH ETROPOLITAN BLACK CHAMBER OF COMMERCE Fort Worth has five Chambers of Commerce that support area businesses. Through contracts with the City, the Black, Hispanic, Asian and American Indian Chambers provide outreach and services, including technical assistance to start a business. (Source: Community Development Councils Report to Council, 1998.) 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 ,® 0 0 e 0 0 0 e Q `® • created in 1994 by a consortium of banks and the City of Fort Worth. It provides loans for small, minority and women -owned businesses in the City of Fort Worth whose needs are not being met by conventional financial institutions. These loans can be used as leverage funds for expansion and start- up. It places special emphasis on assisting businesses locating in the CDBG eligible areas of the City In 1996, over $1.2 million in loans was made by the corporation and its partner banks, $900,000 of which went to minority clients. • Small Business Development Center (SBDC) - Funded by SBA and Tarrant County College and located at the BAC, it provides professional, confidential business counseling to business owners on topics such as management, marketing, and accounting. In addition, counselors explain business planning and SBA loan application preparation. • Fort Worth Economic Development Corporation — A non-profit organization located at the BAC that provides financial assistance to small businesses through its SBA 504 Loan Program, the City's Revolving Loan Fund Program, and the Micro -Loan Program. These programs provide for the acquisition of capital assets, loan counseling, the packaging of loans, and actual loans. • Fort Worth Opportunity Center — A privately funded, non-profit training and employment center located in southeast Fort Worth. Companies and corporations that donate money to the $5-6 million endowment fund of the Center may contract with the Center for recruitment and training leading to guaranteed employment. The Center is expected to open in early 2000, and has future plans to expand to a second building and possibly add a daycare. Trainees may be from all parts of the City • Fort Worth South, Inc. — This non-profit development corporation was created to encourage revitalization of the Medical District and to facilitate the implementation of the 1995 plan. It provides site assembly and umbrella services in the District. It coordinates efforts and resources of the City and private sector to attract new investors. • Downtown Fort Worth, Inc. (DFWI)— A non-profit organization that manages the Downtown PID and the North Downtown TIF District; implements the Downtown Strategic Action Plan, and, through Downtown Fort Worth Initiatives, Inc. (a sister non-profit corporation), provides funding for a variety of charitable, educational, and public purpose activities. • Chambers of Commerce — Five (Fort Worth, Black, Hispanic, Asian, and Indian) Chambers exist in Fort Worth and support the business community through the provision of unique programs and services. In addition to their regular programs and activities, the Fort Worth Hispanic Chamber of Commerce, the Fort Worth Metropolitan Black Chamber of Commerce, Tarrant County Asian Chamber and the American Indian Chamber of Commerce, under contract with the City of Fort Worth, provide outreach and technical assistance to their communities. The Fort Worth Chamber also provides an outreach program, Job Link, which brings all of the service provider organizations together with different businesses to match people with jobs. Housed in the FWIC, the U.S.-Argentina Chamber of Commerce promotes international trade and develops business opportunities between North Texas and Argentina. vet Tarrant County Workforce Centers iWestslde•- : Workforce Center Downtown: Workforce • Center? '>astslae;wy`; Workforce Center Resource Connection orkforce Center 0 3 Miles AO 0 Arlington Workforce Center ro* , iej es" 4 A number of workforce development services have been combined at eight "one -stop" workforce centers throughout the City and county These centers provide job recruitment, eligibility determination, assessment, and case management for program clients from the Workforce Investment Act (WIA) and Temporary Assistance for Needy Families (TANF) programs. (Source: Fort Worth Department of Employment and Training, 1999.) 95 Chapter 11 Economic Development • FW Sports Authority — A 4B corporation that developed as a result of an agreement between the City of Fort Worth and Speedway Motorsports, Inc. to create the Texas Motor Speedway (4B = Created under Section 4B of Article 5190.6 of the Texas Revised Civil Statutes.) The Texas Development Corporation Act allowed the City to create a 4B corporation that could own sports venues for economic development purposes. The Authority was originated in 1997 to oversee the administration of the City's development agreement with Texas Motor Speedway Currently, the Authority is expanding its original responsibility and investigating the development of La Grave Baseball Field in the Northside sector of Fort Worth. • Texas Workforce Commission/The Work Advantage/Tarrant County Workforce Development Board— Texas Workforce Commission/The Work Advantage - A number of workforce development services have been combined at eight "one -stop" workforce centers throughout the City and County The centers provide a full range of employment services to all job seekers and employers. These centers also provide job recruitment, eligibility determination, assessment, and case management for program clients from the Workforce Investment Act (WIA), Temporary Assistance to Needy Families (TANF), and Food Stamp programs. • Texas Mezzanine Fund — Introduced to Tarrant County in October 1999, the Texas Mezzanine Fund serves as an in-between lender, and supplements bank loans by providing terms rarely offered by banks. The Fund's target market is growing companies, especially those in economically distressed communities that need capital to take advantage of growth opportunities. The Texas Fund, sponsored by three thrifts and the South Dallas Development Corporation, has $6 million in assets and hopes to grow to $25 million with additional participation from both banks and thrifts. The fund helps supplement such efforts as Fort Worth's William C. Mann CDC. • Fort Worth Export Assistance Center, U.S. Department of Commerce - Funded by the U.S. Department of Commerce and located at the FWIC, it provides free export counseling and market research and utilizes U.S. Government programs and services to help North Texas companies expand export opportunities. It is linked to American embassies and consulates. • Fort Worth MedTech Center — A privately funded, non-profit business incubator designed to nurture and provide specialized and industry -specific business assistance to medical and high technology start-up companies. The Incubator invests time, money, and expertise in the critical first years of emerging companies and entrepreneurs who demonstrate the potential for economic and commercial success. • International Small Business Development Center (ISBDC) - Funded by SBA and Tarrant County College and located at the FWIC, it offers free one-on-one counseling and seminars to businesses interested in importing and exporting. ISBDC helps develop international business plans, identify foreign markets, conduct market research, and apply for government financing. Chapter 11 Economic Development 96 Tax Increment Financing Reinvestment Zones TIF #2 Texas Motor Speedway TIF #3 North Downtown TIF #4 Medica I Distric 0 3 Miles TIFs pay for public improvements within their respective districts using tax revenues from increases in property values. The North Downtown TIF plans $50 million and the Medical District TIF plans $60 million in public improvements over the next 20 years. The Speedway TIF devotes $20 million to the purchase of the Speedway TIF #3 replaced TIF #1 in 1996. (Sources: Fort Worth Planning Department and Office of Economic Development, 1999.) 0 'lip 0000000 r, iii 7! O41) +Oii 00 « O0 0 000000000000 • • • Economic Development Projects The following are examples of existing economic development projects. • • Guinn School — Through the use of EDA and other funds, this former school • site is being redeveloped to be the future home of the BAC and related agencies. The remaining two buildings on the Guinn 'School .complex will be • restored and made secure for future use as the Fort Worth MedTech Center • business incubator and possibly office space. • Mercado — A Mexican -theme market place, with restaurants and shops that • complement each other, is envisioned in the 1400 block of North Main to serve • visitors to Downtown and the Historic Stockyards. A $1 million EDI grant, combined with $5 million in Section 108 loan guarantees, began the • development of this vision. The EDI grant includes the rehabilitation of the abandoned neighborhood theater The Section 108 loan guarantees are • designated for low -interest loans to attract businesses to the site. Using EDA • grant funds, an alley was converted into an attractive brick walkway • Heritage Center — Heritage Center is a proposed African -American marketplace 41111 and cultural district to be developed in the Near Southeast neighborhood, • around the intersection of Rosedale Street and Evans Avenue. This project will revitalize one of Fort Worth's most historic neighborhoods while creating a gateway to the Medical District and Southeast Fort Worth. The Heritage Center concept includes a major commercial anchor to serve Fort Worth visitors, particularly those coming to the Medical District and Downtown, commercial businesses, and a park or plaza that would celebrate the rich heritage of Fort Worth's African -American community Federal funds will be used for property acquisition, demolition of non -historic structures, and construction of a centralized parking facility The City has received preliminary approval of a $1.5 million Economic Development Initiative (EDI) grant from HUD for this project, which is contingent upon HUD approval of a $7.5 million Section 108 loan. Section 108 loan guarantees will help finance the major commercial anchor and other new commercial endeavors. The City • has also applied for a $1.5 million Economic Development Administration • _ grant to support the project. TIF # Two — Speedway District — A 950-acre zone created to provide a mechanism for the purchase of the Texas Motor Speedway as a public improvement by the FW Sports Authority, Inc., which is a 4B economic development corporation, and to provide for the development of future public improvements within the District. The TIF became effective January 1, 1996 and is scheduled to terminate on December 31, 2025 or earlier if all obligations associated with the purchase of the Speedway are met. The City of Fort Worth, • Denton County, and the Northwest ISD participate. • TIF # Three —North Downtown — Replacing TIF # One, this district was • created in 1996, and is scheduled to terminate in 30 years or when the goal of • the $50 million of tax increment is met, whichever comes first. The 1993 Downtown Strategic Action Plan called for a TIF to finance such projects as • free public parking, a central plaza, parking garages, special pedestrian and • • • • • • • • • • Cook Children's Medical Center Cook Children's Medical Center, at 801 7th Avenue, is located within the Fort Worth Medical TIF (Source: City of Fort Worth, 1998) 97 Chapter 11 Economic Development streetscape systems, a public market, and costs of administration, planning, and historic site rehabilitation. • TIF # Four — Fort Worth Medical — The district was established January 1997, and is scheduled to terminate in 25 years or when tax increment revenues reach $60 million. The project plan calls for public improvements within the boundaries of Fort Worth South to implement the Medical District Plan. • Public Market - A farmers/public market is envisioned for Downtown at the Santa Fe Warehouse and the Intermodal Transportation Center (ITC) parking canopy area. The project is spearheaded by Downtown Fort Worth, Inc. and a task force of supporters, and is intended to provide an additional retail anchor, activity generator, and community market that reflects the diversity of Fort Worth's culture and products. A Public Market Feasibility Study is currently underway to prepare cost estimates, identify potential sources of funding, develop an organizational structure, determine potential lease options, and study possible land use and transportation impacts. Capital Improvement Proiects Changing economic conditions have made economic development an important activity of local government. Fort Worth has responded to these conditions by establishing a proactive economic development program. Nine economic development capital improvement projects are identified for the next 20 years, totaling $172 million. A list of the projects, estimated costs, completion dates, and potential funding sources is included in Appendix D The Central City Fort Worth is committed to revitalizing its central city through a comprehensive and coordinated strategy that addresses economic development, housing, historic preservation, infrastructure, parks, cultural programs, human services, and safety initiatives. The central city is defined to include certain low and moderate income areas • within Loop 820 (Source: City of Fort Worth, 2000.) • • • • • • • • • • • • • • • • • •• • • • • • • • • • • Chapter 11 Economic Development 98 • COQ w 0000000000 0000000000000000000 CHAPTER 12: TRANSPORTATION This chapter presents a Transportation Plan that includes all modes of surface transportation (roadway, public transportation, bicycles, and pedestrians), as well as the City's aviation component. More details on the direction of transportation and each of the elements will be provided in the reference document Transportation Plan for the City of Fort Worth, Texas, which is being prepared by the City's Transportation and Public Works Department and is anticipated to be adopted in the year 2000. The existing Master Thoroughfare Plan (MTP) will be replaced upon City Council approval of the proposed Transportation Plan. This is a significant policy change that will address all modes of transportation as an integrated system to support citizens' needs. Separate modal plans have been provided in the recommended Transportation Plan for use by public agencies, businesses, and interested citizens. EXISTING CONDITIONS AND TRENDS Actual or perceived traffic congestion can be a deterrent to economic growth. When traffic moves freely, people generally speak positively about the city or region. People in Fort Worth often say that they do not want to have traffic congestion "like Houston." Traffic congestion can have several causes. accidents, disabled vehicles, construction, exceeded roadway capacity, bottlenecks, linear or sprawling land use patterns, segregated land uses, lack of alternative modes of transportation, availability of parking, and low vehicle occupancy Congestion can affect the quality of life in a city, resulting in inconvenience and stress for drivers, traffic accidents, loss of work time, reduced economic development potential for a city, and air pollution. More information on air pollution and air quality can be found in Chapter 20• Environmental Quality According to a 1998 study conducted by North Central Texas Council of Governments (NCTCOG), the annual cost of congestion is $3.9 billion to residents and employers in the Metroplex. This figure could grow to $13.5 billion annually by 2025 if transportation improvements are not made. With planned improvements, this amount could be lowered to $7 4 billion annually As the Metropolitan Planning Organization (MPO) for the Fort Worth -Dallas metropolitan area, NCTCOG has been working on a multimodal transportation plan and air quality program for the region. The plan, Mobility 2025, provides a regional strategy for reducing congestion and improving air quality through policies aimed at improving travel demand management and transportation system management, expanding alternative transportation modes, and promoting sustainable development. The plan was approved in January of 2000. However, it does not become effective until the Federal government approves the plan's air quality conformity, which is expected to occur in the Spring of 2000. Components of a Balanced Transportation System The Transportation chapter recommends integrating all modes of surface transportation into a balanced system that encourages shared rights -of way and providing mobility choices for residents. (Source: Mobility 2020 Plan, North Central Texas Council of Governments, 1999.) 99 Chapter 12: Transportation Mobility 2025 recommends $45 billion of planned improvements to be made in the Metroplex over the next 25 years to relieve traffic congestion. These improvements include the following: • Infrastructure maintenance; • Congestion management system; • Intermodal system; • Bicycle/pedestrian facilities and enhancements; • Public transit (rail and bus); • High occupancy vehicle lanes, and • Freeway/tollway and arterial system. Fort Worth's transportation system is based on a system of roadways that primarily serve vehicular traffic and transit services provided by the Fort Worth Transportation Authority The need for federal, state, and local governments to use resources more effectively and to improve air quality has led to the planning of alternative transportation choices, with connections and linkages among various transportation modes. Development of a balanced transportation system has been hindered by the lack of inventories and information to support planning analysis. In recent years, significant strides have been made in acquiring base information, which is an ongoing process. As this base data becomes available, it will be possible to address each mode in greater detail and integrate all of them into a balanced system. The following discussion reviews the status of the roadway, bus, rail, bicycle, pedestrian, and aviation choices in Fort Worth. Roadway System The City of Fort Worth maintains approximately 5,600 lane miles of street surface, which includes 210 linear miles of arterial streets. Development in various areas of the City is generating greater demands for street improvements to move traffic efficiently on the north -south and east -west major corridors. Neighborhoods and commercial areas in the City are also requesting street improvements that include landscaping and sidewalks, as well as traffic mitigation measures to assist inner city areas with redevelopment. Commuters desire increased mobility, while residents are asking for traffic calming devices. The City's Transportation Plan is intended to meet both needs. The lack of network completion is most notable in far north and southwest Fort Worth. The rural roadway systems in these areas are being replaced with urban arterials as development occurs. This construction practice often results in arterial system gaps and bottlenecks. The intensity of existing land uses and new development in these corridors is creating pressure for the completion of road improvements to eliminate arterial gaps. A review of the roadway network shows that the hierarchy of streets is not clearly defined in many areas of the City The existing street classifications seem to focus Chapter 12: Transportation 100 ,5r Cross Section for a Multi -modal Corridor 1!0' ttJYJ. This diagram shows a cross section that includes a trolley right-of- way and passenger loading space, as well as four lanes of vehicular traffic, including wide outside lanes for bicycles. A tree planting area with sidewalks on the other side of the parkway gives protection to pedestrians. This cross section reflects the shared right-of-way con- cept that accommodates multiple modes. (Source: Transportation/Public Works Department, 1999.) Trinity Trails ax Fort Worth's extensive Trinity Trail system is a popular recreational asset for the City- In addition to the paths used by pedestrians and bicyclists, equestrian trails are found within some sections of the network. (Source: Transportation/Public Works, 1999.) • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • on the available right-of-way, rather than on how a street functions within a unified system. Deficiencies in the roadway system are subjecting some areas of the City to increasing congestion because the streets do not adequately support existing or changing land uses. The lack of a functional hierarchy of streets results in cut - through traffic invading neighborhoods. The roadway system should provide the framework for a hierarchical system of freeways, arterials, collectors, and local streets. New roadways should provide amenities such as trees and facilities for pedestrians or bicycle users. Comments from citizens suggest that Fort Worth residents want their neighborhoods buffered from street noise and traffic. Current roadway design standards are contained in Design Standards and Policy Guidelines for Fort Worth, 1987, and are currently being updated. NCTCOG has prepared a congestion analysis of the Fort Worth roadway system. The analysis uses the following level -of -service classifications to measure congestion on arterials and freeways: • Level of Service A -Free flowing traffic, high operating speed, and no delays. • Level of Service B-Stable traffic flow, speed somewhat restricted, and short • delays. • • Level of Service C-Stable traffic flow, speed determined by traffic, and moderate delays. • Level of Service D-Unstable traffic flow, tolerable but fluctuating operating • speed, and long delays. • Level of Service E-Unstable traffic flow, near roadway capacity, limited speed, and very long delays. • Level of Service F-Very low speeds, volumes greater than capacity, frequent stoppages. A review of this level -of -service congestion analysis indicates that in 1995, 11 percent of the arterial and freeway mileage in Fort Worth had a level of service D, E, or F It is forecast that by 2020, 22 percent of the arterial and freeway mileage will have a level of service D, E, or F The maps to the right show the arterials and freeways forecast to have a level of service D, E, and F by 2020 Major streets are currently being inventoried to determine cross section characteristics, classification, right-of-way, and pavement conditions. It is anticipated that this process will continue as new facilities are completed. Plan recommendations will be added to the inventory to facilitate the preparation of project lists for funding. A tabulation of roadway inventory data will be contained in the proposed Transportation Plan of the City of Fort Worth. The City is currently a partner with the North Texas Tollway Authority and the Texas Department of Transportation in the development of SH 121T This major tollway, which will traverse from I-30 at Forest Park Boulevard through the southwest part of Fort Worth to U.S Highway 67 in Cleburne, is supported by the 101 Street Congestion in 2020 Forecast Level of Service D Level of Service E Level of Service F According to a study completed by the North Central Texas Council of Governments, 22 percent of the arterials and freeways in Fort Worth are forecast to have a level of service D, E, or F by 2020. These streets should be among the first to be considered for future improvements. (Sources: Transportation/Public Works and North Central Texas Council of Governments, 1999.) Chapter 12: Transportation City of Fort Worth as a crucial element in the successful development of the city Major improvements to interchanges at I-30 and at I-20/US 183 will be a part of this project. Public Transportation The Fort Worth Transportation Authority (the T) has provided public bus services since 1983, and its services have strengthened steadily over the years. Ridership increased from 5,081,332 in 1997 to 5,776,958 in 1999 The T made major service plan revisions in 1998 to improve service to the public. The T found that some existing fixed routes were not as effective or efficient as in the past, and that ridership was down and costs were rising. Riders indicated that they wanted to spend less time in transit, needed transportation to destinations within their neighborhoods, wished for connections to places not currently served, and wanted more frequent service. Goals of the current service plan are to increase ridership, to minimize service disruption, and to provide efficient service that meets the needs of Fort Worth residents. Routes cover the City extensively and reach the suburban cities of Lake Worth, Richland Hills, and Blue Mound. Five transfer centers are strategically located in destination areas. These centers are at the Stockyards (NW 25th & Houston St.), East Fort Worth (E. Lancaster Ave. & Sergeant), Town Center Mall, Ridgmar Mall, and Downtown (6th & Throckmorton). The transfer centers are integral parts of the transportation system. They will provide central points for transfers between the various transportation modes. The system is designed so that buses run in a "pulse" operation - several buses arrive at the same time to minimize waiting for transfer buses. In general, citizens should be able to reach their destinations within 30 minutes. The T offers a number of additional services, including: • Mobility Impaired Transportation Service (MITS) for residents who have disabilities that restrict them from using the regular fixed bus routes. • Airport Bus Service is available to Dallas — Fort Worth International Airport from several downtown locations. • Free downtown service within a zone bounded by Henderson, Jones, Belknap, and Vickery • Rider Request Service, which provides bus transportation from the customer's residence to the nearest bus route in specified areas. • Guaranteed Ride Home Service is offered to express service riders, van pool participants, and Dallas Express Plus riders who have a monthly pass. The service provides that the T will pay for 90 percent of a taxi fare for monthly pass holders who are in need of transportation because of emergencies or unexpected overtime. • Bicycle racks are provided at the front of most buses for multi -modal commuters. In 2000, the T will take delivery on several rubber -tire trolley buses to begin a Downtown Circulator service. The trolley buses will connect the future Intermodal Major Routes of the T Bus Service N4 111 111741 UM lit semi 1111rall" IMP; 0011111=- The T has been gaining ridership due to improved scheduling, door-to-door service, MITS, vanpools, and the Airporter shuttle service. The T's transfer stations, indicated above by the bus symbols, are key ingredients for a successful multi -modal network. (Source: Transportation/Public Works, 1999.) Tandy Center Subway The Tandy Center Subway is the only privately owned and operated subway in the nation. It shuttles passengers from a free remote park- ing lot to the Tandy Center downtown, alleviating some of the parking pressures in .the'downtown area. (Source: Transportation/Public Works, 1999.) • • • • • • • • • • • • • • • • • • • • • • • • • • • • Chapter 12: Transportation 102 • • • Transportation Center at Ninth and Jones Streets to the central business district and • potentially the Stockyards and Cultural District. • Commuter Rail The Trinity Railway Express commuter train, currently serving Irving and • Downtown Dallas, will connect with Downtown Fort Worth at two locations. the • Intermodal Transportation Center at 9th and Jones Street, and the T & P Terminal on Lancaster Avenue. Both terminals are scheduled for completion in 2001 Future • studies may include the consideration of possible extension lines into Southwest and • North Fort Worth. • Light Rail Following the Linkages Study, which recommended the development of a trolley system as the primary method to improve access to major activity centers, the City ;• of Fort Worth requested that the North Central Texas Council of Governments conduct a more detailed feasibility study of the proposed trolley line. NCTCOG • conducted the study in its 1997-1998 Unified Planning Work Program, and found • that implementing a trolley line between Downtown, the Historic Stockyards, and the Cultural District is technically and economically feasible. The Fort -Worth • Transportation Authority has applied for federal funding for preliminary • engineering and design of the system. During this phase, the T will study potential extensions of the trolley into the Medical District and the Zoo. The preliminary ,• engineering phase is expected to begin in the summer of 2000. • The multiple growth center development pattern will provide additional • opportunities for the extension of rail service into other areas of the City by providing the necessary densities to support rail service. Mixed use growth centers, • with concentrations of employment, housing, and recreational opportunities, are ideal locations for transit stations. A rail system that links the various growth • centers will allow travel among growth centers while the pedestrian scale and ;• density of the growth centers will allow pedestrians and bicyclists to move about 111 once they have reached their destination. The implementation of the mixed use growth center concept and the development of a multimodal transportation system, • including rail, bike, pedestrian, and automobile facilities, are mutually supportive • and should be pursued concurrently • Other Rail Existing rail passenger service in Fort Worth is limited to AMTRAK, which • provides inter -state passenger service from Fort Worth to Houston, Oklahoma City, • and San Antonio • ,• • The Tandy Center subway, the nation's only privately owned and operated subway, provides a rail connection between a free remote parking lot to the Tandy Center The Tandy subway has four stops --one at the Tandy Center and three stops in the remote parking lot. Fort Worth Passenger Rail Cultural District The Trinity Railway Express commuter rail will by late 2002. The proposed light rail trolley feasible, and will complement the commuter Department, 1999.) Proposed Trolley Route Trinity Railway Express (TRE) TRE Stations connect Dallas to Fort Worth has been determined to be rail service. (Source: Planning • 103 Chapter 12: Transportation Existing freight rail systems are extensive in Fort Worth due to the role the City has played as a rail transportation hub in the last century Many major railroads cross the City with active rail lines. These rail lines are recognized in the roadway system, and must be accommodated with a crossing method that is safe and efficient. These crossings include grade crossings, roadway closures, and grade - separated structures (bridges). Bicycle Transportation The Trinity Trail Network is an approximately 30-mile multi -use trail system that follows the Trinity River, West Fork, Clear Fork, and Marine Creek. The trails are perfect for hiking, biking, and in -line skating; equestrian trails are also in place along some segments of the system. These trails enjoy high levels of recreational use. However, the trail system requires improved connections with the existing street system to enhance its viability as an alternative transportation route. Freeways and the Trinity River pose a particular problem for bicyclists, as do discontinuous street systems. North Central Texas Council of Governments' Mobility 2025 designated the downtown area as a Bicycle District. This effort has since spawned more interest within the Fort Worth community toward improving cycling conditions citywide:. The City worked with NCTCOG on the Fort Worth City Blueprint for Bicycling, 1999, which provides for over 80 miles of signed on -street bicycle routes throughout the City, as well as a regional bike system. Pedestrian Transportation The trail system, which follows portions of the Trinity River, Clear Fork, West Fork, and Marine Creek, also accommodates walking trips. Many neighborhoods and commercial areas in the City of Fort Worth need to be connected to these trails, and should develop their own pedestrian networks. Some Fort Worth neighborhoods have incomplete sidewalk networks, often characterized by broken segments that are overgrown with weeds. Even sidewalks in newly developed areas are often not linked to the larger network. These factors not only prevent children from walking to school, the elderly and mobility -impaired residents from accessing destinations, and all people from reaching public transportation, but also discourage the general public from relinquishing its reliance on the automobile. The North Central Texas Council of Governments is currently conducting a Pedestrian Study for the City This study will examine design and policy considerations that involve safety and continuity in networks to make the City more pedestrian -friendly Municipal Aviation Aviation is a logical part of the overall transportation system, serving not only passenger traffic, but also freight and cargo. Four major airports serve the Fort Worth area, including the regional hub airport located between Dallas and Fort Worth, and three municipal airports. Dallas -Fort Worth International Airport is a regional hub, jointly owned by the Cities of Fort Worth and Dallas, that provides non-stop service to over 60 cities worldwide. The Airport has an I8,000 acre site, bringing an estimated $1 1 billion Existing Airports Dallas -Fort Worth International Airport (DFW), jointly owned by the cities of Fort Worth and Dallas, serves as the regional hub airport for the area, providing non-stop services to over 60 cities worldwide. The three municipal airports, Alliance, Meacham, and Spinks, handle smaller aircraft, relieving DFW of this traffic. (Source: Transportation/Public Works, 1998.) • • • • • • • • • • • • • • • • • • • • • • i Chapter 12: Transportation 104 41 • to the region in economic development each year There are approximately 2,300 daily takeoffs and landings. • • This air traffic generates increasing levels of passenger and: automobile traffic, which prompted the Airport to undertake a Master Planning effort last year The • Plan recommended the addition of three runways, which would double the number • of airline gates currently available to a total of approximately 250. To accommodate increasing passenger traffic, the Plan recommends a $670 million • new rail people mover system to connect terminals and parking lots at the airport. DFW has about 5,000 vacant acres at the airport. The Master Plan calls for • attracting industrial complexes, retail centers, and corporate offices to this area. DFW is planning a future extension of the people mover system to the Trinity Railway Express, currently targeted for completion by late 2000. This • improvement, coupled with the Airport's rail shuttle, should give passengers alternatives to automobile transportation to connect with air flights. The City of Fort Worth Airport System currently includes three general aviation • reliever airports. Alliance Airport, Meacham International Airport, and Spinks Airport. These airports are important to the Metroplex airport system because they • handle smaller aircraft, thus relieving the Dallas -Fort Worth International Airport of • this traffic. All airports are located adjacent to major interstates and major arterials, which allows them to coordinate with other modes of transportation. Additionally, ® rail transportation is located near Alliance and Meacham Airports. Several important trends and projects are taking place at the Fort Worth airports. Major industrial, commercial, and residential development has occurred in the Alliance • Airport area. T-hangars have been constructed at Spinks Airport, and terminal improvements have been completed at Meacham Airport, providing gates and other • facilities for commuter service. Meacham Airport has not had passenger service • since Mesa Airlines ceased operations in 1998 Therefore, attracting replacement passenger service has become an important issue for this airport. • • • • • • • • • • • • Anticipated future changes include taxiway improvements for both Meacham and Spinks Airports and a control tower at Spinks Airport that would allow more corporate traffic. A foreign trade zone was also recently established for Meacham Airport. Another issue related to infrastructure is whether to demolish or repair several substandard City -owned buildings at both Spinks and Meacham Airports. Spinks Airport will become increasingly important for economic development in the southern part of Fort Worth. To support local businesses that compete in a global economy, the City will need to consider upgrades to Spinks Airport that allow for freight, cargo, and overnight service in addition to corporate and general aviation. Listed below are characteristics of each of the City's airport facilities. Alliance Airport • Located 15 miles north of downtown Fort Worth • 9,600' x 150' runway to be lengthened to 11,000' Alliance Airport The Alliance Airport is the newest addition to the City of Fort Worth aviation system It is the first industrial airport in this region, a concept that has proven effective for economic development. Industries are attracted by the convenience of easy access to air transportation, and new subdivisions are being developed to serve the large number of employees working in the Alliance area. (Source: Aviation Department, 1999.) Meacham Airport Major terminal improvements at Meacham Airport have provided gates and other facilities for passenger service. The City is seeking to attract an air passenger service to replace the service that Mesa Airlines discontinued in February of 1998. (Source: Aviation Department, 1999.) 105 Chapter 12: Transportation • 8,200' x 150' VFR runway • On -site crash, fire, and rescue facilities operated 24 hours a day • Category III lighting system • 24 hour FAA -operated control tower • 224,676 operations in FY1999 • 645 acres inside boundaries Meacham Airport • Located 5 miles north of downtown Fort Worth • One 7,500' runway • One 4,500' runway • One 3,677' runway • On -site crash, fire, and rescue facilities operated 24 hours a day • Category I lighting system • 24 hour FAA -operated control tower • Over 370,000 operations per year • 745 acres inside boundaries Spinks Airport • Located 15 miles south of downtown Fort Worth • One 6,000' runway • One 4,000' Turf Runway • 820 acres inside boundaries Helinorts/Vertioorts One of the major nation-wide trends in aviation is heliports and vertiports. The State of Texas has some 308 heliports and pads in non -hospital use, and 105 sites used by emergency medical facilities. Public heliport sites in Fort Worth are located at Alliance Airport, Meacham International Airport, and Spinks Airport. Hospitals with existing heliports in Fort Worth include All Saints Episcopal/ Cityview, Columbia Plaza Medical Center, and Harris Methodist Hospital. John Peter Smith and Osteopathic Medical Center of Texas both have patients flown in and out by helicopter The North Central Texas Council of Governments (NCTCOG) published the Regional Heliport System Plan 2000 in 1984, which recommended that the City build a public use helicopter facilityat the intersection of I-30 and I-35W Business and industrial parks are also recommended locations. The next generation of tilt rotor machines are larger, heavier, and quieter than today's helicopters. They can travel longer distances, carry heavier loads, and may become suitable for passenger shuttle in congested roadway corridors in the future. Tilt rotor machines will be available in the Texas markets within the next five to ten years. Some existing heliport facilities can be converted to accommodate tilt rotor use. Currently, the only facilities that can accommodate these larger machines are Chapter 12: Transportation 106 Pedestrians at Sundance Square Facilities that encourage pedestrian movement include continuous sidewalks with crosswalks, landscaping, and lighting. Sundance Square in Downtown Fort Worth has created an environment that encourages walking. (Source: Transportation /Public Works, 1999.) Construction Site Safety Two safety policies to be identified in the proposed Transportation Plan are designed_ to increase the safety of construction sites and special events that require street closings and routed traffic. Construction sites obstruct the normal flow of traffic, leading to slow movement and congestion, and pose a safety hazard for pedestrians, motorists and workers. (Source: Transportation/Public Works Department, 1998.) • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • located at the municipal airports. As volumes of air travel increase at airports, it may be necessary to add additional sites for heliports and vertiports for the new tilt rotor machines. GOALS AND OBJECTIVES The development of an integrated multi -modal transportation system is a complex and difficult task. There are a number of public agencies to coordinate, as well as citizens with a variety of perspectives on transportation issues. Working together, however, the City can develop an integrated transportation system. The following goals and objectives have been identified as part of .the proposed Transportation Plan for the City of Fort Worth. Develop a comprehensive Transportation Plan which supports multi -modal opportunities. • Adopt a multi -modal transportation plan that may include roadway, bus, trolley, rail, bicycle, walking, and air transportation. • Work with the NCTCOG to complete studies of trolley, passenger rail, and pedestrian standards by the year 2001 • Annually update the Transportation Plan, including the Master Thoroughfare Plan, in conjunction with the Comprehensive Plan update. Develop a safe, efficient, and economically sound transportation system. • Periodically review safety, operation, and construction activities that impact the efficient movement of all modes of transportation. • Identify major roadway corridors to accommodate alternative modes of transportation by 2010. • Evaluate traffic and pedestrian safety near shopping, schools, and other pedestrian oriented areas as needed on a continuous basis. • Improve the arterial network to eliminate system bottlenecks by 2015 • Identify the functional classification of all roadways to improve system efficiency • Identify capital improvement projects and possible construction funding sources on an annual basis for inclusion in future capital improvement programs. • Evaluate the T bus service routes, schedules, and ridership annually to determine gaps in the system. • Increase funding, as appropriate, from various sources for alternative modes of transportation by 2005 Monitor the transportation system's impact on air quality and other environmental factors and community values. • Implement transportation control measures that reduce vehicle use, change traffic flow, and reduce congestion conditions by 2005 • Conduct corridor studies to evaluate pedestrian and vehicle movements and their impacts on retail, residential, and historic areas by December 2005 Proposed On -Street Bicycle Routes 0 Veloweb On -Street 3 Miles 6\ This map shows 80 miles of proposed routes for a signed on -street bicycle system in the Fort Worth City Blueprint for Bicycling, 1999 and the proposed regional Veloweb routes. The routes will provide bicycle access to major employment, shopping, and entertainment opportunities. On -street routes use low volume streets and wide outside lanes of at least 15 feet as a bicycle/automobile shared facility This program will expand the use of existing rights -of -way to multi -mode use at reasonable cost. (Sources: Transportation / Public Works Department, NCTCOG, 1999.) 107 Chapter 12: Transportation • Develop traffic management plans for residential neighborhoods. • Utilize the Texas Department of Transportation and other funding sources to implement the commercial corridors projects with landscaping to create a pleasing visual environment. Develop a Municipal Aviation Plan that can be integrated into a comprehensive Transportation Plan. • Identify deficiencies for all municipal aviation facilities by 2001 to determine the improvements necessary to meet or exceed standards. POLICIES AND STRATEGIES The City of Fort Worth will use the following policies and strategies in providing for a multi -modal transportation system to support economic growth and improve air quality Current Policies • Evaluate the impact of land use and platting decisions on the overall transportation system, and the impact of transportation decisions on land use. • Utilize the existing Community Facilities Agreement program to develop transportation facilities in conjunction with new private development. Recommended Policies • Promote sustainable development patterns that include greater density of integrated development, mixed -use development, public transit, park and ride facilities, and access management (i.e., encouraging shared driveways and limiting the number of curb cuts) to reduce internal vehicle trips. • Protect residential and historic areas from the impacts of traffic. • Encourage appropriate development through the planning and implementation of a multimodal transportation system. • Seek input from other entities, including schools, counties, NCTCOG, TxDOT, and others when making land use and transportation decisions. • Develop a landscaping and tree -planting program for arterial streets. Recommended Strategies • Public transportation, bicycle, and pedestrian improvements are to be emphasized in designated growth centers. • Facilitate travel between growth centers through thoroughfare improvements and public transportation opportunities. • Encourage linkages between neighborhoods and integrate land uses to decrease vehicle miles traveled. • Work with the Fort Worth Transportation Authority to expand public transportation and integrate it into the City's transportation system. • Continue regional cooperation through NCTCOG. • Adopt a functional classification of the roadway system. Chapter 12: Transportation 108 Proposed Bus Transfer Plazas Three bus transfer plazas are proposed for Downtown. This potential site is located at West 9th Street and Throckmorton. (Source: Planning Department, 1999.) ••••••••••••••••••••••••••••••••• • • • • • • • • • • • • • • • • • • • • • • • . r • Promote park & ride facilities to encourage the use of public transit. • Provide access for pedestrians from residential areas to shopping, parks, and public buildings. • Establish links for pedestrians to cross natural barriers,such as rivers and creeks, and man-made obstacles, such as railroads and highways. • Incorporate the various modes of transportation into corridor studies to determine possible alternatives. Studies are to focus on congestion and safety issues, and level of service analysis. • Foster roadway design that decreases noise and improves air quality along major arterials. • Manage the City's airport system as part of the overall transportation system. • Support airport operations that are currently bringing in revenue. • Expand services at Spinks Airport to increase the revenue potential of 24-hour operation. • Develop a bicycle plan, including signage, maps, and facilities. • Set up a Municipal Transportation Task Group made up of managers from Transportation/Public Works, Aviation, Parks and Community Services, Planning, Fort Worth Transit Authority, and the community to address issues concerning coordination between the various transportation modes. • Develop funding sources that can provide matching funds for general airport maintenance. PROGRAMS AND PROJECTS • Implement the Safe Pathways Program to determine the most appropriate locations for sidewalks. Primary school routes and streets with pedestrian generating facilities, like parks and shopping areas, are identified as important locations for sidewalks. Depending on the condition, funds will be included for replacing deteriorated sidewalks. Citizens have the option of participating in the program, in which residents pay for 25 percent of the cost of sidewalk construction, while the City pays for 75 percent. • Expand the City's School Safety Program, which provides pedestrian and traffic -related safety features on school campuses. • Develop traffic management programs for neighborhoods and historic areas. • Create a regular program for counting traffic. • Implement special event and construction zone safety programs. • Establish a tracking program for roadway safety issues. • Continue the street maintenance program. • Inventory and evaluate truck routes within the City to ensure efficient movement of goods to existing growth centers and other destinations. • Modify existing guidelines for traffic impact and assessment studies to allow more flexibility for the different sizes of new developments. • Continue the use of a City -based travel forecasting model in conjunction with NCTCOG Capital 'Improvement Projects i \ ▪ Bridge Projects • Intersection Improvements --- Street Improvements — — Proposed Southwest Parkway 0 3, 6\ -Miles l•J The Capital Improvement Projects Table in Appendix D covers a variety of transportation projects. Roadway projects include street improvements and bridge projects. The 1998 CIP made $500,000 available for the planning and design of the proposed Southwest Parkway Projects listed in the table (butnot mapped) include bicycle improvements and aviation, rail, and sidewalk projects. (Source: Transportation/Public Works Department, 1999.) 109 Chapter 12: Transportation Project The City of Fort Worth is in the process of preparing an application to the Foreign Trade Zone Board in Washington for the creation of a foreign trade zone at Meacham Airport. The Foreign Trade Zone at Meacham Airport will be an extension of the Fort Worth Second Site at Railhead Industrial Park. The DFW Airport Board has approved the submission of the application, which will be submitted in the summer of 2000. The approval process is expected to take eight to ten months. Foreign Trade Zones (FTZs) are designed to increase the use of American labor and increase investment in the United States by allowing activity to occur in the U S prior to the application of U S Customs laws, thereby equalizing the treatment of the activity with similar activities occurring overseas. Through the FTZ, a business may improve both economic and operating efficiency No United States Customs duties, tariffs, or taxes are levied on any goods imported into the zone until or unless they are brought into United States territory Merchandise may be exported from a FTZ or transferred between FTZs free of duty or tax. Merchandise held within a zone may be unpacked and repacked, sorted, relabeled, inspected, tested, repaired, discarded, reprocessed, fabricated, assembled, used in production, or destroyed. If and when goods enter the United States, customs duties can then be levied on the lesser of the value of either the finished product or its imported components for goods produced in a zone. Capital Improvement Projects Capital improvement projects identified for the next 20 years are listed in Appendix D, along with estimated costs, completion dates, and potential funding sources. The projects are divided into the following 15 categories. regional, arterial, urban design/redevelopment, neighborhood streets, street lighting/traffic signals, sidewalks, intersections, bikeways, bridge reconstruction, railroad crossings, roadways in parks, new developmentprojects, aviation, DFW, and rail projects. Not including projects for the Dallas/Fort Worth International Airport, there are 83 projects identified, totaling $965 million, $627 million of which is not funded. DFW projects are grouped into six categories, with a total of $5 4 billion to be funded by user fees and revenue bonds. Chapter 12: Transportation 110 • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • CHAPTER 13: TELECOMMUNICATIONS • • • • • • • • • • • • • • • • • • • • • • • • • Telecommunications services and technologies have become essential elements of our lives. Fundamental changes in telecommunications technology and regulatory structure and an unprecedented proliferation of telecommunications providers have changed .the traditional way of carrying out everyday functions in cities. Technologies and services as diverse as personal and network -based computers, cable television, long-distance and mobile telephones, Internet, and open video systems are utilized by communities to facilitate their daily activities in business, education, health care, and delivery of municipal services. Comparable in magnitude to the Industrial Revolution, the telecommunications revolution will profoundly affect the economic vitality of cities. As new jobs are created and existing jobs reshaped, the role of local governments in preparing for far-reaching impacts of economic dislocations and promoting a sustained growth becomes crucial. The City of Fort Worth is mindful of the significance of telecommunications planning in preparing the City for the twenty-first century and in building strong neighborhoods and a sound economy Telecommunications planning focuses on four main issues. managing tower and antenna placement, protecting public rights - of -way, ensuring universal access, and promoting economic development. The telecommunications chapter is an evolving document that will continuously progress to reflect the evolution of the telecommunications industry, as well as federal and state regulatory policies. EXISTING CONDITIONS AND TRENDS The Telecommunications Act of 1996 fundamentally impacted the field of telecommunications by changing the ground rules for competition and regulation in virtually all sectors of the industry The provisions of the Act fall into five major areas. telephone service, telecommunications equipment manufacturing, cable television, radio and television broadcasting, and Internet and online computer services. In each of these fields, cross -market entry barriers have been eliminated, concentration and merger rules relaxed, and massive new implementation obligations placed on the Federal Communications Commission (FCC) and state regulators. The Act enables the different players in the telecommunications industry to enter each other's markets, providing services that have traditionally been provided by other companies. The Act is intended to promote competition and reduce regulation to secure lower prices and higher quality services for consumers, and to encourage the rapid deployment of new telecommunications technologies. The Act largely relies on the marketplace to provide adequate telecommunications infrastructure for local communities. Unfortunately, while high -density commercial Telecommunications Act of 1996 The Telecommunications Act of 1996 fundamentally impacted the telecommunications industry by eliminating cross -market barriers and promoting competition among different players. (Source: Texas Technology, July 1999.) • 111 Chapter 13: Telecommunications areas will be well served by the commercial marketplace, rural areas, inner cities, and low -density residential areas might receive only secondary attention. Therefore, as telecommunications infrastructure becomes increasingly important to citizens' daily lives, local governments will come under considerable pressure to take direct action toward infrastructure development. Under the Telecommunications Act of 1996, public agencies are given the authority to manage public rights -of -way or to require fair and reasonable compensation from telecommunications providers for use of rights -of -way, on a competitively neutral and nondiscriminatory basis. This authority is now specifically addressed and governed by Chapter 283 of the Texas Local Government Code. Public right-of- way is the land area between private property lines, including roadway, parkway, and sidewalk area of streets and alleys throughout the City Franchise fees for telephone service providers in the City of Fort Worth are also governed by Chapter 283 of the Texas Local Government Code. In accordance with the Code, local telephone service providers pay uniform access line fees to the City Towers and Antennas Like other cities, Fort Worth experienced the first growth in the wireless communications industry in the 1980s with requests for tower sites from cellular telephone providers. A 1997 study revealed the existence of 73 communications (cellular) towers throughout the City The City of Fort Worth is carefully regulating the use of public buildings and property for telecommunications antennas and other equipment. The Zoning Ordinance imposes setback and height limitations and restrictions on location and utilization of telecommunications antennas, telecommunications towers, and utility transmission towers or distribution lines. Increased demand for wireless communications services has prompted providers to increase their number of transmission sites in order to increase coverage and calling capacity, and thus market share. This increase has required great coordination between providers and cities in addressing two main issues: the visual impacts of the antenna structures used in the transmission of communications, and health concerns. Unlike ground -wired telecommunications, such as the land -based telephone and cable systems, wireless communications technologies, by their operational nature, require numerous antennas to be mounted at various heights throughout the landscape. To site them at the specific height required by a particular system, these antennas are sometimes mounted on towers, monopoles, tall buildings, or other structures on top of hills. One of the greatest concerns of local jurisdictions is the visual impact of wireless communications facilities. The telecommunications infrastructure connecting cities, counties, states, and the entire nation is being built by different companies a piece at a time. The large number of telecommunications providers and the competition between them makes planning for a coordinated Chapter 13: Telecommunications 112 Communications Towers Recent growth in the number of communications towers throughout the City has raised concerns about visual impact. (Source: City of Fort Worth, 2000.) • • • • • • • • • • • • • • • • • • • • • • • • • • • • • !' • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • system of coverage difficult. Plans for wireless facilities should provide guidance to telecommunications providers about the City's preferences. Furthermore, these plans should educate citizens on the topic, and lay the foundation for any amendments to the current wireless communication facilities regulations found in the Zoning Ordinance. In addition to visual impact, possible health risks related to Electromagnetic Fields (EMFs) and Radiofrequency Radiation (RFR) are major sources of local community concern with wireless communications facilities. To date, scientific research on the effects of wireless communications facilities on human health has been inconclusive. The 1996 Telecommunications Act, however, specifically places this issue under the sole jurisdiction of the federal government licensing authority If this becomes a local siting issue, amendments to the Act will be required to permit local intervention. Public Riehts-of-Wav Currently, there are numerous telecommunications service providers, including telephone and cable companies, operating in the City of Fort Worth. Additionally, the City is in the process of upgrading its telecommunications infrastructure. In 1999, Charter Communications, a cable service provider, installed a hybrid fiber - coax node system, which covers most of the City The central backbone of the system is composed of fiber optic cable, which has a much higher capacity than traditional wiring. The system will cover the main arterial routes in the City, and its fiber optic cables will reach nodes made of coaxial cable that travel to individual homes and businesses, providing users with access to cable television. Each node is individually programmable and manages 500 single connections. Currently, approximately 30 percent of dwellings in the City have cable subscriptions. New technologies (change from analog to digital transmission and storage, and the replacement of copper wire systems with fiber optic technology) potentially enhance the quality of life in Fort Worth and can provide the City and local institutions with additional resources. Nevertheless, increased use of public rights - of -way results in an increased strain on public property through the addition of layers to the City's sub -infrastructure and a decrease in the useable space of city streets. A thorough inventory is needed to further identify and evaluate the existing infrastructure and subscribership The City does not impose fees on telecommunications permits or trench cuts, and does not tax utility use, business licenses, or excavation permits, nor, in many cases, is it legally allowed to do so. However, it is legally allowed to place restrictions on a utility's activities in a public right-of-way, provided that the restrictions are directly related and designed to promote the public health, safety, and welfare. Such restrictions may include limits on when roadways can be closed or narrowed for digging or installing new telecommunications facilities in public rights -of -way The City has plans to impose these types of restrictions on service providers in the future, as well as to centralize administrative control over public rights -of -way, Fort Worth Public Library Public Access Computers Central East Regional Southwest Regional Diamond Hill East Berry Meadowbrook Northside Seminary South Shamblee Ridglea Riverside Wedgwood BOLD COOL Total 150 32 34 12 10 9 14 15 7 15 11 11 9 10 339 To promote universal access to telecommunications services and technologies, the City of Fort Worth provides public access to personal computers and the Internet through its public librar- ies. The Fort Worth Public Library has a total of 339 computers available for public use. (Source: Fort Worth Public Library, 1999.) 113 Chapter 13: Telecommunications which will increase its ability to handle telecommunications issues in a consistent manner Universal Access Fort Worth provides public access to personal computers and the Internet through Public Libraries. The Fort Worth Public Library System has a total of 423 computers, 339 of which are available for public use. These terminals provide access to library catalogs, the Internet, childrens' games, educational software, commercial databases (such as those produced by National Geographic, Science Navigator, and Family Health), and links to 2,500 Internet sites. Economic Development Advanced and robust telecommunications infrastructure can promote economic growth. Reliable telecommunications technology and services offer an almost infinite list of services that can improve the quality of a city's schools, health care institutions, businesses, and government. Communities that maintain a competitive environment in telecommunications services have the opportunity to provide superior services and lower rates to residents and businesses. Additionally, it is vital to the City's long-term economic health that telecommunications systems are developed throughout Fort Worth, and are made accessible and affordable to residents, businesses, and visitors. A strong and advanced telecommunications infrastructure and a trained and educated labor force would attract established, as well as start-up, high-tech industries to the City Businesses are often attracted to cities with high -quality telecommunications infrastructure that allows them to be more efficient and cost-effective. A strong infrastructure can also attract telecommunications companies, which have been some of the fastest growing employers in the City This infrastructure can also help local businesses market their goods and services globally and improve their productivity Finally, development of telecommunications infrastructure can help improve municipal operations and provide affordable services to the public. Opportunities exist to provide the community with additional accessto computing resources by installing public access computers in community centers. Some work has already occurred at the Martin Luther King Community Center to install a computer lab Additional opportunities may exist to provide these types of resources at other City - owned facilities. GOALS AND OBJECTIVES The following goals and objectives will enable the City to provide telecommunication services and to regulate telecommunications infrastructure: Telecommunications Infrastructure A strong telecommunications infrastructure can attract telecommunications and other high-technology companies, some of the fastest growing employers in the nation. (Source: Texas Technology, July 1999.) Small, light, weight cellular phones allow communica- tions from nearly any location. The mobile cellular phones have made staff more accessible to the public and improved communications between staff (Source: information Technology Solutions, 1999.) • • • • i • • • • • • • • • • • • • • • • • • • • • • Chapter 13: Telecommunications 114 • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • Towers and Antennas Establish clear development standards and/or mitigation measures to minimize the visual impacts and health effects of telecommunications facilities. • Retain local zoning authority for cellular towers, satellite dish antennas, and other telecommunications equipment, facilities, and structures, consistent with federal and state regulations. • When feasible, require the placement of antennas on existing structures. • Locate telecommunications facilities in a manner that ensures compatibility with adjacent and nearby uses. • Assure that radio frequency exposure to the public from antennas will be contained in accordance with Federal standards. Rights -of -way Maintain control over public rights -of -way • Where appropriate, place restrictions on utility activities in public rights -of - way to protect the public health, safety, and welfare. • Consider centralizing administrative control over public rights -of -way to ensure that telecommunications issues are handled in a consistent and efficient manner Universal access Encourage high -quality service and service standards for all telecommunications providers. • Establish service standards within the constraints of state and federal legislation. • Provide services to citizens on-line to improve the efficiency and delivery of City services. Economic development Use telecommunications to maintain and enhance information resources and services provided to residents. • Use telecommunications to improve the City's efficiency and delivery of public services while reducing operating costs. • Maintain state of the art telecommunications infrastructure in Fort Worth to attract businesses. POLICIES AND STRATEGIES The City will use the following recommended policy and strategies in making decisions concerning telecommunications services and infrastructure - Recommended Policy • Promote universal access to telecommunications services for all residents. Visual Impact of Transmission Poles and Towers Cities such as San Antonio have begun efforts with utility companies to locate existing overhead transmission towers underground to reduce the negative visual impact of multiple transmission poles and towers. (Source: Information Technology Solutions, 1999.) • 115 Chapter 13: Telecommunications Recommended Strategies • Advocate uniform regulation for all telecommunications service providers. • Support affordable pricing for basic telecommunications services for all ' consumers. • Support state and federal initiatives that promote the telecommunications needs of special groups, such as the economically disadvantaged, non-English speakers, minorities, the elderly, and individuals with disabilities. • Ensure that the City's cable television infrastructure is consistently state-of-the- art and provides residents and businesses with competitive costs and service options. PROGRAMS AND PROJECTS A telecommunications plan is needed for the City of Fort Worth to ensure development and enhancement of appropriate infrastructure that will attract new and relocating businesses. A telecommunications plan would provide the City with an inventory of existing infrastructure and allow for the planned provision of infrastructure in areas that are currently under -served. Such an effort would require coordination with other Metroplex cities and private telecommunications companies. The plan should recognize the importance of access to telecommunications services and infrastructure for all residents. Capital Improvement.Proiects A communications tower that will provide radio coverage in the western fringes of Fort Worth is proposed, with an estimated cost of $4 million. The project is listed in Appendix D with potential funding sources. Chapter 13: Telecommunications 116 Information Technology Solutions The City of Fort Worth Information Technology Solutions Department provides services from control centers such as this one, located in the Municipal Building. (Source: Information Technology Solutions, 1999.) • • • • • • • • • • • • • • • • • • • • • • • • • • •` •' • • • • • • • CHAPTER 14: EDUCATION • Fort Worth's schools are striving to provide quality education for all students, • producing a skilled workforce capable of filling high -paying jobs in local • businesses. With the current demand for an educated workforce, the City is offering an increasingly wider variety of opportunities for education, both in the public and • private realm. • The City of Fort Worth is served primarily by the Fort Worth Independent School • District. Due to the geographic layout of Fort Worth, 14 additional independent school districts (ISDs) provide educational facilities and services to portions of the • City Private schools have also become a major provider of education for Fort • Worth residents. In addition to primary and secondary schools, Fort Worth offers residents many opportunities for higher education, including the following: Tarrant IPCounty College, with five campuses and a Downtown facility; Texas Wesleyan • University; Texas Christian University; and Southwestern Baptist Theological Seminary • • EXISTING CONDITIONS AND TRENDS • One of the most important issues facing school districts in Fort Worth is growth in • student enrollment. Although private schools have the option of limiting their number of students, public schools must accommodate growth while providing a • quality education to all students. As the primary provider of public education in the City, the Fort Worth ISD has made many improvements and has had success • with its programs. However, a perception exists among many residents that a • quality education is not available in all geographic areas served by the Fort Worth ISD Parents of the estimated 255,000 school -age children in Tarrant County have • been given many education options, and thousands of them have chosen private, • rather than public schools for their children. These choices have created a competitive environment for education between public and private schools. • The Fort Worth ISD serves slightly more than half (54 percent) of the City's land • area, and based on Planning Department projections, 65 percent of the City's • school -aged population. The remainder of the City's land area falls within 14 additional ISDs, which are discussed on the following page. All of these ISDs seek • to provide a physical environment that supports high levels of student achievement, • promotes positive human relations and open communication, and celebrates the diverse multi -cultural nature of the City • Fort Worth ISD Enrollment • The Fort Worth Independent School District is the ninth fastest growing big city • school district in the United States. Between the District's last bond election in 1985 and the most recent one in 1999, teachers have met the educational needs of 14,500 • new students (i.e. more than 1,000 new students each year). The 1998-99 • enrollment of 77,958 is expected to grow to 88,000 students by 2008. • School District Boundaries Northwest ISO' White Settlement ISO Crowley ISD Godley ISO 6urleson LSD Lewlavllle ISD .p Carroll ISO Grapevine- Colleyvllle ISD, Hurst -Euless - Bedford ISO. Arlington ISD Mansfield ISD ,t0`41 0 3 The Fort Worth Independent School District serves 54 percent of the City's land area and 65 percent of the City's school -aged population. The remainder of the City's land area is within the jurisdictions of 14 other independent school districts. (Source: Planning Department, 1999) 117 Chapter 14 Education Although the District's growth is less dramatic than that of its suburban counterparts, the Fort Worth ISD has been challenged in handling the annual population shifts. Enrollment shifts in an urban district are often dictated by changes in employment and housing availability The closing of Carswell Air Force Base in 1993 resulted in a decline of enrollment at Burton Hill Elementary from 526 to 385 When Carswell was changed to the Naval Air Station/Joint Reserve Base, enrollment began to climb. Fort Worth ISD's biggest enrollment jumps in recent years have been in the north and the east side's Polytechnic area, where the Hispanic population has increased. The District's Hispanic enrollment has more than doubled since 1981, now constituting 40 percent and outdistancing the number of Black (33 percent) and White (25 percent) students. Suburban Schools Although the Fort Worth Independent School District serves the vast majority of residents in the City, 14 additional independent school districts serve students on the periphery of the city limits. Arlington, Azle, Birdville, Burleson, Castleberry, Crowley, Eagle Mountain -Saginaw, Everman, Hurst -Euless -Bedford, Keller, Kennedale, Lake Worth, Northwest, and White Settlement. The portion of the City of Fort Worth that is in the Arlington ISD contains a wastewater treatment plant and no residential uses. Many school districts in suburban communities are facing the same issues of student growth as the Fort Worth ISD Arlington ISD has been averaging 1,200 to 1,300 additional students a year for more than 10 years, and Eagle -Mountain Saginaw ISD has seen a 21.5 percent growth in the last five years. Growth in north and northeast Fort Worth has created a challenge for Keller and Birdville ISDs as well. Crowley ISD, the second largest school district in Fort Worth, has experienced growth due to the development occurring in Southwest Fort Worth. Student population in Crowley schools has increased by 24 percent in the last five years. Most students that attend Crowley schools live in Southwest Fort Worth, which comprises 50 square miles of the 56-square-mile district. Their newest addition, North Crowley High School, opened in August, 1998. In addition, one middle school and two elementary schools have been built in the last five years. Student populations at the five elementary schools, one middle school, and one high school located within the City of Fort Worth is currently 5,002. Eagle Mountain -Saginaw ISD, located in northwest Fort Worth, had 6,200 students in 1999, approximately 30 percent of whom lived in Fort Worth. This student population is expected to double by 2010, largely due to the growth in north Fort Worth that has also affected Keller ISD and Birdville ISD In addition, because of the location of schools in Fort Worth's extra territorial jurisdiction, it is anticipated that an increasingly higher percentage of Eagle Mountain -Saginaw ISD students will be Fort Worth residents. Capital improvements projected over the next seven New School Sites for Fort Worth Independent School District Western Ridglea The Fort Worth ISD 1999 school improvement bond package makes available $121 million from the $398 million bond program to fund the construction of 12 new schools. (Source: Fort Worth Independent School District, 1999.) 0 0 0 0 0 0 0 0 0 0' 0 0 0 e 0 0 e • 0 e Chapter 14 Education 118 • • • • • • • • • • • • • • • • • • • • • • • • • • • • • years include three new elementary schools, one new middle school, one new high school, and one high school addition. Keller ISD serves approximately 15,000 students in north Fort Worth and Keller, 45 percent of whom are City of Fort Worth residents. In 1999, Keller ISD had four elementary schools, one intermediate, one middle and one high school within the City of Fort Worth boundaries. Growth in north Fort Worth will result in three new schools built in the City of Fort Worth by Keller ISD through its bond program: one elementary, one intermediate, and one middle school. School Facilities Overcrowding on some of the Fort Worth ISD campuses brought about a review of school attendance by a citizen advisory committee. Forty-six campuses are now above capacity, and more than 20 percent of district students are taught in portable buildings. Boundary lines were redrawn for several campuses to reduce overcrowding or to define attendance areas for two new schools that opened in Fall 1998 I. M. Terrell Elementary School and South Hills High School. Children from Benbrook and Westpark Elementary Schools will attend Leonard Middle School beginning in sixth grade, keeping children from Benbrook together through middle and high school. A historic landmark, once serving as North Side High School, was renovated to relieve overcrowding at J P Elder Middle School The Fort Worth ISD's 1999 $398 million school improvement bond package addresses fundamental and critical needs related to overcrowding, safety, and structural repairs. The bond package includes $121 million to fund construction of new elementary schools and sixth -grade centers to relieve overcrowding and to limit the size of elementary schools to 900 students or less. Existing schools that will be affected by the construction of the new schools include the following. Hubbard Heights, Greenbriar, South Hills, Westcliff, George C. Clark, Richard Wilson, Harlean Beal, Carter Park, Glen Park, Eastern Hills, Bill Elliott, Sam Rosen, W J Turner, Denver Avenue, Manuel Jara, Oakhurst, Natha Howell, Springdale, M. H. Moore, Ridglea Hills, M. L. Phillips, De Zavala, Daggett, and Western Hills elementaries; and Daggett, McLean, Rosemont and Leonard middle schools. Plans are underway to build 12 new elementary schools in Fort Worth. The Fort Worth ISD has chosen sites for six of these schools, and is working with the City's Planning Department to determine locations for the remaining six sites. A need exists to cooperatively address issues such as the building of new schools and expansion of existing schools. The City distributes large multifamily development proposals and subdivision plats for residential development to the appropriate ISDs for comment and assistance in planning for future growth. Community Partners The Fort Worth ISD is fortunate to have many individuals, civic groups, and businesses as community partners. Parent and community volunteers contributed 606,797 hours in 1997-98, an increase of nearly 37,000 hours since 1994 Approximately 250 businesses helped 2,500 seventh -graders relate their studies to Fort Worth ISD Portable Buildings Forty-six campuses in the Fort Worth Independent School District are now above capacity More than 20 percent of district students are taught in portable buildings. (Sources: FWISD, Planning Department, 1999.) Allocation of Fort Worth Independent School District 1999 Bond Program Land Acquisition 1% Campus Improvements 84% ADA Compliance 6% Technology 6% Furniture/ Equipment 3% The Fort Worth Independent School District's 1999 bond program provides $398 million, primarily for campus improvements. (Source: FWISD, 1998.) 119 Chapter 14 Education the workplace during one -week motivational Vital Link internships. More than 400 Adopt -A -School companies, organizations, and churches provided tutors and mentors, hosted career days, and offered other services to increase academic achievement. Student Performance Texas' accountability system for public schools is one of the nation's most rigorous. The Texas Education Agency (TEA) uses the Academic Excellence Indicator System (AEIS) to rate schools based on a number of factors, including Texas Assessment of Academic Skills (TAAS) scores, attendance rates, percentage of students completing an advanced course, and dropout rates. Each year schools must increase scores on the Texas Assessment of Academic Skills (TAAS) to meet the AEIS criteria for acceptable, recognized, and exemplary status. In 1998-99, 80 percent of all students in a school had to pass all sections of the test to earn a rating of recognized, and 90 percent had to pass to earn exemplary status. In the 1998-99 school year, 20 out of 123 Fort Worth ISD schools rated exemplary or recognized. The number of Fort Worth ISD students taking Advanced Placement classes has increased by 28 percent since 1994-95, and TAAS results have significantly improved since 1994 Dropout Rates In 1998, Fort Worth ISD reported dropout rates that were calculated using two different methods for the Academic Excellence Indicator System (AEIS) the event method, which provides a year-to-year analysis of recent dropout occurrences and is traditionally used by TEA for AEIS Accountability calculations; and the longitudinal method, which provides an analysis of a group of students over time. The event method calculates the proportion of students each year that leave high school without graduating. To calculate the event rate, the number of students who left school without graduating is divided by the total number of enrolled students. Using the event methodology, Fort Worth ISD reported an annual dropout rate of 2.5 percent in 1997-1998, with a rate of 1.5 percent for White students, 3.3 percent for Hispanic students, 2.4 percent for Black students, 1 6 percent for Asian/Pacific Islander students, and 6.0 percent for Native Americans. For the first time, the district -level AEIS reports show actual longitudinal dropout rates for 1998. These rates were calculated by following the class (cohort) of students who began seventh grade in 1992-1993 through their expected graduation date, in 1997-1998. It is based on six years of Public Educational Information Management System (PEIMS) data collected at the individual student level. This rate is calculated by counting all students in the cohort whose final status in PEIMS is as a dropout, and dividing that number by the final number of students in the cohort after six years. Note that students who transfer out of the original cohort (to another district or state) are subtracted from the denominator, and those who transfer in are added to it. The actual longitudinal six -year dropout rate for the class of 1998 was 22.3 percent, with a rate of 23.9 percent for Black students, 27 4 percent for Hispanic students, 14 4 percent for White students, and 30.0 percent for Chapter 14 Education 120 Fort Worth Independent School District Enrollment 100,000 90,000 80,000 70,000 60,000 — 50,000 --- 40,000 — 30,000 20,000 — 10,000 — 0 1985-86 1990-91 1995-96 2000-01 2005-06 Student enrollment in Fort Worth has steadily increased, and is expected to continue to grow (Source: FWISD, 1998.) 7% Fort Worth Independent School District Dropout Rates By Ethnicity, 1997-98 White Asian/ Pacific Islander Black Hispanic Native American The annual dropout rate for Native Americans was highest at six percent, followed by the rate for Hispanics at 3.3 percent in the Fort Worth ISD (Source: FWISD, 1999.) • • e • • • • • • • • • • • • • • • • • • • • • • • • • ••••••••••••••••••••••••••••••••• Native American students. The above dropout information came from the Texas Education Agency website, http.//www.tea.state.tx.us. Dropout rates for the Hispanic population in Fort Worth are of particular concern. Local and national studies indicate that Hispanic students are twice as likely to dropout of school as Whites, and that they frequently do so before completing the 10th grade. The Fort Worth ISD has several programs to prevent students from dropping out. The District operates New Lives School and New Beginnings for students who are pregnant or are parents, Accelerated High School for freshmen in danger of failing, and' Success night high school for students holding down jobs. The District also helps fund Communities in Schools, a national and state dropout prevention program operating in 17 at -risk schools in the Fort Worth ISD, two schools in Everman ISD, and one in Arlington ISD Communities in Schools offers on -site case management services, and brokers community, social, and health services to be provided to students who are at -risk of dropping out. Other after -school programs offered by the Fort Worth ISD include ACT, Big Brothers and Sisters, Boys and Girls Club, Camp Fire, Clayton Child Care, FW SER, Booker T Sparks, Stone Soup Connection, Umoja, Voyager, and YMCA. Approximately 24,600 Fort Worth ISD students speak one of more than 32 languages other than English as their first language. Students with little or no knowledge of English are expected to transition into English within three years without losing fluency in their native tongue. Private Schools The number of private schools available to Fort Worth residents has been growing, with 75 private schools in Tarrant County in 1999, including 42 in Fort Worth. Approximately 12,200 students are enrolled in private schools in Fort Worth. Nolan Catholic High School, located in East Fort Worth, is the largest private school in the City, with 1,120 students from grades seven to twelve. Fort Worth Country Day School in Southwest Fort Worth has an enrollment of 1,092 students in grades kindergarten through twelve. Temple Christian School and Trinity Valley School, both offering all grade levels, have 850 and 862 students, respectively Universities and Colleges Fort Worth offers many higher education opportunities. Texas Christian University, a private university located in Southwest Fort Worth, has an enrollment of 6,816 students. Texas Wesleyan University, located in southeast Fort Worth, has approximately 2,700 students at the main campus. An additional 300 students attend the Texas Wesleyan University Law School, recently relocated from Irving to Downtown Fort Worth. Tarrant County College (TCC) has a facility in Downtown and three campuses in Fort Worth Northwest Campus, South Campus and Southeast Campus. Two additional campuses are located in Hurst and Arlington. In addition to their standard Associates Programs, TCC offers a Continuing Education Program that offers opportunities for individuals to stay current on new developments in their present occupations or in new fields. Many Fort Worth residents also attend the University of Texas at Arlington (UTA) and the 121 Universities in the City of Fort Worth Texas Wesleyan University, located in southeast Fort Worth, has approximately 2,700 students at the main campus. An additional 300 students attend the Texas Wesleyan University Law School, recently relocated from Irving to Downtown Fort Worth. (Source: Planning Department, 1999.) Texas Christian University, a private university located in southwest Fort Worth, has 6,816 students and offers quality higher education. (Source: Planning Department, 1999.) Chapter 14 Education University of North Texas in Denton, both State universities. UTA opened a satellite campus in the Fall of 1999, the UTA/Fort Worth Riverbend Campus in Fort Worth. The new campus offers graduate courses in engineering and business at the UTA Automation and Robotics Research Institute in east Fort Worth. Southwestern Baptist Theological Seminary, located on a 200-acre campus in south Fort Worth, has more than 3,500 students from across the nation. The University of North Texas Health Science Center in west Fort Worth has 672 students and 121 graduate physicians, as well as five Institutes of Discovery for research on aging, cardiovascular disease, cancer, human vision, and substance abuse. The Texas College of Osteopathic Medicine is the Center's main component, and produces 70 percent of the primary care physicians graduating from State medical schools. GOALS AND OBJECTIVES The following goals and objectives have been identified by the Fort Worth Independent School District to help improve educational quality, opportunities, and student achievement in Fort Worth. Improve reading proficiency in public schools. • All students will be able to read by the end of grade two and will show continuous progress in reading proficiency throughout their school years. Transition limited -English-speaking students entering kindergarten into English instruction by the end of grade three. Transition students entering in later years into English within three years. Non or limited -English-speaking students should be encouraged to maintain fluency in their native tongues. • Increase the number of bilingual teachers by testing for proficiency in Spanish and offering bonuses to bilingual teachers. Students will perform at a level that will help schools attain recognized or exemplary status in the state and national accountability systems. • Increase the percentages of students being tested, as well as the mean district score on the ACT (AmericanCollege Test) and/or SAT (Scholastic Aptitude Test). to meet or exceed state and national levels. • Increase the percentage of students who score at or above the 50th percentile rank on nationally norm -referenced tests to 50 percent or more. Build a stronger foundation for early academic success by meeting or exceeding state levels on standardized tests. • Increase the percentage of third graders who pass State standardized tests from the current rates (56 percent for reading and 59 percent for math) to the State averages (82 percent for reading and math in 1998). Promote a greater sense of community responsibility among young people by encouraging participation in community service. Chapter 14 Education. 122 Polytechnic High School One of the goals of the Fort Worth ISD is to improve and update older school facilities, such as Polytechnic High School in east. Fort Worth. (Source: City of Fort Worth, 1998.) • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • i • Improve school facilities. • Develop and implement a plan for building, enhancing, and maintaining • schools in order to accommodate the growing student population and ease • overcrowding. • Explore private/public partnerships which make maximum use of existing • facilities. • • Retrofit facilities for accessibility for all Fort Worth students. • POLICIES AND STRATEGIES • • • • Increase the percentage of high school students who perform 100 hours or more of community service per year from approximately 5 percent to 50 percent. • • Encourage a higher level of learning through Advanced Placement (AP) courses. • Increase the number of students taking AP courses by 25 percent. • • Increase the number of students taking Advanced Placement examinations by • 25 percent. • Increase the number of students scoring a three or higher on Advanced • Placement examinations by 25 percent. • Build a strong base of community support for schools through open communication and increased involvement of parents and community volunteers. • Increase the number of after -school programs by 10 percent each year through • 2004 • • Increase the number of in -school programs for at -risk youth by 10 percent each year through 2004 The following current policy and recommended strategies will enable the City and • the ISDs to implement the education goals and objectives. A. Current Policy, • The City of Fort Worth and Fort Worth area school districts will maintain a x'• working relationship to cooperatively address issues that affect both, such as • land use and historical buildings. • Recommended Strategies • • When possible, school and City facilities will be shared to provide efficient access to services. • • Expand opportunities for continuing higher education. • • The design of schools should represent important community facilities for education and provide a creative, safe environment for students, taking into • consideration the natural topography of sites, traffic flow, and needs of • surrounding neighborhoods. Like their historic precedents, tomorrow's schools should be designed as future civic landmarks. • • Educate realtors and the public on the achievements of the Fort Worth • Independent School District. Adopt -A -School Program The Adopt -A -School program enhances education for Fort Worth youth by providing an opportunity for mentoring and other community support activities. (Source: City of Fort Worth, 1998.) • 123 Chapter 14 Education PROGRAMS AND PROJECTS • Our City Our Children is a joint initiative of the City of Fort Worth and the Fort Worth Independent School District to encourage individuals and groups to improve the quality of children's lives. • The increased needs of Fort Worth's students less than five years ago caused the Fort Worth ISD to begin several initiatives to improve education, particularly for elementary school children. Recent research found that a child who does not learn to read in the first grade has only a one -in -eight chance of ever learning to read. A reading initiative was begun that provided new research -based materials, training for 1,100 teachers, and summer school programs for 4,800 elementary children. Thirty elementary schools are currently using these materials. A Math Initiative resulted in more than 100 elementary math specialists giving instruction to children at 30 elementary schools, Saturday Academies and Family Math Nights and other programs, as well as programs developed by secondary math teachers. • Elementary Schools Initiative (ESI) is offered in eight elementary schools and provides at -risk children additional days of instruction, intensive teacher training, and specially designed teaching methods that have proven successful. • Fort Worth Project C3 (Community, Corporations and Classrooms) is a collaboration between the Fort Worth ISD and the Fort Worth Chamber of Commerce to restructure education. • Vital Link, part of Project C3, combines the efforts of Fort Worth schools and the business community to motivate students between the sixth and seventh grades. Internships help demonstrate how skills learned in school are used in a workplace, and how success in school can lead to success beyond the classroom. • Adopt -A -School allows the opportunity for business leaders and other organizations to provide financial and volunteer support to individual schools, including mentoring. • The elementary bilingual program, funded by $1.5 million in 1997-98 and $2.2 million in 1998-99, provides full bilingual services to children at 22 Fort Worth ISD campuses, as well as English as a Second Language at all other campuses. • Texas Wesleyan University (TWU) has undertaken an $18 million capital campaign. Proposed improvements include the renovation of existing buildings, the development of a university soccer field at the corner of Lancaster and South Collard, and the addition of faculty offices, student housing, and a student center TWU is an important anchor for the Texas Wesleyan Growth Center The City is cooperating with TWU by upgrading surrounding infrastructure that helps support campus improvements. Capital Improvement Projects Capital improvement projects identified for the next 20 years are listed in Appendix D with estimated costs and completion dates and potential funding sources. The list includes Fort Worth, Eagle Mountain -Saginaw, Keller, and Crowley ISD projects. A total of nine groups of projects is identified, totaling $576.5 million. Of this total, nearly $153 million is not funded. Chapter 14 Education 124 Vital Link Program City Departments participate in the Vital Link program, which provides student internships and is an example of community support in public schools. (Source: City of Fort Worth, 1998.) • • • • • • • • • • • • • • • • • • • • • • • • • . • • • • • • • • • • a• • • • • • • • • • • • • • • • CHAPTER 15: HISTORIC PRESERVATION • Historic preservation refers to a broad range of activities involving the • identification, recognition, protection, and interpretation of buildings, sites, landscapes, and districts that are important to the historic and cultural fabric of America. Historic preservation encourages the establishment of financial incentives and design guidelines to foster the preservation, restoration, renovation, and rehabilitation of historic communities and landmarks. The citizens of Fort Worth have identified the preservation of the City's rich western heritage to be of great importance. The City of Fort Worth's ordinances encourage the identification, preservation, and rehabilitation of historic and cultural places and buildings. Local non-profit organizations work to spread the understanding of historic preservation, and individual citizens band together to protect neighborhoods of community significance. EXISTING CONDITIONS AND TRENDS Historic preservation began in Fort Worth with the restoration of the Van Zandt cottage, c. 1870, in 1936 for the Texas Centennial. However, it was not until the mid-1960s, when the Junior League asked Blake Alexander, a noted Texas architectural historian, to identify the most significant endangered buildings in Fort Worth, that historic preservation received public support. The first ordinance that established the Historic and Cultural Landmark (HC) sub -district was adopted in 1976. Also in 1976, the North Fort Worth Historical Society was formed and soon completed work on a survey of historic resources in the north Fort Worth area. The Historic Preservation Council for Tarrant County was founded in 1981, and has completed and published a county -wide historic resource survey since that time. Closely associated with this preservation activity was the pivotal demolition of the George Reynolds and Morton houses in the Silk Stocking district on Summit Avenue in 1993 From the public outcry generated by the demolition of these houses came the preservation ordinance, Section 2-G of the Zoning Ordinance, which was adopted by City Council in 1995 In 1999, the Zoning Ordinance was reformatted, and the preservation ordinance became Chapter 4, Article 5, of the Comprehensive Zoning Ordinance. City Preservation Ordinance Chapter 4, Article 5, of the Comprehensive Zoning Ordinance provides for three types of historic designation and two levels of historic site tax exemption designed to encourage the rehabilitation of Fort Worth's historic buildings and neighborhoods. The nine -member Historic and Cultural Landmarks Commission, which is appointed by the Mayor and City Council, is charged with administering this section. The historic designation of properties may be initiated by property owners, the Landmarks Commission, the City Council, or the City Manager Highly Significant Endangered (HSE) properties are among the City's most important historic sites. HSE properties are those that the City Council has deemed The Stockyards Historic District FORT WORTH STOCK YARDS It. The Stockyards Historic District was listed in the National Register in 1976 and contains 42 historic buildings. The Stockyards merit designation as a National Historic Landmark and a City Historic District. (Source: City of Fort Worth, 1998.) The Texas and Pacific Warehouse Listed in the National Register of Historic Places and designated Highly Significant Endangered (HSE) by the City of Fort Worth, the Texas and Pacific Warehouse is an example of art deco architecture that awaits rebirth as an adaptive use project. Its designation as HSE makes it eligible for certain historic site tax exemptions from City taxes. (Source: City of Fort Worth, 1998.) 125 Chapter 15. Historic Preservation endangered and that meet at least five out of ten criteria for designation that measure historic significance. Properties designated HSE include the T & P Warehouse Building (401 W Lancaster), Fort Worth High School (1015 S. Jennings), and the Santa Fe Depot (1501 Jones Street). Historic and Cultural Landmarks (HC) are important to the history of Fort Worth. To be designated HC, a property must meet at least three out of ten criteria for designation. Individual properties may be designated HC, and areas containing two or more significant buildings may be designated as Historic and Cultural Landmarks Districts. The Coliseum (123 E. Exchange) is an individual Historic and Cultural Landmark, and the Fairmount Southside Historic District is an example of a Historic and Cultural Landmarks District. Exterior modifications to HC and HSE buildings must be approved by the Landmarks Commission, and neither HC nor HSE buildings may be demolished unless the building has lost historic significance or the owner would suffer a proven economic hardship Demolition Delay (DD) properties have been identified as resources within the City that meet at least two out of ten criteria for designation and that are located within specified areas. For properties designated Demolition Delay, the Landmarks Commission may delay the issuance of a wrecking permit for a maximum of 180 days. This delay is intended to provide the opportunity to explore alternatives to demolition. Under certain circumstances, the 180-day waiting period may be shortened or waived. The Comprehensive Zoning Ordinance also allows for the establishment of Conservation Districts (CDs). The Conservation District is an overlay -zoning district intended to establish regulations that conserve buildings and their settings. While important, Conservation Districts have been used infrequently in Fort Worth. State and Federal Historic Desisnations. The State of Texas also recognizes historically significant buildings. The Recorded Texas Historic Landmark (RTHL) and State Archeological Landmark (SAL) are prestigious State designations. The State Marker Program has placed about 11,000 Official Texas Historical Markers across the State to provide tangible links to the past. The National Park Service (NPS), with the assistance of the Texas Historical Commission (THC), listsbuildings and sites of local, state, and national significance in the National Register of Historic Places. Owners of properties listed in the National Register are not required toprovide public access to their property, and are not obligated to restore theirproperty according to any restrictive guidelines. Benefits of the National Register designation include prestige from federal recognition, eligibility for..consideration for financial incentives such as grants and tax abatements, technical assistance from the Texas Historical The Elizabeth Boulevard Historic District The Elizabeth Boulevard Historic District was listed in the National Register of Historic Places in 1979, and was designated as a City of Fort Worth Historic and Cultural Landmarks District in 1980 Stately homes set well back from the street, open front lawns, and entranceway gates are hallmark features of the district. (Source: City of Fort Worth, 1998.) Fairmount Southside Historic District The Fairmount Southside Historic District was designated as a City of Fort Worth Historic and Cultural Landmarks District and was listed .in the National Register of Historic Places in 1990 This Craftsman house , with a front porch -and gable roof, is just one example of the 1,544 historic buildings in the district. Opportunities for compatible, in -fill housing exist in this historic district. (Source: City of Fort Worth, 1998.) • • • • i • • • • • • • •' • • • • t111 • • • • • • • • • • Chapter 15. Historic Preservation 126 • • '• • • • • • • • ,• • • • • • ,• • • • • • • • • • • • • • • • • • Commission staff , promotional advantages to draw customers, and protection from the impacts of federally funded projects. A recent example of successful National Register designation is the City's receipt of a 1998 Certified Local Government grant from the Texas Historical Commission to fund the African -American Holy Places in Fort Worth project. Five historic African -American sites were listed in the National Register of Historic Places, including the Greater St. James' Missionary Baptist Church, the Morning Chapel C.M.E. Church, the Riverside Public School, the Sunshine Cumberland Presbyterian Church, and the Mount Pisgah Missionary Baptist Church. The National Historic Landmarks (NHL) Program is used to designate buildings and sites that are of significant national importance, such as the Fair Park complex in Dallas and the San Jacinto Battlefield. Only three percent of properties listed in the National Register of Historic Places are designated as National Historic Landmarks. In addition to the prestige gained by such a designation, other benefits include the availability of limited federal funds through the Historic Preservation Fund, and technical preservation assistance provided by the National Park Service. Tarrant County Historic Resources Survey All historic preservation efforts begin with a survey of structures and sites for potential historic and cultural significance. In 1981, the Historic Preservation Council for Tarrant County began a nine-year project to survey the resources of Tarrant County The completed Tarrant County Historic Resources Survey has been a key document in guiding preservation activities in Fort Worth. The survey fieldwork involved the analysis of more than 50,000 buildings. Further research identified 1,700 plus structures as historically or architecturally significant and thus, potentially eligible for local, state, or federal recognition. Since the time of the survey, both landmark buildings and districts have been listed in the National Register Unfortunately, 207 properties that appear in the survey have been demolished, according to City of Fort Worth demolition permits. While the Historic Resources Survey represents a tremendous accomplishment and remains a useful document, planning for an updated survey of historic resources within the City is a priority Historic Fort Worth, Inc., currently houses the survey records and is working towards accomplishing a survey update. Elizabeth Boulevard Historic District The Elizabeth Boulevard Historic District, containing 44 buildings, was listed in the National Register of Historic Places in 1979, and was designated as a City of Fort Worth Historic and Cultural Landmarks District in 1980. The Elizabeth Boulevard Historic District is one of the most impressive historic architectural ensembles in Fort Worth. An official Texas Historical Marker was awarded to Elizabeth Boulevard in 1980 It reads. "This Boulevard, named for the wife of developer John C. Ryan, was designed as the first phase of a residential district known as Ryan Place. Elaborate entry gates and the first house, the W T Fry home at 1112 Elizabeth, were built in 1911 Construction here peaked in 1920 and declined as a result of the economic depression at the end of the decade. The exclusive area was the home of many prominent Fort Worth oilmen and business leaders." Fairmount Southside and Elizabeth Boulevard Historic Districts I V Fairmount Southside Historic District Elizabeth Boulevard Historic District W Berry St I= E Alien Aye-- The Fairmount Southside and Elizabeth Boulevard Historic Districts are in Fort Worth's Southside. The historic site tax exemption offered by the City encourages the rehabilitation of historic buildings in these districts and across the City (Source: Planning Department, 1999.) 127 _ Chapter 15. Historic Preservation Fairmount Southside Historic District The Fairmount Southside Historic District was designated as a City of Fort Worth Historic and Cultural Landmarks District and listed in the National Register of Historic Places in 1990. There are 1,544 primary buildings in the District, ranging from simple Craftsman bungalows, to high style Queen Anne Victorians and 1920s era commercial buildings. The District has had more than 50 Historic Site Tax Exemptions approved by City Council, which represent an investment of over $600,000. Grand Avenue Historic District The Grand Avenue Historic District contains 84 buildings and was listed in the National Register of Historic Places in 1990 Grand Avenue was developed after 1905, with the most significant houses built between 1906 and 1919 The houses are predominantly Craftsman architecture. Grand Avenue is not designated as a City of Fort Worth Historic District, although the possibility of its designation merits discussion. Fort Worth Stockyards Historic District The Fort Worth Stockyards Historic District was listed in the National Register in 1976 and contains 42 historic buildings. The Stockyards exemplifies Fort Worth's western heritage and is important to heritage tourism in Fort Worth. The Fort Worth Stockyards is not designated as a City of Fort Worth Historic District. Individual Landmark Properties Desienated by the City of Fort Worth As of 1999, there were 15 properties designated as Highly Significant Endangered (HSE), two City -designated historic districts with over 1,500 properties, 158 properties designated as Historic and Cultural Landmarks (HC), and 304 properties designated for Demolition Delay (DD). See the Existing Programs Section for more information. Economic Impact Study In 1999, the City of Fort Worth participated in a statewide initiative, the Economic Impact Study of Historic Preservation in Texas. This study examined the Texas Main Street Program, property values, historic museums, building rehabilitation, and heritage tourism. Historic preservation makes sound economic sense. Annually, an estimated $193 million in historic rehabilitation occurs in Texas. Heritage travelers greatly impact the State's economy, spending nearly $1.25 billion annually Houses in the two City -designated Historic and Cultural Landmarks Districts have higher values than the average house value in Fort Worth. Houses in the Elizabeth Boulevard Historic District have values that are 22 percent higher than average, while houses in the Fairmount Southside Historic District have values that are 6.8 percent higher Demolition and In -Fill Development A trend in Fort Worth is the demolition of historic buildings and the construction of new buildings that are incompatible with the historic fabric of neighborhoods. This trend is seen in neighborhoods across the economic spectrum. To the extent Chapter 15. Historic Preservation 128 Areas with Concentrations of Historic Resources Fort Worth has a rich heritage that is visible today in many of the City's neighborhoods and historic commercial centers. The shaded areas on the map above were identified in the Tarrant County Historic Resources Survey as having a concentration of historic resources. Two additional areas were also identified in this survey. the Automo- bile Row thematic group along 7th Street and the East Second Street Historic District. However, both have been demolished to make way for new residential development. (Source: Planning Department, 1999.) • • • • • • • • • • • • . . . • . . . . . 0 . . . . . . • • • • • • • • • • • • • • feasible, infill housing should be compatible with existing housing. Compatible infill development in historic commercial areas, such as Handley, Downtown, North Main, and the Medical District, is also important and should be encouraged. Non -Profit Historic Preservation Organizations Fort Worth has a wealth of non-profit organizations that support preservation activities across the City Historic Fort Worth, Inc., has restored and manages the historic Edlemann-McFarland house and is the central advocacy group for preservation activities in Fort Worth. The North Fort Worth Historical Society devotes its attention to the history of the Stockyards and to Northside monuments. The Tarrant County Black Historical and Genealogical Society concentrates on preserving and documenting African American history, and the Southside Preservation Association has saved Preservation Hall, with the goal of creating a community center The efforts of Fort Worth's non-profit organizations are bolstered by the Southwest Field Office of the National Trust for Historic Preservation, which is located in Downtown Fort Worth. Adaptive Use of Historic Buildings Continuing the useful life of historic buildings is a creative process that requires a joint effort by the City, non-profit organizations, and private developers. The most challenging adaptive use projects involve large buildings that were originally designed for specific uses. Vacant warehouses, historic railroad terminals, and old theaters are examples of building types that have become obsolete over time. In Fort Worth, the Texas & Pacific Freight Warehouse and the Santa Fe Depot are examples of landmark buildings for which adaptive use projects should be considered. Challenges faced in adapting historic buildings to new uses include bringing the buildings into compliance with current code requirements, removing hazardous materials such as lead paint and asbestos, and installing the cutting edge technology required for telecommunications and computer networks. These barriers create the need for a proactive and innovative approach by developers and architects, in partnership with City officials who administer fire and life safety codes. Financial incentives at the local, state, and federal levels should be advertised and used to offset these often costly rehabilitation projects. The Fort Worth Independent School District recently restored the historic North Fort Worth High School/J P Elder Middle School Annex, located on Park Street in the Northside, for use as a school facility Incentives for Historic Rehabilitation The City offers tax exemptions for properties that are designated as Highly Significant Endangered or Historic and Cultural Landmark. However, these programs are only useful for property owners who have the funds necessary to substantially rehabilitate their buildings. Many people do not have the money to make improvements to their homes, and the establishment of a Revolving Loan Fund (RLF) would assist property owners with fixed or limited incomes who own houses in City -designated historic districts. Limited funds are also available from various state and national programs, however, matching funds are often required. The Messer House The Messer House, located at 5220 Locke Avenue, was designed by Albert Messer Built in 1893, the Messer House is designated Highly Significant Endangered, allowing for the historic site tax exemption that will be an important factor in its rehabilitation. (Source: City of Fort Worth, 1998.) The Public Safety and Courts Building The Public Safety and Courts Building, located at the corner of Throckmorton and 10th Street in Downtown, is owned by the City of Fort Worth. It was built in 1938 and designed by Wyatt C Hedrick. The structure merits designation as a City Historic and Cultural Landmark. It was designated as Demolition Delay in 1995. (Source: City of Fort Worth, 1998.) 129 Chapter 15. Historic Preservation Properties that are listed in the National Register are eligible for a Federal Historic Rehabilitation Tax Credit. A comprehensive preservation plan is needed that would set out a proactive strategy for the City of Fort Worth. Future historic districts would be identified, and significant landmark buildings would be targeted for protection and tax relief under such a plan. GOALS AND OBJECTIVES Work with cooperating agencies to identify, protect, and preserve buildings and places of historic and cultural significance. • By 2002, determine feasibility of elevating designation of the Fort Worth Stockyards Historic District to a National Historic Landmarks District, which would increase publicity, and as a City of Fort Worth Historic and Cultural Landmarks District, which would increase opportunities for tax incentives. • In conjunction with a local non-profit organization, such as Historic Fort Worth, study the feasibility of establishing a Revolving Loan Fund (RLF) for historic rehabilitation to be financed through public and private contributions by 2005 Loan priority should be given to property owners with fixed or limited incomes who own houses in City -designated historic districts. • Consider the feasibility of producing a comprehensive preservation plan that would identify a proactive strategy for Fort Worth to preserve historic structures and neighborhoods. Such a plan could be undertaken in conjunction with Historic Fort Worth, Inc. Increase public understanding of historic preservation through partnerships with local and state non-profit organizations. • Work with Historic Fort Worth, Inc. to produce a preservation resource guide that in simple terms explainshistoric,preservation, common Fort Worth architectural styles, and rehabilitation techniques by 2001 • In conjunction with a local non-profit organization, such as Historic Fort Worth, participate in National Preservation Week activities on an annual schedule. • Produce and distribute fact sheets on local, state, and federal incentives and the benefits of historic preservation by 2001 Integrate historic preservation into City government by adopting a citywide policy to encourage and facilitate the preservation of historic buildings. • Designate City -owned historic buildings as Historic and Cultural Landmarks, Highly Significant Endangered, or Demolition Delay, as appropriate. The following buildings should be considered for Historic and Cultural Landmark designation. Will Rogers Complex, Lone Star Gas Company building, Public Safety and Courts building, North Holly Treatment Plant, Arlington Heights Fire Hall #18, Central Fire Station #2, Van Zandt Cottage, Forrest Park gates, historic structures in the Fort Worth Zoo, and Fire Station #14 by December 2000 Chapter 15. Historic Preservation 130 The Greater Saint James Baptist Church The Greater Saint James Baptist Church, located at 210 Harding Street in Hillside, is an example of gothic revival architecture. The church is listed in the National Register, is a Recorded Texas Historic Landmark, and is designated as a Historic and Cultural Landmark by the City (Source: City of Fort Worth, 1998.) • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • ••••••••••••••••••••••••••••••••• POLICIES AND STRATEGIES Recommended Policy • Promote preservation of the City's historic resources. Recommended Strategies • Assure that municipal policies are conducive to preservation. Local regulatory rules often act as significant deterrents to the conservation of older buildings. • Demonstrate leadership through preserving and rehabilitating publicly owned cultural resources. A variety of cultural resources are located within public rights -of -way and on City -owned property Historic features such as street lamps, street tiles, curbs, brick streets, and street signs should be retained when feasible. • Combine housing strategies with historic preservation by either rehabilitating residential structures of historical value or building infill housing that is compatible with historic neighborhoods. • Seek grants to enhance preservation efforts. • Encourage the donation of facade easements to a qualified non-profit organization, such as Historic Fort Worth, Inc.. • Use media opportunities to promote preservation awareness. • Educate those people who influence the design process, such as architects, and those who make and influence decisions regarding the fates of historic properties, such as boards of directors and real estate agents. • Build partnerships and develop cooperative initiatives among public and private agencies to further the goals of historic preservation. • Ensure that all City departments consider the impact of regulations on historic buildings and enforce codes in a manner that preserves historic buildings. PROGRAMS AND PROJECTS Currently, the programs devoted to historic preservation activities in the City are directly related to Chapter 4, Article 5, of the Comprehensive Zoning Ordinance. In order to expand the scope of preservation in Fort Worth, resources need to be allocated to both City departments and to non-profit agencies. Existing Programs • A Historic Site Tax Exemption from City taxes on the value of the improvements is granted by the City Council when a property is designated HSE. The cost of stabilizing the HSE property may also be counted against City taxes on the land. If the property is rehabilitated, a substantial tax incentive in the form of up to a 15 year exemption on the value of the rehabilitated improvements and up to a 15 year freeze on the value of the land for the calculation of City taxes is offered. At the end of this incentive period, the land and building will be taxed on the assessed value. The Morning Chapel The goal of the African American Holy Places in Fort Worth project was to list five historic African American sites in the National Reg- ister of Historic Places. The Morning Chapel, located at 903 East 3rd Street in Downtown, was one of four churches that were suc- cessfully listed in the National Register of Historic Places in 1998. (Source: City of Fort Worth, 1999.) 131 Chapter 15. Historic Preservation • A Historic Site Tax Exemption in the form of a ten-year City tax freeze on the pre -renovation value of both the land and the improvements is available to owners who substantially renovate HC properties. HC properties are subject to the same requirements concerning renovation and demolition as HSE buildings. • Historic Fort Worth, Inc., offers a facade easement program whereby the facade of a historic building is donated to the nonprofit. The value of the resulting charitable deduction can be an important part of the funding for renovation. Proposed Proerams • Contribute to a recognition program sponsored by pertinent businesses, non- profit organizations, such as Historic Fort Worth, Inc., and the City by 2001 This program would salute developers, neighborhood activists, and dedicated volunteers who have made a contribution to the preservation of Fort Worth's cultural legacy • In conjunction with a local non-profit organization, such as Historic Fort Worth, Inc., develop a speakers' bureau of trained preservation professionals and seasoned volunteers who would promote historic preservation to various groups throughout the City • Promote the National Park Service's program "Teaching with Historic Places" and the Center for Understanding the Built Environment (CUBE) teaching models. Projects • A resource survey of the Near Southeast neighborhood is being prepared and a nomination made for listing in the National Register of Historic Places. • The City of Fort Worth has received a $3,600 grant to fund the nomination of the Marine Commercial Historic District to the National Register of Historic Places. This project should be completed by the Fall of 2000. • The City of Fort Worth has received a $3,600 grant to fund the nomination of the Central Handley Historic District to the National Register of Historic Places. This project should be completed by the Summer of 2001 • A historic resource survey is being conducted in the Fairmount Southside Historic District. • The City of Fort Worth should consider funding a revised historic resources survey to cover the City of Fort Worth. Chapter 15. Historic Preservation 132 S The Marine Commercial Historic District The Marine Commercial Historic District encompasses the 1300 and 1400 blocks of North Main Street, and is eligible for listing in the National Register of Historic Places. The art deco style Roseland Theater/Marine Theater, built in 1918, is a part of the District. The City will seek the listing of the District in the National Register of Historic Places. Source: City of Fort Worth, 1998.) • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • CHAPTER 16: URBAN DESIGN By determining the physical form and organization of a city, urban design visually • represents the heritage, identity, and character of the city's inhabitants. Effective • urban design practices help to create special places and attractive neighborhoods that are worthy of civic pride and efficient in municipal function. Urban design • strategies and techniques are principally focused on improving the public realm. The public realm consists of the spaces within a city that are not private property. • Although these spaces are not privately owned, the private structures and ,• landscapes that form their edges often define them. (For example, the private storefronts that line the sidewalks along Main Street dominate the experience of that • pedestrian environment.) The City's development regulations help to shape these • privately owned edges. The public realm includes a wide variety of spaces that Fort Worth residents encounter constantly throughout the City, perhaps without notice or ,• recognition that these spaces are the products of professional designers. These • designers may be architects, planners, civil engineers, or landscape architects, but all contribute to the experience of Fort Worth's public realm. • A fundamental assumption of this urban design section is the relationship between • quality of life and the physical structure of the environment. Urban form influences • social and economic opportunity and contributes to civic identity The urban design strategies prescribed for Fort Worth encourage more considerationforthe impacts 110 of development on the public realm. After a discussion of general community • aspirations and trends, this chapter will focus on several components of the public realm. streets and streetscapes, public buildings, public spaces, trees, water bodies, • scenic corridors, and gateways. Existing conditions and trends are analyzed, and • policies and programs are prescribed to enhance the quality of life in Fort Worth. ;• EXISTING CONDITIONS AND TRENDS • Throughout the planning process, Fort Worth citizens repeatedly stated their desire • to reinforce the small town atmosphere and friendly character of the community in planning for Fort Worth's future. Citizens requested well-defined, mixed -use, • walkable, and safe neighborhoods with tree -lined streets, gathering places for social • interaction, and neighborhood parks. They also emphasized the importance of the Trinity River corridor improvements, beautifying transportation corridors, • improving signage, and preserving valuable views, vistas, historic resources, and • neighborhood character Fort Worth citizens supported the concept of growth centers, which will increase interaction among people and reinforce residents' • feelings of sharing and belonging. • Similar to most American cities, the urban form of Fort Worth has changed as • growth has expanded outward. Narrow streets, wide sidewalks, and buildings built to the property line once defined Fort Worth's public realm. Downtown Fort Worth • maintains this pedestrian -scaled, urban character, and remnants of similar urban design can be seen in older areas such as the 1400 block of North Main and the • Handley section of East Lancaster, as well as in recent redevelopment projects in • 133 Downtown Fort Worth This photograph illustrates the physical relationships among buildings, streets, sidewalks, and open space in Downtown Fort Worth. (Source: City of Fort Worth, 1999.) Chapter 16: Urban Design the Fairmount Historic District. In contrast to this traditional urbanism, the majority of the City has adopted a suburban form, where the scale and layout of new development is oriented to the automobile, with parking lots between sidewalks and storefronts, and single use districts that isolate residential, commercial, and industrial uses. One urban design objective is to return to a more pedestrian - oriented public realm, of which streets and sidewalks comprise the greatest percentage. Streets and Streetscaues The width of a roadway contributes significantly to the experience of walking or driving along that street. Most streets in Fort Worth have expanded to accommodate more vehicular traffic, and have become less appealing to pedestrians in the process. Additionally, building fronts whose walls once defined the walking space are now placed far away from the sidewalk and right of way; narrow sidewalks are placed at the edge of high-speed arterials without any buffer; and street crossings are often dangerous and unmarked. There are urban design strategies to successfully accommodate existing and projected traffic volumes within a physical environment that is also friendly to pedestrians. For example, building facades should be built close to the street to define the public realm and give pedestrians the sense of being in an outdoor room. On -street parking can provide a comforting buffer between pedestrians and car traffic while reducing the need for surface parking lots. Finally, amenities such as street lamps, landscaping, and benches can be added to sidewalks to enhance the streetscape, an important component of the public realm and a fundamental focus of urban designers. Streetscape fixtures and amenities are important elements of the overall character of a city and are within the immediate view of pedestrians and vehicle passengers. An attractive, harmonious streetscape can foster a positive impression of the community Sidewalks act as the framework for an urban streetscape. Most sidewalks in Fort Worth are narrow, unattractive, and underused, largely because their environments are not conducive to walking. The absence of sidewalks in both older and new districts makes many areas of Fort Worth unfriendly to pedestrians. One prime example identified in the Linkages Study is the lack of sidewalks along University, eliminating pedestrian connections between bus stops and public attractions such as the Botanic Garden and Trinity Park. The provision of sidewalks on all streets, as well as the addition of streetscape amenities, can enhance the pedestrian experience and improve the image of our City These amenities may include street trees, lamps, signs, arcades, street furniture, and decorative sidewalk paving. There are many reasons for conserving and planting trees within urban areas. For years, a primary value of trees has been visual beauty Now, scientific research has established an ever -widening circle of environmental benefits. Communities are increasingly recognizing the physical and psychological health benefits of trees, as well as their economic benefits in establishing a positive community image that can be important in attracting new businesses, improving real estate values, and saving large sums of money on everything from energy costs to water supply Through Chapter 16: Urban Design 134 Streetscapes in Downtown Fort Worth Downtown Fort Worth, environment on Main sidewalks. (Source: Planning Department, 1999.) Inc. and Street. others Street have created a pedestrian -scaled lamps and trees line the brick Attractive Streetscapes This cross-section of an urban street includes transit lanes, wide sidewalks, and two rows of street trees. The building facades act as walls to an outdoor room. (Source: Planning Department, 1998.) • • • • • • • • • • • • • • • • • • • • • • • • • • • •' • • • • • • • effective planning and management of the urban forest, trees will continue to greatly • enhance the quality of life in Fort Worth for future generations. Effective planning and management should include the use of native vegetation, which will thrive in the • local climate. Strategically placed street trees perform several functions. They provide shade from sunlight and produce variations in lighting that transform the sidewalk environment as the day progresses. Similar to on -street parking, trees • provide a buffer that separates the pedestrian realm from the roadway The landscaping also enhances the experience of car passengers as it adds rhythm and • beauty to the local scenery Fort Worth's streets and boulevards that have been • widened to accommodate increases in traffic rarely incorporate tree -lined medians. ` This type of median, together with tree -lined sidewalks, often produces a green • parkway that can accommodate motorists, cyclists, and pedestrians comfortably It • has also been found that the spacing of trees along a street can have a certain traffic calming effect. Fort Worth especially lacks sufficient trees along its roadways. • Based on the 1996.inventory, there are approximately 85,000 street trees in Fort Worth, representing only a 13 percent canopy cover • Arcades and canopies perform many of the same functions as street trees, extending from building facades to improve the environment for those walking and driving. • Pedestrian -scaled street lamps and signs add variety and safety to the sidewalk environment. Street furniture such as benches, trash receptacles, and water fountains can also contribute to an attractive streetscape that welcomes pedestrians. Finally, special pavement treatments for sidewalks — brick, granite, or even tiled mosaics — can dignify a streetscape once thought of as purely functional. Unfortunately, with the exception of a few streets, Fort Worth lacks streetscape fixtures and amenities. • In general, there is visual clutter from the unplanned, disorganized arrangements of signs, utility poles, and street furniture. Visual clutter makes a streetscape unattractive, and often unsafe. New urban design strategies are necessary to transform our streets and sidewalks. • Public Buildinss The location and design of public buildings often affect perceptions about the significance of our public institutions. Virtually all of Fort Worth's older neighborhoods possess a historic school building. These buildings are among the most prized architectural resources within the City Other significant public buildings include courthouses, municipal office buildings, transportation facilities, convention centers, public auditoriums, fire and police stations, and county jails. These public structures reflect the character of Fort Worth more than any other • category of buildings. Because of their symbolic and functional significance, public • buildings are a principal component of urban design plans. New public buildings, such as schools, should be strategically located to strengthen our neighborhoods and • mixed -use growth centers. They should also reflect today's highest design standards. The City's historic school buildings and the Tarrant County Courthouse • represent the best architecture of their time, and contemporary public facilities • should achieve the same standard of excellence. Public participation in the planning and design of all public structures is critical to the construction and location of • public buildings that reflect the tastes and aspirations of the citizens of Fort Worth. • • • • • • • Storefront -in Handley. Historic District Handley is one of several older districts that use storefront canopies and arcades to create an attractive streetscape for pedestrians and motorists. (Source: Planning Department, 1999.) Rendition of a Neighborhood Square An active neighborhood square can add value to adjacent help stimulate the revitalization of older communities. Department, 1999.) real estate and (Source: Planning • 135 Chapter 16: Urban Design Public Spaces The importance of pedestrian environments or public spaces in the City is far greater than simple aesthetic appeal Spending an afternoon in an outdoor cafe, browsing the windows of a bustling shopping street, and passing time watching crowds walk by are more than just pleasant diversions, they are important components of urban life. The thoughtful design of public spaces can provide these experiences for all Fort Worth residents and visitors. A public space should. • Be located where it is visible and easily accessible to potential users. • Clearly convey the message that the place is available for public use and is inviting to all. • Be beautiful and engaging on both the outside and the inside. • Provide a feeling of security and safety to would-be users. • Be accessible to children and disabled people. • Incorporate components that the users can manipulate or change (e.g., interactive sculpture and fountains in urban plazas). • Be designed to support special events. • Be easily and economically maintained. • Be designed with equal attention paid to place as an expression of visual art and place as social setting. Public spaces can include plazas, neighborhood squares, and pedestrian malls. • Plazas. A plaza is a mostly hard -surfaced, outdoor public space from which cars are excluded. Its main function is to provide a place for sitting, eating, strolling, and watching the world go by A public plaza usually includes various landscape elements. trees, flowers, fountains, sculptures, and public art. The plaza should accommodate vendors, whose presence will add to the vitality of the space and provide a measure of security The plaza can be designed to accommodate a stage for civic events, live performances, and festivals. • Neighborhood Squares: A pedestrian -focused neighborhood or town square is often the heart of a community -- its outdoor living and meeting place. These places should be strategically located in existing and proposed mixed -use growth centers. A neighborhood square may be a place where people go to buy food, relax, talk to friends, play with children, or watch the activity going on around them. The design of these spaces has a profound influence on their use, safety, and utility, and by extension, on the value of property in the neighborhood. • Pedestrian Malls. When a street is closed to traffic, it has the potential to assume the functions of a plaza. In most cases a pedestrian mall has modified paving, the pre-existing roadway is narrowed, and curbs are removed. The mall may or may not include some amenities often found in more traditional plazas, such as food vendors, live entertainment, and public art. Currently, the North Central Texas Council of Governments is completing a pedestrian study for the City of Fort Worth as part of the Unified Planning Work Program for 1999 The study will recommend improved pedestrian policies and will contain area plans for a number of pedestrian malls and improved pedestrian corridors. Chapter 16: Urban Design 136 The Fort Worth Water Gardens A public plaza can function as a place for picnics, informal gatherings, or special events. This Water Garden space serves as a plaza and will enjoy more activity as a result of the Lancaster Corridor Redevelopment Project. (Source: Planning Department, 1999.) Potential Infill Development The Trinity River can act as a catalyst for inf ill development. A variety of uses :along the riverfront will help activate Fort Worth's primary open space system. (Source: Planning Department, 1999.) • • • • • • • • •' •• • • • • • • • • • • • •' • • • • • • • • • • • Y• • • • • • • • • • • • • • • • • With the exception of a few plazas and squares in Downtown, Fort Worth, in general, has a shortage of public spaces. Public spaces in the City can be improved with amenities such as places to sit, protection from the sun, pleasant places to wait for the bus, wide sidewalks, attractive cafes, vendors, and other street -oriented activities. Improvements can change the experience of a street or a district, creating a new image that can be marketed to attract shoppers and new businesses. Trinity River and Waterfront Spaces As an important identifying feature for the City, the Trinity River has entered a new era of serving cultural and recreational roles. The river has places to boat and fish, 30 sites for picnics, miles of trails for walking and biking, spaces for civic events and performing arts, natural settings for parks, and peaceful hideaways. Some stretches of the river, however, still lie unattended and unrealized. Accessibility is awkward, views of the river are too rare, and there are not enough trees in these areas. The Trinity River Master Plan's recommendations will improve the river's accessibility to the public, preserve its natural beauty, attract more people to its banks, and increase its prominence within the City Recommendations include improving the greenway corridor to become a bike/hike circulation network for the entire city; providing points of interest and destinations within the greenway trail system by linking many attraction areas (such as the Stockyards, Cultural District, Downtown, Fort Worth Zoo, Botanic Gardens, Texas Christian University, and many City parks); enhancing the aesthetic quality of the river at locations where people experience it most frequently; and developing a signage and lighting system with a unique Trinity River theme. Sensitive development along the riverfront, including residential, office, recreational, cultural, and entertainment uses, will increase the use and appeal of the City's greatest natural asset. Establishing design guidelines for this waterfront development will ensure that new construction positively contributes to the public realm experience along the water Gateways/Entrvways The visual identity and character of Fort Worth is a collection of images, most often seen from a moving vehicle. An opportunity exists to strengthen the image of Fort Worth by using the major vehicular entry points, including bridges, as gateways to the City Today, the majority of these entry points lack any representation of their unique place within the City A "gateway" serves as the symbolic entry to a district and provides an introduction to what exists within the area. An effective gateway design establishes an immediate image or impression and is visually harmonious with the surroundings. These entry points need special treatment and visual enhancement to give those entering the City a positive experience. Improving appearance and prominence of City gateways can be accomplished through the symbolic use of urban design elements, including arches, public art, landscaping, building corner setbacks, special lighting, and signs. Primary gateways into the City of Fort Worth and into Downtown are shown on the map on the previous page. Primary gateways identified in the Plan are I-30, I-20, 137 Gateways Gateways are sites with perceivable characteristics or features that establish a sense of arrival into a place by creating an immediate image or impression. The primary gateways or entryways into the City of Fort Worth and Downtown are shown on the map above. These areas are not currently developed as gateways. (Source: Planning Department, 1999.) Chapter 16: Urban Design SH 183, SH 121, SH 199, Loop 820, US 287, US 377, US 180, and I-35W at locations entering the City Scenic Corridors Scenic corridors are areas of the City which have been recognized as scenic, cultural, architectural, or historic assets. Regulations applicable to these "overlay districts" are imposed in addition to those related to the base zoning classification. The placement of cellular towers within a scenic corridor requires a special exception permit. Incentives are used to encourage the beautification of these scenic corridors. For example, the removal of off -premise signs from designated corridors is encouraged by allowing upgrades of certain signs located away from the corridor in exchange for the removal of the off -premise signs within the scenic district. Urban design guidelines such as this can help improve the visual quality within the designated corridor The Comprehensive Zoning Ordinance outlines the criteria for designation. A scenic corridor must include or reflect one or more of the following: • Character of Fort Worth • Architectural Significance • Historic Event or Person • Character of Neighborhood • Designated Historical Area • Views and Vistas • Gateways • Connecting Routes (e.g., connect scenic areas) • Parks and Natural Features The map on the right shows the areas that have been designated by the City Council as scenic corridors, based on the area's scenic, cultural, architectural or historic character Examples of existing corridors include the following: • North Main Street from the Fort Worth Stockyards to the Central Business District (Downtown). • Lancaster Avenue from Camp Bowie Boulevard to South Beach Street. • I-35W (North Freeway) from 28t Street exit south to the centerline of the Trinity River • 1-30 (East Freeway) from Central Business District east to Loop 820 East. • US 287 (Martin Luther King Freeway) from Central Business District southeast to Village Creek Road. • Loop 820 West (Jim Wright Freeway) from .25 miles north to .25 miles south of Lake Worth. • Loop 820 East from .25 miles north of the first bridge abutment north of Mosier Lake to the southerly boundary of the 100 year floodplain of the West Fork of the Trinity River (approximately 150 feet). Scenic Corridors Certain corridors have been designated by City Council as corridors based on their scenic, cultural, architectural and character A special exception permit is required to place a tower in a designated corridor (Source: Planning Department 1999.) scenic historic cellular • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • Chapter 16: Urban Design 138 . . • GOALS AND OBJECTIVES . . . . . . . . . . • . . . • • 6• • • . . . • . • • i. The urban design goals and objectives are established to improve the aesthetic and functional quality of the City of Fort Worth and are based on public input obtained during the planning process. The fundamental goal of urban design is to establish an attractive, well -planned city that promotes pedestrian activity, encourages the full enjoyment of the city's public realm, enhances the community image, and attracts the private investment necessary to create vibrant growth centers, thriving visitors districts, and safe neighborhoods. Meeting the specific urban design objectives of current and proposed projects will allow Fort Worth to approach this ambitious goal. Objectives of projects intended to promote and achieve quality urban design are listed below Lancaster Corridor Redevelopment Project: The following objectives should be pursued through partnerships between the City, Downtown Fort Worth, Inc., the Fort Worth Transportation Authority, and Fort Worth South. • Stimulate redevelopment in the south end of Downtown through the redesign of Lancaster Avenue. • Transform this district according to a comprehensive urban design vision developed by the project's design consultant team. • Design and construct new underpasses along Main, Jennings, and the new Hemphill/Lamar/Taylor connector to link Downtown more effectively with the Medical and Cultural Districts. • Use the energy generated by a new transit system, including commuter rail service to Dallas, to promote pedestrian activity and a mixture of uses throughout the Downtown area. • Design and construct the Intermodal Transportation Center as a civic landmark that functions as the City's principal transit hub • Renovate the T&P terminal to include a commuter rail station and a long-term intermodal transportation center Renovate the T&P warehouse for use as a mixed -use facility that will contain retail commercial and multi -family residential uses. • Consider the proposal for development of three active and flexible public spaces that will also serve as transfer stations. The 1999 Intermodal Consultant Team has recommended that these stations be located near the Courthouse, near the T&P terminal, and around the intersection of 9th and Throckmorton Street. • Enhance the appearance and economic vitality of the Ninth Street corridor between the ITC and the new Public Square. • Integrate new plans for an expanded, redesigned Convention Center into an overall vision of the Lancaster corridor and the southern end of Downtown. • Promote the development of a public market that increases activity within the south end of Downtown and supports local entrepreneurs, artists, and farmers. 139 Proposed Downtown Public Square 1877 map 1ST Existing Conditions „ 11, 1. y IT 1999 map The City is currently studying the feasibility of developing a public square at the intersection of 9th and Throckmorton. The proposed square would integrate existing public spaces such as Hyde Park and Federal Plaza, and would reintroduce a public space onto a site that has historically been used for public purposes. (Source: Planning Department, 1999.) Chapter 16: Urban Design North Main Streetscaoe Proiect: The City should work with the Fort Worth Transportation Authority and local property owners to meet the following objectives. • Increase tourism and stimulate economic development throughout the North Main corridor by creating an attractive, pedestrian -oriented environment. • Implement the 1996 Linkages study recommendation to redesign North Main to enhance connections between Downtown and the Stockyards. • Use urban design strategies to enhance the distinct character of each of the corridor's three districts. the riverfront/industrial area between the Courthouse and the railroad— Paddock Bend, the retail and restaurant district — centered on the Mercado — between the railroad and 23`d Street; and the Stockyards district between 23'd and 28th Street. Linkages Study and Proposed Trolley System: The City and the Fort Worth Transportation Authority should work together to achieve the following objectives identified in the 1996 Linkages Study. • Use urban design elements, including signage and streetscape amenities, to stimulate redevelopment along the corridors connecting Downtown, the Cultural District, and the Historic Stockyards. • Develop a fixed, light -rail trolley system to connect the three destination districts, using Houston, Commerce, North Main, University, Northside Drive, and West 7th as the primary connector streets. • Integrate the Southside and the Medical District into the trolley system. • Increase use of the Zoo, Trinity Park, and the Cultural District through the provision of sidewalks that connect these destinations and link up with transit stops. Berry Street Corridor Project: The City and Texas Christian University should work in a collaborative effort to meet the following objectives. • Stimulate new economic development throughout the Berry Street corridor with urban design strategies and other development strategies developed by the team of design consultants chosen by the public/private partnership. • Successfully integrate a mixture of uses along Berry Street without disrupting adjacent neighborhoods and historic resources. Conunercial Corridors Redevelopment Study: The following objectives should be pursued through a partnership between the City and the Fort Worth Transportation Authority. • Assess the economic stability of the 29 identified commercial corridors within Loop 820. • Prioritize the corridors for City -initiated revitalization efforts. • Prioritize other commercial corridors for revitalization to synchronize redevelopment efforts with adjacent cities. • Stimulate economic development along designated corridors through a comprehensive revitalization strategy that includes urban design. Chapter 16: Urban Design- 140 Examples of Quality Urban Design N j; ., Y / I ) I r� 1 One of the main goals for the Lancaster corridor improvements is to create an aesthetically pleasing and economically viable corridor through quality urban design. (Source: Planning Department, 1999.) Compact development is encouraged in the mixed -use growth centers. An active, pedestrian -scaled public realm will characterize these urban environments. Residential and office spaces on the upper floors can support a variety of retail establishments at the street level. (Source: Planning Department, 1999.) • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • POLICIES AND STRATEGIES • • • • • • • • • • • • • ,• • • • • • • • • • • • The following recommended policies and strategies will enable the City of Fort Worth and various cooperating agencies to implement the urban design goals and objectives. Recommended Mixed -Use Growth Center Policies Chapter 4 introduces the concept of mixed -use growth centers and designates areas of the City as such. Nearly all of the urban design strategies that have been identified in this chapter (e.g. pedestrian -oriented development; strategically located and well -designed public spaces and buildings; accessible open spaces; etc.) will be essential elements that guide the long-term planning of the mixed -use growth centers. Mixed -use growth centers will have a concentration of jobs, housing, entertainment, public spaces, civic buildings, public transportation hubs, and pedestrian activity The character of these growth centers will be heavily influenced by the urban design strategies used to guide their development. An urban design plan should detail the mix of uses and the scale of development that is desirable within each of the various growth centers. Each mixed -use growth center should have a core that contains commercial, retail, residential, mixed -use, and civic buildings. Public spaces such as neighborhood squares should act as the civic hearts of these districts. This variety of land uses within a walkable, human - scaled environment will stimulate social interaction and will also help reduce automobile dependency within Fort Worth's commercial districts. Developing growth centers that provide housing, employment, and recreational options within walking distance of transit stations is one component of a strategy to improve regional air quality (This concept is more thoroughly discussed in Chapter 20.) The design and location of transportation facilities will influence the effectiveness of transit improvements. A mass -transit hub serving Fort Worth residents, as well as those living in surrounding areas, should connect to other areas of concentrated jobs, such as existing office parks and other mixed -use growth centers. Roads, transit, and bicycle routes should interconnect all growth centers. Within mixed -use growth centers, urban design strategies should be used to promote cycling and walking as alternatives to driving. A legible street grid is critical to promoting walking and cycling. Such a network offers the possibility of various routes to destinations, and is often more efficient than contemporary cul-de-sac subdivisions. The public realm along growth center streets should be an inviting pedestrian environment enhanced by the streetscape amenities discussed earlier wide sidewalks, street trees, and parallel or angled parking that acts as a buffer between the pedestrian and moving traffic. A network of bicycle lanes can provide another safe, non-polluting transportation option within the growth centers. Mixed -use growth centers should also include a diversity of housing types and densities. Buildings with different footprints, heights, and scales will generate North Main Buildings 4. North Main has many older buildings that will benefit from the corridor's new streetscape design. This type of building can potentially contain ground level retail and second floor apartments. Both uses will help enliven the street. (Source: Planning Department, 1999.) Rendition of Downtown -Historic Stockyards Connection Streetscape improvements will enhance the connection between Down- town and the Historic Stockyards. (Source: Planning Department, 1999.) • 141 Chapter 16: Urban Design housing options for households of varying size and income within the same neighborhood. The development of mixed -income communities is a fundamental objective of the City's housing policy, and urban design strategies can act together with the other initiatives listed in Chapter 5 to achieve this goal. Within mixed -use growth centers, the highest net residential density should be located near the core. Lower density housing, including single family homes, should be located on the growth center's periphery Within the higher -density core, building fronts should form consistent edges, outlining the street space and defining a public realm in which sidewalks and stoops once again contribute to social interaction and neighborhood safety Other Recommended Policies • Remove regulatory impediments, such as excessive off-street parking and setback requirements, and provide incentives to promote desirable development as described above and in Chapter Four • Provide pedestrian connections between commercial and residential areas, schools, parks, transit stops, and other public facilities. Recommended Strate2ies • Involve affected property owners, residents, and other interested parties in the development of urban design strategies. • Use urban design as a tool to revitalize inner city neighborhoods and commercial districts such as the Lancaster Corridor, Berry Street, and the North Main Street Corridor • Integrate policies aimed at improving environmental quality with innovative urban design strategies. An example of this integration is using pervious or semi -pervious surfaces that absorb stormwater for surface parking lots. PROGRAMS AND PROJECTS Lancaster Corridor Redevelopment Proiect • Long-term urban design vision — Prepare a comprehensive urban design plan for the Lancaster corridor an area bounded on the north by 9th Street, on the south by Vickery, on the west by Henderson, and on the east by I-35W • Lancaster Avenue from I-35W to Henderson - Redesign street and streetscape and construct improvements in accordance with the new design. • Hemphill/Lamar/Taylor connector - Design and construct a street extension connecting Lamar and Taylor on the north side of I-30 with Hemphill on the south side. • Underpasses - Redesign and construct railroad and highway underpasses along Main, Jennings and the new Hemphill/Lamar/Taylor connector • Intermodal Transit Center — Design and construct new Intermodal Transit Center at the intersection of Jones and 9th Streets. • Downtown Public Square— Work with the T to design and construct a new public square that also serves as a transit stop on the former site of Fort Worth's first public library This square will integrate several disparate spaces Chapter 16: Urban Design 142 Proposed Trolley System 2 WAY 2 TRAGK 5 /PE NON- 5TATiC I 2 KzA,Y 27 /GE 5TATicN -- T fi a... v' ' N S ETT -i �7 The North Main design consultants have recommended a two-way trolley system to promote economic development and serve as an important component of a regional transpor- tation system (Source: Planning Department, 1999.) 1 ac Transit -oriented development can occur near trolley stops along the North Main corridor This proposed Trolley Square can help activate the area near a new LaGrave Field. (Source: Planning Department, 1999.) . . • . . . . . . . . . . . . . . . . . . . . . . . . . . . . . • • • • • • • • • • • • • • • • • • • • • • • • • • • • surrounding the intersection of 9th and Throckmorton Street, including Federal Plaza, the parking lot adjacent to Houston Place Lofts, Hyde Park, John Peter Smith Park, City Hall Plaza, and the 9th and Throckmorton rights -of -way The public space that is created will serve as a transit stop and bus transfer facility, as well as an activity center that can host special events and support a variety of educational and cultural programs. Public art, interactive fountains, live performances, food vendors, and shaded seating can attract Downtown workers, residents, and visitors to an outdoor living room created through the collaborative efforts of the City of Fort Worth, the U.S. General Services Administration, the Fort Worth Transportation Authority, and Downtown Fort Worth, Inc. The preliminary conceptual plans estimate a short-term project cost of $5 million. A variety of funding sources are being investigated, including federal transportation and arts grants, private donations, and City funding. • Courthouse Plaza and T&P Plaza — Design and construct these public plazas that also serve as transit stops adjacent to Fort Worth landmarks. • Public Market — Work with the T and Downtown Fort Worth, Inc. to design and construct a public market within the south end of Downtown that relates to other improvements within the Lancaster corridor North Main Street Corridor Project • Long-term urban design vision — Prepare a comprehensive urban design plan for the North Main corridor • Streetscape - Redesign North Main from the Tarrant County Courthouse to the Historic Stockyards, with the light -rail trolley incorporated into streetscape design, and implement changes according to new design. Other Projects • Berry Street Corridor Project - Redesign the Berry Street streetscape from Evans Avenue to University Drive, and implement changes according to new design. • Camp Bowie/University/West 7`hBailey intersection — Redesign and reconstruct the intersection of Camp Bowie, West Seventh, University and Bailey to improve the safety and movement of vehicles and pedestrians, and to improve the aesthetic quality of this major intersection on the west side. Capital Improvement Pro iects Urban design projects were included in the most recent Capital Improvement Bond program. It is recommended that such projects be included in any future Capital Improvement Program as one means to enhance the City Capital improvement projects that have been identified are listed in Appendix D with estimated costs, completion dates, and potential funding sources. Six projects are identified, totaling nearly $69 million, $65 4 million of which is not funded. 143 Lancaster Corridor Redevelopment Project Future capital improvement projects should strengthen Fort Worth's existing urban assets. For example, the removal of the 1-30 overhead will restore connections from Downtown to the T&P terminal and to the adjacent Medical District. (Source: Planning Department, 1999.) Chapter 16: Urban Design -11.--•-•-• • •-• • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • Ike r• • • • • • • • • • CHAPTER 17: ARTS AND CULTURE Fort Worth residents and visitors enjoy the arts locally through a variety, of organizations, special events, and programs that provide a distinct blend of Western heritage and high culture. Within just a few miles, one is able to experience bull riding and equestrian events, as well as a night at the opera or viewing a major museum exhibition. Many of these cultural experiences are evident in Downtown, the Cultural District, and the Historic Stockyards. In addition, unique art and cultural experiences are available within the neighborhoods of Fort Worth. EXISTING CONDITIONS AND TRENDS The City of Fort Worth has identified three unique arts and entertainment districts that, together, draw a total of seven million visitors each year These districts are the Cultural District, Downtown, and the Historic Stockyards. Neighborhood art facilities, performingarts organizations, and a variety of public art also add to the character and culture of Fort Worth. Fort Worth's artistic and cultural activities are promoted by the many festivals held throughout the City each year, in addition to the activities undertaken by the Arts Council of Fort Worth and Tarrant County Cultural District No single place captures the diversity of Fort Worth more than the City's Cultural District, where culture is presented in its broadest sense: from the expected art, music, theater, and dance typically associated with cultural facilities, to agriculture, horticulture, and sports, which are all part of the Fort Worth experience. In the late 1890s, the City of Fort Worth purchased the land south of 7th Street on both sides of the Clear Fork. In 1936, the City purchased 138 acres of the Van Zandt tract along Lancaster Avenue for Fort Worth Frontier Centennial, part of the Texas Centennial Birthday Celebration. Much of the land in the Cultural District is owned by the City of Fort Worth, including Trinity Park and Fort Worth Botanic Garden. Many of the museums in the District lease land from the City This area, the nation's third largest cultural district, is located just west of Downtown above the banks of the Trinity River The Cultural District is home to several world -class museums, including the Kimbell Art Museum, Fort Worth Museum of Science and History, Modern Art Museum of Fort Worth, and the Amon Carter Museum. The Kimbell Art Museum, designed by Louis Kahn and opened in 1972, has 22,000 square feet of gallery space in which it houses world- renowned art work. The Fort Worth Museum of Science and History, the second most popular museum in Texas, attracts 1 15 million visitors each year and was the first one in Texas to top the million mark for visitors. The museum also touts the country's largest museum school, with 4,500 students aged three through eight. The National Cowgirl Museum Hall of Fame and the Texas and Southwestern Cattle Raisers Museum will soon be added to this diverse group of museums. Museums in the City of Fort Worth 1 Amon Carter Museum 7 2. Cattle Raisers Museum 8. 3. Edleman-McFarland House 9 4 Fire Station No. 1 10. 5. Fort Worth Museum of 11 Science & History 6. Kimbell Art Museum 12. 1.5 i3 -1es Log Cabin Village Miller Brew Kettle Museum Modern Art Museum North Fort Worth Historical Society Sid Richardson Collection of Western Art Thistle Hill Fort Worth has 12 museums, four of which are grouped in the Cultural District, just west of Downtown. (Source: Planning Department, 1999.) • 145 Chapter 17 Arts and Culture The success enjoyed by museums in the Cultural District has led to several major plans for expansions. Plans are in the works to expand the Fort Worth Museum of Science and History from 30,000 square feet of exhibit space to 50,000 square feet. The Modern Art Museum will be opening a new building designed by Tadao Ando by September 2002 on an 11-acre site located just east of the Kimbell Art Museum. Currently, the Amon Carter Museum, designed by Philip Johnson, has a 7,000 square foot exhibit hall, which is capable of displaying only one percent of the actual Amon Carter collection of American Art. Construction has begun on a major expansion to the Amon Carter Museum that will add 18,000 square feet of exhibit space. Many residents have also expressed a desire for a new Cultural District arena that would serve as a venue for the Stock Show rodeo, ice skating shows, the circus, and other events. The Fort Worth Botanic Garden is the oldest botanic garden in the State of Texas, covering over 118 acres and exhibiting 2,500 exotic and native plants and a number of specialty gardens, such as the Japanese Garden. The Fort Worth Zoo has been ranked as one of the top five zoos in the nation, and attracts more than 1.2 million visitors each year Casa Manana Theatre, the City's only theater -in -the -round, produces live entertainment year-round, including plays, musicals, concerts, and children's theater, and presents Broadway national tours at Bass Performance Hall. The Will Rogers Memorial Center is a multi -purpose entertainment complex with 45 acres of roof Located in the heart of the Cultural District on a little over 85 acres of land, this City -owned center generates more than $200 million from an estimated 2.5 million visitors each year Livestock and equestrian activities, among other events, are held at the 5,900-seat Will Rogers Auditorium and Coliseum, home of the world's largest indoor rodeo and the annual Southwestern Exposition & Livestock Show This unique two -week long event, referred to as the "Stock Show," celebrated its Centennial in January 1996, and attracts 800,000 people annually In 1990, the Fort Worth Cultural District Master Plan was completed, and provided a comprehensive look at the Cultural District. The plan "directs the future growth of the Fort Worth Cultural District for, the next decade," and has the goal of creating a unique, vital, and responsive cultural facility unlike any other in the United States. While many of the Plan's recommendations have been implemented, others may need to be reviewed or revised, and implementation plans may be necessary Downtown Downtown is a multicultural, progressive, active urban centerthat capitalizes on cultural resources. It serves as a major entertainment center with a variety of museums and historical exhibits, live entertainment and movie theaters, a world - class symphony hall, ongoing cultural activities,and colorful festivals. In 1995, Downtown Fort Worth was awarded the prestigious James C. Howland Award for Urban Enrichment by the National League of Cities. Chapter 17 Arts and Culture 146 Fort Worth's Cultural District Fort Worth's Cultural District is the nation's third largest cultural district and offers a unique and diverse experience for residents and tourists alike. (Source: City of Fort Worth, 1999.) The Bass Performance Hall The Nancy Lee and Perry R. Bass Performance Hall en- hances Fort Worth's culture through its promotion of art and architecture. It has been selected as one of the ten best opera houses .in the world, and was ranked third in the United States by Travel and Leisure Magazine, March 1999 (Source: City of Fort. Worth, 1999.) - • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • r• • • • • • • • • • • • Sundance Square, a 14-block collection of graciously restored and replicated turn - of -the -century storefronts, has preserved the architecture and rich heritage of its colorful past. With the support of Fort Worth's Bass family, the area was renovated in the 1980s and has since turned Downtown into a vibrant marketplace with office, retail, and entertainment establishments. Today, Sundance Square encompasses 355,000 square feet of retail space, 16 restaurants, four live theaters, three museums, two AMC movie theaters, and new and converted housing. The Nancy Lee and Perry R. Bass Performance Hall is the newest crown jewel in Fort Worth, and serves as an important symbol of one of the most successful downtown revitalization efforts in the country Built entirely with private funds, the $67 million, 2,056-seat facility is the first -ever permanent home of the Fort" Worth Symphony Orchestra, Fort Worth Dallas Ballet, Fort Worth Opera, and theVan Cliburn International Piano Competition. It also hosts special productions of Casa Manana musicals. In another demonstration of commitment to the community, the Bass family developed an education program that provides an opportunity for every Tarrant County student to visit Bass Hall each year. The Bass Hall has received the honor of being selected as one of the top ten opera halls in the world, and number three in the United States, behind only those in New York and San Francisco The Caravan of Dreams Performing Arts Center houses a ground level concert venue, a 212-seat theater, a roof top Grotto bar, and Etta's Place, a Sundance Inn. The Jubilee Theatre is a 100-seat house that produces year-round plays and musicals reflecting the African -American experience. The Modern at Sundance Square, Contemporary Arts Center, and Sid Richardson Collection of Western Art provide a wide array of exhibits, attracting both residents and tourists. The National Cowgirl Museum and Hall of Fame store front is also located in Downtown. In addition, Circle Theatre, located in the Sanger Building basement on Sundance Square, adds to the live entertainment Downtown. The City of Fort Worth recently acquired the Tarrant County Convention Center, now the Fort Worth Convention Center, and has plans to significantly expand and improve the facility A total of $40 million will be spent on Phase I, which will include approximately 155,000 square feet of additional space (57,000 net square feet of additional space). The JFK Theater will be demolished. HOK-Carter Burgess architects have been retained to create plans for improvements, which are scheduled to begin in May 2000. A second phase, which will add 20,000 square feet for meeting rooms, 20,000 square feet of exhibit space, a grand entry on the south side, and a better connection to the Water Gardens, is expected to cost approximately $25 million and is currently unfunded. Historic Stockyards Showcasing Fort Worth's Western heritage, the Historic Stockyards is one of the most unique and colorful arts and entertainment areas in Fort Worth. One hundred years after the establishment of the stopping point along the legendary Chisholm Trail, Fort Worth's Historic Stockyards still represents the history and western heritage of the City The entire area is on the National Register of Historic Places. 147 Pedestrians in Sundance Square Sundance Square is a vibrant space with residential, entertainment and retail elements, and is the location for many festivals and cultural activities. (Source: City of Fort Worth, 1999.) Fort Worth's Historic Stockyards Fort Worth's Historic Stockyards offers a unique experience of Old West history, as well as modern vitality (Source: City of Fort Worth, 1999.) Chapter 17 Arts and Culture Western shopping, restaurants, and saloons characterize the area, including the legendary White Elephant Saloon, Cowtown Coliseum, and the Stockyards Hotel. Stockyards Station is a festival marketplace and depot for the Tarantula Steam Train, an 1896 locomotive that retraces the Chisholm Trail through a one -hour narrated ride. The 165,000 square -foot space has a selection of merchandise varying from art works and antiques to clothing, gourmet items, and music. The Stockyards is also home to the Spanish -style Livestock Exchange Building and Billy Bob's Texas, known internationally as the "World's Largest Honky-Tonk" because it attracts more than 700,000 visitors each year The Fort Worth Herd Program began in June, 1999, coinciding with the City's 150`'' anniversary celebration. Live longhorns have a home in the Stockyards, and are tended by real cowboys and cowgirls. They are driven down Exchange Street daily, and to the Trinity River once a month. The purpose of the Fort Worth Herd Program is to entertain and educate visitors, as well as to provide an authentic interpretation of the history of the cattle industry and its impact on the growth and prosperity of Fort Worth. Through the years, many studies and plans have been developed for the Historic Stockyards, although the most recent plan is more than 15 years old. An urban design plan is currently being developed for North Main Street that will create a more attractive and viable corridor from the Stockyards to Downtown. This plan will include the development of a trolley along North Main Street. More details are provided on this plan in Chapter 16. Neighborhood Arts Facilities In addition to the three primary arts and entertainment districts located in Fort Worth, many neighborhood arts facilities are also available to residents and visitors, further enhancing and reflecting the City's character and culture. Stage West, located in south Fort Worth, offers contemporary, classic, and original plays performed year-round in a 190-seat arena -style setting Thistle Hill is a historic house museum located in the Quality Hill neighborhood. Constructed in 1903, this house typifies the premier residences of cattle barons during the early 1900s. Celebrating the western heritage of Fort Worth, Log Cabin Village is a living history museum consisting of seven authentic log homes from the nineteenth century that display pioneer life on the Texas frontier The Hip Pocket Theatre is located in northwest Fort Worth, and has staged more than 150 plays, including 80 world premieres. Located in south Fort Worth, the Victory Arts Center is a former convent that will be reused for artist housing with performing and exhibition space. Potential also exists at this location for an outdoor sculpture exhibit that would be available to both tenants and the public. Neighborhood schools, colleges and universities, churches, library branches, Boys and Girls Clubs, United Community Centers, shopping centers, and other facilities host performing and visualartsactivities, as well as arts education programs. Chapter 17 Arts and Culture 148 Log Cabin Village Log Cabin Village is a living history museum consisting of seven authentic log homes from the nineteenth century that display pioneer life on the Texas frontier (Source: City of Fort Worth, 1999.) The Chisholm Trail Mural Increasing artistic displays, such as this Chisholm Trail Mural, in .public places Will'add to the cultural diversity and character in Fort Worth. (Source: -City of Fort Worth, 1999.) • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • a • • • • • • • • • t; • • • • • • • • • • Performing Arts. Organizations Major performing arts organizations providing artistic and cultural resources to citizens and tourists of Fort Worth include Fort Worth Dallas Ballet, Fort Worth Opera Association, Fort Worth Symphony Orchestra Association, Van Cliburn Foundation, Circle Theatre, Kids Who Care, Imagination Celebration, Jubilee Theatre, Shakespeare in the Park, Stage West, Texas Boys Choir, Texas Girls' Choir and Youth Orchestra of Greater Fort Worth, Ballet Concerto, Ballet Folklorico Azteca de Fort Worth, Contemporary Dance/Fort Worth, Cowtown Opry, Fort Worth Civic Orchestra, Fort Worth Men's Chorus, North Texas Ballet Theatre, and Texas Wind Symphony Public Art Art in public places in Fort Worth has recently drawn increased local interest. One of the most well-known murals in the City is the Chisholm Trail mural on the Northern Texas Traction Company Office Building downtown. Covering the entire south wall of the building, the mural reflects the western heritage of the City and attracts citizens and tourists. Other murals exist in the downtown area, as well as many other areas of the City Community -initiated public art projects are increasing in number Other public art includes the many sculptures located in the City Longhorns and horses are a common theme for many sculptures in the Historic Stockyards and the Cultural District. The City has approximately sixty major outdoor sculptures, many of which are located in the Sculpture Garden in the Botanic Garden. The First Fort Worth Sculpture Symposium was held in Summer, 1999, and featured four sculptures placed at the Botanic Garden, Titus Paulsel Park, General Worth Square, and Capps Park. Festivals The numerous festivals and events that occur year-round in the City of Fort Worth add to the vibrancy of cultural experiences. The Main Street Arts Festival is a marketplace of food, arts, crafts, and live entertainment along Downtown Fort Worth's historic Main Street, and attracts an average of 350,000 visitors each year Mayfest, a family festival on the banks of the Trinity River that's become a Fort Worth tradition, can draw as many as 390,000 (1998) visitors per year In September of each year, Pioneer Days attracts an average of 75,000 people to the Stockyards National Historic District, and celebrates the early days of the cattle industry and the pioneers who settled on the banks of the Trinity River In 1998, the first annual Fort Worth Film Festival was held Downtown, and the second annual Magnolia Street Festival was held in 1999 Other annual festivals include Chisholm Trail Round -Up, Shakespeare in the Park, Fort Worth Fourth, Parade of Lights, Cinco de Mayo, and Concerts in the Garden. Arts Council of Fort Worth and Tarrant County The agency responsible for funding and leading arts programs and events for the citizens of Fort Worth is the Arts Council of Fort Worth and Tarrant County The 149 Arts Council of Fort Worth, and Tarrant County, Existing Neighborhood Arts Program Service Areas Polytechnic Como { '',Stop Six> Southside 0 3 The goal of the Arts Council of Fort Worth and Tarrant County is to make arts and cultural activities accessible to all city and county residents. Its Neighborhood Arts Program focuses on low income areas of the City and currently serves Northside, Polytechnic, Como, and Stop Six. It recently began serving the Southside area, as well. (source: Arts Council of Fort Worth and Tarrant County, 1999.) Chapter 17 Arts and Culture Arts Council receives financial support from 1,500 individuals, 170 corporations, 20 foundations, state, county, and city governments, including the City of Fort Worth. It provides annual operating grants totaling more than $1.2 million to 55 arts organizations, administers Fort Worth's Neighborhood Arts Program, and provides managerial assistance to constituents county -wide. The primary goal is to facilitate access by the citizens of Fort Worth to a broad range of arts and cultural activities. The Neighborhood Arts Program currently serves Northside, Polytechnic, Stop Six and Como areas, and recently began serving Fort Worth's Southside. The Arts Council continually seeks new locations for neighborhood art centers, which may include existing vacant buildings or donated lease space. The re -use of these buildings can serve as an impetus for community activity in sometimes forgotten areas. Funding for renovation and use of these buildings is an ongoing challenge. The Neighborhood Arts Program serves the City's low income neighborhood residents by providing funding for local art groups to • Give in -school performances. • Offer extracurricular classes to children in grades K-12 after school and on Saturdays. • Present to the public free or at very low cost, performances in Neighborhood Arts Program centers and in other community settings on evenings and weekends. The Neighborhood Arts Program was cited as a model by a Presidential Arts Commission in 1995 It is a youth -at -risk program that taps the talents of children whose performances and artwork enhance their lives, and that connects new audiences in their own neighborhoods with professional artists and arts ensembles. In addition to the Arts Council of Fort Worth and Tarrant County, many other private and public organizations provide significant financial, staffing, and technical support to cultural facilities, programs, and services in Fort Worth. The breadth and depth of private funding for the arts is a significant positive factor for future growth. GOALS AND OBJECTIVES The City should collaborate with private and non-profit organizations to achieve the following goal and objectives. Improve and update cultural resources in the Cultural District. • The Associated Businesses of the Cultural District, .a private non-profit organization, has an objective to update the Cultural District Master Plan by 2002. • Renovate the Will Rogers Auditorium and Coliseum in phases. • Casa Manana, Inc. has the objective to determine the feasibility of renovating and expanding Casa Manana Theatre, and providing space for its educational programs by 2003 Chapter 17 Arts and Culture 150 The Will Rogers Memorial Center The Will Rogers Memorial Center is a multi -purpose entertainment complex that covers over 85 acres of land in the heart of the Fort Worth Cultural District. (Source: City of Fort Worth, 1998.) Fort Worth Water Gardens The spectacular Fort Worth Water Gardens, located at the southern end of Downtown, would serve as an ideal location for festivals. (Source: City of Fort Worth, 1998.) • • • • . . • • • • • • • • • • • • • • • • • • • p.�• • • • • • Determine the feasibility of raising private funds to"construct a band shell/ amphitheater within or near the Cultural District, as'described in the 1990 Cultural District Master Plan. • Explore the feasibility of building a new arena with rJ0,000 to.12,000 seats. A potential location is the City -owned site on Harley "Avenue adjacent to the Will Rogers complex. The Arts Council of Fort Worth and Tarrant County has the following goalsand objectives. Attract additional live theater and performing and visual arts groups to Downtown that reflect Fort Worth's ethnic and cultural diversity, building upon the base of existing theaters and new performance hall. • Prepare a survey of theater and other performance groups' needs by 2001 • Develop a plan for coordinated marketing programs for current and future theater groups by 2003 • Work with the City to create possible incentives for attracting non-profit performance groups to the Downtown area. Develop additional neighborhood arts centers. • Improve neighborhood arts centers in Northside by December 2000. • Establish a neighborhood art center in Southeast Fort Worth by 2002. • Establish a neighborhood art center in Historic Southside by 2002. Increase public art in Fort Worth. • Consider establishing an Art in Public Places program that promotes public exposure to a broad spectrum of visual art by 2001 This type of program would enhance public spaces with art such as sculpture, murals, and architecture that is integrated into the surrounding environment. • Continue the annual Fort Worth Sculpture Symposium. The Arts Council of Fort Worth and Tarrant County and the Fort Worth Independent School District should work together to achieve the following goal and objectives. Establish cultural programs for increasingly diverse audiences. • Restore arts to core curriculum in schools by 2005 • Increase the number of after -school cultural programs by 25 percent by 2002. • Determine the feasibility of a high school for performing and visual arts by 2005 Options could include designating an existing high school for • performing and visual arts, utilizing an existing facility to establish a performing and visual arts high school, or building a new facility for a • performing and visual arts high school. Consider the feasibility of expanding • the performing and visual arts program at Arlington Heights High School. • • 151 Sculpture in the Botanic Garden The sculpture above is one of the NAIADS sculptures by Glenna Goodacre in the Botanic Garden. Establishing an Art in Public Places program, combined with an annual sculpture symposium, will encourage additional public art in the City (Source: City of Fort Worth, 1998.) Chapter 17 Arts and Culture The City and local property owners should collaborate to achieve the following goal and objective. Improve and ensure the continued success of the Historic Stockyards. • Cooperate with property owners to prepare an updated Master Plan for the Stockyards National Register District. POLICIES AND STRATEGIES The following recommended policy and strategies are either in progress or suggested as a means of implementation for the arts goals of private and non-profit organizations and the City Recommended Policy • Encourage the development of Fort Worth's unique art and cultural experiences. Recommended Strate2ies • Encourage public -private partnerships in arts philanthropy • Encourage countywide coordination of promotion/resource sharing of festivals. • Support local government funding for the arts. • Enable the matching of performing groups with new and existing spaces. • Non-profit and private arts organizations will work closely with historic preservation organizations to reuse historical buildings for cultural centers, assisting in neighborhood revitalization. • Support the Arts Council's objective to provide arts organizations with managerial and technical assistance • Support the Arts Council's objective to encourage cost-effective programming and advertising collaborations among arts groups. • Encourage reuse of vacant storefronts for arts andperforming exhibition' spaces. • Recognize and utilize the Fort Worth Water Gardens as a valuable asset for cultural experiences. • Raise new private and government revenues in order to sustain effective arts programs-in-Fort-Worth's-neighborhoods. • Enter into strategic discussions with existing artist groupsto more fully determine the need and desirability of such a focus in the downtown area. PROGRAMS AND PROJECTS Prosrams • The Arts Council of Fort Worth and Tarrant County awards grants through general grants and Neighborhood Arts Program grants. General grants are made from funds raised.by: the Annual Campaign and Toast of the Town. Neighborhood Arts Program (NAP) .grants are made from corporate and Chapter 17• Arts and Culture 152 The Modern Art Museum of Fort Worth The Modern Art Museum of Fort Worth, one of several museums in the Cultural District undergoing improvements, will be moved to a new facility by 2002. (Source: City of Fort Worth, 1998.) • • • • • • • • • • • • • • • • • • • • • • • - • • • ; • • • • • • foundation gifts designated to the Neighborhood Arts Program. The total bf • grant awards distributed in the 1997-1998 fiscal year was $1,232,539, the second-largest amount granted since the Arts Council's founding in 1963 • Projects • • As an increasing number of visitors choose to experience the cultural • opportunities Fort Worth has to offer, a linkage between the City's three .distinct districts, the Cultural District, Downtown, and Historic 'Stockyards, 'has • been needed. Fort Worth Linkages is a current project that would create "grand • boulevards," providing a continuity of quality, image, and definition of each district. Linkages will enhance the cultural environment offered by these • important areas of the City through redevelopment, improved urban design and • signage, and a trolley system. • In July 1996, the Modern Art Museum of Fort Worth acquired an 11-acre • parcel of land in the Cultural District as a site for a new museum building. The property, donated by the Burnett Foundation of Fort Worth, is located just east • of the Kimbell Art Museum. Groundbreaking for the new museumwas in the • Fall of 1999, and completion is scheduled for the Spring of 2002. • • A City -appointed task force is currently studying options for reuse of the existing Modern Art Museum building. • • The Texas and Southwestern Cattle Raisers Museum will be opening a new location in the Cultural District by 2003 Efforts are currently underway to • raise the funds to build the new museum. • • The Museum of Science and History will be expanding its exhibit space from 30,000 to 50,000 square feet. 1111" • The National Cowgirl Hall of Fame will be opening a museum in the Cultural f'• District. The museum will open by 2001 and will include 28,000 square feet of exhibit space. • Many residents have expressed a desire to open an African -American museum i • in Fort Worth. Several locations have been suggested. Both private and public funding sources are a possibility for such a museum. `• • A new sports arena or coliseum is proposed for the Will Rogers Memorial • Center Funding and location are not yet determined. A potential location is south of and adjacent to Harley Avenue, across from the Will Rogers live stock _• barns. The Citys_Harle_y_S.eryice_Center_is_currently_housed_on_an_11-acre_sitP. at this location. Because of the industrial nature of the service center and future • expansion plans for the Cultural District and Botanic Gardens, the complex will • need to be relocated. • Capital Improvement Proiects ;• Capital improvement projects that have been identified for the next 20 years are listed in Appendix D with estimated costs, completion dates, and potential funding • sources. Estimated costs have been established for the proposed 15 projects with a • combined total of $471.5 million, $309 million of which is not funded. • The Kimbell Art ;Museum The Kimbell Art Museum, designed by Louis Kahn and opened in 1972, has 22,000 square feet of gallery space that houses world renowned art work. (Source: City of Fort Worth, 1998.) 153 Chapter 17 Arts and Culture • • • • • • • • • • • • • • • • • • • • • • • • • • • • • PART IV PROVIDING A SAFE COMMUNITY ••••••••••••`••••••••••••••••••• CHAPTER 18: POLICE SERVICES Reasonable assurance of safety is vital to the development of a vibrant and growing city Effective delivery of police services affects economic development, population growth, and ultimately, the fiscal well being of a city .,Awareness of crime is articulated by citizens nationwide as a primary factor in their perceived quality of life within communities. Employers and individuals frequently consider crime in their selection process for geographical relocation. A good example of this is the 1998 Money magazine "Best Places to Live" ranking of desirable cities, which began with a telephone survey of 512 representative households coast -to -coast. Persons interviewed were asked to rank 37 quality -of - life factors on a scale of 1 to 10, with 10 being the most important. "Low crime" scored 8.9 on the scale, surpassed only by "clean water," which scored 9.0. The City of Fort Worth provides police protection to residents within the City limits. Persons living in the extraterritorial jurisdiction (ETJ) rely on County Sheriff Departments for this service. All of the statistical material found in this chapter relates to law enforcement and crimes occurring within the City limits. This chapter will give the background needed to understand the level of police protection currently enjoyed by Fort Worth citizens, details about current programs, and suggested methods for achieving goals for the future. EXISTING CONDITIONS AND TRENDS Like many other cities in our nation, Fort Worth has experienced cyclical patterns in crime, with large increases followed by steep decreases. The last significant up- swing occurred at the beginning of this decade and culminated in 1991 When compared to a selected group of 40 other large U.S. cities during this time, Fort Worth had the third highest level of crime. The negative impact of crime and the adverse publicity it generated had a significant impact on the local economy Local business leaders encouraged the then Mayor and City Council to develop a plan to address the situation. This plan, called "Code: Blue," has been very effective in reducing crime with its emphasis on community involvement and proactive stance on crime prevention. Additional information about Code: Blue can be found in the Policies, Programs, and Projects section of this chapter A comparison of crime rates in 1991 and November 1998, indicates a 58 percent decrease in crime citywide. The 1998 crime index is at its lowest level since 1976. Fort Worth is a member of the Major Cities Chiefs group, which includes 40 major U.S. cities with populations over 250,000. In 1998, the City's ranking among the 40 major cities was 28. The city with the lowest crime index (crimes per 100,000 population) is given a ranking of 40. A comparison of 1997 and 1998 crime rates in Fort Worth indicates a one- percent drop in the overall rate. Unfortunately, during Number of Crimes Total Part I Crimes for .Fort Worth, 1991-1998 90,000 80,000 70,000 60,000 50,000 -- 40,000 — 30,000 20,000 10,000 1991 1992 1993 1994 1995 1996 1997 1998 From 1991 through November 1998, the City of Fort Worth experienced a 58 percent decrease in Part I crimes. (Source: Uniform Crime Reports, 1991-1998.) 12,000 0 10,000 — *771 8,000 -- — --- a_ 0 0 6,000 0 0 T L a 4,000 —. U E U 2,000 — 5 2 8 0 0 Crime Index Ranking, 1997 C C m O m dE lL O 0 o 0 0) a m a C U' C C 0 C a, C z 0 A comparison of the Crime Index for Texas cities with a population over 100,000 shows that Fort Worth was ranked as the ninth highest in 1997 (Source: Fort Worth Police Department, 1999.) 155 Chapter 18: Police Services this same period, rape, assault and burglary increased. Murder, robbery, and larceny theft decreased by fourteen, three, and two percent, respectively. Fort Worth uses Part I offenses as a measure of crime in the community The following offenses are considered Part I offenses. murder, rape, robbery, aggravated assault, burglary, larceny -theft, arson, and auto theft. Arson was added as the eighth index in April 1979 by congressional mandate, but is not included in the Crime Index total. In Fort Worth, as well as in most cities, theft makes up the largest percentage of Part I offenses, and the four violent crimes have the smallest percentage. Part I crimes are reported monthly and annually to the Federal Bureau of Investigation from 98 percent of law enforcement agencies throughout the country, allowing a compilation of a Uniform Crime Report (UCR) for various locations. In 1998, the City of Fort Worth had a crime index of 7,235.68 crimes per 100,000 citizens, ranking it seventh among the 19 Texas cities with populations of 100,000 or more. Garland was ranked as the safest, with an index of 4,335 10 crimes per 100,000, while Dallas was the least safe, with an index of 9,333.02 crimes per 100,000. Crime Prevention In past years, increases in crime typically coincided with funding decreases. In an effort to break past cycles of resource reductions that ultimately lead to increased crime, the City created the Fort Worth Crime Control and Prevention District in 1995, which was approved in referendum by 59 percent of voting residents. The district went into effect on October 1, 1995, and is funded by a one-half cent sales tax, which provides an additional $28.6 million per year to the Police Department budget. The district was originally approved for five years, with a renewal election tentatively scheduled for May 6, 2000 In creating the Crime Control and Prevention District, the City had as its goals the following: • To attain a crime rate of 6,227.03 Part I crimes per 100,000 population. • To reduce the rank of Fort Worth among major cities to 30th. • To increase citizen participation in the Code: Blue program. • To support the operations of the Police Department through the acquisition of equipment, technology, and the retention and recruitment of high quality officers. • To support the adoption of a prevention focus by the Police Department and the community • To provide a secure environment in which children can receive an education. Funds from the District have been used to create and. expand crime control and prevention programs that have assisted in achieving these, goals. Information on many of these programs can be found in the Policies, Programs, and Projects section of this chapter In addition to the new and expanded programs, funds have been Part I Offenses per 100,000 Population 20,000 18,000 16,000 14,000 12,000 10,000 8,000 6,000 4,000 2,000 - Crime Rate, 1980-1999 num co rn T CO rn r Part I offenses per 100,000 population began decreasing in 1992, reaching the lowest rate in 1998. (Source: Fort Worth Police Department, 2000.) Chapter 18: Police Services 15.6 O 0 O O O O 0 O O O O O 0 a Q Q 0 0 0 0 3 used for 161 new police officers, new and replacement vehicles, two mobile storefronts, one_helicopter, an infrared unit, communications equipment, and_ technology infrastructure. In March of 1999, Fort Worth was among six cities recognized by the National Crime Prevention Council and the International Centre for the Prevention of Crime as a role model for cities around the nation that are plagued by crime. Fort Worth was chosen because of the decrease in crime the City has achieved over the last decade and because of the Police Department's innovative methods and focus on community involvement in the fight against crime. Organization of Department The department is funded through the general fund, Fort Worth Crime Control and Prevention District, and various grants. Sworn personnel are governed by state civil service (Local Government Code, chapter 143). The department is divided into five Bureaus. They are: • Executive Services Bureau —responsible for training, internal investigations, fiscal management, and planning. • Administrative Services Bureau —responsible for technical support divisions, including Records, Communications, and the Crime Lab. • Operational Support Bureau —contains specialized units that provide support to other bureaus, including Air Support, Youth Services, and Traffic Enforcement. • Special Services Bureau —responsible for specialized investigations and enforcement programs, this bureau includes centralized investigative units such as Homicide, Sexual Assault, Major Crimes, Gang Enforcement, and Vice and Narcotics. • Field Operations Bureau —divided into four Field Operations Divisions (North, East, South, and West). The four divisions are subdivided into 12 Neighborhood Policing Districts, headed by a Lieutenant who serves as the Officer -in -Charge. The City is further subdivided into 76 beats, each of which is assigned 24 hour per day, seven days per week patrol coverage and one Neighborhood Police Officer (NPO). Facilities and Equipment The Fort Worth Police Department shares its headquarters with the Tarrant County Sheriff's Office located at 350 West Belknap The upper four floors are used as jail space, while the lower floors consist primarily of office space. The department shares a training facility with the Fort Worth Fire Department located north of the central business district at 1000 Calvert Street, which houses an indoor -outdoor shooting range. A police department auto pound, which also stores certain types of physical evidence and the police heliport are also located at the training facility All four Field Operations Division Headquarters are owned by the City of Fort Worth. They are located at 2500 N Houston Street, 5650 E. Lancaster Avenue, 3128 W Bolt Street, and 3525 Marquita Street. Neighborhood Policing District headquarters 3, 5, 9, and 11 share space with the division headquarters. Neighborhood Police District Boundaries, 1998 4-0; Neighborhood Police uistrict Boundaries Fort Worth is divided into four field operation divisions: north, south, east, and west. Each division is divided into Neighborhood Police Districts with assigned personnel so that each officer is familiar with his or her patrol area and the people in the community The City is divided into 12 Neighborhood Police Districts. (Source: Fort Worth Police Department, 1998.) 157 Chapter 18: Police Services Neighborhood Policing District 3 is the only one that housed in a facility not within the boundaries of the NPD. Current plans are to locate a facility to lease within the. near future. Neighborhood Policing District 6, located at 1100 Nashville Street, shares a City -owned facility with the Traffic Division. All other Neighborhood Policing District headquarters are leased, and are currently funded through the Fort Worth Crime Control and Prevention District. Technological Systems The Computer Aided Dispatch (CAD) system, currently operated by the police department, is a custom -designed system implemented in 1975 and periodically updated. The department also uses a Direct Entry Computer Offense Report (DECOR) system that was originally implemented in 1976 and had a major upgrade in 1977 Mobile Data Terminals are in each police vehicle. However, the systems and equipment are outdated. The City contracted with a public consulting firm to assist with the acquisition of a fully integrated public safety dispatch system. This system would include a CAD system, Mobile Data Computing (MDC), and appropriate building renovations to the primary and back-up Public Safety Answering Points. The project will be implemented in three phases: (1) CAD system and replacement of the mobile data infrastructure, (2) MDCs for vehicles, and (3) field -based reporting system. GOALS AND OBJECTIVES Number of Crimes 2,250 2,000 1,750 1,500 1,250 1,000 750 500 --- 250 — 0 Violent Crimes by NPD 2 3 4 5 6 7 8 9 10 11 12 Neighborhood Police District 101991 019981 All NPDs have seen a decrease in violent crimes. NPD 5 had the greatest decrease, at 62 percent. Violent crimes include murder, rape, robbery, and aggravated assault. (Source: Fort Worth Police Department, 1999.) Make Fort Worth the safest major city in the United States. • Attain a crime rate of 6,227.03 Part I crimes per 100,000 population. • Reduce the rank of Fort Worth among major cities to 30th, • Maintain current curfew citation rate. 10,500 • Increase number of Citizens on Patrol (COP) members by five percent co 9,000 annually E 7,500 • Maintain Community Advisory Committees within each NPD U 4 6,000 • Implement field based reporting using mobile data computers by 2001 0 a5 ,500. POLICIES AND STRATEGIES E 3,000 z 1,500 The following policies and strategies will enable the City to implement its police 0 service goals and objectives. Current Policy • Interact in a pro -active manner with all citizens, community groups, and members of City government to inform, guide, and pursue collaborative problem solving. Recommended Strateg • Continue community -based police efforts by actively seeking funding and other resources necessary for successful implementation. Chapter 18: Police Services 158 Property Crimes by NPD 1 2 3 4 5 6 7 8 9 10 11 12 Neighborhood Police District l 01991 019981 All NPDs have seen a decrease in property crimes. NPD 12 had the greatest decrease, at 63 percent. Property crimes include burglary, larceny - theft, and autotheft. (Source: Fort Worth Police Department, 1999.) 8 0 0 0 0 a 0 0 8 0 0 • © i • • 0 0 0 e 0 0 0 0 0 e 0 0 0 0 0 0 0 0 0 0 0 0 0 0 '0 • • When feasible, locate police facilities in growth centers for high visibility and — efficient -access -to -centers -of -activity PROGRAMS AND PROJECTS Proerams • Code: Blue, combined with the implementation of territorial command, is one of the most comprehensive and ambitious programs implemented in the nation. This multi -faceted strategy involves several City departments, social service providers, community groups, and citizens. The territorial command strategy places Lieutenants in charge of Neighborhood Police Districts and expects them to take functional responsibility for crime within their target area. Neighborhood based policing emphasizes close interaction between officers and the community NPOs work proactively with the community on problem - solving and crime prevention techniques and are assigned to certain Field Operations Divisions (FOD). They are not responsible for routine police calls. They are aided by Citizens on Patrol who are trained and equipped to spot and report crime. Code: Blue also includes Neighborhood Watch programs, Ministers on Patrol, and Business Watch. • Citizens on Patrol (COP) has been an extremely successful program and was awarded the Excellence in Community Policing Award by the National League of Cities in December 1997 As of December, 1999, the City of Fort Worth had 191 COP patrol groups with 1,560 active participants. 4,931 citizens have participated in training since the inception of the program in 1991 • Storefronts are small office spaces located within neighborhoods that are established to allow police officers to get to know specific communities. There are 25 storefronts scattered throughout the City Storefronts also provide meeting locations for COP groups and other community groups. • Weed and Seed is a federal grant project, implemented in 1992, designed to "weed" out repeat offenders from a target area and "seed" the area with services and economic development. The program expanded to a second target area in 1994 The Comprehensive Communities Program, also a federal grant, added three additional areas modeled after the Weed and Seed concept in 1995 Using funds from the Fort Worth Crime Control and Prevention District and general revenue funds, Fort Worth expanded the concept citywide in late 1995, becoming the first city in the nation to do so. • D.A.R.E. is an acronym for the Drug Abuse Resistance Education Program. This program allows specially trained police officers to interact with school -age children by teaching the D.A.R.E. curriculum, counseling students about family- and drug -related problems, and organizing outings and activities. • Mounted Patrol is primarily used in the Central Business District and the Historic Stockyards area. Mounted patrol is good for patrolling areas that are difficult to patrol by car, handling crowd control, and providing information to the public. It is a very visible example of community policing and is often the symbol of law enforcement to tourists. Fort Worth's Mounted Patrol is part of Neighbor-hood-Police-District-#3- Q Present Headquarters 2500 N Houston * Proposed Site for NPD #3 The North Division Headquarters, Mounted Patrol, and the Neighborhood Police District #3 headquarters are all located at 2500 North Houston. To relieve overcrowding of the facility and to better serve the community, a new facility is planned for NPD #3. (Source: Fort Worth Police Department, 1999.) 159 Chapter 18: Police Services the North Field Operations Division (FOD), and stables are provided adjacent to the FOD headquarters at 2500 North Houston. • Bicycle Patrol is primarily used in the Central Business District. It covers all parts of Downtown and operates in a similar manner to the Mounted Patrol, but does not perform crowd control functions. Bicycle Patrol is highly visible and is able to provide quick response to citizens needing assistance. It responds to calls for service, patrols areas such as parking garages to reduce vehicle -related crimes, and assists with traffic control and enforcement. Some of the NPDs operate informal bicycle patrol using bicycles donated to the Police Department. Officers use the bicycles for special detail, and some Neighborhood Police Officers have bicycle racks on their cars so that bicycles can be used in certain neighborhoods. • Comin' Up is coordinated by the Boys and Girls Clubs of Greater Fort Worth, and exposes gang -related youths to job training, job placement assistance, tutoring, General Education Development (GED) high school equivalency certificate preparation, conflict resolution, parenting skills, anger control, and drug education. There are approximately 1,000 participants currently in the program. • School Security Initiative, funded by the Crime Control and Prevention District, assigns police officers to specific schools to resolve conflict and help school personnel with behavioral problems. It also funds closed circuit cameras and metal detectors for middle and high schools, and cameras for buses. • Zero Tolerance Teams target violent crime and serious gang offenses by the use of short-term saturation operations. Teams are trained and equipped with riot gear and serve as an intermediate response between patrol officers and SWAT There are four teams, one for each of the four field operation divisions. If needed, the four teams can be combined and moved to one division or NPD • Gang Graffiti Enforcement works to curtail graffiti and violent conflict in neighborhoods through investigation and abatement efforts. Surveillance cameras assist the effort. The Crime Control and. Prevention District (CCPD) is an important component in effective police protection in Fort Worth. CCPD funds a portion of nearly all the programs listed above, as well as the Police Cadet Program, special events overtime for officers, Sex Crime Registration, Apprehension, and Monitoring Team, demolition of crack houses, expanded narcotics investigation, neighborhood code compliance, Gang Graffiti Abatement Program, and the Parks Community Policing Program. Mounted and Bicycle Patrol are not funded by CCPD funds. Capital Improvement Pro iects A list of the proposed projects; with estimated costs, completion dates, and proposed funding sources, can be found in Appendix D It should be noted that several of these facilities will be leased rather than constructed. This decision will be made on a site by site basis. Proposed Neighborhood Police District #13 * Proposed Site for NPD #13 It is proposed that NPD #3 be divided and NPD #13 be created out of the northern portion of NPD #3. The proposed location for the NPD #13 headquarters is shown above. (Source: Fort Worth Police Department, 1999.) • • • • • • • • • • • • • • • • • • • • • • • • • •i Chapter 18: Police Services 160 ®e©©®®�o 000O,O'00 mOO sO000000m0000 CHAPTER 19: FIRE AND EMERGENCY SERVICES The vision of the Fort Worth Fire Department is to protect the lives, property and environment of the people who live, work, and recreate in Fort Worth. The service area covers over 300 square miles and over 500,000 people. The Fire Department mission is to become the finest fire and emergency service organization possible by utilizing and developing its staff to their fullest, maximizing use of the resources available, and being responsive to the changing needs of the community EXISTING CONDITIONS AND TRENDS The Fire Department provides fire suppression and rescue, first responder emergency medical services, hazardous materials emergency mitigation, emergency and disaster management, fire code enforcement, fire safety education, and explosive containment and disposal. Fire Services The Fire Department is divided into five divisions. (1) Administration & Support Services, (2) Operations, (3) Human Resources and Information Management Systems, (4) Fire Prevention, and (5) Emergency Management. The Fort Worth Fire Department has an Insurance Service Office (ISO) Public Protection Classification (PPC) of four A fire department's PPC is assigned by the ISO based on a number of factors, including: training, staffing, number of fire stations, equipment dispatched to fires, equipment on trucks, fire prevention, investigation, fire safety education, construction code enforcement, hydrant maintenance, water supply, and the 911 center's ability to answer and dispatch calls. PPCs help determine the insurance rates for homeowners within a city A lower rating generally results in savings to homeowners in the city The Fort Worth Fire Department was last rated in 1990, and many improvements have been made since that time. The next rating, due in the year 2000, will almost certainly result in an improvement of the current rating. To strive for the best possible rating, the Fire Department is constantly vigilant of new residential and commercial development. With growth comes the need for new fire stations located strategically in newly developed areas. Fire Station No. 40 opened in January of 2000 in the northwest area of the city Funding for the construction of the new Fire Station No. 38, in the Alliance Corridor, and Fire Station No. 39, in the south Bryant Irvin Corridor was approved in the 1998 Capital Improvements Program. The land for Station No. 38 was donated to the City, and a site near the intersection of Bryant Irvin and Oakmont Trail has been purchased for Station No. 39 Fire Station No. 8, at West Rosedale and 5th Avenue, will be relocated due to the widening of West Rosedale Street. Plans are underway to secure property and relocate this station. Staffing and deployment for fire fighting equipment and trucks with the appropriate number of firefighters will continue to be the most demanding and expensive Insurance Service Organization (ISO) Rating of the Ten Largest Cities in Texas Houston Dallas San Antonio El Paso Austin 1,702,086 1,022,830 998,905 579,307 514,013 3 4 3 2 4. Arlington Corpus Christi Lubbock Garland 286,922 275,419 194,467 194,218 3 4 3 3 The Fort Worth Fire Department was given an ISO rating of 4 in 1990. The next rating is scheduled for 2000, and will likely result in a better rating. Source: Texas Department of Insurance, 1994 ) 161 Chapter 19: Fire and Emergency Services challenge. It costs approximately $36,070 per year to provide one additional firefighter per shift. National and state fire standards, such as ISO, set staffing levels in order to achieve certain ratings and standards of safety Staffing levels of the Fort Worth Fire Department may be affected by these standards. The Fire Department continues to work towards four -person staffing per fire truck as financial resources permit. The Fire Department plays an important role in Emergency Medical Service (EMS), working with the Area Metropolitan Ambulance Authority to provide first - responder emergency medical response services. All firefighters are trained, State - certified emergency medical technicians; 30 are certified paramedics. All fire trucks carry automatic external defibrillators (AEDs) and other state of the art equipment and supplies to stabilize patients until advanced life support (ALS) personnel and equipment arrives. The response time goal for first responders (Fire Department) is five minutes, and the goal for the ALS unit is eight minutes. Important to fire and emergency medical services is response time, or the time it takes once a call is received for fire and emergency medical personnel to arrive at the scene. Based on national standards, the Fort Worth Fire Department's goal is a five minute response time. For nine of the past 10 years, average response time has met this goal. Other emergency services provided by the Fire Department include Water Emergency Response Team that is equipped and trained to handle surface rescues, swift water rescues, and underwater search and recovery; Aircraft Rescue and Fire Fighting (AARF) responsibilities for the City's three municipal airports; and a Hazardous Materials Team (HazMat) that is trained and equipped to respond to any spill, leak, or product of a chemical or biological nature that is harmful or dangerous to the environment, animals, or people. The Department also has a Technical Rescue Team (TRT) that is trained and equipped to deal with large transportation accidents (train, bus, aircraft), structurally collapsed buildings, rope rescue for aboveground emergencies, confined space rescues, and cave-in or trench rescues. The Fire Department has formal agreements with the cities of Hurst, Arlington, Benbrook, and Euless, and with the Naval Air Station Fort Worth Joint Reserve Base to provide mutual aid fire services. Emergencv Manaeement The Emergency Management Office (EMO) was established to develop plans and procedures to preserve life and property during disasters for the citizens of Fort Worth and Tarrant County. EMO strives to keep Fort Worth and Tarrant County prepared for all types of disasters, both technical and natural. Funding for this office is provided by a matching grant from the Federal Emergency Management Agency (FEMA). The EMO prepared for Y2K by planning and training staff to respond to detection of weapons of mass destruction, and the possibility of mass casualty events. Chapter 19: Fire and Emergency Services 162 Fort Worth Existing and Proposed Fire Stations 23 440 39 26 A 29 ® 28 18 8 ;21 -410 36 6 Existing Fire Stations e Proposed Stations 0 3 Miles 33 1 The City of Fort Worth has 38 fire stations within its city limits. Station No. 40, near Eagle Mountain Lake, opened in January of 2000. Two additional stations are proposed, numbers 38 and 39, as shown on the map. (Source: Fire Department, 1999.) • • • • • • • • • • • • • • • • • • • • • • • • • • • • u • • • • • • • . • • . . • • • • . . • • • '• Emergency Management focuses on increasing the capacity organizations to plan for, -respond -to, -and -coordinate -emergency -activities.. Emergency Management is. tasked with maintaining a warning -system for disasters. This warning system includes an aggressive public education campaign and testing;of the siren system. Additionally, it activates the Emergency Operations Center and/or the Emergency Management Plan as deemed necessary. Several other City departments take an active role in the Emergency Preparedness Program, donating expertise and facilities, as needed. The City of Fort Worth was selected by the U S. Department of Justice to fulfill a leadership role in expanding our capability to respond to acts of terrorism and weapons of mass destruction in our area. This includes a major medical component as well as hazardous material , technical rescue, and other necessary elements and involves the collaboration of many cities and agencies. The EMO provides the liaison, coordination, and administration of this complex project. GOALS AND OBJECTIVES The following goals and objectives are divided into two sections: Fire Services and Emergency Management Services. Fire Services Provide a safe and strong community and enhance a sound economy by delivering the highest possible level of protection of life and property relating to fire, emergency medical services, and incidents that pose danger to the citizens of Fort Worth. • Complete installation of a traffic signal intervention system in all major transportation corridors by the end of the year 2000. • Improve the City's ISO rating as financial resources are available. • Complete Strategic Plan by the end of the year 2000. • Arrive on the scene of at least 80 percent of all fire, emergency medical, and other emergency incidents within five minutes or less. Build two new fire stations and relocate one fire station to best serve the needs of the community • Construct and staff Station No 38 by the end of 2002. • Construct and staff Station No. 39 by the end of 2003 • Relocate Station No. 8 by the end of the year 2001 Improve the City's current ISO rating. • Limit the total estimated fire loss in the City of Fort Worth to an annual figure not to exceed the past 10 year average loss of $17 4 million within the limits of the Fire Department's authorized budget. • Initiate a preliminary study to fully evaluate the new ISO rating schedule as it applies to Fort Worth. Include a list of service improvements, including costs, 35,000 30,000 25,000 20,000 15,000 10,000 5,000 - Fort Worth Fire Department Total °Runs,1981-1998 r 0 T T T cv 00) 00) 00) 00) 0 00) 0 00) CO CO Co 0) O 0) 0) O ) 0) 0) 0) t 0) 00)) 0) Ji r 0 00) 00) IDFires ■EMS DOther I In 1998, the Fire Department responded to 4,192 structure fires and 21,204 Emergency Medical Service (EMS) calls. The Fire Department also responded to 31,883 other calls for automobile fires, grass fires, hazmat response, and other types of emergencies. (Source: Fire Department, 2000.) 163 Chapter 19: Fire and Emergency Services and the resulting ISO rating that would be anticipated with the potential insurance_premium savings. Present fire safety education programs to children and community organizations. • Present 300 fire safety education programs annually to children and community organizations, reaching 225,000 children and citizens at a cost not to exceed the fire safety education budget. • Conduct two Citizen Fire Academies for 60 citizens each year Work as a participant with the City Manager's Office, Development Department, Law Department, and Organizational Analysis Unit to develop a more customer friendly system for plan approval, inspections, and certificates as it relates to fire code requirements for new construction projects. • Establish a Development and Fire Prevention Task Team by the end of 2000. Improve fire and EMS response times. • Purchase and implement a new Computer Aided Dispatch (CAD) system. • Complete installation of the Traffic Signal Intervention System by 2002. Continue developing and training Fire Department personnel. • Meet local, state, and federal mandates for training requirements by providing 45 hours per employee of mandated training and completing 33,900 hours of specialized training (diversity, officer, and driver/operator training) for the department. • Enhance relationships with Tarrant County College in order to improve recruit training and professional development for personnel. • Explore developing a joint regional training center with shared operating costs and provision of instructors. Emergency Management Improve emergency management training, response, and operations. • Continue to involve multiple agencies, organizations, and departments in Emergency Management planning activities. • Continue training and exercises to prepare agencies, organizations, and departments for efficient response to and effective recovery from emergency and disaster situations. • Continue to acquire grant funds for the training, equipment, tools, and supplies necessary to combat the effects of a weapons of mass destruction terrorism event. • Implement the major medical response system plan by December 31, 2000. POLICIES AND STRATEGIES The Fort Worth Fire Department has made great strides in the past 10 to 15 years in improving services to customers. The Fire Department Strategic Plan that is being developed is the Department's approach to the challenge of efficiency and growth Chapter 19: Fire and Emergency Services 164 Millions of Dollars Fort Worth Fire Department Fire Loss in Millions of Dollars, 1981-1997 25 20 15 10 0 C) 0) co co co I- rn co co rn CO Property losses due to fires have increased steadily in the last four years (Dollar amounts not adjusted for inflation) (Source: Fire Department, 1998.) Fort Worth Fire Department Average Response Time 1988 through 1998 6.00 5.00 4.00 ca 'c 3.00 2.00 —. 1.00 -.- 0.00 5.07 4.09 4 16 4 18 4.31 4.42 4 49 4.50 4.49 4 46 4.54 ' • CO i0) in 0) r r r r Average response times have remained at or below the goal of five minutes for nine of the past ten years. (Source: Fire Department, 1999.) C▪ O rn rn rn 0) rn 0 0 0 0 0 0 0 0 ' .0 0 0 0 0 0 0 0 0 0 0 0 0 0 • es 0 0 • • • • • • • • management. This plan attempts to be financially responsive to projected fire service -needs, -as -well -as -to- the .needs..of_the_pepartment:s.members..It.mustbe_ continually adjusted. In this context, however, the framework exists to project needs in a more systematic manner Fire Department Recommended Policies • Provide quick and effective emergency response to all emergencies. • Protect the lives, property, and environment of those who live, work, and play in Fort Worth. Fire Department Recommended Strategies • • Educate the public through fire safety and education programs. • Coordinate with the Planning Department to expand services strategically in newly developed areas. • • Inspect and permit buildings for fire code requirements and other activities to ensure a risk free environment. • • • . • • • ,• • • • • • • • • • • • • • • PROGRAMS AND PROJECTS Fire Department Programs • Learn Not to Burn® is a program designed to provide instructions in fire safety behavior to elementary school students. This program has proven to be one of the most effective ever used by the community and Fort Worth schools. It is a structured curriculum taught by firefighters and reinforced by other resources, such as clowns, puppets, the Fire Safety House, and fire truck visits. This project is designed for children pre -kindergarten through the fifth grade. • Risk Watch is a new program planned for schools and the community This program will focus on children, specifically those from two to 14 years of age. The focus is on burn and fire safety, fall prevention, water safety, motor vehicle safety, poison prevention, and bike and helmet safety • The Citizen's Fire Academy program trains up to 60 citizens annually to participate with the Fort Worth Fire Department by becoming better informed, learning CPR and other first aid techniques, helping with fire safety training, and assisting with special projects. • The Fight Fire With Care program is a juvenile fire -setter deterrent program, and has been very successful for over a decade in dealing with children, three to 17 years of age, that exhibit a tendency to play with fire. Currently, the Department has an agreement with one United Way Agency and the Child Study Center to provide partnerships for the program and any additional professional assistance for families with needs outside thescope of department educators. • The Fort Worth Fire Department has partnered with the Area Metropolitan Ambulance Authority, the Fort Worth Independent School District (FWISD), and the American Heart Association to provide CPR training to every high school sophomore in the FWISD Five thousand high school students are trained every year by high school teachers, nurses, and Fort Worth firefighters through this collaboration. 165 Quick and_Effective.fnergency Response_ Fire fighters respond to a multiple alarm residential fire in South Fort Worth. (Source: Fire Department, 1998.) Fort Worth Firefighters work with MedStar and CareFlight to treat and evacuate a burn victim (Source: Fire Department, 1999.) Chapter 19• Fire and Emergency Services • Fire company inspectors are responsible for fire safety inspections of the nearly 15,000 commercial businesses_and_approximately_900 target hazards.._ • High Rise Building Inspections present a significant challenge to fire and life safety because of their size and height. High rise structures have many factors that cause a higher loss potential than most occupancies, including height, number, and type of operational systems present, multiple uses, and the sheer number of people who occupy them. • Underground Gasoline Storage Tanks Inspections ensure compliance with the Environmental Protection Agency (EPA) laws and regulations governing the use of underground tanks to provide for the safety of the public and the environment. • Hospital Inspections include all hospitals, nursing homes, and day care centers with an occupancy of 100 or more. Group homes are inspected as well. The State requires inspections of these occupancies. • Hazardous Material Inspections include the inspection of approximately 300 target hazards. These hazards are businesses that store hazardous materials over a certain amount or use them in a manufacturing process. • Fire alarm systems inspection is an integral component of fire safety The systems have been responsible for saving many lives and a great deal of property over the years. The integrity of these systems is very important and requires that quality control be observed through inspections prior to occupancy of any new commercial construction in the City of Fort Worth. • Site Plan Review includes all commercial building development. Review by the Fire Department ensures that new construction in the City meets the current fire code requirements. Fire Department Projects • Thermal imagers make it possible for firefighters to see through smoke and darkness by detecting the different temperatures and light emitting characteristics of objects. This allows firefighters to identify persons trapped in smoke -filled rooms, locate disabled firefighters, find hidden fire within walls, and reduce unnecessary water damage through quick location of the seat of a fire. The Department currently has six thermal imagers and will purchase additional units. Ultimately, as technology improves and prices decrease, the goal will be to provide one for each fire company • Due to increased building development in wildland interface areas, the number and severity of wildland/brush fires in the city, that involve structures has increased. In response to the increase, the Fire Department has developed three initiatives: 1) Enhanced _training in strategy and tactics dealing with wildland/ brush fires; 2) Building of motorized firefighting vehicles that are lightweight and have four wheel drive capability; and 3) Purchasing light weight firefighting gear that is specifically designed for fighting brush fires by reducing the risk of heat stress for firefighters. • The Fire Department is in the process of purchasing several ladder tender vehicles in order to reduce the operating costs and extend the life of the very costly ladder tower apparatus. Before the purchases, the ladder tower, which Chapter 19: Fire and Emergency Services 166 Fort Worth Fire Engines The fire engine shown above is typical of the type of pumper that the Fire Department operates in Fort Worth. A fully equipped engine costs $310,000 and has a 12 to 15 year service life. (Source: Fire Department, 1999.) The fire truck shown above is another type of vehicle, called a "Quint," that the department, operates. It is so named because of its ability to perform fivedifferent functions. It costs $476,000 and has a 15 to 20 year service life. (Source: Fire Department, 1999.) • 0 • • • • • I • • • • • • • • • • • •• i • • • Si • • • • • • carries hydraulically operated ladders up to 135 feet tall, was dispatched on __routine incidents_in which the ladders were not needed. The ladder tender, a • much smaller apparatus, will carry all the emergency medical services • equipment, basic rescue, and other equipment needed at emergency incidents not requiring the aerial capabilities of a ladder tower By sending the ladder • tender to these routine incidents, up to $100,000 in maintenance costs will be saved over the life of a ladder tower, which will increase by at least five years. • • Incident Command System —As the Fire Department responds to increasingly • more complex emergencies, incident management, firefighter safety, and environmental concerns will demand more out of the incident.. commander who 41 is responsible for dealing with the incident, the safety of civilians, and all • emergency response personnel on scene. Given these complexities, the department will need to provide additional assistance in the future through • additional Chief Technicians who would assist the Incident Commander in • formulating and deploying tactics and strategies; track companies and the accountability of personnel; act as communications officer; and assist in • managing emergency scenes through the use of the incident command system. ill Emergency Management Programs • The Emergency Management Office (EMO) continues seeking improvement in their readiness to respond to and recover from major disasters. 1111 • The EMO maintains a current resource inventory list and a list of interpreters • for 25 languages and coordinates multi -agency responses. • Early warning alert for all types of disasters is provided through EMO, Weather • Spotters Net, and the Medical Operation Center during mass casualty incidents. • • Staff responds to the scenes of hazardous spills and provides critical incident stress management. • • The Emergency Management Office continually builds associations with 111 groups, organizations, agencies, and individuals at the local, state and federal levels. These associations help to establish the resources needed in times of •• disaster • The EMO coordinates the area -wide Metropolitan Medical Response System • (MMRS), a system for responding to biological, terrorism, and weapons of • mass destruction. This is a federally funded initiative through the Department of Health and Human Services. As of January 2000, $800,000 has been 4111 received or committed to Fort Worth and Tarrant County in grants for • combating and responding to acts of terrorism including threats of nuclear, biological, and chemical exposure. • Capital Improvement Proiects • Two new fire stations were approved in the 1998 Bond program. One station will be located in the Far North sector of the City, while the other will be located in the Far Southwest sector The two new stations have an estimated cost of $3.8 million with • a completion date of 2003 Fire Station #8 will have to be relocated within the next • year due to the widening of Rosedale Avenue at an estimated cost of $2.5 million. A list of the proposed projects, with estimated costs, completion dates, and proposed • funding sources, can be found in Appendix D —Fort Worth Fire Stations - Fire pumpers in front of historic Fire Station 2, located at 1000 Cherry Street. (Source: Fire Department, 1999.) One of the newest fire stations, #36, opened on April 9, 1999 at 5600 Columbus Trail. (Source: Fire Department, 1999.) • 167 Chapter 19: Fire and Emergency Services • • • • • • CHAPTER 20: ENVIRONMENTAL QUALITY When considering the future growth of the City and the needs of its citizens, protecting and enhancing environmental quality is a top issue. How the City chooses to grow could have drastic impacts on the surrounding environment in terms of its sustainability This chapter is intended to consolidate the many environmental concerns facing the • City, and to identify the management practices that will most effectively address • these issues. The topics that will be covered in this chapter include solid waste, air • quality, water quality, endangered species,and natural habitats. • EXISTING CONDITIONS AND TRENDS • To plan for the future, the City must know its current status. By assessing current • environmental conditions, a baseline can be established against which the importance and impact of future decisions can be measured. • • Solid Waste • It is estimated that in 1998, the City generated 831,665 tons of municipal solid • waste. Of this, 195,206 tons were produced by residential uses. The City Services Department estimates that the total municipal waste stream will be 1 1 million tons • by the year 2020. • Currently, approximately 33 percent of the City's waste is generated by residential • land uses, while approximately 67 percent if produced by commercial and industrial • uses. The residential waste is collected by a combination of City and private agencies. Waste produced by commercial uses is almost entirely collected by • private firms. Once collected, the waste is transferred to a landfill or a material recovery facility, or is recycled. • • Most of the waste produced in the City (2,278 tons per day) is transferred to landfills. Two landfills currently handle the bulk of the City's waste: Westside • Landfill and Southeast Landfill, which is owned and operated by the City • Air Quality • A problem facing most major urban areas is air pollution. In the Metroplex, the primary form of air pollution is ground level ozone. Ozone is a colorless, odorless • gas that occurs both in the upper atmosphere and at ground level. The ozone that • occurs in the upper atmosphere protects the earth from harmful ultraviolet radiation. Ground level ozone is formed when pollutants react chemically with sunlight. • Ground level ozone can effect health in a number of ways, including irritation of the • respiratory system, reduction of lung function, aggravation of asthma, and inflammation or damage to the lining of the lungs. There are two major pollutants • that form ground level ozone, volatile organic compounds (VOCs) and Nitrogen • Oxides (NOx). In North Central Texas, 12 percent of these pollutants come from Municipal Landfills The two main landfills used for the disposal of solid waste generated within Fort Worth are the Westside and the Southeast landfills. (Source: City Services Department, 1998.) • 169 Chapter 20. Environmental Quality industry, 32 percent from gas stations, paint shops, body shops, and other uses, and 56 percent from on -road vehicles. The U.S Environmental Protection Agency (EPA) has considered Tarrant, Dallas, Denton, and Collin counties collectively as an area of "moderate" ozone non - attainment since 1990. In order to qualify as an ozone attainment area, a region may not exceed maximum air pollution levels on more than three days during any three-year monitoring period. However, on February 5, 1998, the four Metroplex counties were designated as a "serious" non -attainment area. This designation was based upon observed conditions between 1994 and 1996. During this time, the area exceeded federal ozone standards 28 times. As a result, the new classification required the four Metroplex counties, through the Texas Natural Resource Conservation Commission (TNRCC), to generate a plan to reduce 1996 levels of ozone -forming air emissions by at least nine percent by 1999 Under this monitoring period between 1997 and 1999, federal standards were exceeded 26 times. This mark could cause the EPA to reclassify the area as a "severe" non - attainment area. This reclassification could result in the loss of federal transportation funds, more restrictive federal regulations for emission permits, and increased mitigation responsibilities for expanding and new industries. In response to the region's air pollution problem, the EPA required that a "serious area" State Implementation Plan (SIP) be created to address the problem. The SIP is generated by TNRCC, with input from the North Central Texas Council of Governments (NCTCOG) and local municipalities. The SIP would require many initiatives, both voluntary and mandatory, to help reduce ozone -forming emissions in the future. The SIP outlines steps to be implemented by 2005 in order to bring the Metroplex into attainment by no later than November 15, 2007 Through this five-year period, a combination of federal, state and regional programs would be implemented. Some of these programs and initiatives include the following: • Speed limit reduction of 5 mph within the 12 county region where the posted speed is 70 or 65 • Transportation control measures to reduce daily vehicle use and traffic congestion. • Expansion of the region's reformulated gasoline program to the eight surrounding counties (Ellis, Henderson, Hood, Hunt, Johnson, Kaufman, Parker, and Rockwall). • Ground equipment conversion to electricity at airports with more than 100 air carrier operations per year in Collin, Dallas, Denton, and Tarrant counties. • Adoption of California's low emission vehicle (LEV) standards for all counties in Texas. • Restrict the use of heavy-duty diesel construction equipment between the hours of 6:00 and 10:00 a.m., from June 1 through October 31 The implementation of this program is being discussed and may be suspended until 2003 The SIP was submitted to the Environmental Protection Agency by the Texas Natural Resource Conservation Commission in March 2000. Should the EPA Sources of Major Air Pollutants in North Central Texas Industry 12% Vehicles 56% Ground level ozone is formed when pollutants react chemically with sunlight. In North Central Texas, the greatest source of these pollutants is vehicles. (Source: Environmental Management Department, 1999.) Exceedances Dallas/Fort Worth Ozone History, 1979-99 Number of Exceedances 25 20 -- 15 10 5 0. 0) CI 141 • Of CO ts 10 o COC• CO a, aa, a, a, Year During the 1997-99 monitoring period, the number of exceedances surpassed the maximum of three days per monitoring period. Therefore, EPA may reclassify Dallas/Fort Worth as a severe non - attainment area. (Sources: Insider Inside Environmental Resources and Department of Environmental Resources, NCTCOG. December 1998-January 1999.) A 0 0 0 0 0 0 a A A e 0 Q • • • Chapter 20: Environmental Quality 170 ®. 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 .0 :0 0 0 0 0 0 0 accept the measures outlined in the SIP as sufficient to address the ozone issue, then the Metroplex-will -not -be- reclassified -to-a- severe -non-attainment . area. The_date_for. ozone attainment will remain November 15, 2007 In addition to exceedance days, the Metroplex must adhere to VOC and NOx emission budgets set. by TNRCC. Should the region not meet these requirements, then federal funding stops on all projects outlined in the region's Transportation Implementation Plan. In addition, the NCTCOG Regional Transportation Council is preparing the Metropolitan Transportation Plan for 2025 This plan focuses on improving transportation conditions through sustainable initiatives. Further, it is committed to ensuring that the region's transportation efforts are consistent with its air quality objectives by supporting local initiatives for town centers, mixed use growth centers, transit oriented development, infill/brownfield development, and pedestrian -oriented projects. It has as objectives to complement rail investments with investments in park and ride, bicycle, and pedestrian facilities, and reduce the growth in vehicle miles traveled per person. Implementation of Mobility 2025 could significantly reduce VOC and NOx emissions in the region. The plan makes recommendations for transportation improvements after consideration of land use, congestion, the feasibility of alternative transportation modes, and opportunities for transit oriented development. More information on traffic congestion and transportation improvements can be found in Chapter 12. Transportation. The development of pedestrian and transit -oriented mixed -use growth centers would be consistent with the proposed Metropolitan Transportation Plan. Water Oualitv, The Fort Worth Water Department provides retail water service to the citizens and businesses of Fort Worth. The retail magnitude is approximately 148,000 water accounts. The City also provides wholesale water service to 30 customers, which are generally neighboring cities or water supply entities located adjacent to the City Fort Worth's raw water supply is provided by the Tarrant Regional Water District (TRWD) under a long term contract, and is subject to availability and capacity of the TRWD system. Water sources include the West Fork of the Trinity River (Lake Worth and Eagle Mountain Lake), the Clear Fork of the Trinity River (released from Lake Benbrook), Richland Chambers Reservoir, and Cedar Creek Reservoir Presently, TRWD has an adequate raw water supply for Fort Worth beyond the horizon of 2020. The current treatment capacity available to Fort Worth is approximately 350 million gallons per day (MGD). The present average -day demand is 157 MGD, with a maximum -day demand of 314 MGD The projected average -day demand for the year 2020 is 244 MGD, with the maximum -day demand for the year 2020 presently projected to be over 500 MGD There are four raw water treatment facilities that treat the water so that it meets federal and state drinking water standards prior to delivery into the distribution system. North Holly, South Holly, Rolling Hills, and Eagle Mountain Water Treatment Plants. Water Treatment and Wastewater Treatment Facilities ':Eagle Mountain Denton Creek Regional Village Creek Central Regional �• _ s O Water Treatment Plant Q Wastewater Treatment Plant , 0 3 Miles 6\ The City of Fort Worth uses four plants to treat raw water so that it meets federal and state drinking water standards before it is delivered into the distribution system. The majority of wastewater generated within Fort Worth is treated at the Village Creek wastewater treatment plant, with the remainder treated at Denton Creek and Central Regional Waste- water Treatment Plants. (Source: Environmental Management Department, 1999.) 171 Chapter 20: Environmental Quality In addition to providing potable water to citizens and businesses, the City of Fort Worth provides a system of wastewater collection and treatment. In 1994, the City of Fort Worth updated the Wastewater Program to identify the needs of the City as it continues to grow Currently, the City provides service to 141,751 retail wastewater accounts generally within the City limits. The City also provides wholesale service to 24 wastewater customers outside City limits. Fort Worth uses three major wastewater treatment plants, which provide 95 percent of the wastewater service. • Village Creek Wastewater Treatment Plant (owned by the City of Fort Worth), • Denton Creek Regional Wastewater System (operated by the Trinity River Authority - TRA), and • Central Regional Wastewater System (operated by the TRA) Wastewater is treated by these plants to meet stringent water quality standards contained in federal and state permits, and then discharged to the Trinity River and its tributaries. A problem facing many urbanized areas is the effect of storm water runoff in transporting non -point source pollution. Non -point source pollution is created when water runs over land and picks up debris and pollutants along the way, eventually depositing this material into lakes, rivers, and streams. Because urbanized areas have a high percentage of impervious surfaces, water has few places to infiltrate and is quickly channeled into water bodies, along with the pollutants it picks up. In December 1996, the City was issued a National Pollutant Discharge Elimination System Permit (NPDES) to discharge from the City's separate storm water sewer system into waters of the United States. A major provision of this permit is the minimization of non -point source pollution in areas of new development and significant redevelopment. The City has already met the permit's first requirement of developing planning procedures to address these issues by February 1, 2000. The permit next mandates that the City certify to the EPA that these planning procedures have been formally adopted into the City's existing Comprehensive Plan by June 1, 2001 Since December 1997, the City's Environmental Management Department has operated a year-round regional collection facility to dispose of household hazardous waste. Mobile units travel to collect waste at neighborhood locations, as well as in some surrounding cities. During the first year of operation, Fort Worth properly disposed of approximately 150-tons of household hazardous waste. Drainage In addition to preventing pollutants from entering storm water runoff, the City is concerned with improving existing drainage and preventing future flooding and erosion associated with development. Like many cities, Fort Worth has areas with substandard infrastructure 'for drainage. These occur primarily in older areas that Village Creek Wastewater Treatment Plant The Village Creek wastewater treatment plant is the primary unit that purifies the City's wastewater (Source: Fort Worth Water Department, 1999.) • • • • • • • • • • • • • • • • • •.. Chapter 20: Environmental Quality 172 OQ®®®©GOOOOOOOOmOoOOOOOOODOOOO;OOO were developed prior to current standards. Storm waterrunoff is not subject to man-made boundariesJike neighborhoods,_council districts,.o_r,sectors._ What __ happens in one part of the City can affect other areas down strum. For this reason, issues pertaining to storm water and drainage should be investigated on a watershed basis. Since Fort Worth has grown substantially within the last 20 years, and has room for continued substantial growth over the next 20 years, drainage issues need to be addressed when new developments or significant redevelopments are under consideration. Major flooding in Tarrant County generally occurs as a result of heavy rainfall from frontal type storms, which are most frequent in the spring and summer months. Man-made reservoirs and levees have significantly altered flood flows. The City of Fort Worth has in place a Federal Flood Insurance Program, Ordinance No. 10056, which appears in Chapter 7, Article VIII in the City Code. This program regulates development in floodplain areas in the City of Fort Worth and other areas under its jurisdiction and control. The City of Fort Worth has amended this regulation to comply with the Federal Emergency Management Agency's (FEMA) new standards, procedures, policies, and guidelines. Endansered Snecies and Natural Habitat In Tarrant County, there are three endangered or threatened species of animals. the Interior Least Tern, the Bald Eagle, and the Whooping Crane. The Least Tern can be found in habitats along the Trinity River, which has broad sandbars and barren shoreline. The Least Tern has declined in population due to the construction of reservoirs and channelization projects that exacerbate habitat flooding problems, water pollution, and increased vegetative growth in habitat areas. The Bald Eagle has been documented in recent years at Lake Worth, and has reportedly been seen near Lake Benbrook. The Eagles like areas near river systems or large water bodies. They use tall trees located close to marshes or lakes to nest. Due to a recent increase in population, their classification was reduced from endangered to threatened on August 11, 1995 Current threats include loss of habitat from continued development and lead poisoning. The Whooping Crane has historically used the Dallas/Fort Worth area as part of its regular migratory route. Recently, there has only been one sighting in Tarrant County These large birds frequent marsh areas, river bottoms, and prairie and croplands —areas away from development that have plenty of vegetation and water According to the U S. Fish and Wildlife Service, they are currently threatened by the destruction of wintering and breeding habitats, entanglement in human structures like power lines and fences, and poaching. In addition to the three birds, two plants warrant mentioning here. These are the False Auriculate Foxglove and the Comanche Peak Prairie -Clover The False Auriculate Foxglove is listed on the State historical list of plants for this area, but has not been seen since the turn of the century in Tarrant County It is listed since the proper habitat exists here and is found in some contiguous states. The Comanche Peak Prairie Clover is found in Parker and Wise Counties. The proper Endangered and Threatened Species The two endangered species in the Fort Worth area are the Whooping Crane (1) and the Interior Least Tern (2) Once classified as endangered, the Bald Eagle (3) is now classified as threatened due to an increase in population. (Source: U. S. Fish and Wildlife Service, 1999.) 173 Chapter 20: Environmental Quality vi 0 habitat is found in Tarrant County, but only 6-20 populations are estimated statewide. Within the Greater Fort Worth area, there are four primary north central Texas ecosystems. These are the Grand Prairie, Western and Eastern Crosstimbers, and the Trinity River Bottomland. The Grand Prairie typically consists of clay -based limestone soils. The soil cover can range from very thin, rocky, and dry on hilltops, to thicker covers on slope and bottom areas. The majority of the vegetation in this area is typically tall and mid grasses, with dispersed populations of wildflowers. Eastern and Western Crosstimbers are distinguished by their sandy or clay soil structures... The soil layer in these ecosystems is usually deeper and has more water - bearing potential than that of the Grand Prairie. Vegetation in these areas includes post oak, blackjack oak, tall and mid grasses, with small amounts of wildflowers. The Trinity River Bottomland is characterized by deep clay soils. Vegetation includes tall and mid grasses and a variety of flood plain trees, such as pecan, American elm, sugar hackberry, green ash, and cottonwood. Sustainable Development In recent years a new approach to environmental planning has emerged, sustainable development. Sustainable development is development that meets the needs of the present without compromising the ability of future generations to meet their own needs. This approach promotes development after careful consideration of its effect and limits the environmental impact the development will have. As population increases and land availability and resources decrease, it becomes ever more important to consider the long term ramifications of growth. The "footprint" of a city can stretch many times over what the jurisdiction boundaries are. Likewise, the strain on city resources can be impacted from populations far outside these limits. Cities like Austin, Texas and Portland, Oregon have programs in place to address these issues. Some include incentives to use natural vegetation to reduce water consumption, using more energy -efficient building materials to lower the demand on power sources, and using construction materials that are reusable or created from recycled material. GOALS AND OBJECTIVES Since the current conditions have been identified, goals and objectives can be derived to address current and future needs. Solid Waste Protect public health and the environment by continuing to provide effective and economical disposal of municipal solid waste. • Increase recycling participation from an 80 percent monthly average to a 90 percent monthly average by 2005 • Construct two solid waste transfer stations for use after existing landfills are closed. The first transfer station is to be online by 2002, and the second by 2015 Curbside Recycling Program The Curbside recycling program helps the City reduce the amount of solid waste going to landfills (Source: City Services Department, 1999.) Sources of Solid Waste, 1998 Mult family Uses 6% Commercial and Industrial Uses 67% Single Family Uses 27% Commercial and industrial uses create a higher percentage of waste than multifamily or single family uses. (Source: City Services Department, 1999.) 0 0 0 e 0 Q 0 0 0 0 a 0 a 0 a • • • • Chapter 20: Environmental Quality 174 • • • • Contract for long: term disposal capacity to meet future needs by 2001 - —- ------ - • Air Oualitv — — — • Improve the quality of the City's (and the region's) air through reduction of pollutants. ID • Work in cooperation with TNRCC, NCTCOG, and other cities in the Dallas/ • Fort Worth Metroplex to implement the State Implementation Plan (SIP) to reduce ozone -forming air emissions from 1996 Ievels by at least nine percent • by 2007 • • Comply with EPA mandates for the next monitoring period, whether the Metroplex maintains its serious non -attainment status or is reclassified as a • severe non -attainment area. 9 4 • • • • • • • • • • • • i • • • • • Water Oualitv Maintain a high level of water quality for current usage, and accommodate future development. • Rehabilitate 40 percent of the City's wastewater collection system by September 30, 2001, so as to control overflows and reach compliance with Administrative Order No. VI-96-1221, issued by the Environmental Protection Agency Increase the capacity of Eagle Mountain Water Treatment Plant from 30 million gallons per day. (MGD) to 60 MGD by August 2000, in order to satisfy the demand for potable water from rapidly growing northern and western portions of Fort Worth and from wholesale customers. • Create new reservoirs along the Sulfur River to accommodate future growth after year 2020. • Upgrade North and South Holly and Rolling Hills water treatment plants to reduce existing levels of 1 Disinfection byproducts from 100 micrograms per liter to 80, and 2. Microbe levels from .5 turbidity units to .3 turbidity units by 2003 Maintain or improve current water quality by reducing non -point source pollutants associated with new and extensive redevelopment. • Regularly update policies and procedures to control water pollution caused by storm water runoff, so as to comply with Fort Worth's National Pollutant Discharge Elimination System (NPDES) storm water permit. Reduce flooding through maintenance and improvements of drainage features. • Pre pare an inventory of existing drainage structures in the City by 2005 Educate citizens on the importance of maintaining water quality • Develop a storm water/wastewater curriculum for the Fort Worth Independent School District for high school use by February 2000. Use of Alternative Fuels The use of alternative fuels is one way the City of Fort Worth is helping to reduce air pollution in the Dallas -Fort Worth Metroplex. (Source: City of Fort Worth, 1996.) 175 Chapter 20: Environmental Quality Endaneered Species and Natural Habitat Preserve natural habitat and protect endangered or threatened species. • Prepare an inventory of natural habitats and species within the Fort Worth area by 2005 • Begin to propagate and restore populations of native plant species in Fort Worth by 2006. Sustainable Development Limit the strain on the environment by encouraging growth that limits the impact future developments may have. • Create a green building forum where builders can network with material suppliers by 2003 • Hold an annual sustainable development conference to educate local developers, builders, and citizens (neighborhoods) on the benefits of sustainable development by 2002. • Create an online information system about sustainable development to further the networking of builders, developers, and material providers, as well as educate the public by 2002. • Create a green -builder handbook that will outline the City's building standards, policies, and approved techniques for sustainable building practices by 2003 Redevelop old industrial sites or "brownfields" to help reuse land in the central city • Form a brownfields advisory committee to help identify candidates for redevelopment. The committee will also aid in the assessment of sites and help form their remediation strategies. The committee was formed in January 2000 • Complete 10 phase I and three phase II investigations on candidate sites in compliance with the Brownfields Assessment Demonstration Pilot by 2001 POLICIES AND STRATEGIES The following policies and strategies will enable the City to implement its environmental quality goals and objectives. Solid Waste Current Policies • Pursue methods to minimize wastes that are generated, re -use or recycle wastes, and assure long-term disposal capacity Recommended Strategies • Minimize waste generated by promoting such programs as "Don't Bag It" and backyard composting. • Provide educational opportunities to inform citizens on how to better manage waste. Captain Crud "Captain Crud" is a service mascot for the City of Fort Worth, created to help inform citizens about the household hazardous waste collection program. (Source: Environmental Management Department, 1999.) • • • • • • • • • • • • • • • • • • • • • • • • •• • Chapter 20: Environmental Quality 176 Air Ouality Recommended Policies • Encourage regional. mass public_ transportation:by. workingiwith other cities in the Metroplex to create efficient light rail service;._bus service;:and other modes of mass transportation. • Encourage the development of industries with minimal'air.emissions in the City, which would allow for continued economic growth while the Metroplex is under strict federal emissions standards. • Encourage development that reduces daily vehicle miles for commuters through the creation of growth centers. Recommended Strategies • Reduce automobile emissions by using alternative fuel in City vehicles, where appropriate. • Encourage citizens to follow ozone reduction steps on Air Pollution Watch and Warning Days by encouraging City employees and contractors to do the same. • Where appropriate, preserve mature trees, and plant additional trees to help the air filtering process. Water Oualitv Current Policies • Provide for handling wet weather flows in the sewer system in a cost-effective manner • Provide potable water in the service area as required by the projected growth. • Assure adequate amount of raw water resources to meet projected growth demand. • Provide water service in an effective manner and meet all federal and state standards for the residents of Fort Worth and the wholesale communities. • Minimize impervious cover in areas of new development andsignificant redevelopment. • Encourage redevelopment and infill in order to reduce the amount of new impervious surfaces. Recommended Strategits • When feasible, develop linear parks with walking and biking trails along drainage ways as an effective means of filtering out water pollutants and connecting neighborhoods. • Utilize natural areas to retain and filter storm water runoff. • Reduce erosion and improve ground cover along drainage channels through effective design, construction, and maintenance. • Support innovative efforts that are cost and environmentally effective in ad- dressing water quality issues associated with new and extensive redevelopment. • Identify and address potential concerns regarding non -point source pollutant issues by providing information to parties involved in new and extensive redevelopment. Future revisions of the Comprehensive Plan will need to reflect emerging concerns or obstacles with these water quality issues. Fort Worth Clean and Green: Program The Fort Worth Clean and Green Program is one of the ways the City is educating its citizens about how to reduce the amount of solid waste produced. (Source: City Services Department, 1999.) An "Air Pollution Watch" will be issued for a day predicted to be a public health risk. The TNRCC issues an "Air Pollution Warning" if air pollution levels actually reach unhealthy levels based on monitor readings. Ozone levels are represented by various colors in the warnings to easily convey the severity of air pollution. For example, purple indicates a very unhealthy level of ozone, while orange indicates that levels are unhealthy for sensitive groups. (Source: Environmental Management Department, 2000.) 177 Chapter 20: Environmental Quality Endangered Species and Natural Habitat Recommended Policies Protect riparian corridors_as_natural buffers_along shorelines, which_will_filter_ pollutants and create natural habitats. Recommended Strategies • Seek opportunities and encourage developers to use natural landscapes. Sustainable Development Recommended Policies • Increase the efficiency of providing City services by promoting development in mixed -use growth centers. • Promote and facilitate the redevelopment of brownfields. Recommended Strategies • Encourage building practices that try to limit environmental impacts. • Promote the use of natural vegetation on City property and in parks. There are areas where this is not an appropriate or desirable goal, such as in historically significant parks like Capps, or in special venues such as the Water Gardens and the Zoo. • Where possible, the City should act as an example in developing facilities that are environmentally friendly PROGRAMS AND PROJECTS Solid Waste Programs • Curbside recycling — The City provides collection of recyclable materials on a weekly basis to all residential customers. • "Don't Bag It" — The, City Services Department provides information about how to take care of your lawns and yards without disposing of yard waste in the municipal waste stream. • Garbage collection — The City provides garbage pick-up twice a week • Brush and bulky waste pick-up — The City collects brush and bulky waste once per month. • Education — The Solid Waste Division of the City Services Department provides many options for education opportunities, such as recycling, backyard composting, garbology for children, litter reduction, and "Don't Bag It." • Fort Worth Clean and Green — The Fort Worth Clean and Green program encourages and assists neighborhoods and organizations in conducting cleanups, as well as year round support to address waste management issues. • Dead animal pick-up — The City removes dead animals from public rights -of - way on a request basis. • Illegal Dump Cleanup — The Solid Waste Management Division of the City Services Department created an illegal dump clean-up program in 1993 to help mitigate the effects of illegal dumping in Fort Worth. • Composting Program — Compost materials are collected and made available at Rolling Hills Park. Chapter 20: Environmental Quality 178 Proposed Marvin Nichols Reservoir Area water" districts are considering drawing directly from the Trinity River and building reservoirs on the Sulphur River for future water supplies ELLIS LAS itic FANNIN North Sulphur HUNT KALIF MAN South Sulphur River LAMAR Proposed e Penthouse 2 White Oak Bayou HOPKINS RAINS VAN 2ANDT Creek Reservoir HENDERSON Trinity River AVARRO/ ��x Wetlands Project CredlhFt.Wort ,{F RFFSTONS - + Star Telegr The proposed Marvin Nichols Reservoir is one waythe Cityis la" to p p� p nning to maintain adequate water supplies for its citizens in the future. (Source: Fort Worth Star -Telegram, 1998.) 'RED RIVER Proposed Marvin Nichols 'k BOWIE Wright Palm- Lek=-« Sulp urRiver hole t Arrmanllo • Lubbock Fort Worth CA SS art ambers Reservoir nd 4 O O O 0 0 0 0 Q 0 0 0 0 0 0 0 • • • • • • • • • • • • • • • • • • • • • • • • • • Pilot Projects — Currently, the City is running three pilot projects in certain areas -of -Fort -Worth -to -test -their -potential -benefits. These include -the -following: 1 Automated once -a -week garbage collection, 2. Automated curbside green waste collection, and 3 A call -in brush and bulky waste collection. Air Oualitv Programs • Air monitoring program — The Air Quality Division of the Environmental Management Department assists the Environmental Protection Agency (EPA) and the Texas Natural Resource Conservation Commission (TNRCC) with air monitoring. The Division is also involved with creating an air quality plan for the Metroplex. • Inspection program — The Department of Environmental Management is responsible for enforcing the Clean Air Act within Fort Worth. Along with the EPA and TNRCC, this department helps with permitting, compliance inspections, complaint investigations, and enforcement. • Public Education. Program — The Department of Environmental Management has several positions dedicated to providing outreach to schools, PTAs, church groups, neighborhood associations, City staff, and other organizations. • Care for Cowtown Air — During ozone season (May — October), the Department of Environmental Management offers incentives, in the form of prizes, to Downtown workers to participate in ozone reducing activities. Water Oualitv Programs • Integrated Wet Weather Management Program — To rehabilitate the sewer collection system and provide treatment at the plant for peak weather flows. • Education — The Water Department and the Environmental Management Department have a variety of programs to educate the public on water resources. • Bioassessment Program — Evaluates the diversity and sensitivity of aquatic life found in selected City streams. • * Construction Inspection Program — Obtains compliance from construction sites that are regulated by the Environmental Protection Agency (EPA). • * Household Hazardous Waste Collection Program — Collects hazardous household wastes year round and disposes of them properly for Fort Worth residents and some surrounding communities. Along with a fixed facility, a mobile collection unit is in operation. • * Industrial Inspection Program — Obtains compliance from industrial facilities that are regulated by the EPA. • Power Washers Program — Limits detergents and other pollutants from being discharged into the City's storm drain system. • * Spill Response Program — Involves the Environmental Management and Fire Departments. Its purpose is to respond to spills that are discharging or threatening to discharge into the City's municipal storm sewer system. • * Storm Drain Marking Program — Alerts citizens to the location of storm drains through plaques. Care for Cowtown Air Care for Cowtown Air is a program administered by the City of Fort Worth Environmental Management Department. The program helps to improve air quality by offering incentives to Downtown works who participate in ozone reducing activities during the zone season, which is during the months of May through October (Source: Environmental Management Department, 2000.) • 179 Chapter 20: Environmental Quality • * Storm Sewer Outfall Screening — Conducts dry and wet weather field screening-of-water-in-storm-sewer-outfalls-to-monitor_pollutants_entering water bodies in the City • * Storm Water Characterization — Through computer modeling and a highly technical analysis of storm water runoff, pollution control activities and trends are evaluated. *Indicates programs required by the City's National Pollutant Discharge Elimination System (NPDES) permit. Projects • Eagle Mountain & Rolling Hills Expansion — Expansion of water treatment plants to meet the water demands of projected populations. • Marvin Nichols Reservoir — Work in cooperation with Tarrant Regional Water District to obtain future raw water rights along the Sulfur River • Water Quality Management Plan — Initiate the review of options to include in a water quality management plan for new development and significant redevelopment. • City Environmental Code Revision — Develop enforcement capability for Construction Inspection Program. • Geographic Information System — Develop a Watershed Information Management System through a GIS to help the City maximize storm water pollution control efforts. • Infrastructure inventory — Prepare a detailed inventory of existing drainage features and their conditions. • Mitigation plan — Develop a detailed plan for increasing capacity and eliminating bottleneck conditions in areas presently subject to flooding. • Watershed studies — Identify developing areas and determine strategies to avoid downstream flooding in areas already developed. This needs to be investigated on a watershed basis since drainage and water movement are based on these natural boundaries. • Design standards — Review design standards to see what modifications could be made to reduce erosion and loss of vegetation along open channels. Endangered Species and Natural Habitat Programs • Outreach program - an opportunity for neighborhoods, schools, and businesses to act in an advisory capacity for natural landscape enhancements. Projects • Landscape restoration — Landscape restorations of the Fort Worth Nature Center and Tandy Hills. • Habitat preservation — Develop and implement a plan for the designation and protection of Wildwood Bottoms at Lake Worth as a nature sanctuary for American Bald Eagles and other species. • Natural highlights — Develop and implement an ecotourism plan that is focused on the natural attractions of Fort Worth. 1 Grapevine Lake Dam 2. Upper Big Bear 3. Big Fossil. Creek 4 Lower Big Bear 5. East of Eagle Mountain 6. Marine Creek 7 Walker Branch 8. Upper Little Fossil Creek 9. Lake Worth Dam Watershed Boundaries 10. West Fork Above Mountain 11 West Fork Above Sycamore 12. Lower Little Fossil Creek 13. West Fork Above Fossil 14. Dry Branch 15. West Fork Above Clear 16. Mary's Creek 17 Lower Village Creek 18. King's Branch 19. Clear Fork Trinity River 20. Lower Sycamore Creek 21 Lake Arlington Dam 22. Sycamore Tributary 23. Upper Sycamore Creek 24 Middle Village Creek 25. Deer Creek 26. Walnut Creek 27 Upper Village Creek It is important to consider watershed boundaries when examining runoff patterns and issues because water does not flow according to political boundaries: what happens in one part of the City can affect other areas downstream. (Source: Planning Department, 1999.) 4 O 0 0 0 0 0 0 0 0 Q 0 ® , ® y O : 0 Chapter 20: Environmental Quality 180 • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • Sustainable Development Programs •--Xeriscaping-- Explore -incentive -options -for -developers andcitizens -to use natural vegetation when landscaping. • Green builder network — Forum that assists in the communications between developers, builders, and material suppliers. The network will increase the feasibility of using green building techniques. • Brownfields Assessment Demonstration Pilot - Funded through a grant from the U S. Environmental Protection Agency, the City will investigate potential brownfield sites and actively promote their redevelopment. Projects • Green -Builder Handbook — A source of information pertaining to methods of green building as well asbenefits for developers and builders. • Sustainable Development online forum — An educational and networking resource that will inform the public about local opportunities and the benefits of sustainable development, and will increase builder participation. • The creation of a brownfield redevelopment guidebook will help educate potential developers about the City's brownfieldsprogram, the process they need to follow to redevelop a site, and any incentives that may apply Capital Improvement Projects The capital improvement projects that have been identified for the next 20 years are listed in Appendix D with estimated costs, completion dates, and potential funding sources. Projects are divided into four categories, including 27 drainage projects totaling $45.2 million, two solid waste projects totaling $10 million, 10 water projects totaling $385.5 million, and six wastewater projects totaling $426.8 million. Brownfields-Assessment-Demonstration-Pilot United States Environmental Protection Agency„ "We should restore contaminated urban land and buildings to productive use." President Bill Clinton State of the Union Address February 5. 1997 The U.S. Environmental Protection Agency has awarded the City of Fort Worth a grant to begin the Brownfields Assessment Demonstration Pilot. (Source: Environmental Management Department, 1999.) 181 Chapter 20: Environmental Quality 00 N r ••••••••••••••••••••••••••••••1••• • • CHAPTER 21: MUNICIPAL FACILITIES • Municipal facilities are City -owned structures and grounds, not covered in other • chapters of the plan, that provide the City with office, storage, maintenance, court, • and gathering space for the carrying out of community and government functions. The municipal facilities chapter identifies the major capital improvements that need • to be built to support existing and planned land uses. Specifically, it addresses • facilities for street services, building services, maintenance facilities for City equipment and vehicles, code compliance, and municipal buildings. Other capital • improvements such as parks, police, fire, and libraries are addressed in separate • chapters. • Also covered in this chapter is the overall provision of public buildings. As population increases and undeveloped areas of the City begin to develop, new public facilities that have been identified in previous chapters will be needed. It is • important to coordinate the planning of these new facilities to create the opportunity for shared use. Shared facilities will allow the City to provide services in the most • efficient manner possible by avoiding duplication. EXISTING CONDITIONS AND TRENDS • Street services such as signs, signals, and street markings are provided by the Street • and Traffic Services Division of the Transportation/Public Works Department (T/ • PW). Facilities for these services are located at the Harley Service Center at Harley Avenue and Montgomery Street, the Southside Service Center on Columbus Trail, • and a facility on Brennan Avenue. The facilities are industrial in nature, generating . heavy truck traffic and requiring large outside storage areas and storage warehouses. • City facilities are designed, constructed, and maintained by the Building Services • Division of T/PW This division builds City facilities after other departments have • secured the site and funding for the facility Currently, there is not a process for review of new buildings. Each department plans independently of others, which • does not facilitate the joint use of City facilities. • • • • S • • • • Maintenance of City Eauinment and Vehicles Maintenance and repair of equipment and vehicles owned by the City is performed by the Equipment Services Division of the City Services Department. These services are provided at five locations, including the Southside, Southeast, Downtown and Harley Service Centers and a facility on Brennan Avenue and Bolt Street. Fuel stations that provide alternative fuel for City vehicles are offered at four of these locations. Maintenance and repair services are generally provided at the same location as the Street Division, which allows for more efficient operations due to the large number of vehicles and equipment required for street services. Enforcement of City Codes The City enforces its building and safety codes through the Code Compliance 183 Municipal Buildings and Service Centers 1 Harley Service Center 2. Southside Service Center 3. Downtown Service Center 4 Southeast Service Center 5. Brennan Service Center 6. City Hall City Hall Annex Public Safety Building The map above shows the existing service centers throughout the City and the location of the municipal buildings. The Harley (1) and Downtown Service Centers (3) are to be relocated to a site yet to be determined. (Sources: Transportation and Public Works Department, City Services Department, 1999.) Chapter 21 Municipal Facilities Division. Staff work out of one main office, located on Texas Street, and six branch offices, three of which are leased. Because code compliance officers generally work in the field, Code Compliance branches are sometimes housed with other City services in existing facilities, such as police storefronts and community centers. Space is also being leased in commercial centers. Municinal Buildings Fort Worth's three municipal buildings are centrally located in Downtown, grouped around the intersection of Throckmorton and West 10th Street. City Hall provides space for the City Manager's offices, Mayor and Council members, Law, Finance, Internal Audit, Engineering, Planning, Transportation and Public Works, Water, City Services, Development, Environmental Management, Human Resources, and Information Systems and Services. Additional space is provided for public hearings and workshops. The complex provides convenient access to departments that are often needed simultaneously by developers and the public. City Hall Annex is located across the street in the historic Lone Star Gas building, providing space for Housing, Water, Risk Management, and Human Relations. The historic Public Safety Building provides space for Municipal Courts, the Fire Department, and Traffic Engineering. Neither City Hall nor the Public Safety Building has space available for additional uses. As staff increases to meet the development needs of the public, additional space will be necessary The City also has one municipal parking garage, located Downtown, with 338 spaces available to employees. An additional 119 spaces are provided at City -owned and leased parking lots. However, there are currently not enough spaces available to meet the needs of employees. Funding The Capital Improvements Program (CIP) provides funding for the facilities that house these services. However, these services must compete with other City services for funding. Many facilities, such asparks and recreation, libraries, and fire have local and national standards, which help to determine when new facilities are needed. The operational and municipal facilities in this chapter do not. Standards are useful for ensuring adequate provision of services and for determining the need for additional facilities. GOALS AND OBJECTIVES Provide sound municipal facilities to effectively and efficiently meet the needs of service providers and the public. • Prepare a facilities plan for the municipal buildings, equipment, and building maintenance facilities to include modernization, expansion, and relocation by 2003 • Develop a review process for proposed City facilities to include all City departments by the end of the year 2000. • Develop criteria for the repair, renovation and replacement of existing facilities. Maintain or upgrade all City facilities to meet federal, state, and local codes. Southeast Service Center Facilities Barricade Repair Shop Outside Storage/Fuel Station Service Center Garage Total Building Total Site The Southeast Service Center King Freeway It has facilities maintenance and repair of (Source: Risk Management Department, Harley Administrative Station Light and Signal Office and Shop Light and Signal Building Warehouse #1 Storage Building Street Office Equipment Shed 1 & 2 Signs and Marking General Service Storage Shed Assembly. Room Harley Fuel Station Harley Body Shop Garage Including Main Office Welding Shop Equipment Garage Total. Building Total Site Streets Equipment Equipment 976 3,960 5,520 10,456 11 1 acres is located at 500 Martin Luther for street services and for the City equipment and vehicles. 1998.) Harley Service Center Facilities Streets Streets Streets Streets Streets Streets Streets Traffic Building Building Building Equipment Equipment Equipment Equipment 2,000 7,000 3,488 7,300 4,000 3,433 12,090 5,000 3,200 3,150 2,796 481 3,796 24,550 3,120 85,404 11.9 acres The Harley Street Complex, located at 3409 Harley Avenue, takes up nearly 12 acres of land. It provides street, traffic, building, and equipment services. This complex has been chosen for relocation because of its proximity to the Fort Worth Cultural District and the Botanic Gardens. (Source: Risk Management Department, 1998.) 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Chapter 21 Municipal Facilities 184 ••••••••••••i ••••••••`••••••••••• • Replace the HVAC systems currently utilizing non -compliant refrigerant to bring them into compliance with applicable codes. Provide public facilities that are compatible in design and use with surrounding structures and land uses. • Identify a site for the consolidation of the Harley and Downtown Service Centers, and relocate the two facilities to the site as expansion occurs at the Will Rogers complex. POLICIES AND STRATEGIES The following strategies will enable the City to efficiently provide municipal facilities that best meet the needs of the community Recommended Strategies • Provide facilities that are aesthetically pleasing, sustainable, and environmentally sound. • Encourage shared facilities by City departments for the provision of services by implementing a review program for all proposed facilities that includes all City service providers. • When feasible, locate public facilities in growth centers (schools, parks, libraries, police and fire stations). • Anticipate future needs of the community by identifying and purchasing sites in developing areas that will serve multiple departments in the efficient provision of services. PROGRAMS AND PROJECTS The Harley Service Center is an 11.9 acre site that contains many City facilities and services that require outside storage yards and that function most efficiently when housed together It is located adjacent to the Cultural District, just west of the Botanic Garden. Because of the industrial nature of the complex and future expansion of the Botanic Garden and Cultural District, the City complex needs to be relocated. The estimated cost for relocating the service center is $12 million, A new arena is proposed on the site occupied by the Harley Service Center Since the Harley Service Center serves the entire city, the new site needs to be centrally located with convenient access to the Interstate system. The Downtown Service Center is located in the south end of Downtown. A number of redevelopment projects are underway in this area, including a conceptual land use plan for the south end of Downtown, and the redesign of Lancaster Avenue into a pedestrian -oriented corridor with streetscape and design guidelines. When the area begins to redevelop and property values increase, the service center will need to relocate to an area more compatible with its use. The estimated cost for relocating the service center is $4 million. Like the services provided at the Harley Service Center, those provided at the Downtown Service Center serve the entire city They will need to be relocated to a central area with convenient access to the Interstate system. 185 Garage .#2 Assembly and Office Service Center Storage Service Center Service Center Total Building Total Site Southside Service. Center Facilities 6,000 7,248 6,000 6,018 1,774 41,808 68,848 19.6 acres, The Southside Service Center is located at 4100 Columbus Trail. It has facilities for street services and for the repair and maintenance of City equipment. (Source: Risk Management Department, 1998.) Streets Streets Streets Streets Equipment Equipment Brennan Avenue Service Center Facilities r v vrnrn n Street District 2 office & Assembly Streets Brennan Fuel Station Brennan Garage Pump Test Facility Storage/Paint & Body Shop Total Building Total Site Equipment Equipment Equipment Equipment 4,500 1,600 17,836 825 10,000 34,761 17.2 acres The Brennan Avenue Service Center is located at 2500 Brennan Avenue. Most of the facilities at this location are for the repair and maintenance of Fire Department equipment. (Source: Risk Management Department, 1998.) Downtown Service Center Facilities Downtown Car Wash Equipment Downtown Garage & Stuart Building Equipment Total Building Total Site 512 25,865 26,377 1.8 acres The Downtown Service Center is located at 1013 Cherry Street. It will be relocated, along with the Harley Street Complex facilities, to a consolidated site. (Source: Risk Management Department, 1998.) Chapter 21 Municipal Facilities As the population increases and development requires additions to City staff, additional parking will be needed for the Municipal Building, City Hall Annex, and the Public Safety Building. Expansion of the existing municipal parking garage to the south and southeast has been discussed. Additional office, meeting, and public space will also be needed for the departments and services housed in City Hall and the Public Safety Building. Growth centers will be ideal locations for some facilities that provide City services. For most City services, being located near the population that is to be served is important. Just as many City services are centralized in Downtown, growth centers will provide the same opportunity for appropriate services to be grouped in main activity centers and areas central to major portions of the population. The City should plan ahead and, when appropriate, purchase properties in areas proposed for growth centers before these areas experience further development. This will help to ensure the efficient provision of services and facilities. As the population increases and new centers of activity are developed, many services will need to decentralize to effectively serve the redistributed population. Municipal Complexes should be developed where a number of City services can be provided from one location. Some complexes will have one large facility with compatible uses. Others will have multiple facilities on a site so that separation of incompatible uses is possible. A study is necessary to identify City services that can be provided most effectively and efficiently when housed with other services. The standards for type and size of facility will need to be considered, along with compatibility of uses. Some functions involved in the provision of services may be disruptive to others. The study should be conducted simultaneously with the establishment of a process by which all departments review proposed public facilities. Planning for Municipal Complexes and requiring a review of proposed facilities will encourage the development and use of shared facilities. Chapter 16 emphasizes the significance of the design and location of public buildings. For example, the design quality of our public school buildings should represent the community's commitment to quality education. Furthermore, public buildings should become an integral part of Fort Worth's neighborhoods and effectively represent the character of the larger community Planning should ensure that public buildings and facilities are compatible with surrounding structures and land uses, and that they enhance the vitality of the community Capital Improvement Projects Two of the projects that are proposed for Municipal Buildings include the relocation of the Downtown and Harley Service Centers, which combined will cost an estimated $16 million. Two additional projects have been discussed, including the renovation of the seventh floor of City Hall Annex and the expansion of the Municipal parking garage. A list of these projects, with estimated costs, completion dates, and proposed funding sources, can be found in Appendix D Chapter 21 Municipal Facilities 186 Bolt Street Facilities Fuel Station Tire Shop Supply Warehouse Equipment Shop Public Safety Communications Center Total Building Total Site l ido s Equipment Equipment Fire Fire -equipment Police N/A 10,000 15,000 8,000 15,845 48,845 13.8 acres Facilities located at 2950 West Bolt Street provide warehouse and equipment services for the Fire Department and a communications station for the Police Department. (Source: City Services Department, 1998.) Municipal Buildings City Hall Annex City Hall Municipal Complex Power & Service Building 908 Monroe Street 1000 Throckmorton Street 1000 Monroe Street 59,035 200,000 2,888 Public Safety Building 1000 Throckmorton Street 101,000 Total Building 3627923 The Municipal Buildings are centrally located in south Downtown. Both City Hall and the Public Safety Building are being used to full capacity. (Source: Risk Management Department, 1998.) ••®•0 0 IM 0000.0'IP Q► 00 +►� ®000000 • • • • • • • • • • • PART • • • • • • • • • • '• • • • • • • • • • TOOLS FOR IMPLEMENTATION • CO 0000©000000411I00 000000000000000CD CHAPTER 22: CAPITAL IMPROVEMENTS Building capital improvements is an important means of implementing the Comprehensive Plan. New or upgraded infrastructure and buildings have a lasting physical and financial impact on the community of which they are a part. The placement of major thoroughfares and public facilities such as schools, hospitals, parks, and municipal buildings is also a major factor in land use patterns. The tables that appear in Appendix D are intended to serve as a multi -year schedule of public physical capital improvements needed in Fort Worth. This type of schedule is commonly referred to as a capital improvements_program (CIP). Unlike the annual City Budget, the CIP is not legally adopted and does not require the expenditure of any monies itemized. It is simply a guide for City Officials and others to use in estimating future expenditures and possible sources of revenue. For the purpose of the 2000 Comprehensive Plan, a capital improvement is defined as "a physical improvement or asset constructed or purchased which has a minimum five-year life expectancy and costs over $100,000 " The cost of capital improvements is generally non -recurring and may require multi- year financing. While some new projects and the maintenance of completed projects are funded through the current operating budget, most capital projects that are the responsibility of City government are paid for by issuing municipal bonds. Using this financing mechanism permits the City to pursue large-scale projects while simultaneously providing services on a consistent basis through the operating budget. The benefits from capital improvements last for many years, thus, issuing bonds spreads the tax burden over all residents, present and future, who will benefit from the projects. In some cases, funds from private sources or other governmental entities can be utilized to subsidize City funds or used exclusively to finance capital improvements. Public -private joint ventures have become common in some areas, especially after Federal funding cuts and Tax Reform bills in the 1980s adversely affected many Federal programs. Federal and state grants are another source. It is important for the City to remain disciplined in assuming debt. Before financing capital improvements, City officials must consider many factors, including the following: • Economic trends affecting Texas and Fort Worth in the short term. • Long term regional and national economic cycles and trends. • Revenue trends for the City of Fort Worth. • Current and projected total debt service and debt service per capita. • Population growth trends and projections. • Fiscal impact (continuing operating and maintenance costs). • Leveraging and efficiency (budgetary constraints, economic downturns, and spending cuts). • Timing feasibility (interruption of services and urgency of need). Millions of Dollars 650 600 550 500 450 400 350 300 250 200 150 100 50 0= ii Capital Improvement Projects Identified for the Next Five Years PRIOR a, U 0 a o Funded ® Unfunded I The graph above depicts the total estimated costs of capital improvement projects identified for the next five years from Appendix D DFW Airport projects, totaling $2.5 billion, are not included in this graph. 187 Chapter 22: Capital Improvements Although construction costs of capital facilities are financed by bonds, debt -service and on -going operating maintenance must be considered in future budgets. Typical costs involved in maintaining certain capital facilities are shown opposite. As population increases due to annexation, higher density development, immigration and migration, City officials must carefully consider the implications of building additional facilities in concert with upgrading the service level at existing facilities. BACKGROUND Annual Operating and Maintenance Costs of Typical Facilities Seven bond elections have been held by the City of Fort Worth since 1978. To a certain extent, each reflects the economy of that period. Increased capacity requirements for public facilities is needed in times of population increases, and is most easily afforded during economic expansion. Additional information about debt ratio trends can be found in Chapter Three. • 1978 $92.5 million for streets, parks, fire, transportation improvements, aviation, public events and police. • 1980• $47.8 million for streets. This bond dealt primarily with maintenance issues related to streets. • 1982. $130 million for streets, public safety, municipal service improvements, city landfill improvements, library, public events and parks. • 1986. $160 million for streets, parks, library, public safety, Will Rogers Memorial Coliseum Equestrian Center (the Heritage Trail Development for $4.9 million did not pass) • 1990• $20 million for streets ($20 million for a Will Rogers Auditorium did not pass). This bond primarily addressed maintenance issues related to streets. • 1993 $60 million for streets. • 1998: $120 million for enhancement projects. The City was able to afford a $120 million bond package (1998-2002) without increasing the property tax rate and predicts a continuing decrease in outstanding indebtedness. STRATEGIES The City should continue to remain disciplined in assuming debt as the City's financial policy dictates. The following conditions should be favorable before entering major bond programs or other debt instruments. • Local, regional, and national short and long term economic trends. • Debt service less than 10 percent of net operating revenues (currently 16 percent). • Long-term debt less than five percent of the City's total assessed values (currently 3.8 percent). • General fund reserves at least ten percent of the adopted budget. Match funds with other sources of funding to stretch dollars. These sources may include, but are not limited to current revenue, grant funds, and contributions. Accumulate retained earnings until the capital improvement can be paid for Chapter 22: Capital -Improvements 188 Personnel Supplies Contractual Capital $940,484 $231,471 $165,319 15,268 82,000 11,289 29,047 55,396 66,222 0 3,500 0 $26,328 8,067 18,603 0 The annual recurring expense of operations and maintenance must be considered in future budgets when new capital projects are considered. (Source: Budget Office, 1999. All figures are derived from the average costs of all city neighborhood level facilities of each type.) 8 0 e • A e 0 ® ! • 1 ® '' •• • • • ® • 1 • i • • • • i • • • Possible sources may include capital projects reserve fund, enterprise funds, public • improvement district funds, and tax increment financingdistrict funds. • Bonds and Other Debt Instruments Debt instruments available to a municipality include the following: general • obligation bonds, certificates of obligation, revenue bonds, industrial bonds, and • commercial paper Public property finance contractual obligations,, contract revenue bonds, and anticipation notes are also available to municipalities, though Fort Worth • seldom, if ever, uses these debt instruments. • • General Purpose Bonds (General_Obligation Bonds) —Authorized by an election and backed by ad valorem taxes, they are used to pay for specifically • approved projects. Future revenues are used to pay interest on the bonds and the principal amount when due. Interest income earned by the purchaser is tax • free, which allows the purchaser to accept a lower interest rate. Capital • improvements in Fort Worth are traditionally financed in this manner • Certificates of Obligation (COs)—Secured by ad valorem tax and issued for • limited purposes, such as land acquisition or funding a legal judgment. When • combined with a limited ($1,000 or more total) pledge of surplus revenue from an operating system (such as water, sewer, drainage or sanitation), they can be • issued for any lawful purpose if authorized by City Councilwithout citizen • vote. Recently, the City has used COs for the completion of the Central Library in 1998-99 • Revenue Bonds —Used for and payable by operations such as water, sewer, and _• solid waste. Fort Worth has utilized these bonds for city water and wastewater treatment plants, distribution facilities, and landfill projects. ® • Commercial Paper Program —A short-term note used to fund continual capital • improvement efforts on an interim basis, such as the City's sewer improvement projects. Notes have maturities as short as one day or as long as one year The • City has authorized the issuance of up to $75 million in Commercial Paper for • both general purpose and water and sewer projects. • Industrial Revenue Bonds —The Texas Development Corporation Act allows • cities, counties, and conservation and reclamation districts to form non-profit industrial development corporations or authorities on their behalf. This is for • the purpose of issuing taxable and tax-exempt bonds for eligible projects. An • industrial development corporation acts as a conduit through which all monies are channeled. Generally, debt service on the bonds is paid by the business • under the terms of a lease, sale, or loan agreement. As such, it does not • constitute a debt or obligation of the governmental unit, the industrial development corporation, or the State of Texas. The Fort Worth Alliance • Airport Authority, Inc. and Sunbelt Industrial Development Corporation are • examples of this type of development corporation. • State Revolving Loan (SLF)—A low interest loan administered through the • Texas Water Development Board used to finance improvements to water and • wastewater collection systems, including plant facilities. • Section 108—Loans are guaranteed by HUD and provide communities with a • source of financing for economic development, housing rehabilitation, public Will Rogers MemorialCenter The Will Rogers Memorial Coliseum, constructed in 1936 with bond money, stands as a symbol of culture and pride for Fort Worth citizens. (Source: Planning Department, 1997) Will Rogers Equestrian Center The Will Rogers Equestrian Center was built as a result of the 1986 Bond Issue. The facility is used for numerous events during the year (Source: Planning Department, 1999.) 189 Chapter 22: Capital Improvements facilities, and large scale physical development projects. Future CDBG entitlement funds are pledged to secure funding should these loans default. • Equipment Tax Notes — Equipment notes secured by ad valorem taxes and issued by Fort Worth, initially for the purpose of implementing an apparatus replacement plan for the Fire Department. Current Revenues Using current revenue from taxation, fees, service charges, or special assessments is a pay-as-you-go method used to pay for improvements by the City Typically, revenue from certain sources is designated in advance to pay for specific projects. • Tax Revenues —Ad valorem, sales, or other taxes can be designated for capital improvement projects. For example, monies received from a sales tax of .5 cents are placed into a special Crime Control and Prevention District Fund. In most cases, the City borrows money first and uses future tax revenues to retire that debt. For example, a recent two percent increase in hotel/motel occupancy taxes will retire bond money to be borrowed to upgrade the Fort Worth Convention Center Fees from car rentals at DFW Airport can also be used to retire bond money to be borrowed to upgrade public events buildings. Grant Funds Grants are classified as either categorical or block, depending upon the amount of discretion allowed to the grantee. Generally, grants require contributions or matching funds. Some types of grants are targeted to provide basic services in lower income areas and are disbursed to non-profit organizations. Transportation or transit -oriented grants are project -based and compete with other transportation projects in the Metropolitan Planning Area (MPO). Proposed projects'go through a vigorous ranking process by the City Transportation and Public Works Department, the MPO planner, and the Texas State Department of Transportation. • Community Development Block Grant (CDBG)—Funds are disbursed from the U.S. Department of Housing and Urban Development (HUD). Funds used must benefit low and moderate income persons; aid in the prevention or elimination of slums or blight; or be used for activities designed to meet urgent community development needs. Acquisition; construction, reconstruction, rehabilitation or installation of improvements to real property are eligible. • HOME —A Program administered by the U.S. Department of Housing and Urban Development that provides funding for the acquisition, rehabilitation, and new construction of moderate or lower income homes. This program mandates the participation of Community Housing Development Organizations (CHDOs) in developing affordable housing. • Section 202 Program —Provides capital advances to finance the construction and rehabilitation of housing for low-income elderly persons and is administered by the U.S. Department of Housing and Urban Development. The capital advance does not have to be repaid as long as the project serves low income elderly persons for 40 years. It also provides rental assistance for Section 202 projects to help make them affordable. • Economic Development Initiative (EDI) funds —Originate from HUD and are Rolling Hills Water Treatment Plant and Central Laboratory Aerial view of the Rolling Hills Water Treatment Plant and Central Laboratory The plant was constructed in 1985 and the laboratory was constructed in 1998. Both facilities were funded by revenuefrom water sales and service charges. (Source: Water Department, 1998.) 0 0 8 A 0 • • • 0 • • • 9 • • • • Chapter 22: Capital Improvements 190 • • • • • • • • • • • • • • • • • • • • • • • • • • • • '• • used to create jobs and encourage economic revitalization. Grant money can be used in tandem with Section 108 guaranteed. loans. • Defense Economic Adjustment Assistance Grant Program (.DEAAGP)—Funds are used to help adversely impacted defense -dependent communities recover economically from realignments, closure of defense installations, or reductions or termination of defense contracts. The Texas Department of Commerce administers the grant -money • Economic Development Administration (EDA) grants —Funds are used to help create immediate jobs for the unemployed constructing or renovating public works and development facilities, including public buildings, historic structures, transportation facilities, water and sewer systems, and community facilities. Grants are administered by the U.S. Commerce Department. • Texas Parks and Wildlife Department —Uses funds from :sales .tax levied on sporting goods to fund Parks and Recreational projects. Funds from this source are used by the Fort Worth Parks and Community Services -Department. • ISTEA (Intermodal Surface Transportation Efficiency Act of 1991) and TEA- 21 (Transportation Equity Act for the 21S` Century) —Six -year federal transportation funding bills which provide guidelines and funding for specific transportation areas/categories, such as railroads, transit, and -roadways. • Surface Transportation Program (STP)—A block grant type program that may be usedbythe State and local governments for any roads that are not functionally classified as local or rural minor collectors or for various safety and enhancement activities. Total funding for the STP nationally is $23.9 billion for the entire six -year period of 2000 to 2006. • Congestion Mitigation and Air Quality Improvement Program (CMAQ)— Funds are directed toward transportation projects in non -attainment areas for ozone and carbon monoxide, as designated by the federal _Clean Air Act. Projects must contribute to the attainment of National Ambient Air Quality Standards and are selected based on non -attainment area populations and the severity of air quality problems. Total funding nationally is $6 billion for the six -year period of 2000 to 2006. • The Principal Arterial Streets System (PASS) program —Funded by the State of Texas to address specific transportation projects approved prior to ISTEA (and identified in previous Urban System/PASS programs). The scopes of these projects are regional in nature and seek to improve local transportation circulation. Only funds previously allocated but not yet expended are available through PASS • Urban Street Program —Funds are used on city streets classified as collector or higher in urbanized areas. The MPO for the region, NCTCOG for Fort Worth, receives allocations from the federal government based on the urbanized area population. Projects are then chosen based on traffic volume. • Federal Railroad Bridge Fund —Part of the STP, funds are used for construction of grade separations at existing highway/railroad grade crossings and the rehabilitation of deficient railroad underpasses on the state highway system. Projects are chosen based on average daily traffic, number of fatalities and injuries, and delays to vehicle traffic. Downtown- Public Improvement -District Conditions prior to public improvements and the establishment of the Public Improvement District in Downtown Fort Worth. (Source: Sundance Square Management.) EDA funds were used to make improvements to Main Street. Funds from the Public Improvement District in Downtown Fort Worth pay for supplemental street and sidewalk cleaning and maintenance of the planter boxes. (Source: Downtown Fort Worth, Inc., 1998.) 191 Chapter 22: Capital Improvements • Super Notice of Fund Availability (NOFA)—An annual consolidated national competition for funds coordinating nearly 40 programs that cut across traditional program lines. The three Super NOFA released in 1998 covered housing, community development, economic development, empowerment programs, and homeless assistance programs. Nonprofits, public housing agencies, local and state governments, faith -based organizations and others will be able to identify the programs for which they are eligible for funding. Contributions from Private and Non -Profit Sources Many capital improvement projects that benefit the general public are financed entirely or in part with funds from private or quasi -public sources such as non-profit organizations or for -profit business ventures. The blending of private and public funds for the betterment of the community and in anticipation of future profits is desirable. Examples of organizations that have contributed funds to capital improvements in the Fort Worth area are cited below • Friends of the Fort Worth Nature Center and Refuge —A nonprofit, 501 (c) 3 organization which provides funding to support the Nature Center programs and projects. • Streams and Valleys, Incorporated —A non-profit formed in 1969 for the purpose of planning and coordinating the beautification and recreational development of the Trinity River and its tributaries in Tarrant County Funds originate from community organizations, foundations, and individual contributors. • Developers participate in new development for cost of roads and infrastructure based on the City of Fort Worth Policy for Installation of Community Facilities. Retained Earnings • The Capital Projects Reserve Fund —used to accumulate surplus money from various funds and money from the sale of real assets. Money from the fund can be used to pay for land and building purchases, construction and maintenance projects, capital equipment and vehicles, and technology improvements. • Enterprise Funds —generated from fees paid for services are accumulated as retained earnings, if revenues exceed operations expenses. Examples of Enterprise funds are golf, water and sewer, parking facilities, and airports. • Public Improvement Districts —A defined area within a city or its extraterritorial jurisdiction created by City Council action where additional services or infrastructure is needed. Special assessments are levied on affected property owners and prorated according to the level of benefit received. Fort Worth has two PIDs, Downtown and the Park Glen subdivision. • Tax Increment Financing (TIF) districts —Denoted by specific boundaries and created by City Council to provide for infrastructure improvements within that area. The current assessed value of property located within the boundaries is used as the baseline figure. Future property tax revenues in excess of the baseline amount pay for improvements. Chapter 22: Capital Improvements 192 CDBG Grant Funds Eligible Areas Based on 1990 Census HUD Community. Development Block Grant funds must be used in areas that consist of at least 51 percent low to moderate income households. Areas are designated as eligible based on the 1990 Census. Once the 2000 census information is available, the areas designated as eligible may change. The City expects to receive $7,632,000 during the 1999/2000 fiscal year (Sources: Planning Department, Fiscal Services Department, 1999.) • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • e 0 0 0 re e 0 0 0 .0 e 0 0 e 0 - 0 0 0 0 0 a CHAPTER 23: DEVELOPMENT REGULATIONS Many of the goals of the Comprehensive Plan can be achieved by the implementation of local development regulations allowed by State enabling legislation. Chapters 211 and 212 of the Texas Local Government Code contain zoning and subdivision enabling language for Texas municipalities. The primary purpose of these regulations is to. promote "the public health, safety, morals, or general welfare of the municipality " Fort Worth uses a Zoning Ordinance and Subdivision Ordinance to guide the development pattern and use of private land in order to maximize the City's full economic potential without compromising the quality of life for residents. BACKGROUND The following sections discuss existing development regulations in use by the City of Fort Worth. Zoning Ordinance Fort Worth's first Zoning Ordinance was adopted in 1940 to help shape the overall land use pattern of the city The Ordinance has undergone numerous amendments in order to adequately address prevailing issues. The standard zoning districts of residential, commercial and industrial have been followed with sections addressing parking, signs, non -conforming uses, variances, and in 1998, landscaping. Land within the city limits is designated as one of 29 zoning districts that permit certain land uses and prohibit others. The Ordinance also requires buffering to separate incompatible uses, such as residential and industrial. The Zoning Ordinance controls six attributes of property • land use, • minimum size of lot parcels, including the width and depth, in residential districts, • minimum size of front, side and rear yards, • maximum building coverage of sites in one -family, two-family, and multifamily districts, • maximum height of buildings, and • development standards for certain uses. The Zoning Ordinance, which applies only to property within Fort Worth's incorporated boundaries, is composed of written regulations and an official Zoning Map The Zoning Map divides the city into a number of zones while the text lays out detailed requirements for each of those zones. Chapter 211, Section 211.004 of the Texas Local Government Code states that: "Zoning regulations must be adopted in accordance with a comprehensive plan...." Changes to the map or text are ultimately decided by the City Council, with the Zoning Commission acting as a recommending body The Planning Director is the technical advisor to the Zoning Commission. Zoning Map Section Ro. 2 The Zoning Ordinance consists of both the official Zoning Map and the textual Zoning Ordinance. Rezonings are requests to change a parcel on the map from one type of zoning to another (Source: Planning Department, 1999.) 193 Chapter 23: Development Regulations The Board of Adjustment is a quasi-judicial body that rules on requests for "special exception" uses for individual parcels of property This board also hears appeals from property owners regarding administrative zoning decisions and considers variances from the Zoning Ordinance if unique characteristics of the property make strict compliance with the Zoning Ordinance an undue hardship. The Development Director is the technical advisor to the Board of Adjustment. The Historic and Cultural Landmarks Commission makes recommendations to the Zoning Commission on owner- and City -initiated historic overlay zoning designations. These designations consist of Demolition Delay, Historic and Cultural Landmarks and Districts, Highly Significant Endangered, and Conservation Districts. Beginning in 1986, a new Planned Development "PD" District was added to provide greater flexibility and discretion in the development of commercial, industrial, and mixed residential and non-residential uses. Developers may apply for "PD" zoning to obtain higher residential densities than allowed in other multifamily districts in certain cases. In a "PD" district, multifamily dwellings must be part of a mixed -use structure or project. Or, they must be located in two designated areas that are in or adjacent to major employment centers and are 1) an area described as "Tier 2" in the 1993 Downtown Strategic Plan and 2) the Medical District, as defined in the 1995 Southside Medical District Strategic Plan. The new "PD" District also brought about mandatory site plan review, which requires developers seeking "PD" zoning to delineate the site and operating characteristics of the proposed use. Subdivision Ordinance The City of Fort Worth Subdivision Ordinance applies to the subdivision of land within the city limits and the extraterritorial jurisdiction (ETJ), which consists of the unincorporated land within five miles of the city limits. The Ordinance guides the land development process and protects the public from inferior and undesirable developmental practices. The Subdivision Ordinance was adopted in 1975 by City Council "to facilitate the adequate provision of transportation, water, sewerage, schools, parks and other public requirements; to make the community as attractive and habitable as possible; to conserve the value of property and encourage the most appropriate use of land, all in accordance with a comprehensive plan. " The Subdivision Ordinance also provides for the recording of land subdivision plats with the county in which the subdivision lies, as required by State law The Ordinance governs streets,, alleys, driveways, easements, drainage facilities, street lighting, lots and blocks, and park dedication. The Ordinance also provides special requirements for two types of rural subdivisions, generally applied in the extraterritorial jurisdiction (ETJ). The first, Large Lot Rural Type Developments, applies to lots that are a minimum of two and one-half acres in size, and the second, Sub -Urban Type Developments, applies to lots that are a minimum of one acre in size. Requests for the subdivision of land are submitted to the Fort Worth City Plan Commission. During the review process, plats are sent to the corresponding school On -Site Improvements in New Development Developers are required to provide certain on -site improvements such as water and sewer lines, underground wastewater lines, curbs, paved streets, street lighting, and street signs in new developments. Subdivision regulations require that all be built to certain standards. (Source: City of Fort Worth, 1999.) 0 0 0 0 0 e 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Chapter 23: Development Regulations 194 0 0 0 0 0 0 0 0 0 0 0 0 0 e 0 0 0 0 0 0 0 0 0 0 0 0 districts and appropriate utility companies. The Development Review Committee, composed of City staff, determines whether a plat is in conformance with the Subdivision Ordinance and the Comprehensive Plan. ISSUES The City's Zoning Ordinance and Subdivision Ordinance should further the City's goal of establishing a multiple growth center development pattern. Amendments to the ordinances will be necessary to support the growth center concept and remove barriers to its development. Zoning Ordinance Issues Mixed -use growth centers should consist primarily of a mix of residential and commercial uses. The Zoning Ordinance, however, does not allow residential and mixed uses by right in any commercial districts, with the exception of the downtown "H" District. Mixed uses, such as retail, office, and residential, are allowed only in Planned Development "PD" Districts, which require developers to request a zoning change and seek site plan approval for development. The City's multifamily guidelines, which were adopted in 1996, are applied when a developer is seeking multifamily zoning. The multifamily guidelines limit the land area associated with multifamily zoning districts to nine percent of the City's total land area. The guidelines also limit the total number of existing and potential multifamily dwelling units to 1,000 within a one -mile radius of any proposed multifamily zoning district. Since 1996, the City has made many zoning decisions that have been inconsistent with these guidelines. The guidelines impede the development of mixed -use growth centers, which should consist of higher density residential development, while potentially allowing multifamily development to be dispersed in inappropriate locations. Developers have identified other issues that may be impediments to the type of development desired in mixed -use growth centers, as described in Chapter 16. These include, but are not limited to, off-street parking requirements, setback requirements, and landscaping requirements. Discrepancies exist between the actual zoning designations and the land uses recommended in the Comprehensive Plan. Several commercial areas, including large parts of Downtown and the Stockyards, are currently zoned industrial. The Downtown and Stockyards are designated as mixed -use growth centers in the Comprehensive Plan, but residential uses are not permitted in the industrial zoned areas. The map to the right depicts one such industrial zoning district in Downtown. In addition, certain areas of the city are zoned multifamily, but the predominant land use is single family Thus, the current zoning patterns can impede or threaten the desired development patterns. Downtown Industrial Zoning Several commercial areas, including large parts of Downtown and the Stockyards, are currently zoned industrial. The gray area represents property that has industrial zoning. (Source: Planning Department, 1999.) 195 Chapter 23: Development Regulations Trees are an important asset for a city because of their aesthetic and environmental value. Trees filter air, prevent soil erosion, and can even lower energy costs. The landscaping regulations in the Zoning Ordinance are the only City regulations that provide an incentive for preserving mature trees. It allows extra credit towards landscaping requirements for the preservation of existing trees over six caliper inches, as long as the area within the dripline is landscaped and is protected during grading and construction. The landscaped area within the dripline is then counted double towards the overall required landscape area. However, the City does not require a permit for grading or site preparation when a number of mature trees could be lost. Removal of mature trees negatively impacts Fort Worth's landscape, character, and air quality Subdivision Ordinance Issues The City Plan Commission Rules and Regulations, which guide the implementation of the Subdivision Ordinance, have not undergone a major revision since 1986. These regulations should be reviewed to ensure that appropriate infrastructure can be provided in newly developing areas. Current regulations, for example, do not require that sidewalks be built adjacent to streets that are 42 feet or less in pavement width. This can hinder pedestrian access from residential uses to adjacent schools, commercial, institutional and park uses. One of the City's goals is to improve air quality The use of alternative transportation modes, such as walking or bicycling, can help to achieve this goal. The park dedication policy, which is applied during the subdivision platting process, requires that 2.5 acres of parkland be dedicated for every 1,000 prospective residents. This standard addresses the need for neighborhood parks, which are five to 20 acres in size, but does not adequately provide for the acquisition of land to be developed as community and regional parks, which are greater than 30 acres in size. The City is currently reviewing the park dedication policy to determine how to better meet service standards for park facilities. STRATEGIES Four strategies will help to implement the City's development goals and respond to current issues. The first strategy is for City staff to review the Zoning Ordinance and Subdivision Ordinance, in consultation with City Council, City Plan Commission, Zoning Commission, developers, and community leaders, so as to identify regulatory impediments to appropriate development. The City Council will hold a series of work sessions during 2000 to discuss regulatory impediments and other issues relating to the Zoning Ordinance and the Subdivision Ordinance. Staff should recommend guidelines for desired development, particularly within mixed - use growth centers, and then review the ordinances for potential impediments. Examples of potential impediments may include: • restrictions on residential and mixed uses in commercial districts, • geographic limitations on "PD" multifamily zoning (Tier 2 and Medical District), • multifamily development guidelines, and Example of a Mixed -use Development Mixed uses, like those found in this building on Magnolia Street, are allowed only in planned development "PD" districts. Few such examples exist outside of Downtown (Source: Planning Department, 1999.) Chapter 23: Development -Regulations 196 0 0 0 Q 0 0 0 0 0 0 0 8 0 0 0 0 0 0 0 0 0 0 0 0• 0 • parking, setback, and landscaping requirements. After consideration of the effects of certain impediments on development, staff should then prepare Ordinance amendments for consideration by the City Plan Commission, Zoning Commission, and City Council. The second strategy is to ensure that adequate public facilities, such as sidewalks, streets, drainage, parks and schools, are provided during the construction of new subdivisions. City staff should prepare recommendations for consideration by City Council on the following three issues. First, subdivision developers within the ETJ should provide adequate public facilities so as to limit the amount of improvements that the City would be required to make upon annexation. City staff is working with the City Plan Commission and City Council to develop street standards and standards for the provision of drainage facilities that will be applicable within the City and ETJ Second, subdivision developers should contribute a proportionate share of the cost for acquisition and development of parks that would serve subdivision residents. Working with the Parks and Community Services Advisory Board, the City Plan Commission and the City Council, City staff developed a revised neighborhood and community park dedication policy which was adopted by the City Council on April 18, 2000. The newly adopted policy will apply to both the City and ETJ, and will require the following: dedication of parkland at a rate of 2.5 acres per 1,000 population for neighborhood parks or fee in lieu of dedication; dedication of land for community parks at a rate of 3 75 acres per 1,000 population or fee in lieu of dedication. The policy also requires that developers construct or provide the funding for construction of first phase park improvements as a project cost, with the City committing to appropriate maintenance funds once the improvements are completed and accepted by the City In the revised policy, credit is not given for private recreational facilities since these often have limited access and are generally not available to the public. The City Council will be appointing a Park Policy Special Task Force to review the newly adopted neighborhood and community park dedication policy and make recommendations for any improvements to the policy to the Parks and Community Services Advisory Board, City Plan Commission, and the City Council. Third, the City should require sidewalks to be constructed along all new subdivision streets. City staff is working with the City Plan Commission and City Council to develop a new sidewalk policy which would require the construction of sidewalks on both sides of all new subdivision streets. The proposed policy requires that sidewalks be provided adjacent to the property line rather than adjacent to the street curb to allow for a buffer between pedestrians and automobiles. Sidewalks and ramps will be required to conform to Americans with Disabilities Act (ADA) requirements. The third strategy is for the City to initiate zoning changes in order to make the City's zoning districts consistent with the 2000 Comprehensive Plan. The following procedure has been proposed for the City to initiate zoning changes. Within 60 days after adoption of the Comprehensive Plan, the City will submit maps that indicate the boundaries of all non -consistent zoning districts and the nature of all proposed Rezoning Process Applicant submits zone change request to Development Department. 1 Development & Planning staff review request. Agenda posted for Zoning Commission public hearing. I Zoning request packets sent to Zoning Commission. Planning staff brief Zoning Commission on Monday prior to Wednesday public hearing. Zoning Commission holds public hearing on second Wednesday of the month and votes on request. I 1 Zoning request proceeds to City Council for final vote. City Council has a public hearing on the second Tues- day of the month and votes on request. Early notification sent to registered Neighborhood Associations within 1/4 mile radius of property ISigns posted on property I Planning staff report written. Notices mailed to property owners within 300 foot radius of property The rezoning process depicted (Source: Planning Department, 1999.) above typically lasts two months. 197 Chapter 23: Development Regulations zoning changes to the authorized representative of each pertinent neighborhood or business organization, along with a letter describing the map. This letter will explain the procedures by which the property owners within any non -consistent zoning district may petition the City to initiate a proposed zoning change for that district. The City will be available upon request to make a presentation on City - initiated zoning changes to any interested neighborhood or business organization. The property owners within any non -consistent zoning district may ask the City to initiate a proposed zoning change for that district by submitting a petition on a form to be provided by the City that contains the signatures of property owners representing 50 percent or more of the parcels to be rezoned, and 50 percent or more of the land area to be rezoned within any non -consistent zoning district or within any portion thereof that may constitute a separate zoning district. The City will verify that the property to be rezoned constitutes a logical, defensible zoning district. The City will conduct one or more public information meetings in or near the proposed zoning district in order to explain the proposed zoning change. The fourth strategy is to encourage better resource management and replacement of trees. Landscaping requirements should be reviewed to determine their effectiveness in preserving trees. Chapter 23: Development Regulations 198 • • • • • • • • • • • • • • • • •. • • • • • • • • • • • • • • • • 0000000000000 *000000000000000000e CHAPTER 24: FINANCIAL INCENTIVES Fort Worth offers a variety of incentives to help stimulate development and redevelopment. Many have been discussed in previous chapters, especially in the programs listed in the Economic Development, Housing, and Historic Preservation discussions. BACKGROUND With regard to economic development, many economic development specialists believe incentives help leverage private investment, enhance the local business environment, strengthen the economy, and increase local employment. The City of Fort Worth monitors incentives to ensure that provisions are enforced and to ensure that incentives are proportionate to the economic benefit to the City The City utilizes incentive strategies as an integral part of its economic development program in an attempt to influence decision makers considering relocating or starting a major business. Incentives are evaluated on a case -by -case basis and are based on the merits of individual projects. This helps achieve specific employment and economic goals. The individual programs strive to make the private business successful in the short run, and often form a joint venture by way of an executed contract, as is the case with any tax abatement, that will be beneficial to both entities. Financial incentives are also available to property owners and/or non-profit organizations to promote restoration, rehabilitation, or repair of existing housing structures. They can also be used to provide money for long-term financing, down payments, and closing costs for first-time or low to moderate income buyers. Another incentive available throughout the City of Fort Worth is the homestead exemption, which is available to anyone who owns and occupies a single family residence in Fort Worth. To obtain this exemption, the property owner completes an exemption request form and submits it to the Tarrant Appraisal District. STRATEGIES The City should continue to support and market the following programs. Tax Incentives • Tax Abatement —Texas law permits a city to grant property tax abatements to projects located within a reinvestment zone if the project meets the economic goals and objectives of the City as outlined in the City Council approved Tax Abatement Policy The City's tax abatement program was initially established for industrial developments and downtown housing, but has been expanded to include commercial and other residential developments under certain circumstances. In addition to locational factors, residential projects must have a minimum capital investment of $5 million, or construct or renovate no less than 50 residential living units with 20 percent to be rented to moderate or Tax Abatement Program History and Current Status N I III ///III II Ifi I/ Sundance Square Phase I (Sundance W) American Airlines Maintenance Facility Hamstra Builders Williamson-Dickie. Distribution/Warehouse Sundance Square Phase II (Lofts/Retail) The Dannon Co. — Plant Expansion AMCOT -Construction of Sylvania Conti Industries — Plant Expansion Roadway Packaging— Plant Expansion Menasco Aerospace — Expansion Motorola — Paging Manufacturing Facility Haggar Distribution Center Nokia — Cell Phone Manufacturing Facility Hillwood Development — Infrastructure Bank One Branch Star Uniform — Laundry Facility Expansion Tech Data — Warehouse Operations Hillside Housing Development Southwest Office Systems -Warehouse Firestone Apartments (Phoenix Southwest) J C Penney's Distribution Center Tecnol Distribution Center Blackstone Apartments (Alexander Co) Intel Corp.- Micro -chip Fabrication Facility Best Power -Manufacturing Facility Active Active Abatement Completed Active Active Abatement Completed Active Abatement Terminated Abatement Terminated Active Active Active Active Active Active Active Active Active Active In Construction* In Construction* Company Canceled Project Company Canceled Project Construction Delayed Company Canceled Protect Tiara Motorcoach-Manufacturing Facility Company Canceled Project Minyard Food Stores -Supermarket Blackstone Hotel (Historic Restoration) Villas by the Lake (Retirement Corn ) Ben E. Keith Co. (Food Distribution) Mother Parker's Tea & Coffee In Construction* In Construction* In Construction* In Construction* In Construction* This chronological list of agreements shows the status of projects as of March, 1999 Abatements begin January 1 following the issuance of a Certificate of Occupancy (CO) and are now limited to 10 years. *Note: Projects receiving a CO in 1999 will show as "in construction" because the abatement does not begin until the following year (Source: Office of Economic Development, 1999.) 199 Chapter 24 Financial Incentives lower income persons. Commercial and industrial projects must meet minimum capital investment, locational, and hiring criteria. Other requirements include utilizing local, minority and/or women owned companies for construction or supplies. Applicants must demonstrate a need for the incentive. The City of Fort Worth currently has 24 tax abatements, representing a combined investment amount of approximately $629 74 million, which are projected to create approximately 9,187 jobs before they expire. The total tax abatement amounts are not currently available. Tax abatement applications are submitted to the Office of Economic Development for Council consideration. • Tax Abatement for Historic Property —The City of Fort Worth offers a partial property tax abatement program whereby the City "freezes" the assessed value of Historic and Cultural Landmark designated property for ten years for owners who spend an amount equal to 30 percent or more of pre -renovation assessed value of the improvement on restoration or renovation. Owners of Highly Significant Endangered designated property who spend an amount equal to 30 percent or more of pre -renovation assessed value of the improvement on restoration or renovation qualify for exemption from City taxes on the improvement and a freeze of the land value for 10-15 years. Owners of properties which qualify for this program must make application to the City and be subject to review and approval by the Historic and Cultural Landmarks Commission. • Enterprise Zones —This designation is reserved for areas of high unemployment targeted for business redevelopment, including creation of jobs and economic revitalization. The City must nominate the area for state designation and provide certain incentives. If the area is designated by the State as an enterprise zone, it offers additional benefits to businesses located within the zone that then obtain state enterprise project designation. Only three businesses per year may be nominated, and the three must be evenly distributed among the City's enterprise zones. The State offers tax refunds on building materials and equipment to qualified businesses and projects within this area as a financial incentive to promote employment. Refunds are calculated at a rate of $2,000 for each new permanent job created up to $250,000 per year Currently, the City of Fort Worth has one designated enterprise zone located in North Fort Worth, but is exploring nominating a South and a Southeast zone for designation. Enterprise zone incentives provided by the City are varied and based on the needs of individual projects. Incentives for the north enterprise zone include selling City owned surplus land at less than fair market value, reducing development fees, and refunding local sales tax paid for materials used for remodeling, rehabilitation or construction in certain circumstances. • Tax Increment Financing (TIF)—A financing tool which uses revenues from tax increments to pay for improvements that stimulate future development or redevelopment in designated reinvestment zones. The total value of taxable real property located within the zone is calculated for the year the zone is created, and is referred to as the tax increment base. The amount by which future total value exceeds the tax increment base is the captured appraised value. Tax increments are the taxes levied on the captured appraised value by Railhead Industrial Park Companies within the Railhead Industrial Park, located near Loop 820 NW, are eligible to receive certain sales tax abatements associated with the State designated North Enterprise Zone. (Source: Planning Department, 1999.) • • • Q • • • • • • • • • i • • • • • • • • • • • • • • Chapter 24 Financial incentives 200 • • e I® • • • • • • • • • • • • • • • • • • • • • • • • • • • • the various taxing entities and are deposited into a Tax Increment Fund to be used to pay for public improvements within the TIF zone. Ideally, the improved infrastructure helps spur additional private development. • Federal Tax Credits for Historic Property —Federal income tax credits for 20 percent of the certified rehabilitation costs of a certified historic structure are available if proper procedure is followed. This credit can be applied only to commercial, industrial, agricultural, or rental residential properties. Certified historic structures are buildings that are either listed individually in the National Register of Historic Places, or are located in a registered historic district and certified by the National Park Service as contributing to the historic significance of that district. A 10 percent income tax credit is available for rehabilitation of a non -historic building built before 1936. There are also stipulations to qualify for this credit. • Low Income Housing Tax Credit program —This federal income tax credit is administered by the Texas Department of Housing and Community Affairs, and is an incentive available to persons who build or rehabilitate rental units and rent a certain percentage to low - moderate income households. • Neighborhood Empowerment Zone —A Neighborhood Empowerment Zone is an area within a municipality created to promote the development and rehabilitation of affordable housing within the zone; an increase in economic development within the zone; and an increase in the quality of social services, education, or public safety provided to residents of the zone. The City may waive or adopt fees related to the construction of buildings within the zone; enter into agreements, for a period of not more than 10 years, for sales tax refunds or abatements of municipal sales taxes on sales made in the zone; enter into agreements abating municipal property taxes on property in the zone; and set baseline performance standards to encourage the use of alternative building materials that address concerns relating to the environment or to building costs, maintenance, or energy consumption. Housing and Urban Development Grant and Loan Funds • HOME or CDBG—A portion of these funds is used locally to provide gap financing for eligible single family or multi -family development projects. HOME is a home investment program offered through HUD Funds can be used towards closing costs, down payments and deferred payment loans for qualified households. • Rental Rehabilitation Program —A housing program administered by the City that provides low interest and/or deferred payment loans to help property owners rehabilitate affordable rental units for low income families. This requires matching funds from the property owners. Surplus City Owned Properties • The City Council has passed an ordinance which allows foreclosed properties to be conveyed to qualified housing nonprofit organizations at a minimal cost. This incentive is designed to facilitate the upgrading of housing in older neighborhoods. Villas by the Lake Financial incentives, such as low income tax credits and tax abatement, have stimulated development such as the Villas by the Lake. Construction of the project began in 1999 in Southeast Fort Worth near Lake Arlington. (Sources: Housing Department, Humphreys & Partners Architects, 1999.) 201 Chapter 24 Financial Incentives Community and National Programs • Community Reinvestment Act —Passed in 1977, this federal law requires banks and savings and loan associations to help meet the credit needs of households in the communities they serve. The City's Housing Department has expressed an interest in working with banking officials to develop a community reinvestment plan with pooled resources. • Secondary Mortgage Lenders —The Federal National Mortgage Association (Fannie Mae) has pledged one trillion dollars to help ten million families, particularly those most in need, get into homes of their own. They work with lenders, non -profits, mortgage insurers, community groups, state and local housing finance agencies, and others, including employers, to share information and create funding opportunities. The Federal Home Loan Mortgage Corporation (Freddie Mac), and the Government National Mortgage Association (Ginnie Mae) have similar housing programs. • Revolving Loan Program — A Revolving Loan Program funded by Economic Development Administration (EDA) grants and CDBG funds is administered by the Fort Worth Economic Development Corporation. Community Facility Agreements (CFAs) • Community Facility Agreements —A contract between the developer and the City for the construction of one or more of the following public facilities within public right-of-way or easement: parks, water, sanitary sewer, street, storm drain, street light, and street name signs. A contract may include private facilities within right-of-way dedicated as private right-of-way or easement on a recorded plat. A CFA is for the construction of streets and utilities to serve a proposed development. If the City determines it would better serve other potential future development by constructing a street or utility larger than what is needed for the subject development, the City may require a larger street or utility When this occurs, the City pays the cost difference between what is needed to serve the subject development and what the City determines is needed to serve future developments. A policy should be developed for Community Facility Agreements that offer an incentive to developers who develop or redevelop land within the central city or growth centers. The proposed policy may include a three tier approach: 1) Growth Centers and Central City (within Loop 820); 2) City Limits (outside Loop 820); and 3) Extraterritorial Jurisdiction. Development within the central city or growth centers would have a reduced participation schedule in paying for community facilities. No incentives would be offered to development in the ETJ Chapter 24 Financial Incentives 202 Rendering of the Firestone Apartments in Downtown Phoenix Southwest, developers of the Firestone Apartments, received a tax incentive from the City of Fort Worth in the form of a tax abatement. The Firestone Apartments are located at the corner of Henderson Street and West 7th Street. (Source: Phoenix Southwest at http://www.phoenixpropertyco.com, 1999.) • • • • • • • • • • • • • • • • • • • • • • • • • • • • .e e °® S • • • • • • • • • e • • • • • • • • • • • • CHAPTER 25: ANNEXATION POLICY Annexation is a means of bringing unincorporated property into the corporate limits of a city It is the best way for new areas and developments to receive municipal services such as police and fire protection, garbage collection, water service, sewer service and other municipal services. As a tool for growth management, annexation is used to establish more sensible jurisdictional boundaries, facilitate economic development, and foster coordinated land development. BACKGROUND The extraterritorial jurisdiction (ETJ) is an area of land located a certain distance beyond the city limit line that the city has a right to annex. To be annexed, the land must be contiguous to the city limit line. Chapter 43 of the Local Government Code, State of Texas establishes provisions that define the size of the extraterritorial boundaries according to the population size of a city These statutes allow a five - mile ETJ for cities in excess of 100,000 in population. Fort Worth has a five -mile extraterritorial jurisdiction since the City's population is in excess of 100,000 persons. Cities within a smaller population category have a smaller ETJ Most Texas cities are permitted to regulate the subdivision of land within their ETJ However, cities are not granted the authority to engage in building inspections and code enforcement, or to implement zoning regulations outside of their city limits. Annexation is a means by which cities can obtain the regulatory authority required for implementing a full range of development controls used for guiding future growth. Impact of Annexation As an instrument for growth management, annexation has a significant impact in two major areas of development. • Economic Development: As a tool for economic development, annexation provides for the orderly provision of physical infrastructure and other services necessary to the development of the tax base for the City, the region, and the State. • Land Development and Planning: As a land development tool, annexation prevents the establishment of incompatible development patterns by extending land use and other regulatory controls intended to protect existing and future land uses. It can be used for circumventing leap -frog development patterns and allow for more efficient provision of public services and infrastructure. Implementation As a Home Rule City, Fort Worth may implement annexations in one of two ways, subject to the requirements of Chapter 43 of the Local Government Code, State of Texas, as modified by Senate Bill-89 enacted by the 76th Legislature, 1999 City Limits and Extraterritorial Jurisdiction / Nport City Limit Extra Territorial Jurisdiction (ETJ) The darker shading on the map above shows the boundaries of the Fort Worth city limits. The lightly shaded area is Fort Worth's ETJ, which can extend as far as five miles out. The current ETJ contains approximately 350 square miles of land. (Source: Planning Department, 1999.) 203 Chapter 25. Annexation Policy • Voluntary annexation is a process by which a majority of private property owners initiate annexation by petitioning the City to annex their property into the corporate limits. This is the most common form of annexation undertaken by Fort Worth. • Involuntary annexation is a process by which the City will initiate annexation without a petition. This type of annexation occurs in situations where the affected property owners may not desire to initiate a petition. In other instances, the City will initiate annexation for the purpose of establishing a legal connection to proposed or recently developed areas that are geographically detached from an existing city limit boundary History of Annexation Fort Worth has grown from an original town site of 4.2 square miles and a population of approximately 3,000 persons, to the present City size of 307.937 (January 2000) square miles and a population of 504,350 (01/01/99). The map to the right shows how the City has expanded in a concentric fashion since 1873 Between 1930 and 1962, the City's growth was generated by the development of key employment centers such as General Dynamics (which later began operating under Lockheed Martin Tactical Aircraft Systems), Carswell Air Force Base and Fort Worth Quartermaster Depot. These facilities created a need for housing and associated infrastructure supplied by the City of Fort Worth. From 1963 through 1986, the City expanded in a more radial pattern primarily along transit corridors such as I-30, I-35W and Loop 820, and along Highways US 287 and SH 121 Major employment centers developed during the earlier years of this period, including the Great Southwest International Airport and the subsequent development of the Dallas/Fort Worth International Airport located along the eastern periphery of the City Annexation Activity Since 1986 From 1986 through 1999, a major expansion occurred northward along I-35W, which was primarily created by the development of the Alliance Airport and its associated industrial park. Located in northern Tarrant and southern Denton counties, the Alliance Airport region was originally established in 1987 by the annexation of 5,600 acres, making it one of the largest annexations in State history As of 1999, the region has expanded to include more than 12,000 acres, with an estimated $3 7 billion dollar investment composed of public and private expenditures for infrastructure and development. The Alliance region will provide a major economic impetus that may foster future annexations of the north and northwestern sections of Fort Worth's extraterritorial jurisdiction. Approximately three-quarters of all annexations adopted since 1987 have occurred to the north along the I-35W corridor within the Alliance region. Since 1987, over 17,000 acres were annexed, of which 12,641 acres, or 73 percent, are situated within the Alliance region. This region is generally defined as an area projecting Chapter 25: Annexation Policy 204 ft History of Annexation DOrl9lnel Incorporation, 1873 IIIIIIIIIIII 1874 1930 1931 1940 No Annexations fra 0 3 Miles 1941 1962 1963 1996 1967 1990 1991 -2000 The map above shows land annexed since 1873. The City has grown from 4.2 square miles in 1873 to 307 937 square miles as of January 2000 The original population count was 3,000 persons. Fort Worth's 1999 population count is 504,350. (Sources: Planning Department NCTCOG, 1999.) 0 0 0 0 0 0 0 0 0 0 0 0 • 0 0 • 9 9 • 9 0 • 000000000000000000000000000000000 , eastward and westward along I-35W as it extends north of its break with US 287 Major activity centers located within this region include Alliance Airport, Texas Motor Speedway, the Burlington Northern Santa Fe Intermodal facility and rail yard, and the Alliance industrial parks. Significant residential areas have also developed to the south and east of this region, including the Fossil Creek, Summerfields, and Park Glen Additions. Fort Worth's boundaries will continue to expand as new development unfolds along the City's periphery Such expansion will be fostered by the intensification of development within key growth centers such as Alliance Airport, Alliance Gateway industrial park, and Texas Motor Speedway The area adjacent to Hulen/Cityview to the southwest is likely to expand as new land uses develop near this growth center It is further anticipated that several of the City's unincorporated enclaves will be annexed as these areas begin to develop, requiring extension of city services and infrastructure into the annexed area. The provision of water and wastewater services often plays a critical role in annexation decisions. Certificates of Convenience and Necessity (CCN) for water and sewer utility services are issued by the Texas Natural Resource Conservation Commission (TNRCC) to a public or private organization that will provide exclusive water or wastewater service to a defined area. The City of Fort Worth is awaiting approval from TNRCC on the boundary of it's area of CCN The proposed boundary includes the majority of the land area within the city limits of Fort Worth and the ETJ If a potential customer is located within an area in which the City of Fort Worth holds the CCN, then the City must either provide water and wastewater services or release the area to another entity The decision to annex usually revolves around whether the City will exercise its right to provide water and wastewater services. Annexation Policy and Annexation Plan of 1999 On December 14, 1999, the City of Fort Worth adopted an Annexation Policy to accomplish the objectives identified in this chapter In summary, the policy states that the City should annex land if it lies within the City's Certificate of Convenience and Necessity (CCN) area and meets one or more of the following criteria. • Whether there has been evidence of pending development activity in the area within the previous three-year period, • Whether the area is geographically proximate to existing city limits; • Whether the City has the ability to provide full municipal services as development thresholds are reached, • Whether the area is needed to provide geographic continuity of city services to other areas, • Whether fiscal analysis shows that annexation would be a long-term benefit to the City; • Whether analysis shows that failure to annex the area would cause long-term harm to the City; • Whether annexation would close gaps within current city limits; Proposed Exterior Boundary of Certificate of Convenience and Necessity Area The proposed boundary of the area for which the City of Fort Worth will hold the Certificate of Convenience and Necessity includes the majority of the land area within the city limits of Fort Worth and the ETJ Until the Texas Natural Resource Conservation Commission grants approval, the boundary shown above is subject to change (Source: Water Department, 1998.) 205 Chapter 25. Annexation Policy • Whether the area is a potential "growth center" that requires urban densities to develop as planned, • Whether development outside the City would have negative impact due to unregulated land uses and the City's inability to enforce development standards, building codes and environmental regulations; and • Such other factors as the City Council determines may be relevant to determine whether annexation is in the best interests of the City The entire policy may be found in Appendix F Fort Worth may also consider voluntary and involuntary annexations beyond the CCN if it is in the best interest of the City Recently adopted State law requires cities to have an Annexation Plan in order to annex areas that have 100 plus separate tracts of land with residential dwellings on each tract. The City recently adopted an Annexation Plan, which states that as of December 14, 1999, the City does not have any current intentions to annex areas that meet these criteria. The resolution adopting the Annexation Plan may be found in Appendix F STRATEGIES Fort Worth presents a case study of how the annexation process can be administered as a positive tool for guiding development in its ETJ Two key strategies have been paramount in Fort Worth'.s annexation activities over the past twelve years: • Fort Worth typically annexes properties that are within three years of being developed. Prior to the submission of anannexation petition, property owners and the City will coordinate their efforts to provide physical infrastructure for new development to ensure the timely delivery of services in accordance with the requirements of State law. In some instances, such as in the Alliance Airport region, the City has established public -private partnerships to achieve these ends. • In the past, Fort Worth typically annexed property on a voluntary basis and rarely performed involuntary annexations. Over 89 percent of all land annexed since 1987 has been by voluntary annexation undertaken at the request of the property owners. All acreage annexed by this method was undeveloped, with virtually no population base. However, based on the City's new annexation policy, land may be annexed if it meets any of the criteria listed in. Appendix F Such annexations may include voluntary and involuntary annexations of both vacant and populated areas. Prudent application of the Annexation Policy will assist the City in achieving the objectives outlined in the following paragraphs. Chapter 25. Annaxation:Policy 206 Alliance Corridor Annexation Activity, 1987-1998 6000 5000 -- 4000 3000 2000 — 1000 -- 0 CO CO CO II n co rn 0 rn rn rn rn rn CO 0) 0) rn rn CO rn rn 0) 0) Cr) Cr) 0) 10 Voluntary'® Involuntary From 1987 to 1998, 12,641 acres were annexed in the Alliance Corridor by the City of Fort Worth. The 1987 annexation of 5,600 acres is one of the largest single annexations in the history of Texas. (Source: Development Department, 1999.) 0 0 0 0 0 0 0 0 0 0 0 • 0 0 0 0 • • • 0 • e 0 S 0 Q Promote Economic Growth Fort Worth should utilize annexation as a major component for the establishment of O public -private sector partnerships intended to stimulate local and regional. economic ® growth and implement sound capital improvement programming. • The City should utilize its ETJ as a marketing and planning resource by O anticipating candidate areas, along with the private sector, for annexation. Such © areas would primarily consist of raw land, be accessible to public utilities provided by Fort Worth, and be within three years of being developed. Such annexations would be initiated by voluntary petition of 50 percent or more of the private landowners, and processed under the requirements of Subchapter C- ® 1, Chapter 43 of the Local Government Code, State of Texas. Q • The City should plan with the property owners in developing a service plan for the logical extension of infrastructure and services to the proposed ® development, with. such service commitments being established prior to annexation. • Once service plan commitments have been established, the City should verify O funding sources (both public and private) for implementation of the plan. Such Q sources may include, but not be limited to, the following: special taxation districts, water and sewer impact fees, community facilities agreements, capital improvement program budgets, and other sources deemed appropriate for the ® specific project. • Voluntary annexation of the project, along with the institution of zoning and platting requirements in accordance with the Comprehensive Plan's e development principles, should commence and be completed within the time frame prescribed by Subchapter C-1, Chapter 43 of the Local Government O code, State of Texas. Q Facilitate Long Range Planning ® Fort Worth should utilize annexation to regulate development on the fringe of the City in accordance with the Fort Worth Comprehensive Plan. Q • As unincorporated areas become more densely developed, additional growth Q centers should be identified for the ETJ in subsequent refinements to the Comprehensive Plan and annexed under the three-year plan provision Q stipulated by Subchapter C, Chapter 43 of the Local Government Code, State of Texas. The State of Texas allows cities to annex populated areas in the City's ETJ that are ripe for more intense development activity Areas that O contain more than 100 separate tracts of land on which one or more residential ® dwellings are located are subject to the three-year plan provision. These areas would possess the potential to serve as future growth centers that would form a ® significant trade area for attracting commercial development. In accordance with State requirements, the annexation of these areas must be completed at the end of the third year of the "three-year plan" adopted by the City Council. • Unincorporated areas which are sparsely developed, i.e. less than 100 residential tracts, may be annexed without applying the three-year plan. Industrial areas, voluntary annexations, and areas annexed for health, safety, and public welfare purposes also would not have to wait for the three-year plan. Millions of Dollars Property Tax Revenuefrom the Alliance Corridor, 1995-1998 $8 7 6 5 4 3 2 1- 0 c0 0) 0) T 0) o) El City of Fort Worth Tarrant County CI Denton County D Northwest ISD All of the taxing jurisdictions have seen a steady increase in revenues from property taxes within the Alliance Corridor (Source: Development Department, 1999.) 0 207 Chapter 25. Annexation Policy • Linkages to future growth centers in the ETJ should be addressed in subsequent refinements to the comprehensive plan. Consideration should be given to the study of key thoroughfares in terms of their impact on new development patterns as they extend into the ETJ Such thoroughfares would include, but not be limited to, the proposed alignment of SH 121 as it extends into southwest Tarrant County, the westward alignment of Interstate Highway 30 as it extends into Parker County, the westward alignment of SH 114 as it extends into Wise County, and the proposed development of the Outer Loop as it extends from SH 170 to the north to FM 1187 to the south. • As requests for water or sewer service are received from persons located within the water and sewer service areas authorized by Certificates of Convenience and Necessity (CCN) issued by the State, the City will make the requested service available under terms and conditions as set forth in applicable City utility service ordinances or as otherwise ordered by the State. Protect Future Development Fort Worth should utilize annexation as a means of extending the City's land use regulations and building codes for the purpose of protecting future development from inadequate design and construction standards which may proliferate in unincorporated areas, with such regulations being implemented in accordance with the Fort Worth Comprehensive Plan. • In an effort to establish and sustain qualitative development standards for future annexation sites, the City Plan Commission should review the effectiveness of the subdivision rules and regulations in accomplishing the objectives of the comprehensive plan as applied to the ETJ When the Plan Commission finds that development proposals for an area appear to be contrary to or inconsistent with the planning objectives for that area, or that the frequency of requests indicates a need for modifications, the Plan Commission should advise the City Council of its conclusions and may file a proposal to amend, supplement or change the regulations applied to future development. • Upon annexation of territory into the City of Fort Worth, the Plan Commission should prepare a report recommending the locations and types of zoning districts to be established in the annexed area based on the Comprehensive Plan, and shall file a copy of the report with the City Council and the Zoning Commission for their evaluation at public hearings. • Planning, zoning, building inspection, code compliance and other enforcement jurisdictions of the City of Fort Worth will extend to annexed territories on the effective date of the annexation ordinance. Developed land uses that existed prior to annexation are grandfathered in accordance with the provisions for non -conforming uses contained in the City's zoning ordinance. Applicable provision prescribed by State statute with respect to preexisting land uses would apply as well. However, all new construction must conform to all applicable development standards of the City Chapter 25. Annexation Policy 208 Acres Annexed Citywide From 1987 Through 1999 Voluntary Involuntar Since 1987, a total of 17,665 acres have been annexed by the City of Fort Worth. Of these, 1,803 acres were annexed involuntarily (Source: Development Department, 1999.) Population Annexed on an Involuntary Basis Number of Persons 10 0 4 14 Since 1987, a combined population of 14 persons have been involuntarily annexed. (Source: Development Department, 1999.) e • • 0 0 0 0 e 0 • • • • • • s • • • • I I • • • • • • • • • • • • • • • • • • • • • • • • • • Foster Intergovernmental Cooneration Fort Worth should utilizeannexation as an approach for alleviating jurisdictional conflicts with abutting municipal and county governments, and for_coordinating, service delivery arrangements with school districts, municipal utility districts, and emergency response providers. • As determined by the Department of Transportation and Public Works, border streets developed and maintained by the County should not be annexed into Fort Worth unless both sides of the right-of-way will be enveloped "within the corporate boundaries of the City after annexation. Furthermore, city limit lines or ETJ boundaries should not be;established down the centerline of established roadways. When disannexations are proposed, the remaining City boundary should be established such that the entire border street is also disannexed from the City, unless it is a short mid -block segment, that is already enveloped within the corporate boundaries of the City at both ends. • Requests for boundary adjustments from adjacent municipalities should he considered where an exchange. of territories of equivalent value, or an exchange for other consideration of an equivalent value, could occur between both cities. The requesting municipality should have adequate land use controls to maintain development standards equivalent to those of the City of Fort Worth. It can be anticipated that such adjustments will not be adopted if the area to be released would result in a reduction to the City of Fort Worth's revenue stream and if the area contains environmental and economic resources that are vital to Fort Worth's interests. • School districts should be assisted in planning for new educational and support facilities in annexed areas. Associated plat filings and zoning applications connected with the annexation petition should continue to be circulated to school districts for the purpose of coordinating future school construction between land developers and the districts. Alliance Gateway Annexation is important for the establishment of public -private sector partnerships intended to stimulate local and regional economic growth and implement sound capital improvement programming. (Source: Development Department, 1999.) 209 Chapter 25. Annexation Policy • • • CHAPTER 26: INTERGOVERNMENTAL COOPERATION • The City of Fort Worthinteracts on a formal and informal basis with various • entities and agencies to provide quality services to citizens, to reduce costs, and to • comply with state and federal regulations. This chapter identifies and describes existing agreements, and presents opportunities for additional interaction and • coordination. • BACKGROUND • • The City of Fort Worth interacts with other agencies in a formal manner through inter -local agreements, membership and participation in coordinating organizations, participation in regular meetings of governing bodies, joint meetings, workshops, working groups, and special task forces. The City also relates on an informal basis ;� through personal contact by staff and elected officials. The Fort Worth City Council sets intergovernmental policies and executes formal agreements. • • 211 Chapter 26: Intergovernmental Cooperation Adjacent and Surrounding Cities Fort Worth shares its boundaries with 28 cities. The City has various service and facility agreements with these cities and other nearby municipalities. (Source: Planning Department, 1999.) Adjacent and Surroundine Cities The City of Fort Worth shares its corporate limits with 28 cities. There are inter - local agreements with many of these cities, including agreements for shared facilities and coordinated provision of services, participation in household hazardous waste collections, and regulations of the Rabies Control Act. The existing agreements for particular services such as public health, libraries, parks, fire, and police are described in the corresponding chapters. Water and wastewater • agreements are listed in the Environmental Quality chapter • The City of Fort Worth and the City of Dallas are joint owners of the Dallas -Fort • Worth International Airport. An 11-member board operates the Airport, including the Mayor of each city, three members appointed by Fort Worth City Council, and • six members appointed by Dallas City Council. The board prepares an expenditure budget each year that must be approved by the governing bodies of both cities. Individually, the two cities have executed covenants whereby they can levy a • maintenance tax to assure the airport is efficiently operated and maintained. However, neither has implemented the maintenance tax to date. The Board makes • agreements with air carriers and other parties that use the airport, and sets rental • rates and fees to produce adequate revenues. • The Trinity Railway Express rail project was originally a joint venture of the City of • Fort Worth and the City of Dallas. Each city originally owned an undivided 50 percent interest in the property formerly owned by Chicago, Rock Island, and • Pacific Railroad that is located between the two cities. The property was acquired to preserve the freight service until such time that mass transit could be introduced in • the corridor The Federal Transit Administration and the Texas Department of • Transportation contributed $31,620,000 of the acquisition cost, and the cities jointly contributed $2,380,000. A joint project by the Fort Worth Transportation Authority ••••••••••••••••••i•••••••••••••• CHAPTER 26: INTERGOVERNMENTAL COOPERATION The City of Fort Worth interacts on a formal and informal basis with various entities and agencies to provide quality services to citizens, to reduce costs, and to comply with state and federal regulations. This chapter identifies and describes existing agreements, and presents opportunities for additional interaction and coordination. BACKGROUND The City of Fort Worth interacts with other agencies in a formal manner through inter -local agreements, membership and participation in coordinating organizations, participation in regular meetings of governing bodies, joint meetings, workshops, working groups, and special task forces. The City also relates on an informal basis through personal contact by staff and elected officials. The Fort Worth City Council sets intergovernmental policies and executes formal agreements. Adjacent and Surroundins Cities The City of Fort Worth shares its corporate limits with 28 cities. There are inter - local agreements with many of these cities, including agreements for shared facilities and coordinated provision of services, participation in household hazardous waste collections, and regulations of the Rabies Control Act. The existing agreements for particular services such as public health, libraries, parks, fire, and police are described in the corresponding chapters. Water and wastewater agreements are listed in the Environmental Quality chapter The City of Fort Worth and the City of Dallas are joint owners of the Dallas -Fort Worth International Airport. An 11-member board operates the Airport, including the Mayor of each city, three members appointed by Fort Worth City Council, and six members appointed by Dallas City Council. The board prepares an expenditure budget each year that must be approved by the governing bodies of both cities. Individually, the two cities have executed covenants whereby they can levy a maintenance tax to assure the airport is efficiently operated and maintained. However, neither has implemented the maintenance tax to date. The Board makes agreements with air carriers and other parties that use the airport, and sets rental rates and fees to produce adequate revenues. The Trinity Railway Express rail project was originally a joint venture of the City of Fort Worth and the City of Dallas. Each city originally owned an undivided 50 percent interest in the property formerly owned by Chicago, Rock Island, and Pacific Railroad that is located between the two cities. The property was acquired to preserve the freight service until such time that mass transit could be introduced in the corridor The Federal Transit Administration and the Texas Department of Transportation contributed $31,620,000 of the acquisition cost, and the cities jointly contributed $2,380,000. A joint project by the Fort Worth Transportation Authority Adjacent and Surrounding Cities Fort Worth shares its boundaries with 28 cities. The City has various service and facility agreements with these cities and other nearby municipalities. (Source: Planning Department, 1999.) 211 Chapter 26: Intergovernmental Cooperation • • • • • • • •:• • • • • • • • • • • • • • • • • • • • • • • funding of the Hospital District's operations. The City of Fort Worth transfers associated grant funding and a General Fund subsidy to help support health initiatives previously operated by the City which are now part of the JPS Health Network. The Tarrant Regional Water District is the exclusive supplier of raw water for the City of Fort Worth, and ensures that the county maintains an adequate flood control and water supply Though authorized by the state to collect taxes, the Water District currently receives all of its revenue from the sale of water Fort Worth Independent School District serves 54 percent of the land area in the City of Fort Worth. Fourteen adjoining Independent School Districts cover the remainder of the city The Independent School Districts levy an ad valorem property tax for public education within each district that is collected by the county appraisal district in which the property lies. Each district is governed by an elected board that has the authority to change the tax rate within the district and sell bonds to finance. new facilities. A joint resolution was adopted in March of 1997 by the Fort Worth City Council and the Fort Worth Independent School District that supports the establishment of policy by both entities to promote city/school cooperation. Tarrant County levies an ad valorem property tax on property within the county boundaries. The tax is used to fund county services and facilities. The tax rate is adjusted annually based on appraised property values. The 2000 Tarrant County property tax rate was approximately .625 per $100, an increase from the 1997 rate of .576. Denton County also levies an ad valorem property tax on property within its boundaries. The 2000 Denton County property tax rate was .235 per $100. Tarrant County College District (TCCD) levies an ad valorem tax on property within the county boundaries. There are two taxes levied by TCCD; one is used for maintenance operations and one is used to retire bond debt. The 2000 TCCD maintenance operations tax is 9.2 cents per $100 value and the 2000 TCCD tax to retire debt is 1 441 cents per $100 value. County The City of Fort Worth is within Tarrant County and Denton County The State of Texas establishes one agency within each county as the appraiser of property values within that county The Tarrant Appraisal District (TAD) provides this service for property in Tarrant County and the Denton Central Appraisal District (DCAD) provides the service for property in Denton County The appraisal districts maintain records of ownership, applicable taxing entities, and their exemptions. TAD and DCAD forward tax roll changes to the City each month for updating. In July of each year, they provide the City with a final roll of taxable property within the City's taxing jurisdiction. City Council sets the tax rate for the fiscal year beginning October one, based on this information. City Council can establish ad valorem tax exemption policies within its statutory authority Fort Worth Transportation Authority Bus Service One of the T's Buses The City of Fort Worth has a contract with the Fort Worth Transportation Authority (FWTA) whereby FWTA provides public transportation services throughout the City based on a service plan adopted by the FWTA Board. City Council appoints eight of the board members. FWTA uses a one-half percent sales tax to provide services, including the T, a public bus service that runs throughout the City (Source: Web page for Fort Worth Transportation Authority, 1999.) 213 Chapter 26: Intergovernmental Cooperation Tarrant County Health Department provides minor health care services to city residents, such as vaccinations, immunizations, and WIC programs that issue food stamps and nutritional information. In case of an endemic outbreak, the City, county, and state would work together The City works with the Tarrant County Community Development Division on grants and the Fort Worth and Tarrant County Housing Consortium to address affordable housing on a county level. Fort Worth resident housing needs are also addressed through Tarrant County Access to Homeless, Homeless Shelter Task Force, Tarrant County Disability Housing Coalition, Tarrant County Mental Health/ Mental Retardation, and Consumer Credit Community Services. The City of Fort Worth Housing Department works with most of these agencies in addressing housing needs of City residents. Tarrant County has an agreement with HUD to provide fair housing and tenant/landlord services to all residents of Tarrant County The Tarrant County Workforce Development Board administers the Workforce Investment Act, which provides grant money for skills training and job placement services. The Workforce Investment Act replaced the Job Training Partnership Act. The City's extraterritorial jurisdiction (ETJ) includes portions of five counties, including Denton, Johnson, Parker, Tarrant, and Wise County State law determines the responsibilities and jurisdictions allowed by cities within the ETJ, including the review of new subdivision plats. Chapter 23 provides a more detailed description of this relationship. Regional Agencies The Trinity River Authority provides planning for the Trinity River Basin, constructs dams, and supplies wastewater treatment through contracts with other agencies. Twenty counties fall within its boundaries, which extend from the mouth of the Trinity River up to Tarrant and Dallas Counties. Each project undertaken by the Authority has an individual advisory committee. The City of Fort Worth appoints one member to the advisory committee for each of the special projects. Coordinating Agencies The North Central Texas Council of Governments (NCTCOG) is a voluntary association of government entities in a 16-county metropolitan region centered around Fort Worth and Dallas. There are currently 151 cities, 16 counties, 23 school districts, and 20 special districts that are members of the NCTCOG. Its purpose is to assist local governments in planning for common needs, cooperating for mutual benefits, and coordinating regional development. The City of Fort Worth is a member, and pays dues based on population. The City has a permanent seat on the 11-member Executive Board. NCTCOG serves as the Metropolitan Planning Organization (MPO) for transportation and air quality in the Fort Worth -Dallas Metropolitan area in accordance with federal law- NCTCOG is responsible for North Central Texas Council of Governments eeritral Texas Council The North Central Texas Council of Governments' (NCTCOG) purpose is to assist local governments in planning for common needs, cooperating for mutual benefits, and coordinating regional. development. It serves as the Metropolitan Planning Organization for transportation and air quality in the Fort Worth -Dallas Metropolitan area in accordance with Federal law (Source: NCTCOG, 1999.) 0 0 0 0 00 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0' 0 0 • 0 0 0 0 Chapter 26: Intergovernmental Cooperation 214 • • • • • • • • • • • • • • • • • • }:.• • • • • • • • • • • maintaining a continuing, cooperative, and comprehensive transportation planning process for all modes of travel for the region, as well as regional air quality programs. The City is a member of a number of different agencies that coordinate with cities and city leaders in an attempt to address issues that are common to most cities. • The City of Fort Worth is a member of the North Texas Commission, a regional, independent, non-profit economic development consortium made up of municipalities, chambers of commerce, and corporations established to develop regional programs to market the North Texas Region on the national and international level. The City pays membership dues and has a position on the Board of Directors. • The Texas Municipal League consists of all cities in the State of Texas. It provides services, such as lobbying the state legislature, that individual cities do not have the financial resources or political strength to do alone. Professional organizations also participate in committees to provide and share information. • Collaborative Leadership Council consists of members and representatives of City Council, Fort Worth Independent School District, chambers of commerce, Tarrant County commissioners, United Way of Tarrant County, the T, Fort Worth Housing Authority, the Crime Prevention Resource Center (CPRC), JPS Health Network, Intel Corporation, Thos S. Byrne, Inc., TXU, and the Burnett Foundation Topics of mutual interest are discussed, and dialogues are opened among the various entities. State The Texas Department of Transportation (TxDOT) is involved in nearly every aspect of transportation within the state. It administers state and federal funds for transportation projects selected by NCTCOG The majority of the City of Fort Worth is within TxDOT's Fort Worth District. However, the portion of the City that is within Denton County is within TxDOT's Dallas District. The districts are responsible for selecting projects for various funding categories in their local areas. The Texas Historical Commission (THC) was created to administer a comprehensive preservation program under state law The agency also administers the National Historic Preservation Act of 1966. It has a 20-member council, which plays an important role in selecting recipients of state grants for preservation projects. Projects in the City of Fort Worth that are federally funded are subject to a historic review process administered by THC under Section 106. THC also consults with citizens and organizations to preserve architectural, archeological, and cultural landmarks and sponsors educational conferences. The City of Fort Worth is a Certified Local Government with a Historic Preservation Officer and a Historic Landmark Commission, making it eligible for grants from the THC. The Texas Department of Human Services (DHS) provides financial, medical, and social services to eligible families, children, elderly people, and people with Area Metropolitan Ambulance Authority The Area Metropolitan Ambulance Authority (AMAA) oversees the administrative aspect of the emergency medical service system The Authority is a coalition of 13 municipalities within Tarrant County, including Burleson, which is also in Johnson County, that participate by contract or inter -local agreement. Medstar, the registered trade name for the system, provides emergency and non -emergency services, and is the only ambulance provider within the Authority's jurisdiction. The City's contract with AMAA stipulates that the Fort Worth Fire Department provide the first response to emergencies within Fort Worth city limits. (Source: City of Fort Worth, 1998.) 215 Chapter 26: Intergovernmental Cooperation disabilities. Texas Works and the Aged and Disabled Program are provided to Fort Worth residents through Tarrant County The Texas Department of Health records all births, deaths, marriages and divorces in Texas through the Bureau of Vital Statistics. The Bureau also develops, analyzes, and disseminates information used to plan and evaluate public health programs and to identify specific problem areas, such as infant mortality, teen pregnancy, and tobacco use. The Department of Health is also charged by EPA to enforce asbestos and lead paint removal programs. The City of Fort Worth contracts with it for the removal of asbestos and lead paint identified at sites. In case of an endemic outbreak, the Texas Department of Health would assist. It also inspects summer and institutional programs within the Fort Worth city limits that are not sponsored by the City The Texas Natural Resource Conservation Commission (TNRCC) is the state's air quality regulatory agency It is responsible for developing the emission reduction plan for the region. The City of Fort Worth assists the TNRCC with air monitoring and inspects and reports violations. Notices of violation are sent to the violator and to the TNRCC, who decides the type of enforcement that is applicable and what measures should be taken to address the situation. TNRCC and NCTCOG is developing a State Implementation Plan to improve air quality that meets the EPA standards described in the Clean Air Act. Texas Parks and Wildlife operates 135 State Parks and Historic sites across Texas. It provides technical and funding assistance to local park programs. There are 26 parks operated by Texas Parks and Wildlife within 100 miles of the Fort Worth - Dallas Metroplex. The Texas Department of Economic Development administers economic development programs, including the enterprise zone and projects, tourism, and funds for certain job training programs. The City's Economic Development Office works closely with the state on business development, and reports annually on the status of enterprise zones and projects, tax abatements in the zone, and local Tax Increment Financing Districts (TIFs). The Texas Department of Housing and Community Affairs is Texas' lead agency responsible for affordable housing, community development, and community assistance programs, as well as the regulation of the state's manufactured housing industry. The Department annually administers funds in excess of $500 million (FY 1997), the overwhelming majority of which is derived from mortgage revenue bond financing and refinancing, federalgrants, and federal tax credits. The Department is the source agency for several local programs, such as the Weatherization Assistance Program, which serve the low-income residents of Tarrant County. The Texas Department of Protective and Regulatory Services is charged with protecting the rights of children and the rights of adults who are elderly or have Chapter 26: Intergovernmental Cooperation 216 Trinity River Trails The trails that run along the Trinity River are a good example of coordination between various agencies Federal transportation funds and City funds pay for the construction of the trails. The City and Tarrant Regional Water District have an agreement that provides for shared responsibility of maintenance and expansion of the green way system (Source: City of Fort Worth, 1998.) • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • disabilities, living at home or in state facilities. The department also licenses group day-care homes, day-care centers, and registered family homes. The Texas Comptroller of Public Accounts is one of thelargest agencies in state government, and collects state revenue, tracks state expenditures, and monitors the state's financial condition. It serves as the state's chief fiscal officer, bookkeeper, and economic forecaster It collects 26 state taxes, including sales tax. The Research Division studies and reports on all sectors and geographic regions of the Texas economy The Economic Development Division provides information about federal and state grant opportunities, distributes data about local economies, and helps businesses find purchasing and training opportunities. Federal The Environmental Protection Agency (EPA) implements major federal environmental legislation. The Clean Air Act (1970 and 1990) established emission standards for both motor vehicles and point source emitters of airborne pollutants, and set pollution control standards that require communities and industries to meet air quality standards. The City of Fort Worth Environmental Management Department assists the EPA with air monitoring, permitting and enforcement. The Clean Water Act of 1987 established a permitting program and criteria for the discharge of pollutants into the country's waters, including minimum water quality standards. The City has a federal permit to discharge storm water into local water bodies. The City is responsible for inspecting and enforcing the Clean Water Act based on terms of the permit. The Federal Emergency Management Agency (FEMA) attempts to protect people, property and infrastructure from all types of hazards through comprehensive emergency management programs of mitigation, preparedness, response, and recovery It administers the National Flood Insurance Act of 1968 which established the National Flood Insurance Program (NFIP). In order for property owners to purchase federally guaranteed flood insurance, a community must adopt and enforce flood plain management ordinances that meet NFIP requirements. FEMA now rewards local governments that make efforts to reduce flood losses through its Community Rating System. If a community receives a good CRS rating, flood insurance rates are lowered for property owners within the community The City is a participant in the NFIP The U.S Department of Housing and Urban Development (HUD) administers the Community Development Block Grant program, HOPE VI public housing redevelopment funding, HOME, Empowerment Zone, and other federal programs to assist municipalities with housing and community development. HUD provides funding for the Fort Worth Housing Authority The Army Corps of Engineers is the primary enforcement agency for the Rivers and Harbors Act, which regulates all activities affecting the navigable waters of the United States, including activities in wetlands and the construction of bridges, roads Mercado In February 1997, the City was awarded a $1 Development Initiative (EDI) grant from the U Housing and Urban Development (HUD) Mercado, a Mexican -theme market located Stockyards. (Source: City of Fort worth, 1998.) million Economic S. Department of to develop the near the Historic 217 Chapter 26: Intergovernmental Cooperation • and docks. Permits are required from the Corps of Engineers before dredging and filling in wetlands around the Trinity River in Fort Worth and Dallas. The Fish and Wildlife Service administers the Endangered Species Act. It establishes the criteria for listing plants and animals as threatened or endangered, issues permits for development sites that are five acres or greater to ensure listed species' habitats are not destroyed during development, and prepares Habitat Conservation Plans for endangered and threatened species. The agency keeps information on a county level. STRATEGIES Each chapter in sections II, -III, and IV of this plan provides goals, objectives, and policies for addressing the existing and future needs of the City of Fort Worth. Many of these provide the opportunity for and will require cooperation among the government agencies that provide services and facilities for Fort Worth residents and businesses. Opportunities for cooperation among government agencies are identified below for these chapters. Land Use • Coordinate development with adjacent cities to ensure compatibility, to address increased traffic, and to ensure efficient provision of services. • Coordinate with ISDs that serve Fort Worth to ensure that new schools are located in appropriate areas and that anticipated development can be accommodated. • Coordinate with FEMA and Tarrant Regional Water District to protect the Trinity River Corridor Housing • Coordinate services with Tarrant County and the state to ensure that City residents have access to their programs and services. • Where applicable, work with other cities to diversify regional housing options and alleviate concentrations of poverty Parks and Recreation • Work with adjacent cities, counties, and the NCTCOG to complete 250 miles of regional trails. • Coordinate with the Tarrant Regional Water Control District and the Army Corps of Engineers to implement the Trinity River Master Plan. recommendation to establish greater useage and access along the Trinity River • Work with the Tarrant Regional Water District to preserve the Trinity River Corridor as park and open space. • Work with NCTCOG to prepare the 1999 Fort Worth City Blue Print for Bicycling Public Outreach Libraries The facilities for Butler Outreach Library (BOLD) and Cavite Outreach Opportunity Library (COOL) are provided by the Fort Worth Housing Authority, while the Fort Worth Public Library provides the materials, programs, and staff. (Source: Fort Worth Public Library, 1999.) Chapter 26: Intergovernmental Cooperation 218 • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • Coordinate with the Texas Historical Commission to identify and preserve archeological and cultural landmarks. • Continue working with Texas Parks and Wildlife to ensure a quality park system and to receive funding assistance. • Coordinate with ISDs that serve Fort Worth to take advantage of opportunities for shared facilities and joint programs. • Coordinate with the Tarrant Regional Water District and the Army Corps of Engineers, Fort Worth District, to implement the Trinity River Master Plan's recommendation to establish urban edges and gateway parks along the Trinity River Libraries • Continue coordinating with adjacent cities to ensure that citizens on the periphery of the city are provided with convenient library services. • Continue working with ISDs to provide educational programs that meet the needs of the community • Work with ISDs to determine the possibility of sharing library facilities. • Maintain agreement with the Fort Worth Housing Authority for use of facilities as satellite libraries, and determine additional opportunities for providing library services in areas with special needs. Public Health • Continue working with ISDs and Tarrant County Health Department to ensure that student health needs are met and to provide educational programs for teens. • Coordinate with the Texas Department of Health, Texas Department of Human Services, and Tarrant County Health Department to create and maintain a vital statistics database that can be shared with health service providers. • Encourage public health agencies to jointly create a means of distributing information to clients that clearly defines the programs that are offered. Economic Development • Continue to use federal Community Development Block Grant (CDBG), Economic Development Initiative (EDI), and Economic Development Administration (EDA) funds for local economic development activities. • Continue to work with the Texas Department of Economic Development to provide state and local incentives within state -designated empowerment zones. • Utilize federal brownfields programs to assist in central city revitalization and environmental cleanup. • Monitor other federal and state economic development initiatives, including grant programs, in which the City may be eligible to participate. • Work with the Fort Worth Transportation Authority to improve transportation access to employment centers. • Continue to work with the Chambers of Commerce, North Texas Commission, and the state to market Fort Worth to business prospects. City and ISD Shared Park Facilities Daggett Park Diamond Hill High School Eastern Hills High School Morningside Middle School Ridglea Hills 0 D Wyatt School Southwest Park and Community Center Atwood McDonald Elementary School Thomas Place Van Zandt-Guinn Westwind Parks River Trails Park Summerfield Northwest Park Includes a play field that City leases and parking lot built by the City City built 4 tennis courts on land leased from FWISD Pity built 4 tennis courts and a play area on land leased from FWISD City built and maintains park facilities on land leased from FWISD City built and maintains a tennis court on land leased from FWISD City built 6 tennis courts which are maintained by FWISD Some of park facilities and parking areas are on land leased from FWISD Department installed and maintains play equip- ment donated by the school's Parent Teacher Organization. Site is adjacent to Sunset Hills Park. City leases land and a building from FWISD for a small community center ome of park facilities built on land leased rom FWISD !Some of park facilities built on land leased 'from FWISD Part of an agreement with Hurst -Euless - Bedford ISD Joint development agreement with the Keller ISD The 13 agreements listed above are examples of cooperation between the City and the Independent School Districts (ISD), including Fort Worth ISD, Keller ISD, and Hurst -Euless -Bedford ISD The agreements provide for shared facilities and maintenance and allow for the efficient provision of services and facilities. (Source: Parks and Community Services Department, 1999.) 219 Chapter 26: Intergovernmental Cooperation • Coordinate with adjacent municipalities in the effort to revitalize shared commercial corridors. Transportation • Coordinate with adjacent cities and the NCTCOG so that increased traffic demands on the street system can be accommodated. • Coordinate with adjacent cities and counties to ensure that new streets in subdivisions align with existing streets and that medians and curb cuts are properly spaced on major arterials and state highways. • Coordinate with ISDs to establish children's school routes and to expand the City's School Safety Program. • Coordinate with the NCTCOG to prepare the 1999 Fort Worth City Blue Print for Bicycling and the pedestrian study for City • Work with NCTCOG and Metroplex cities in the implementation of the Texas Natural Resource Conservation Commission's plan to reduce mobile source emissions, and comply with Clean Air Act regulations. • Coordinate with Dallas Area Rapid Transit, Fort Worth Transportation Authority, and the City of Dallas to plan and implement the Trinity Railway Express commuter rail project. Transportation modes will need to be coordinated so that links can be established between the different modes. • Coordinate with NCTCOG on the long-range planning, funding, and construction of certain street improvements and traffic management systems. • Pursue cooperative agreements between public agencies and private rail carriers to provide light rail passenger service. • Work with the Fort Worth Transportation Authority to accommodate the routes and schedules of persons entering the work force after coming off public assistance. Education • ISDs should work with the Fort Worth Public Library to discover opportunities for shared facilities and to continue providing educational programs at Fort Worth Public Library facilities. • ISDs should continue working with the Fort Worth Parks and Community Services Department to take advantage of opportunities for shared facilities. • Collaborate with ISDs to acquire grant funds to provide youth programs. • City Council and school board members should work together to provide the best possible education opportunities for Fort Worth youths. Historic Preservation • The City and FWISD should work together to preserve historic schools and sites. • The City should continue to work with the Texas Historical Commission (THC) to nominate structures and districts for listingin the National Register of Historic Places. The City should also continue to work with the THC to secure funding for historic preservation projects. Chapter 26: Intergovernmental Cooperation 220 Trinity Railway Express Commuter Train The Trinity Railway Express rail project is a joint venture between the City of Fort Worth and the City of Dallas. Commuter rail is being planned for the existing track between Dallas and Fort Worth and the Dallas -Fort Worth International Airport. (Source: Planning Department, 1999.) • • • • • • • • • • • • • ••• • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • Urban Design • Coordinate with NCTCOG to implement the 1999 Fort Worth City Blueprint for Bicycling and to complete a pedestrian plan for the City of Fort Worth. • Coordinate with the U.S. General Services Administration and FWTA to plan and design the proposed Downtown Public Square. Arts and Culture • Coordinate with the Arts Council of Fort Worth and Tarrant County for the expansion of the Neighborhood Arts Program. • Coordinate plans to relocate the Harley Street operations out of the Cultural District, perhaps jointly with the ISDs, county, state, or federal government. Police Services • Continue agreements between the City and the Independent School Districts that serve Fort Worth concerning the joint funding of police officers in schools. • Work with Tarrant County College to provide training for police officers and civilian support staff. Fire and Emergency Services • Coordinate training programs with Tarrant County College to improve professional development opportunities for City staff as well as the training of recruits. • Continue working with Tarrant County to acquire grant funds to purchase equipment and provide personnel training to combat terrorism. • Continue coordination and planning of disaster assistance and relief with adjacent cities, Tarrant County, FEMA, American Red Cross, and other appropriate state and federal agencies. • Continue working with ISDs to provide fire prevention educational programs for students. Environmental Oualitv • Continue working with the EPA, the Texas Natural Resource Conservation Commission, NCTCOG, and other cities and counties in the Metroplex to develop programs and initiatives that reduce ozone -forming air emissions and bring the Metroplex into compliance with the Clean Air Act. • Work with ISDs that serve Fort Worth to develop a storm water/wastewater curriculum to educate students on the importance of maintaining water quality • Work with FEMA, the Tarrant County Water Control District, and the Army Corps of Engineers to increase the capacity of the existing drainage system to reduce flooding. • Work with surrounding cities, counties, and Tarrant Regional Water District to prepare a study that would consider overall effects of development on watersheds. • Work with surrounding cities and counties to prevent pollutants in areas of new development and/or extensive redevelopment from entering water bodies through stormwater runoff Morning Chapel Christian Methodist Episcopal Church Morning Chapel Christian Methodist Episcopal Church, located at 901 East Third Street, is a contributor to the potential East Second Street National Register Historic District. National Register designation is an example of local, state, and federal cooperation. Properties listed in the National Register are eligible for consideration for financial incentives from the Texas Historical Commission. (Source: Planning Department, 1999.) 221 Chapter 26: Intergovernmental Cooperation • Work with the Tarrant Regional Water District to obtain future raw water rights along the Sulfur River • Develop a strategy for regional mass public transportation by working with NCTCOG and other cities in the Metroplex to provide efficient and integrated light rail, bus, and commuter rail services throughout the Dallas/Fort Worth region. • Work with adjacent cities and counties to encourage the development of industries with minimal air emissions within the Metroplex in order to meet strict federal emissions standards while encouraging economic growth. • Environmental education programs should be established through coordination with NCTCOG and the City of Fort Worth's Environmental Management Department. • Utilize redevelopment incentives provided through the EPA's Brownfields Initiative to stimulate the reuse of formerly contaminated sites within the central city Chapter 26: Intergovernmental Cooperation 222 Ozone History for Tarrant, Denton, Dallas, and Collin Counties 25 - a) CT) T co 0) T CO L[) t� a) CO 00 Co 00 0) a) 0) a) ✓ T T T ✓ M LI) N- a) 0) 0) C) a) a) T T T T The Environmental Protection Agency groups Tarrant, Dallas, Denton, and Collin County into one area for testing air pollutants. For the 1997-1999 testing period, the number of allowed exceedance days has already been surpassed. The counties and their cities must work together, along with the appropriate federal, state and regional agencies to establish programs and initiatives to reduce ozone -forming air emissions to bring the Metroplex into compliance with the Clean Air Act. (Sources: Insider Inside Environmental Resources. Department of Environmental Resources, NCTCOG. December 1998-January 1999.) • • • • • • • • • • • • • . • • • . &i iir.• • • ••• ••• • •, • • • • • • • • . • • • SDIUN 1ddV • • • • • • • • • • • • • • • 4 • • • • • • • • • • • • • • • • APPENDIX A: EXISTING PLANS AND STUDIES The plans that are listed below are incorporated into the Fort Worth Comprehensive Plan by reference. The major goals and policies of. these individual plans are included in the corresponding chapters. Comprehensive Economic Development Strategy. 1999 The City of Fort Worth Comprehensive Economic Development Strategy (CEDS) describes current demographic and economic trends in the City, the vision statement and goals for future economic growth, and the programs and projects that will assist the City in achieving those goals. The CEDS is required to apply for funding assistance under programs administered by the U S. Department of Commerce, Economic Development Administration. Consolidated Plan. 2000 The City of Fort Worth Consolidated Plan identifies housing and community development strategies and programs that will help achieve the goals of providing decent housing, promoting a suitable living environment, and expanding economic opportunities. The Consolidated Plan combines the planning, application, and reporting documents for four U S. Department of Housing and Urban Development programs. Community Development Block Grant, HOME Investment Partnership Program, Emergency Shelter Grant Program, and Housing Opportunities for People With AIDS Cultural District Plan, 1990 Fifty years of growth resulted in a need for a Master Plan for the Cultural District to provide unity and definition in this area of unique cultural resources. In 1987, the boundaries of the Cultural District were defined and the Cultural District Committee was formally established by the Fort Worth City Council, spearheading an effort to create a visionary document that would guide growth within the Cultural District. The Master Plan, created by a team of consultants led by EDAW, Inc., an Alexandria, Virginia planning firm, addressed issues regarding facilities, land use, parking, traffic circulation, open space, lighting, landscaping and signage. Current and proposed projects within and around the district may warrant an update to the Cultural District Master Plan. Downtown Strategic Action Plan, 1993 The Downtown Strategic Action Plan was sponsored by the City of Fort Worth, Downtown Fort Worth, Inc., and the Fort Worth Transportation Authority The purpose of the plan was to capitalize on the momentum of Downtown's success by creating a strong action plan, coupled with full commitment from government, business and citizens. A Steering Committee, Advisory Committee, seven specialized task forces, a series of group visioning sessions, and a series of working papers provided the committee and input structure. Issues addressed included housing, retail, arts and entertainment, transportation, urban design and open space, education and information, and security Fort Worth Linkages. 1997 The Linkages Study was a community planning effort to develop a common vision and goals for the corridors that link Fort Worth's most historically significant and heavily visited areas. Downtown, the Stockyards, and the Cultural District/Zoo. The study was funded by the North Central Texas Council of Governments' 1995- 96 Unified Work Program, and development of the plan was led by a Linkages Steering Committee. Issues addressed were signage, streetscape improvements, and new development. Housing Policy. 1999 The City of Fort Worth Housing Policy establishes a set of policy goals to provide guidance to the City Council, staff, and community for the development of programs, services, and projects related to affordable housing. The Housing Policy focuses on the importance of public -private partnerships in addressing affordable housing needs. Lake Worth Development and Management Plan. 1995 The Lake Worth Development and Management Plan was completed by the City of Fort Worth Engineering, Parks and Community Services, Planning, Transportation and Public Works, and Water Departments. The purpose of the Plan was to make recommendations for policies that address the needs of the citizens around Lake Worth. The Plan also serves to facilitate the most efficient and viable development of the Lake Worth area while maintaining water quality that will be suitable for consumption and recreation. The primary goal of this plan was to establish and maximize Lake Worth's potential as a multi -functional natural resource. Master Transportation Plan. 1990 The City of Fort Worth Master Transportation Plan (MTP) identifies highways, arterials, and other roadways that form a network of streets and highways for not only Fort Worth, but also the western region of the North Central Texas Council of Governments planning area. The MTP is currently being revised as part of a new Transportation Plan to become an integral part of the Comprehensive Plan. 223 Appendix A. Existing Plans and Studies Model Block Plans Since 1994, ten model block plans have been prepared for neighborhoods throughout Fort Worth. The model block plans include the following: • Eastwood, 1993 • Near Southeast, 1994 • Jennings, May, St. Louis, 1995 • Near Northside, 1995 • Lake Como, 1995 • Fairmount, 1996 • Mitchell Boulevard, 1997 • Poly, 1997 • Riverside, 1998 • Far Greater Northside, 1999 Parks, Recreation and Open Space Master Plan. 1998 The Comprehensive Park, Recreation and Open Space Master Plan was an effort guided by the Parks and Community Services Advisory Board. The Plan reflects on the past, measures the present, and charts the activities for the next five to ten years that will build upon one of the best park systems in the State of Texas and the nation. The Plan identifies areas of improvements and develops strategies to address existing deficiencies. Responding to public input and the results of a Needs Assessment Survey, the Plan establishes standards and a menu of priorities to meet the individual needs and desires for the City, which is divided into eight park planning districts. Southside Medical District Stratesic Plan. 1995 The Strategic Plan for the Southside Medical District was completed by a team of consultants led by Sasaki Associates, Inc., in order to present overall guiding development principles on which to base decision -making within the District. The Plan addressed issues such as land use, redevelopment opportunities, housing, urban design and open space, transportation and parking. Target Area Plans Since 1987, eight target area plans have been developed for specific areas of the City These plans include the following: • Fairmount, 1987 • Glenwood Triangle, 1990 • Historic Northside, 1991 • East Libby Avenue, 1991 • Highland Hills, 1992 • River Trails, 1992 • Evans Avenue, 1993 • Harlem Hills, 1995 Appendix A. Existing Plans and Studies 224 Trinity River Master Plan. 1990 The Trinity River Master Plan was initiated by the Fort Worth Streams and Valleys Committee, and was funded by a grant from the Amon G Carter Foundation. EDWA, Inc., a consulting firm from Alexandria, Virginia, produced this master plan, which was developed for the improvement of 43 miles of the Trinity River Corridor over the next 20 years. The planning corridor consists of the Trinity River Main Branch and the West Fork, which are divided into nine distinct zones. The Plan gives recommendations for each zone which has a distinct character containing specific opportunities and serving a particular role in the overall river system. An update of the Trinity River Plan from Trinity Park to Gateway Park was completed in 1999 The updated plan is known as the Tilley Plan. The Tilley Plan was for- mally accepted by Streams and Valleys, Inc. and the Parks and Community Services Advisory Board. • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • •i 004)4D4 $00 ii00000 III, 00 Ilk 00000000000 APPENDIX B: POPULATION PROJECTION METHODOLOGY The cohort component model is one of the oldest and most widely used procedures for projecting population. It was developed by Edwin Cannon in 1895 as a simple method of accounting for population growth. It is based upon a balancing equation where population growth is a function of added births, deducted deaths, added in - migrants, and deducted out -migrants. The modern version was developed by P.K. Wheipton in 1936 and has the added benefit of accounting for population change by age groups that are called cohorts. The computer software spreadsheet model used in Fort Worth's projection was developed by Ned Levine and documented in a book by Richard E. Klosterman, Richard K. Brail and Earl Bossard entitled Spreadsheet Models for Urban and Regional Analysis in 1993 by the Center for Urban Policy Research at Rutgers University in New Brunswick, New Jersey Two general equations are used. The first calculates the future population of children ages zero to nine and the second calculates the future population of persons age ten and over The first equation takes the form Pio = Po + (B — D) + (IM — OM) where Pio is the population ten years into the future, Po is the initial population, B is births, D is deaths, IM is in -migration and OM is out -migration. For the youngest age groups — 0 to 9, Po is always equal to zero and births during the ten-year period are added. The second equation takes the form Pio = Po — D + (IM — OM). Births are not a factor for age groups that are 10 or older Births (B) are calculated using a fertility estimation technique called the child - woman ratio. It is a simple ratio of the number of children ages zero to nine to women in their reproductive years 10 to 49 Deaths (D) are calculated by applying to each cohort a survival ratio; this is the probability that a member of one age group will survive to become a member of the next age group. Survival rates for the United States are published annually by the U.S. Bureau of Vital Statistics. Age specific survival rates for local areas are not available, however, data from the Fort Worth Health Department indicate that the annual death rate, the number of deaths per 1,000 citizens, is five percent greater in Fort Worth (5.3) than for the U.S. as a whole (5.0). Thus, the only adjustment necessary was to reduce the U.S survival rates slightly for Fort Worth to calibrate the model. Net migration is inferred from the model by applying the balancing equation in reverse. By running the model to add projected births and deaths between 1980 and 1990, then subtracting the result from the 1990 census figures, the model estimates a migration rate for each age group. This migration estimate is then carried forward through the projection years. The model assumes that the child -woman ratios, survival rates, and migration will continue unaltered from the base year into the future. As the last census is the latest data available for age -specific population in Fort Worth, 1990 has been used as the base year for these projections. In essence, the 2020 population projections included in this document are 30-year projections rather than 21-year projections as one might otherwise assume. It is virtually impossible to account for unforeseen changes in the economy, changes in family values, medical advancements or fertility enhancements that might influence population growth. It is also impossible to account for largefluctuations from the growth trends in any given year For these reasons, projections must be used with caution and should be reevaluated frequently, as new data becomes available. It is also useful to compare projections from different models or different agencies when available. The North Central Texas Council of Governments is currently working on small -area projections for the metropolitan planning area to be used in the next update of the regional transportation plan. Final results are not currently available, but per Fort Worth's request, NCTCOG ran a preliminary city -level projection for comparison. Using a software model known as DRAM-EMPAL, a gravity model which distributes a regional control population to smaller areas based upon economic and land use factors, NCTCOG has projected a population of 605,000 for Fort Worth in the year 2025 NCTCOG's model does not include growth in areas to be annexed, while the cohort model is not constrained. This would seem to corroborate the cohort component projection of 627,000 for the year 2020. In addition, a straight-line trend generated using mathematical extrapolation in the form y=a+bx and continuing the growth pattern experienced between 1990 and 1999, would result in a total population of 636,000 by 2020 The rounded figure of 630,000 is deemed to be most likely 225 Appendix B: Population Projection Methodology •• • APPENDIX C: PROPOSED FUTURE LAND USE BY SECTOR PLANNING SECTORS Fort Worth is divided into 16 planning sectors, as shown on the map to the right. The planning sectors are listed below with their corresponding City Council districts. Sector Council Districts 1 Arlington Heights 2,3,7,9 2 Downtown 2,9 3 Eastside 4,5,8 4 Far North 2, 4 5 Far Northwest 2, 7 6 Far South 6,8 7 Far Southwest 3,6 8 Far West 3, 7 9 Northeast 2,4,8,9 10 Northside 2, 7- 11 Southeast 5,8 12 Southside 3,8,9 13 Sycamore 6,8,9 14 TCU/Westcliff 3,9 15 Wedgwood 3,6 16 Western Hills/Ridglea 3,7 Proposed future land uses and land use policies for each sector are included on the following pages in alphabetical order by sector •••••_• P`•kaoanci 227 •yd_•_•OM. • 0 4 yes f N • is Appendix C: Proposed Future Land Use By Sector z,,vFp,,e'OW Op •••••••••••••••••••••••••••••••aa • 0 • • Recommended Strategies • 1 Encourage mixed -use development along the south • side of the Southwest Parkway corridor, west of • Hulen St. to the Trinity River 2. Encourage light industrial uses as a transition • between the rail yards and the Southwest Parkway, from Montgomery St. to Bryant Irvin Rd. • 3 Maintain the neighborhood commercial character of • the historic section of Camp Bowie Blvd. head -in • parking, storefronts, awnings and brick pavers. The construction, and improvement of new and • existing businesses are encouraged. • 4 Stimulate the redevelopment of the White Settlement Rd, West 7th St. and W Lancaster Ave. • commercial districts between Downtown and the • Cultural District. 5 Seek to attract at least one convention hotel to the • Cultural District. 6. Encourage compatible land use and infill • development in the Como neighborhood. • 7 Promote the revitalization of the Horne St. commercial district. • • • ARLINGTON HEIGHTS SECTOR Recommended Policies • 1 Promote commercial and multifamily development • within the Cultural District mixed -use growth center 2. Honor agreements between the Osteopathic Hospital, • the University of North Texas Health Science • Center and the adjacent residential communities to meet expansion needs, while protecting the residential communities. "A comprehensive plan shall not constitute zoning • regulations or establish zoning district boundaries." Texas Local Government Code, Section 219 005 • Vacant, Undeveloped, Agricultural Single Family Residential Manufactured Housing Low Density Residential Medium Density Residential High Density Residential Institutional Neighborhood Commercial General Commercial Light Industrial Heavy Industrial Mixed -Use Growth Center Industrial Growth Center Infrastructure 100 Year Flood Plain Public Park, Recreation, Open Space Private Park, Recreation, Open Space is 229 N og. 0 aWE t 0.5 1 Miles 1 4000 N 2k W BERRY ST 1 /» 3AV IMV f1S W RC'SEDALE ST j _.__"__`_____I J Appendix C. Proposed Future Land Use by Sector 1 • • Recommended Policies 1 Promote commercial and multifamily development • within the Downtown mixed -use growth center • 2 Promote the development of a fixed rail trolley, linking downtown activities to the Cultural District • and Stockyards. Recommended Strategies • I Encourage mid -rise or high-rise development for the "10 central core, bounded by Henderson St., Lancaster Ave., BN&SF railroad and Belknap St. • 2 Encourage specialty retail between Throckmorton St. and Commerce St., from 2nd St. to 8th St. Encourage mid -rise, up to 15 stories, mixed -use development along W 7th St. and W Lancaster Ave. • 4 Encourage low-rise office, mixed -use and residential development throughout the remainder of the downtown. Expand the Downtownmixed-use-growth center to Northside Dr and east to the Trinity River Expand Tier 2 into the entire Cultural District, Medical District and Downtown mixed -use growth centers. Strive to increase the number of public places. Encourage the development of a public market. Incorporate the recommendations of the Lancaster Redevelopment Plan and the Intermodal Transportation Center (ITC) Study • 10 Promote office and residential uses close to the 9th • Street and T&P Tnnity Express intermodal stations. • 11 Encourage development of 400-750 parking • spaces near the proposed plaza at Sundance Square. • 12. Encourage installation of sidewalks and street trees between new residential districts and the central core. Attract and expand educational institutions. I. 14 Promote preservation of the historic residential character of the Sunset Terrace neighborhood. • DOWNTOWN SECTOR • • • • • 5 • 6. • • 7 ,• 8 9 •• 13 • • • • • "A comprehensive plan shall not constitute zoning regulations or establish zoning district boundaries." Texas Local Government Code, Section 219 005 0 �v A 0.25 0.5 Miles 1.2000 W LANCASTER AVE W 7TH ST 230 m PENNSYLVAN A AVE W ROSEDALE S W'MAGNOLIA AVE II ❑ 0 ■ 0 MI II ❑ W VICKERY 1 VD Vacant, Undeveloped, Agricultural Single Family Residential Manufactured Housing Low Density Residential Medium Density Residential High Density Residential Institutional Neighborhood Commercial General Commercial Light Industrial Heavy Industrial Mixed -Use Growth Center Industrial Growth Center Infrastructure 100 Year Flood Plain Public Park, Recreation, Open Space Private Park, Recreation, Open Space Appendix C Proposed Future Land Use by Sector • • • Recommended Policies • • 2 3 • 4 • tLO G AVE i<z di 4,7 lei 11111 .0 .m v m ✓ xi Promote commercial and multifamily development within the CentrePort and Eastchase mixed -use growth centers. Promote industrial development within the Riverbend industrial growth center Provide public access and the continuation of the public trail along the Trinity River Encourage new multifamily development to locate in mixed -use growth centers. -NE'CUOP,82 i' • • • • --1E 1:STQ13T _} �_ ll1 I p- -1 i I�pv VV r=1,J� m D z0 0 0 v mm A z �O v 1 1 2 VIEW DR x Miles 1.8000 MIDWAY DR E ROSEDALE ST _ z z r BEDFORD EULESS RD W PIPELINE RD W HURST BLVD -MEADOWBROOK DR "A comprehensive plan shall not constitute zoningregulations or establish zoning distract boundaries."Texas Local Government Code, Section 219 005 231 EASTSIDE SECTOR Recommended Strategies 1 Promote the restoration of historic homes and buildings. 2. Reduce the amount of undeveloped multifamily zoning. 3 Encourage the use of flood plains for agricultural or recreational uses. 4 Encourage the reuse of vacant buildings. 5 Encourage demolition of buildings that can not be economically rehabilitated. 6 Improve the commercial viability and physical conditions of E. Lancaster Ave. 7 Encourage the installation of sidewalks in residential and commercial development. SH-183 I- 30 W DIVISION ST RIVER OAKS BROWN BLVD LAMAR BLVD W RANDOL MILL RD T m O r O v v v 7-1 0 N U U I =I TRINIT.1 Vacant, Undeveloped, Agricultural Single Family Residential Manufactured Housing Low Density Residential Medium Density Residential High Density Residential Institutional Neighborhood Commercial General Commercial Light Industrial Heavy Industrial Mixed -Use Growth Center Industrial Growth Center Infrastructure 100 Year Flood Plain Public Park, Recreation, Open Space Private Park, Recreation, Open Space Appendix C Proposed Future Land Use by Sector FAR NORTH SECTOR Current Policies 1 Encourage locating schools adjacent to public parks to promote shared use of facilities and reduced maintenance costs. 2. Encourage orderly growth in the extraterritorial jurisdiction. Any existing agricultural uses are subject to change when city utilities are available based on the City's expectations for rapid urban development. Recommended Policies ;. 1 Promote commercial and multifamily development within the Alliance • Gateway West, Texas Motor Speedway, Hillwood and Fossil Creek mixed -use growth centers. '• 2. Encourage new multifamily development to locate in the mixed - use growth centers. 3 Promote industrial development within the Meacham, Alliance t. and Alliance Gateway East industrial growth centers. • Recommended Strategies 4I• • • • • • • • • . . . 1 Promote development near Alliance Airport, rail yards and Texas Motor Speedway that would not be adversely affected by noise. 2 Encourage a variety of housing types and tenure beyond the airport restricted zone for the growing work force. 3 Encourage the construction of sidewalks in residential and commercial development. 4 Work with the appropriate school districts to identify sites for future school development 5 Encourage the closure of at -grade railroad crossings or create grade separations for purposes of safety and control of noise. 6 Promote the free flow of traffic on North Tarrant Parkway by restricting access points. 7 Encourage the preservation and enhancement of the natural landscape by retaining trees, natural drainage ways and unique vistas. "A comprehensive plan shall not constitute zoning regulations or establish zoning district boundaries." Texas Local Government Code, Section 219 005 II I I u ■ a I" I L 2 4 Miles 1 16000 .. SH•114 ., Vacant, Undeveloped, Agricultural Single Family Residential Manufactured Housing Low Density Residential Medium Density Residential High Density Residential Institutional Neighborhood Commercial General Commercial Light Industrial Heavy Industrial Mixed -Use Growth Center Industrial Growth Center Infrastructure 100 Year Flood Plain ® Public Park, Recreation, Open Space Private Park, Recreation, Open Space 232 1L WESIi'O• ASSWOODBLVD MEACHAM B TERMINAL RD GOLDEN TRIANGLE BLVD GLENVIEW DR Appendix C Proposed Future Land Use by Sector • • • • • • • • • i• • • • • Z• • • FAR NORTHWEST SECTOR Recommended Policies 1 Promote commercial and multifamily development within the Marine Creek mixed -use growth center 2. Encourage large lot residential or agricultural uses in the far northern portion of the Far Northwest sector 3 Encourage orderly growth in the extraterritorial jurisdiction. Any existing agricultural uses are subject to change when city utitilities are availiable based on the City's expectations for rapid urban development. Recommended Strategies 1 Encourage land development that will limit the amount of siltation or pollution of Eagle Mountain Lake and Lake Worth. 2. Promote land development that is sensitive to the natural environment; topography, lakes, flood plains, vegetation, historic resources and vistas. 3 Encourage low density single family residential development adjacent to the Fort Worth Nature Center "A comprehensive plan shall not constitute zoning regulations or establish zoning district boundaries." Texas Local Government Code, Section 219 005 um ■ a :oral Vacant, Undeveloped, Agricultural Single Family Residential Manufactured Housing Low Density Residential Medium Density Residential High Density Residential Institutional Neighborhood Commercial General Commercial Light Industrial Heavy Industrial Mixed -Use Growth Center Industrial Growth Center Infrastructure 100 Year Flood Plain ® Public Park, Recreation, Open Space ® Private Park, Recreation, Open Space CONFEDERATE PARK RD 233 N A 0 1 2 Miles 1 10000 \-.. ARRANT PKWY I. BAril WOOD BLVD I I \ t] CC —� 1-- WESTERN CENTER'S CROMW�ELL- - o MARINE-CREEKRD 0 LONGHORN B-LViD , T Appendix C Proposed Future Land Use by Sector FAR SOUTH SECTOR Recommended Policies 1 Promote commercial and multifamily development within the Spinks/ Huguley mixed -use growth center 2. Encourage orderly growth in the extraterritorial jurisdiction. Any existing agricultural uses are subject to change when city utilities are available based on the City's expectations for rapid urban development. Recommended Strategies 1 Promote the continuation of the low density residential character of the Garden Acres community 2. Encourage large lot residential or agricultural uses in the far southern (Johnson County) portion of the Far South sector 3 Encourage single family development between growth centers. 4 Discourage expansion of mining operations within the sector Encourage protection of the Village Creek watershed from further siltation and erosion. 5 "A comprehensive plan shall not constitute zoning regulations or establish zoning district boundaries." Texas Local Government Code, Section 219 005 ALTAME 1w C ✓ m I1 [I in no L ms 1 no (YCAl SCHO 0 n RISr'NGERI R J� 1 -0- Vacant, Undeveloped, Agricultural Single Family Residential Manufactured Housing Low Density Residential Medium Density Residential High Density Residential Institutional Neighborhood Commercial General Commercial Light Industrial Heavy Industrial Mixed -Use Growth Center Industrial Growth Center Infrastructure 100 Year Flood Plain Public Park, Recreation, Open Space Private Park, Recreation, Open Space 234 G) 0 EVE:RMAN P IOW SHELBYk D S JI B- F CP USON_R f 0 1 LI Miles 1 10000 J) Appendix C. Proposed Future Land Use by Sector • • FAR SOUTHWEST SECTOR • • • • • • • I. . • • • • • Recommended Policy 1 Promote commercial and multifamily development within the SH 121/FM 1187 mixed -use growth center 2. Encourage orderly growth in the extra- territorial jurisdiction. Any existing agricultural uses are subject to change when city utilities are available based on the City's expectations for rapid urban development. Recommended Strategies 1 Promote only those uses near Benbrook Reservoir that will be sensitive to the environment. 2 Encourage the development of commuter rail to the Far Southwest sector 3 Encourage major employers, retail and high density residential to locate at or near proposed transit stops and entryways to the Southwest Parkway toll road. 4 Reduce potential high density development between entryways to the Southwest Parkway Rezoning may be necessary "A comprehensive plan shall not constitute zoning regulations or establish zoning district boundaries." Texas Local Government Code, Section 219 005 (I a a a ■ a Vacant, Undeveloped, Agricultural Single Family Residential Manufactured Housing Low Density Residential Medium Density Residential High Density Residential Institutional Neighborhood Commercial General Commercial Light Industrial Heavy Industrial Mixed -Use Growth Center Industrial Growth Center Infrastructure 100 Year Flood Plain Public Park, Recreation, Open Space Private Park, Recreation, Open Space 235 0 N� 2 Miles 1 12000 4 m`ALTAtv1ESA g cn SYCA4OR SCHOOLF D m- I 1 Appendix C. Proposed Future Land Use by Sector • • • FAR WEST SECTOR Recommended Policies 1 Discourage residential development within the NAS-JRB runway clear zone and within areas with noise levels greater than 65 Ldn. 2 Promote commercial and multifamily development within the I-20/Outer Loop mixed -use growth center 3 Promote industrial development within the NAS-JRB/Lockheed-Martin industrial growth center 4 Encourage orderly growth in the extra- territorial junsdiction. Any existing agricultural uses are subject to change when city utilities are available based on the City's expectations for rapid urban development. Recommended Strategies 1 Encourage land uses that will minimize the pollution or siltation of Lake Worth. 2. Encourage cluster housing (grouping of structures on large sites with the balance as open space) to minimize impervious surface areas. 3 Encourage recreational uses such as golf courses, trails, natural vegetation and wildlife preserves in the far western portion of the sector 4 Phase out mining operations and landfills that may silt or pollute Lake Worth and generate undesired truck traffic. 5 Encourage the reclamation of mined lands and landfills for appropriate uses. 6 Encourage industrial uses with access to freeway and railroad locations. 7 Attract new high revenue commercial and industrial uses for Highway 80 (Spur 580), west of W Loop 820 8 Protect Linda Vista Estates and other older neighborhoods from encroachment by incompatible uses. 9 Consider use of a land trust for surplus City - owned land near Lake Worth. 10 Consider locating a community park, fire station, and branch library within the sector "A comprehensive plan shall not constitute zoning regulations or establish zoning district boundaries." Texas Local Government Code, Section 219 005 1.5 g /" Miles 1 12000 ( 1_ ice D F=M 1886 r __t_ J 15 236 I- 30- EAGLE MTN LAKE L_1 11 • N N • a Vacant, Undeveloped, Agricultural Single Family Residential Manufactured Housing Low Density Residential Medium Density Residential High Density Residential Institutional Neighborhood Commercial General Commercial Light Industrial Heavy Industrial Mixed -Use Growth Center Industrial Growth Center Infrastructure 100 Year Flood Plain Public Park, Recreation, Open Space Private Park, Recreation, Open Space Appendix C Proposed Future Land Use by Sector ••••••••••••••••••••••••••••••••• NORTHEAST SECTOR Recommended Policies 1 Promote commercial and multifamily development within the Downtown mixed -use growth center 2. Promote industrial development m the Meacham industrial growth center 3 Promote extension of the public trail system along the Trinity River Recommended Strategies 1 Encourage the revitalization of the commercial districts with neighborhood oriented retail, service and office space. 2 Encourage compatible development along the Trinity River, particularly within the Rock Island Bottoms and Butler Housing sites. 3 Protect neighborhoods from commercial and industrial encroachment from Belknap St., 28th St., Sylvania Ave. and Riverside Dr "A comprehensive plan shall not constitute zoning regulations or establish zoning district boundanes." Texas Local Government Code, Section 219 005 C Z m 0 TH LST NCASDER AVE ■ a.• 237 r • MEACHA; BLVD Vacant, Undeveloped, Agricultural Single Family Residential Manufactured Housing Low Density Residential Medium Density Residential High Density Residential Institutional Neighborhood Commercial General Commercial Light Industrial Heavy Industrial Mixed -Use Growth Center Industrial Growth Center Infrastructure 100 Year Flood Plain Public Park, Recreation, Open Space Private Park, Recreation, Open Space 1:5000 3AV 8311IW Appendix C Proposed Future Land Use by Sector • • NORTHSIDE SECTOR • Current Policy • 1 Implement the recommendations of the Part 150 Noise Study • for Meacham Airport. Recommended Policies • 1 Discourage residential development within the Meacham • Airport clear zone and within areas with noise levels • greater than 65 Ldn. 2. Promote commercial and multifamily development within • the Downtown, Stockyards, and Marine Creek mixed -use • growth centers. • 3 Promote industrial development within the Meacham industrial growth center • 4 Support the development of a fixed rail trolley, which links • the Stockyards with the Cultural District and Downtown. • 5 Promote the development of office, hotel and multifamily development in the Stockyards mixed -use growth center • Recommended Strategies • I Support the construction of a baseball field on the. north ' • side of downtown. • 2 Encourage land uses which are compatible with tourism and nearby residences along N Main St. 3 Promote the maintenance of residential uses in neighborhoods • adjacent to N Main St., 25th St., 28th St., Azle Ave. and gin. • Jacksboro Highway 4 Assist in selecting the proper location of new elementary •schools to reduce overcrowding. (1999 FWISD Bond l•• Program) • • 411 • ID "A comprehensive plan shall not constitute zoning regulations or establish zoning district boundaries." Texas Local Government Code, Section 219 005 0 0.5 Mes I Vacant, Undeveloped, Agricultural Single Family Residential Manufactured Housing Low Density Residential Medium Density Residential High Density Residential Institutional Neighborhood Commercial General Commercial Light Industrial Heavy Industrial Mixed -Use Growth Center Industrial Growth Center Infrastructure 100 Year Flood Plain Public Park, Recreation, Open Space Private Park, Recreation, Open Space 238 Appendix C Proposed Future Land Use by Sector Yny M�:y • SOUTHEAST SECTOR ecommended Policies • Promote commercial and multifamily development within the Polytechnic/Texas Wesleyan, Loop 820 East/Lake Arlington, Miller/Berry mixed -use growth centers. Promote industrial development within the Loop 820 East/Lake Arlington industrial growth center ORecommended Strategies Ilk Encourage quality residential development • along the west side of Lake Arlington AlkA which takes advantage of the scenic and IP recreational qualities. • Protect the environmental quality of Lake Arlington and the surrounding area. • e4 Encourage attractive freeway commercial uses along East Loop 820 Protect residential areas from commercial encroachment adjacent to Mansfield • Highway Wilbarger St., E. Berry St., and Rosedale St. �. Promote a balance of residential, commercial and industrial uses in the Southeast -sector •• Promote the expansion of the Polytechnic/ Wesleyan educational complex. Encourage marketable infill houses, particularly in the Polytechnic and Stop Six neighborhoods. • • • • "A comprehensive plan shall not constitute zoning regulations or establish zoning district • boundaries." Texas Local Government Code, • Section 219 005 • • tp III,—Iu EIVICKERY BL /D 4ir =— ROSEDALE;ST-I—i- Pt soJ in es 1 WA ES b. ■ E LA :ICASTER AVE 0.5 239 Miles 1 4000 1 in • • �sl • • Vacant, Undeveloped, Agricultural Single Family Residential Manufactured Housing Low Density Residential Medium Density Residential High Density Residential Institutional Neighborhood Commercial General Commercial Light Industrial Heavy Industrial Mixed -Use Growth Center Industrial Growth Center Infrastructure 100 Year Flood Plain Public Park, Recreation, Open Space Private Park, Recreation, Open Space Appendix C Proposed Future Land Use by Sector • • • • • Recommended Policy I Promote commercial and multifamily • development within the Medical District, • Near Southeast, Town Center and Downtown mixed use growth centers. • Recommended Strategies 1 Seek to expand W Berry St. urban design • initiatives to other commercial districts within the sector Encourage infill of compatible housing. Attract high quality freeway commercial development along the interstate highways. 4 Promote a Business/Technology Park in • the proposed South Riverside and South Main Street districts. • 5 Promote the renovation of existing • multifamily units. • 6 Encourage the enhancement of the educational training complex at Morningside and Briscoe • 2. • 3 SOUTHSIDE SECTOR • schools. • 7 • 8 • • 9 • • • • • • • • • • • • Assist in selecting the proper location of new elementary schools to reduce overcrowding. (1999 FWISD Bond Program) Reinforce medical institutions by providing opportunities for expansion. Encourage office and high density residential uses which will support area commercial uses. "A comprehensive plan shall not constitute zoning regulations or establish zoning district boundaries." Texas Local Government Code, Section 219 005 I• • l • • • • 1-17,1 m co co 0 Vacant, Undeveloped, Agricultural Single Family Residential Manufactured Housing Low Density Residential Medium Density Residential High Density Residential Institutional Neighborhood Commercial General Commercial Light Industrial Heavy Industrial Mixed -Use Growth Center Industrial Growth Center Infrastructure 100 Year Flood Plain Public Park, Recreation, Open Space ■ Private Park, Recreation, Open Space 240 LANCASTER AVE MAGNOLIA j�W, BERR;i ST if I —1'SV -414/SF/, EIS6v11NARY 1 Appendix C. Proposed Future Land Use by Sector • • • • SYCAMORE SECTOR • Recommended Policies • 1 Promote industrial development within the Carter Industrial Park industrial growth center • 2. Protect residential areas from encroachment by • commercial and industrial uses. • Recommended Strategies • I Incorporate the land use recommendations of the Highland Hills Revitalization Plan. • 2 Attract freeway commercial uses that portray a • positive image and lasting investment. • 3 Assist in selecting the proper location of a new elementary school to reduce overcrowding. • (1999 FWISD Bond Program) • 4 Complete the construction of major arterials. Sycamore School Rd., Hemphill St., • Altamesa Blvd., Campus Dr./Oak Grove Rd. • • "•:• • • • • • • • 1• "A comprehensive plan shall not constitute zoning • regulations or establish zoning district boundaries." Texas Local Government Code, Section 219 005 • • • 1441 ALTAMESA BLLL VD 1 1 1 1 241 E SEIviINARY DR w l my Miles 1 4000 a0 11IH 1S380r Vacant, Undeveloped, Agricultural Single Family Residential Manufactured Housing Low Density Residential Medium Density Residential High Density Residential Institutional Neighborhood Commercial General Commercial Light Industrial Heavy Industrial Mixed -Use Growth Center Industrial Growth Center Infrastructure 100 Year Flood Plain Public Park, Recreation, Open Space Private Park, Recreation, Open Space Appendix C Proposed Future Land Use by Sector • • • • . . • • . • • • . . . y• . . • • • • . • • TCU/WESTCLIFF SECTOR Recommended Policies 1 Promote commercial and multifamily development within the Hulen/Cityview and TCU mixed -use growth centers. 2. Preserve the residential character of University Dr., north and south of the TCU campus. Encourage mixed -use developments in the growth center portion of University Dr Recommended Strategies 1 Encourage redevelopment along W Berry St., while preserving the adjacent single family neighborhoods. 2. Orient businesses to Berry Street to encourage pedestrian shopping and reduce traffic on residential side streets. 3 Encourage the revitalization of the Bluebonnet Circle and Westcliff shopping districts with retail uses and improvements that are compatible with adjacent neighborhoods. 4 Encourage residential development along Hulen St. to the area north of Bellaire Dr and south of Briarhaven Rd. 5 Encourage compatible development along the Southwest Parkway corridor, between the Trinity River and Arborlawn Dr "A comprehensive plan shall not constitute zoning regulations or establish zoning district boundaries." Texas Local Government Code, Section 219 005 1a 11 • mu • • mo • is N in Vacant, Undeveloped, Agricultural Single Family Residential Manufactured Housing Low Density Residential Medium Density Residential High Density Residential Institutional Neighborhood Commercial General Commercial Light Industrial Heavy Industrial Mixed -Use Growth Center Industrial Growth Center Infrastructure 100 Year Flood Plain Public Park, Recreation, Open Space vy Private Park, Recreation, Open Space 242 \G 0.5 Miles 04.0 / a 1-30 1 4000 3AV S3WVf I. co Appendix C Proposed Future Land Use by Sector • • WEDGWOOD SECTOR • "recommended Policy • • •Zecommended Strategies •• • •• • • • • • • • • • • • • • • • • • Promote commercial and multifamily development within the Hulen/Cityview mixed -use growth center Encourage quality park and recreational developments such as those found around French Lake. Encourage major employers, retail and high density residential to locate at proposed transit stops and entryways to the Southwest Parkway toll road. Encourage single family residential uses between entry points to the Southwest Parkway Promote the possibility of commuter rail to the Wedgwood sector with a feasibility study and recommendation of supporting land uses. "A comprehensive plan shall not constitute zoning Wegulations or establish zoning district boundaries." •exas Local Government Code, Section 219 005 • • • • I- 20 0 05 I I • is • • • • • Miles 1 4000 W DIRKS RD Vacant, Undeveloped, Agricultural Single Family Residential Manufactured Housing Low Density Residential Medium Density Residential High Density Residential Institutional Neighborhood Commercial General Commercial Light Industrial Heavy Industrial Mixed -Use Growth Center Industrial Growth Center Infrastructure 100 Year Flood Plain Public Park, Recreation, Open Space Private Park, Recreation, Open Space 243 820 i-I �� 111114} RISINGER RD - Appendix C. Proposed Future Land Use by Sector • WESTERN HILLS/RIDGLEA SECTOR • Current Policy • 1 Promote buffers and other compatible uses • between multifamily and single family residential. • • 1 Promote commercial and multifamily development within the Ridgmar mixed -use • growth center • 2. Discourage new residential development within • NAS-JRB clear zones and within areas with noise levels greater than 65 Ldn. • Recommended Strategies • 1 Assist in selecting the proper location of new elementary schools to reduce overcrowding. i (1999 FWISD Bond Program) • 2. Protect residential neighborhoods from commercial uses and encourage location of more intensive commercial uses on major commercial corridors, such as Camp Bowie Blvd., Highway 80 and US 377 south of the traffic circle. 3 Encourage renovation and a net decrease in multifamily units versus new construction outside of the mixed -use growth centers. 4 Promote compatibility of infill housing to existing residential uses. • • • • • • • • • • • Recommended Policies "A comprehensive plan shall not constitute zoning regulations or establish zoning district boundaries." Texas Local Government Code, Section 219 005 1Y 80 k'%d69 • 0 0.5 Miles 1 4000 1-30 Vacant, Undeveloped, Agricultural Single Family Residential Manufactured Housing Low Density Residential Medium Density Residential High Density Residential Institutional Neighborhood Commercial General Commercial Light Industrial Heavy Industrial Mixed -Use Growth Center Industrial Growth Center Infrastructure 100 Year Flood Plain Public Park, Recreation, Open Space Private Park, Recreation, Open Spac 244 1 as s iviii N •• - 3-3 0 ,41 Appendix C Proposed Future Land Use by Sector ••••••••••••••• •••••••••i`••R APPENDIX D: PROPOSED CAPITAL IMPROVEMENTS The capital improvement project tables on the following pages provide a list of ongoing and/or proposed capital improvement projects submitted by the City's various departments. The tables are under category headings that match the chapter headings of the Comprehensive Plan, and they indicate projects per City Planning Sector (see Appendix C ). Funded projects are shown typed in bold typeface. However, whether or not a project appears to be funded does not necessarily reflect the City of Fort Worth's commitment to the project. Funds are often grant -based, or based on phased completion. This means that a project may be anticipated, but until State or Federal funds arrive at the City, the project will be considered "unfunded." Funding of a phase -based project may be dependent on the completion of each preceding phase, whereby Phase II of the same project may appear "unfunded" until the completion of Phase I. The capital improvement project tables are intended to serve as a general guide for the allocation of financial resources. They do not imply any obligation to expend funds for the proposed projects. Further information on project status can be obtained by contacting the responsible department or agency 245 Appendix D. Proposed Capital Improvements Appendix D° Proposed Capital Improvements 246 • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • Project No. & Name H Home 1 Improvement Program* PROPOSED CAPITAL IMPROVEMENTS -HOUSING Sector Council Estimated District Costs ($1,000) Citywide City- wide H Infill Development Citywide 2 H Purchase, Rehab, Citywide 3 Resale* H Rental Housing 4 Development* Proposed Expenditures by Fiscal Year Ending September 30 ($1,000) 2000 2001 2002 2003 2004 2005-19 3,718.5 1,239.5 = 1,239.5 = 1,239.5 City- 18,590 6,175 6,175 6,175 wide City- wide 2,910 970 970 970 Citywide City- 28,808 9,584 9,584 9,584 wide H Rental Rehab Citywide City- 5 wide 2,327 822 807 698 H Senior Supportive Citywide City- 8,864 2,954 2,955 2,955 6 Housing wide Citywide City- 3,324 1,108 1,108 1,108 wide H Transitional/ 7 Permanent Housing Responsible Funding Department/ Source Agency Housing CDBG Department HFC, Private Developers** Housing Department, Private Developers** Private Developers** Housing Department, Private Developers** Private Developers** Non-profit organizations CDBG, HOME, Private CDBG, HOME, Private TDHCA, Private CDBG, HOME, Private Private, HOME, Section 202, TDHCA Private, HOME Funded projects are shown in bold print. (HOME) Housing Investment Partnership Program. (HFC) Housing Finance Corporation (TxDHCA) Texas Department of Housing and Community Affairs. *These are ongoing projects and federal funds are anticipated beyond FY 2000 ** Private Developers includes both for -profit and not -for -profit developers. This table of proposed capital improvements is intended to serve as a general guide for the allocation of financial resources. It does not imply any obligation to expend funds for the proposed projects. 247 Appendix D• Proposed Capital Improvements Project No. & Name PROPOSED CAPITAL IMPROVEMENTS -PARKS AND RECREATION Sector Council District PR Trinity Trail Arlington 9 1 pedestrian bridge Heights replacement PR Overton and TCU/ 3,9 2 Foster Park trail Westcliff renovation PR Harmon Field Northeast 8 3 Sports Complex renovation Estimated Costs ($1,000) ($1,000) 2000 2001 2002 2003 2004 195 195 130 130 550 550 PR Southwest Far 6 *1,250 750 4 Community Park Southwest and Athletic Complex PR Sycamore Park Southeast 8 *1,200 733 5 Sports Complex 467 renovation PR Rolling Hills Sycamore 8 *6,125 900 6 Soccer Complex 225 renovation and expansion PR Sandy Lane Park- Eastside 4 200 200 7 erosion damage repair PR Downtown Public Downtown 9 5,000 5,000 8 Square PR Nature Center Far West 9 Land Acquisition 600 600 Funded projects are shown in bold print. *Partial funding received, balance sought (USGSA) United States General Services Administration. (FTA) Federal Transit Administration. This table of proposed capital improvements is intended to serve as a general guide for the allocation of financial for the. proposed projects. Appendix D: Proposed. Capital Improvements 248 Proposed Expenditures by Fiscal Year Ending September 30 Responsible Department/ Agency 2005-19 Parks and Community Services Parks and Community Services Parks and Community Services Parks and 500 Community Services Parks and Community Services 5,000 Parks and Community Services Parks and Community Bond Services Funding Source General Obligation Bond (1998) General Obligation Bond (1998) General Obligation Bond $250 (1993) and $300 (1998) General Obligation Bond $750 (1998); TPW Private; General Obligation Bond General Obligation Bond $900 (1998); General Fund Parks and Community FWTA, private Services General Obligation City; USGSA, FTA; Parks and Friends of Nature Community Center; Lake Services Worth Trust; Private (TPW) Texas Parks and Wildlife Department. (FWTA) Fort Worth Transportation Authority resources. It does not imply any obligation to expend funds • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • Project No. & Name Sector Council Estimated District Costs ($1,000) PR Neighborhood Citywide 10 Park Acquisition Developing Areas PR Botanic Garden Arlington 11 Lighting Heights City- *5,650 wide ($1,000) 2000 2001 2002 2003 2004 2005-19 400. 500 400 300 300 3,750 Parks and Community Services 150 150 PR Rockwood Park Northside 2 277 277 12 Athletic Field Lighting PR Eugene McCray 13 Community Center Southeast 5 1,496 299 1,197 PR Far North Far North 4 *1,450 14 Community Park Land Phase I Development PR Security Lighting Citywide City- 340 15 (30 sites) wide PR Zoo renovation 16 and addition TCU/ 9 *20,850 Westcliff 750 200 500 113 113 114 Proposed Expenditures by Fiscal Year Ending September 30 Responsible Funding Department/ Source Agency General Obligation Bond $400 (1998); General Fund, General Obligation Bond Parks and General Obligation Community Bond (1998) Services Parks and General Obligation Community Bond (1998) Services Parks and Community Bond (1998) Services Parks and Community Services General Obligation General Obligation Bond $950 (1998); TPW Parks and General Obligation Community Bond (1998) 1455 655 740 750 750 16,500 Parks and Community Services PR Texas Wild- TCU/ 9 *30,000 15,000 15,000 17 Zoo exhibit Westcliff PR Develop Far North 18 Community Park/ Phase II Far North 4 1,000 General Obligation Bond (1998); Private Fort Worth Private Funds (Fort Zoological Worth Zoological 1,000 Parks and Community Bond Services General Obligation Funded projects are shown in bold print. (TPW) Texas Parks and Wildlife Department. *Partial funding received, balance sought. This table of proposed capital improvements is intended to serve as a general guide for the allocation of financial resources. It does not imply any obligation to expend funds for the proposed projects. 249 Appendix D. Proposed Capital Improvements Project No. & Name PR Gateway Park- 19 soccer field improvements and additions Sector Council Estimated District Costs ($1,000) Eastside 4 *864 PR West Community Far West 20 Park Development 7 PR Water Downtown 9 21 Garden Renovation PR Sandy Lane Park Eastside 4 22 Athletic Field Lighting PR Botanic Garden Arlington 9 23 Greenhouses Heights relocation PR Hallmark 24 Athletic Field Lighting Sycamore PR Lake Como Park Arlington 25 Shoreline Heights Improvement PR Nature Far West 7 26 Center Fence 2000 2001 2002 2003 156 208 Proposed Expenditures by Fiscal Year Ending September 30 Responsible ($1,000) Department/ Agency 2004 2005-19 500 Parks and Community Services *1,189 689 Parks and 500 Community Services *4,500 130 300 127 100 125 500 1,000 130 300 127 100 125 3,000 Parks and Community Services Parks and Community Services Parks and Community Services Parks and Community Services Parks and Community Services Parks and Community Services Funding Source $156 funded; General Obligation Bond, General Fund, Private General Obligation Bond (1986); General Obligation Bond $200 (1998); TPW General Obligation Bond (1998); Private General Obligation Bond (1998) General Obligation Bond (1998); Support Group General Obligation Bond (1998) General Obligation Bond (1998) General Obligation Bond (1998); Friends of the Fort Worth Nature Center and Refuge Funded projects are shown in bold print. (TEA-21) Transportation Equity Act for 21st Century (CMAQ) Congestion Mitigation and Air Quality (TPW) Texas Parks and Wildlife Department. This table of proposed capital improvements is intended to serve as a general guide for the allocation of financial resources. It does not imply any obligation to expend funds for the proposed projects. Appendix D• Proposed Capital Improvements 250 • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • ti• PR �,. 33 • • • • • • • • • Project No. & Name Sector Council Estimated District Costs ($1,000) PR Central City Park Citywide 27 Acquisition PR Large Recreation Citywide 28 Park Development PR Community Park Citywide 29 Acquisition PR Community Park Citywide 30 Development PR Neighborhood Park Citywide 31 First Phase Development PR Renovation of 32 existing facilities Maintenance and upgrade of roads and parking City- 6,000 wide City- wide 2000 Proposed Expenditures by Fiscal Year Ending September 30 Responsible Funding Department/ Source Agency ($1,000) 2001 2002 2003 2004 2005-19 500 5,500 Parks and General Obligation Community Bond; TPW Services 9,000 375 = 375 8,250 Parks and Community Services City- 6,000 wide City- wide City- wide Citywide City- wide Citywide City- wide PR Trinity Trail/ Southside, 8 34 Sycamore Creek to Sycamore, south end of Southeast Carter Park Funded projects are shown in bold print. (TPW) Texas Parks and Wildlife Department. (CMAQ) Congestion Mitigation and Air Quality This table of proposed capital improvements is intended to serve as a general guide for the allocation of financial resources. It does not imply any obligation to expend funds for the proposed projects. General Obligation Bond; TPW, LWCF 500 500 5,000 Parks and General Obligation Community Bond Services 9,000 375 375 8,250 Parks and General Obligation Community Bond; TPW, LWCF Services 6,000 250 250 5,500 Parks and General Obligation Community Bond; TPW, LWCF Services 9,000 375 375 8250 Parks and Community Services General Obligation Bond 12,000 500 500 11,000 Parks and General Obligation Community Bond Services 2,500 250 250 2,000 Parks and Community Services General Obligation Bond, TEA-21, Streams and Valley Incorporated, CMAQ (TEA-21) Transportation Equity Act for 21st Century (LWCF) Federal Land and Water Conservation Fund. 251 Appendix D. Proposed Capital Improvements Project No. & Name Sector PR Sycamore Creek Sycamore, 35 Trail expansion to Far South, connect with Far Lincolnshire Park Southwest PR Develop 36 Marine Creek Lake Community Park Far Northwest Council Estimated District Costs ($1,000) 8,6 6,000 7 PR Acquire and Eastside 5 37 Develop a Community Park East of I-820 and North of I-30 PR Walks and Trail 38 Renovation Citywide City- wide PR Security Lighting Citywide City- 39 wide PR Athletic Field Citywide 40 Development City- wide PR Nature Center and Far West 7 41 Refuge Improvements and Expansions Proposed Expenditures by Fiscal Year Ending September 30 ($1,000) 2000 2001 2002 2003 2004 250 250 2005-19 1,500 Responsible Department/ Agency Parks and Community Services 1,750 375 375 1,000 Parks and Community Services 1,750 375 375 1,000 Parks and Community Services 6,000 250 250 5,500 Parks and Community Services 2,750 125 125 2,500 Parks and Community Services Funding Source General Obligation Bond, TEA-21, Streams and Valley Incorporated; CMAQ General Obligation Bond, TPW General Obligation Bond; TPW General Obligation Bond; TEA-21, Streams and Valley Incorporated, CMAQ General Obligation Bond; Crime Control and Prevention Dis- tricts 12,000 500 500 12,000 Parks and General Obligation Community Bond, TPW; LWCF Services 6,000 250 250 5,500 Parks and General Obligation Community Bond, Private Services Funded projects are shown in bold print. (TEA-21) Transportation Equity Act for 21st Century (LWCF) Federal Land and Water Conservation Fund. (CMAQ) Congestion Mitigation and Air Quality (TPW) Texas Parks and Wildlife Department. This table of proposed capital improvements is intended to serve as a general guide for the allocation of financial resources. It does not imply any obligation to expend funds for the proposed projects. C 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 9 0 0 0 0 0 0 e 0 0 0 Appendix D• Proposed Capital, Improvements 252 • • PR Community Citywide City- 6,000 500 500 5,000 Parks and General Obligation • 42 Center Expansion, wide Community Bond; TPW, LWCF • Renovation and - Services Cooperative • Facility • Development with schools and • non -profits • PR General Park Citywide City- 2,750 125 125 2,500 Parks and General Obligation 43 Development wide Community Bond; LWCF • Services • • • Project No. & Name Sector Council _ Estimated Proposed Expenditures by Fiscal Year Ending September 30 Responsible Funding District _Costs ($1,000) Department/ Source • ($1,000) 2000 j 2001 2002 2003 2004 2005-19 Agency PR Implement Arlington 7 10,300 300 10,000 Parks and General Obligation • 44 Botanic Garden Heights Community Bond, LWCF • Master Plan Services Donations • Iv PR Special Use Park Citywide City- 5,000 5,000 Parks and General Obligation • 45 Acquisition wide Community Bond, TPW, LWCF Services • • • • • • • PR Special Use Park Citywide City- 2,000 46 Development wide PR Large Recreation Citywide City- 5,000 47 Park Acquisition wide 2,000 Parks and General Obligation Community Bond; TPW, LWCF, Services Private 5,000 Parks and General Obligation Community Bond; TPW, LWCF Services Funded projects are shown in bold print. (TEA-21) Transportation Equity Act for 21st Century (LWCF) Federal Land and Water Conservation Fund. • (CMAQ) Congestion Mitigation and Air Quality (TPW) Texas Parks and Wildlife Department. • This table of proposed capital improvements is intended to serve as a general guide for the allocation of financial resources. It does not imply any obligation to expend funds • for the proposed projects. • 253 Appendix D. Proposed Capital Improvements Project No. & Name Sector Council Estimated Proposed Expenditures by Fiscal Year Ending September 30 Responsible Funding District Costs ($1,000) Department/ Source ($1,000) 2000 2001 2002 2003 2004 2005-19 Agency PR Trinity Trail Eastside 4 1,000 1,000 Parks and General Obligation 48 expansion east to Community Bond; TEA-21, I-820 Services Streams and Valley Incorporated, CMAQ PR Trinity Trail Eastside 4,5 3,200 3,200 Parks and General Obligation 49 expansion from Community Bond, TEA-21, I-820 east to Services Streams and Valley connect with Incorporated, Arlington CMAQ Funded projects are shown in bold print. (TEA-21) Transportation Equity Act for 21st Century TPW) Texas Parks and Wildlife Department. (CMAQ) Congestion Mitigation and Air Quality (LWCF) Federal Land and Water Conservation Fund. This table of proposed capital improvements is intended to serve as a general guide for the allocation of financial resources. It does not imply any obligation to expend funds for the proposed projects. Appendix D• Proposed Capital Improvements 254 • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • PROPOSED CAPITAL IMPROVEMENTS -LIBRARIES Project No. & Name Sector Council Estimated Proposed Expenditures by Fiscal Year Ending September 30 Responsible Funding District Costs ($1,000) Department/ Source ($1'000) 2000 2001 1 2002 2003 1 2004 2005-19 Agency L Summerglen Far North 4 2,700 2,700 = Library General Obligation 1 Library Bond (1998) L Central -Replace Downtown 9 4,500 4,500 Library TBD 2 a exterior walls Funded projects are shown in bold print. (TBD) to be determined. Note: The needs and options for additional service facilities should be determined by a Comprehensive Master Plan of the Library Department. This table of proposed capital improvements is intended to serve as a general guide for the allocation of financial resources. It does not imply any obligation to expend funds for the proposed projects. 255 Appendix D• Proposed Capital Improvements PROPOSED CAPITAL IMPROVEMENTS -PUBLIC HEALTH Project No. & Name Sector Council District PH Tarrant County TBD TBD 1 Health Facility - Office and 3 Clinics PH : JPS - Southwest Wedgwood 3 2 (Services relocated from Como Center) PH 3 JPS-Polytechnic Southeast 9 (Modular Bldg). (Also relocation of Vaughn Avenue Clinic) Permanent TBD TBD 2,000+ structure Estimated Costs ($1,000) ($1,000) 2000 2001 2002 2003 2004 2005-19 9,000 5,000 4,000 5,500+ 5,500 400+ 400 2,000 Proposed Expenditures by Fiscal Year Ending September 30 Responsible Funding Department/ Source Agency Tarrant County/ Health Department Hospital District Hospital District General Obligation Bonds (1999) - Tarrant County Hospital District ( Disproportionate Share Funds and other Hospital District funds) Hospital District ( Disproportionate Share Funds and other Hospital District funds) Funded projects are shown in bold print. (TBD) Location to be determined. Southwest Clinic equipment - $1,000,000 This table of proposed capital improvements is intended to serve as a general guide for the allocation of financial resources. It does not imply any obligation to expend funds for the proposed projects. Appendix D. Proposed Capital improvements 256 • •-• ••• • . ••••••••••••••••••••••••••••••••• Project No. & Name EcD James E. 1 Guinn School Renovation PROPOSED CAPITAL IMPROVEMENTS -ECONOMIC DEVELOPMENT Sector Council District Estimated Proposed. Expenditures by Fiscal Year Ending September 30 Costs ($1,000) _ ($1,000) 2000 1 2001 2002 2003 2004 2005-19 Southside 8 3,500 3,500 EcD Mercado de Fort Northside 2 Worth EcD LaGrave Field 3 Municipal Ballpark EcD Heritage 4 Center 2 3,750 2,750 ` 1,000 Northside 2 7,500 7,500 Southside 8 9,000 6,000 1,500 1,500 EcD Consumer Show TBD 5 Exhibit Hall EcD Downtown Public Downtown 6 Market EcD 7 TIF #2 Far North Speedway Purchase EcD TIF #3 Downtown 8 North Downtown Public Projects EcD TIF #4 Southside 9 Medical District Public Projects TBD 15,000 9 3,300 2 *20,000 1,262 9,2 *50,000 7,915 8,9 *60,000 40 Responsible Department/ Agency CMO, T/PW CMO, T/PW Fort Worth Sports Author- ity, Inc. CMO Funding Source CDBG EDA Texas Department of Commerce Section 108 CDBG EDI CDBG Hotel/Motel Tax Certificate of Obligation Section 108 CDBG EDI 5,000 10,000 Public Events General Obligation Bond 1,100 1,100 1,100 Downtown Fort Worth, Inc. 1,281 1,300 1,319 1,339 13,499 F W Sports Authority, Inc. TIF #2 Board of Directors 802 3,781 3,541 2,270 16,402 TIF #3 Board of Directors TBD TIF #2 TIF #3 99 244 393 544 58680 TIF #4 Board of TIF # 4 Directors Funded projects are shown in bold print. (CDBG) Community Development Block Grant funds. (CMO) City Manager's Office. (EDA) Economic Development Administration. (EDI) Economic Development Initiative. (TBD) To be determined. *TIFs have been authorized by City Council. However, actual collections are dependent on valuations established January 1 of each year This table of proposed capital improvements is intended to serve as a general guide for the allocation of financial resources. It does not imply any obligation to expend funds for the proposed projects. 257 Appendix D. Proposed Capital Improvements PROPOSED CAPITAL IMPROVEMENTS -TRANSPORTATION Project No. & Name Sector Council District Ptol T I-30 (US 287- 1 Summit) main lanes and ramps T I-35WBasswood 2 interchange T I-30 (Summit- 3 I-35W) Downtown and Lancaster connections T I-30 Project- 4 Removal of Lancaster Billboards T Trinity Blvd 5 (Arlington - Bedford - FM 157) T Vickery Blvd 6 (Henderson - Main) T I-35W (Hillwood- 7 N. Tarrant Park- way) frontage roads and ramps T I.30 (Oakland - 8 Dallas County line) additional thru lanes Estimated Costs ($1,000) Proposed Expenditures by Fiscal Year Ending September 30 ($1.000) 2000 J 2001 2002 I 2003 I 2004 J 2005-19 p Downtown, 8,9 Northeast Far North 2,4 Downtown 9 31,200 31,200 21,900 21,900 9,900 9,900 Downtown 9 1,000 1,000 Eastside 5 *15,143 1,735 13,408 Southside 8 3,600 3,600 Far North 2,4 7,600 7,600 Eastside 4,5 27,000 27,000 Responsible Funding Department/ Source Agency TxDOT State and Federal funds TxDOT State and Federal funds TxDOT State and Federal funds T/PW Source to be determined T/PW General Obligation Bond $1,735 (1998); TEA-21, TxDOT/PASS T/PW 50% TxDOT/ PASS; General Obligation Bond $3,600 (1998) TxDOT State and Federal funds TxDOT State and Federal funds Fundedprojects are shown in bold print. (TxDOT/PASS) Texas Department of Transportation — Principal Arterial Streets System Program. * Partial funding received; balance sought. (T/PW) Transportation/Public Works. (TEA-21) Transportation Equity Act for the 21st Century This table of proposed capital improvements is intended to serve as a general guide for the allocation of financial resources. It does not imply any obligation to expend funds for the proposed projects. Appendix D. Proposed Capital improvements 258 • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • •'. • • • • • • • • • • • • • • • • Project No. & Name T Southwest Pkwy 9 right-of-way and interchanges I-30 to Alta Mesa Sector Council District Arlington Heights, TCU/ Westcliff, Wedgwood 3,9 Estimated Costs ($1,000) *68,140 T North Tarrant Far North 4 *951 10 Parkway/I-35W Interchange T I-304-35W Inter- Downtown, 8,9 54,100 11 change Northeast Far North 4 10,547 T I-30 ramps near Eastside 4 2,530 13 Woodhaven and T North Tarrant 12 Parkway Bridgewood T Regional projects 14 to be identified riaTroiect8,r: T FM 1187 (1.7 15 miles west of Crowley - I-35W) T Alta Mesa Blvd 16 (Vega-McCart) Citywide City- 54,000 wide Far Southwest N/A Wedg- 6 wood T Angle Ave (35th - Northside 2 17 Old Decatur) T Cambridge (FAA Eastside 5 18 Blvd - Trinity) T Camp Bowie Blvd Arlington 7 19 (Hulen - IH 30) Heights Proposed Expenditures by Fiscal Year Ending September 30 ($1.000) 2000 J 2001 2002 2003 2004 2005-19 500 20,000 47,640 17,500 17,500 668 668 756 756 100 100 1,500 1,500 594 357 54,100 10,547 2,530 3,000 3,000 Responsible Department/ Agency Funding Source T/PW General Obligation Bond $500 (1998); General Obligation Bond, State and Federal funds T/PW TxDOT State and Federal funds T/PW T/PW State and Federal funds 3,000 45,000 T/PW TxDOT T/PW T/PW T/PW T/PW General Obligation Bond (1998) General Obligation Bond 80% Federal, 20% General Obligation Unknown, multi funding sources State and Federal funds General Obligation Bond (1998) General Obligation Bond (1998) General Obligation Bond (1998) Funded projects are shown in bold print. (TxDOT) Texas Department of Transportation. * Partial funding received, balance sought. (T/PW) Transportation/Public Works. This table of proposed capital improvements is intended to serve as a general guide for the allocation of financial resources. It does not imply any obligation to expend funds for the proposed projects. 259 Appendix D. Proposed Capital Improvements Project No. & Name T Basswood Blvd 20 (W. terminus - I-35W) Sector Council District Estimated Costs ($1,000) Proposed Expenditures by Fiscal Year Ending September 30 ($1,000) 2000 2001 2002 2003 2004 2005-19 Far North 2 *2,451 1,120 1,331 T Buckingham Rd Eastside 21 (FAA Blvd - Trinity) T Diplomacy Blvd Eastside 22 (FAA Blvd - Trinity) T FAA Blvd (Amon Eastside 23 Carter - Empire) T Jennings Under- Downtown 24 pass (Plan / Southside Design) Construction T Main St Under- Downtown 25 pass (Plan / Southside Design) Construction T West Rosedale Southside 26 (Main - I-35W) T Meadowbrook Dr Eastside 27 (Sandy - Handley) T Will Rogers ( Alta Sycamore 28 . Mesa - Joel East) T Riverside Dr 29 (I-30 - US 287) T Riverside Dr (US 30 287 - Rosedale) T Trinity Blvd 31 (SH 360 - Frye) Southside Southside Eastside 5 120 120 5 100 100 5 100 100 7,9 * 1,200 100 9 *1,200 100 8 12,100 4 1,484 1,484 8 1,336 1,336 8 800 800 8 150 150 5 200 200 1,100 Responsible Funding Department/ Source Agency T/PW General Obligation Bond $1,120 (1998); General Obligation Bond $1,331 T/PW General Obligation Bond (1998) T/PW General Obligation Bond (1998) T/PW General Obligation Bond (1998) T/PW General Obligation Planning Bond $100 (1998) General Obligation Bond T/PW General Obligation Planning Bond $100 (1998) General Obligation 1,100 Bond 12,100 T/PW Federal RR Bridge Funds T/PW General Obligation Bond (1998) T/PW General Obligation Bond (1998) T/PW General Obligation Bond (1998) T/PW General Obligation Bond (1998) T/PW General Obligation Bond (1998) Funded projects are shown in bold print. * Partial funding received; balance sought. (T/PW) Transportation/Public Works. This table of proposed capital improvements is intended to serve as a general guide for the allocation of financial resources. It does not imply any obligation to expend funds for the proposed projects. Appendix D. Proposed Capital Improvements 260 • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • Project No. & Name Sector Council District T Sylvania Ave Northeast 4 32 (28th - Premier) T Sylvania Ave Northeast 8 33 (Riverside - 500' N) T Amanda Ave Southeast 5 34 ' (E.Rosedale - Ramey) T FM 157 (SH 10- Eastside 5 35 Green Oaks Blvd) T Henderson Under- Downtown 9 36 pass at UPRR Southside T Bellaire Dr South TCU/ 3 37 (W terminus - Westcliff Bryant Irvin) T West Rosedale TCU/ 9 38 (Forest Park - Westcliff, Main) Southside T East Rosedale Southeast, 39 (I-35W — I-820) Southside T Meacham Blvd 40 (W terminus - Main St) Estimated Proposed Expenditures by Fiscal Year Ending September 30 Costs ($1,000) ($1,000) 2000 2001 2002 2003 2004 2005-19 416 - 416 188 - 188 120 120 12,800 12,800 1,100 550 550 3,000 1,700 1,300 *20,508 18,254 5,8 *20,100 Northeast 2 2,600 Funded projects are shown in bold print. 2,254 Responsible Department/ Agency T/PW T/PW T/PW TxDOT T/PW T/PW T/PW 6,000 11,700 T/PW 900 1,500 2,600 T/PW (T/PW) Transportation/Public Works. *Partial funding received, balance sought. (TxDOT/PASS) Texas Department of Transportation -Principal Arterial Streets System Program. (TEA-21) Transportation Equity Act for the This table of proposed capital improvements is intended to serve as a general guide for the allocation of financial resources. It does not imply any obliga Funding Source General Obligation Bond (1998) General Obligation Bond (1998) General Obligation Bond (1998) State and Federal funds General Obligation Bond (1998) General Obligation Bond (1998) TxDOT/PASS $10,254; General Obligation Bond $8,000 (1993) TxDOT/PASS $6,000; Urban Street Program $900; TEA-21 $11,700; General Obligation Bond $1,500 General Obligation Bond $600 (1998); Fed. Discretionary $2,000 for the proposed projects. 21st Century tion to expend funds 261 Appendix D• Proposed Capital Improvements Project No. & Name Sector T North Beach 41 (Basswood- N. Tarrant Pkwy) T Meacham Blvd 42 (I-35W W terminus) Council District Far North 4 Northeast 2 T Arterial Projects to Citywide City- 43 be identified wide T Hemphill/Lamar/ Downtown 44 Taylor Connection (Design) Construction T Redevelopment/ 45 Urban Design Projects to be identified \ 4," T Neighborhood 46 Streets (1998 voted projects) T Neighborhood 47 Street Projects to be determined T Street 48 Lighting T Traffic 49 Signals City- wide Estimated Costs ($1,000) *2,000 4,500 ($1,000) 2000 2001 2002 2003 2004 2005-19 800 1,200 4,500 Proposed Expenditures by Fiscal Year Ending September 30 Responsible Funding Department/ Source Agency T/PW CFA $800; General Obligation Bond , TEA-21 T/PW General Obligation Bond; TEA-21 60,000 3,000 3,000 3,000 3,000 3,000 45,000 T/PW Unknown, multi funding sources 9 *6,200 Citywide City- 57,000 wide Citywide Citywide City- wide 500 5,700 Planning General Obligation Bond $500 (1998); General Obligation Bond 3,000 3,000 3,000 3,000 45,000 T/PW Unknown, multi funding sources 26,849 20,895 5,954 144,000 1,500 T/PW • • • • • • • • • • • • • • • • • • ‘v,i • • • • • • • • • General Obligation Bond (1998) 8,000 8,000 8,000 120,000 T/PW Unknown, multi funding sources General Obligation Bond (1998) Citywide City- 19,700 1,841 1,841 2,500 1,250 1,250 11,018 T/PW General Obligation wide Bond; TBD Funded projects are shown in bold print. (CFA) Community Facility Agreement. (T/PW) Transportation/Public Works. *Partial funding received; balance sought. (TBD) To be determined. (TEA-21) Transportation Equity Act for the 21st Century This table of proposed capital improvements is intended to serve as a general guide for the allocation of financial resources. It does not imply any obligation to expend funds for the proposed projects. Appendix Co• Proposed Capital Improvements 262 • • • • • • • • T Sidewalks on Uni- TCU/ 50 versity to connect Westcliff • Zoo and Botanic Gardens • Project No. & Name Sector Council District Estimated Costs ($1,000) 134 Proposed Expenditures by Fiscal Year Ending September 30 ($1,000) 2000 2001 2002 j 2003 j 2004 2005-19 134 Responsible Department/ Agency T/PW Funding Source Unknown, multi funding sources T Sidewalks Citywide City- *10,692 650 1,042 500 500 500 7,500 T/PW General Obligation • 51 wide • • • • • • • • T Hulen Street -add Wedg- • 54 right lane wood • (IH 30 - Overton Ridge) T North Beach St. Far North 4 3,995 3,995 • 55 at I-820 T New school sites 52 T Camp Bowie 53 Blvd / 7th St / University I Arlington Heights 7,9 3 1,500 830 1,500 830 500 • • T Granbury Rd/ TCU/ 3 1,400 1,400 56 Wabash Westcliff • • T US 377/SH 183 Western 3 600 600 • 57 Intersection Hills/ Improvements Ridglea • • Funded projects are shown in bold print. *Poartgriaaml funding.received; balance sought. (T/PW) Transportation/Public Works. Pr (CMAQ) Congestion Mitigation and Air Quality Improvement (TEA-21) Transportation Equity Act for the 21st Century • This table of proposed capital improvements is intended to serve as a general guide for the allocation of financial resources. It does not imply any obligation to expend funds • for the proposed projects. T/PW Bond $1,800 (1998) General Obligation Bond 67% CMAQ; 33% General Obligation Bond (1998) T/PW General Obligation Bond (1998) T/PW CMAQ and General Obligation Bond (1998) T/PW CMAQ and General Obligation Bond (1998) T/PW $234 TEA-21, $366 General Obligation Bond • 263 Appendix D. Proposed Capital Improvements Project No. & Name T Intersection 58 Improvements T Intersection 59 Projects to be identified Sector Citywide Citywide T Bicycle Lockers / Downtown 60 Racks Council Estimated District Costs ($1,000) 2000 Proposed Expenditures by Fiscal Year Ending September 30 Responsible Department/ Agency ($1,000) 2001 2002 2003 2004 2005-19 City- 2,228 1,351 877 wide City- 5,400 wide 9 T Bikeway Citywide City- 61 Projects to be wide identified T Off-street Trails 62 and Regional Veloweb T N University Dr 63 (West Fork Trinity River) T NW 21st St 64 Bridge Marine Creek T NW 29st St 65 Bridge Tony's Creek 500 250 250 T/PW 300 300 300 4,500 T/PW 3,600 200 200 200 3,000 Citywide City- 8,500 wide Northside Northside Northside T Loop 820 Randol Eastside 66 Mill Rd Bridge 2 2 4 128 128 300 300. 280 280 3,873 1,873 2,000 500 500 7,500 T/PW T/PW T/PW p�< T/PW T/PW T/PW T/PW Funding Source CMAQ $1,228; General Obligation Bond $1,000 (1998) Unknown, multi funding sources Funded projects are shown in bold print. (T/PW) Transportation/Public Works. *Partial funding received, (TEA-21) Transportation Equity Act for the 21st Century (CMAQ) Congestion Mitigation and Air Quality Improvement Program. This table of proposed capital improvements is intended to serve as a general guide for the allocation of financial resources. It does not imply any oblig for the proposed projects. Appendix D. Proposed Capital Improvements 264 CMAQ Unknown, multi funding sources General Obligation Bonds; TEA-21 CMAQ General Obligation Bond (1998) General Obligation Bond (1998) General Obligation Bond (1998) CMAQ $2,953; General Obligation Bond $920 (1998) balance sought. ation to expend funds O O 0 0 O 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • Project No. & Name Sector Council District T Bridge reconstruc- Citywide 67 tion projects to be identified T Railroad 68 Crossings T Railroad crossing 69 projects to be identified T Projects from 70 1998 Bond T Projects to be iden- 71 tified for Roadways in Parks T Projects from 72 1998 Bond T Projects to be 73 identified T Spinks 74 Rehabilitation T Meacham- 75 Taxiway Alpha Phase III City- wide Citywide City- 300 wide Estimated Costs ($1,000) 5,400 Citywide Citywide Citywide ate.. Citywide Citywide Far South Northside 2 City- 1,800 wide Proposed Expenditures by Fiscal Year Ending September 30 ($1,000) 2000 2001 2002 2003 2004 2005-19 300 300 300 4,500 Responsible Department/ Agency T/PW 200 100 T/PW 100 100 100 1,500 T/PW City- 1,800 wide City- 18,000 wide City- wide City- wide 8 T Meacham -Runway Northside 2 76 16L/34R Funded projects are shown in bold print. * Partial funding received, balance sought. This table of proposed capital improvements for the proposed projects. 5,000 66,500 1,000 900 900 T/PW PACS Funding Source Unknown, multi funding sources TxDOT RR Funds Unknown, multi funding sources General Obligation Bond (1998) 1,000 1,000 1,000 15,000 T/PW General Obligation PACS Bond 5,000 T/PW 3,500 3,500 3,500 3,500 52,500 T/PW 1,000• *7,000 3,500 3,500 16,000 General Obligation Bond (1998) Unknown, multi funding sources Aviation TxDOT; Department FAA Aviation TxDOT Department ($3 million); FAA Aviation FAA Department (FAA) Federal Aviation Authority (T/PW) Transportation/Public Works. (TxDOT) Texas Department of Transportation. (PACS) Parks and Community Services. is intended to serve as a general guide for the allocation of financial resources. It does not imply any obligation to expend funds 16,000 265 Appendix D. Proposed Capital Improvements Project No. & Name Sector Council Estimated Proposed Expenditures by Fiscal Year Ending September 30 Responsible Funding District Costs ($1,000) Department/ Source ($1,000) 2000 2001 2002 J 2003 2004 2005-19 Agency T Airfield N/A 77 Improvements N/A 162,000 T Terminal N/A N/A 3,014,000 78 T Ground Access N/A N/A 2,048,000 79 and Parking T Infrastructure 80 N/A N/A 134,100 T Cargo N/A N/A 11,800 81 T Land 82 Development N/A N/A 54,000 T . Light -Rail Trol- Down- 83 ley- Prelininary town, engineering and Arlington environmental Heights, assessment Northside 2,7,9 1,000 T Light -Rail Trolley- Downtown, 2,7,9 38,190 84 Construction Arlington Heights, Northside 1,000 19,095 19,095 78,000 84,000 DFW Airport 1,647,000 1,367,000 DFW Airport 122,000 1,926,000 DFW Airport 50,000 84,100 DFW Airport 1,100 10,700 DFW Airport 10,000 44,000 DFW Airport FWTA Passenger Facility Charge/ Joint Revenue Bond Passenger Facility Charge/ Joint Revenue Bond Passenger Facility Charge/ Joint Revenue Bond Passenger Facility Charge/ Joint Revenue Bond Passenger Facility Charge/ Joint Revenue Bond Passenger Facility Charge/ Joint Revenue Bond TEA-21/FTA; The T (Fort Worth. Transportation Authority) FWTA TEA-21/FTA, The T (Fort Worth Transportation Authority) Funded projects are shown in bold print. (FWTA) Fort Worth Transportation Authority (TxDOT) Texas Department of Transportation. (FTA) Federal Transit Administration. (TEA-21) Transportation Equity Act for the 21st Century This table of proposed capital improvements is intended to serve as a general guide for the allocation of financial resources. It does not imply any obligation to expend funds for the proposed projects. Appendix D: Proposed Capital Improvements 266 • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • &` . • • Project No. & Name Sector Council Estimated Proposed Expenditures by Fiscal Year Ending September 30 Responsible Funding District Costs ($1,000) Department/ Source ($1,000). 2000 . I 2001 2002 2003 2004 2005-19 . Agency T Intermodal Downtown 9 9,954 8,000 1,954 FWTA FWTA; 85 Center FTA T T&P Project Downtown 9 **11,220 3,900 2,345 4,975. FWTA FWTA; 86 FTA T Trinity Express Downtown 9 **6,800 4,000 1,750 1,050 TxDOT TxDOT; 87 Rail (from ITC to FWTA FWTA; T&P) FTA T Centreport Eastside 5 3,570 1,250 2,320 FWTA FWTA; 88 Station FTA T Richland Hills N/A N/A **3,165 2,265 900 FWTA FWTA; 89 . Station FTA T 85 includes ITC, Bus Transfer Center, Traffic -signals, Storm Sewer, Excavation. T 86 includes T & P Station, Traffic -signals, Plaza, TxDOT modifications, Site work. T 87 includes I-30 Bridge, Traffic -signals, Property ** All information based on current program/schedule as of May 1999 Some monies expended in FY 1999 or before. Funded projects are shown in bold print. (FWTA) Fort Worth Transportation Authority (TxDOT) Texas Department of Transportation. (FTA) Federal Transit Administration. This table of proposed capital improvements is intended to serve as a general guide for the allocation of financial resources. It does not imply any obligation to expend funds for the proposed projects. 267 Appendix D. Proposed Capital Improvements PROPOSED CAPITAL IMPROVEMENTS -TELECOMMUNICATIONS Project No. & Name Sector Council Estimated Proposed Expenditures by Fiscal Year Ending September 30 Responsible Funding District Costs ($1,000) Department/ Source ($1,000) 2000 2001 2002 2003 2004 2005-19 Agency TC Western Western 3 or 7 4,000 4,000 Information Crime District funds; 1 Communications Hills/ Systems and To be determined Tower Ridglea or Services Far West Funded projects are shown in bold print. * Partial funding received, balance sought. This table of proposed capital improvements is intended to serve as a general guide for the allocation of financial resources. It does not imply any obligation to expend funds for the proposed projects. Appendix D. Proposed Capital Improvements 268 • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • PROPOSED CAPITAL IMPROVEMENTS -EDUCATION • Project No. & Name Sector Council Estimated Proposed Expenditures by Fiscal Year Ending September 30 Responsible Funding • District Costs ($1,000) Department/ Source • ($1,000) 2000 2001 2002 2003 2004 2005-19 Agency • E Fort Worth Citywide City- 339,000 339,000 Fort Worth 1999 Fort Worth 1 I.S.D. Campus wide I.S.D. I.S.D. Bond • Improvement • • E Fort Worth Citywide City- 4,000 4,000 Fort Worth 1999 Fort Worth 2 I.S.D. Land wide I.S.D. I.S.D. Bond • Acquisition • E Fort Worth Citywide City- 22,000 22,000 Fort Worth 1999 Fort Worth • 3 I.S.D. ADA wide I.S.D. I.S.D. Bond • Compliance • E Fort Worth Citywide City- 22,000 22,000 Fort Worth 1999 Fort Worth • 4 I.S.D. Technology wide I.S.D. I.S.D. Bond Improvements •• E Fort Worth Citywide City- 11,000 11,000 Fort Worth 1999 Fort Worth 5 I.S.D. Furniture, wide I.S.D. 1999 Bond • fixtures & • equipment • E Eagle Mountain- Far ETJ 46,100 46,100 Eagle- Eagle -Mountain 6 Saginaw I.S.D.- Northwest 7 Mountain Saginaw I.S.D. 3 Elementary and Saginaw I.S.D. Bond "• 1 Middle School • E High School Far ETJ 6,700 6,700 Eagle- Eagle -Mountain • 7 Expansion — Northwest 7 Mountain Saginaw I.S.D. Eagle Mountain- Saginaw I.S.D. Bond • Saginaw I.S.D. • E Eagle Mountain- Far ETJ 12,200 12,200 Eagle- Eagle -Mountain • 8 Saginaw I.S.D.- Northwest 7 Mountain Saginaw I.S.D. land acquisition Saginaw I.S.D. Bond • Funded projects are shown in bold print. (I.S.D) Independent School District. 41/ This table of proposed capital improvements is intended to serve as a general guide for the allocation of financial resources. It does not imply any obligation to expend funds • for the proposed projects. • 269 Appendix D: Proposed Capital Improvements • and school renovations Project No. & Name Sector Council Estimated Proposed Expenditures by Fiscal Year Ending September 30 Responsible Funding District Costs ($1,000) Department/ Source ($1,000) 2000 2001 2002 2003 2004 2005-19 Agency E Eagle Mountain- Far ETJ 50,000 50,000 Eagle -Mountain Eagle -Mountain 9 Saginaw I.S.D — Northwest 7 Saginaw I.S.D Saginaw I.S.D Bond new high school E Keller I.S.D new Far North 4 50,000 50,000 Keller I.S.D Keller I.S.D Bond 10 elementary, intermediate and middle schools E 2 Crowley I.S.D. Far 5, 8 13,500 6,500 6,500 Crowley I.S.D. 1994 Crowley I.S.D. 11 elementary Southwest, Bond schools Far South Funded projects are shown in bold print. (I.S.D ) Independent School District. This table of proposed capital improvements is intended to serve as a general guide for the allocation of financial resources. It does not imply any obligation to expend funds for the proposed projects. Appendix D: Proposed Capital Improvements 270 • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • •• •_;• • • • • • •'• • • • • • • • • • Project No. & Name Sector UD 1 UD 2 UD 3 UD 4 Berry Streetscape Southside, (Plan/Design) TCU/ Westcliff Construction Phase I Construction of Remaining phases N. Main Street- scape — Plan/ Design Construction Phase I Construction of Remaining phases Lancaster Ave. Plan/Design Lancaster Ave. Construction (I-35W to Hender- son) Linkages Corridors Construction not currently funded UD Village Square 5 (Fort Worth South) PROPOSED CAPITAL IMPROVEMENTS -URBAN DESIGN Council District 9 Northside 2 Downtown 9 Estimated Proposed Expenditures by Fiscal Year Ending September 30 Costs ($1,000) ($1,000) 2000 2001 2002 2003 2004 300 300 1,200 1,200 12,000 280 280 1,320 1,320 12,000 500 500 6,000 Northside, 2,7,9 31,000 Downtown, Arlington Heights Southside 9 3,850 UD Gateway Features Southside 9 6 (Fort Worth South) 500 12,000 12,000 6,000 Responsible Department/ 2005-19 Agency Planning T/PW TRW Planning T/PW T/PW Planning T/PW 10,000 10,000 11,000 T/PW 3,850 Planning 500 Planning Funding Source General Obligation Bond (1998) General Obligation Bond (1998) General Obligation Bond and TEA-21 General Obligation Bond (1998) General Obligation Bond (1998) General Obligation Bond and TEA-21 General Obligation Bond (1998) General Obligation Bond and TEA-21 General Obligation Bond Private/TIF #4 TIF #4 Funded projects are shown in bold print. (TRW) Transportation/Public Works. (TEA-21) Transportation Equity Act for the 21 st Century This table of proposed capital improvements is intended to serve as a general guide for the allocation of financial resources. It does not imply any obligation to expend funds for the proposed projects. 271 Appendix D. Proposed Capital Improvements Project No. & Name A Will Rogers 1 Auditorium repainting A National Cowgirl 2 Hall of Fame facility A Amon Carter 3 Museum Expansion PROPOSED CAPITAL IMPROVEMENTS -ARTS AND CULTURE Sector Council District Arlington 7 Heights Arlington 7 Heights Estimated Costs ($1,000) Proposed Expenditures by Fiscal Year Ending September 30 ($1,000) 2000 2001 2002 2003 2004 2005-19 175 175 16,400 Arlington 7 36,000 Heights A Will Rogers South Arlington 7 4 Texas Room Heights Renovation 100 16,400 36,000 100 A Fort Worth Downtown 9 40,000 10,000 15,000 15,000 5 Convention Center Expansion Phase 1 A Modern Art 6 Museum new facility Arlington 7 70,000 Heights A Will Rogers Arlington 7 7 kitchen renovation Heights A Improve existing Northside 2 8 and build a new neighborhood arts center in Northside 150 100 70,000 150 100 Responsible Department/ Agency Public Events National Cow- girl Hall of Fame and Western Heri- tage Center Amon G. Carter Foundation Public Events Public Events Modern Art Museum of Fort Worth Public Events Funding Source Culture and Tourism City Fund National Cowgirl Hall of Fame and Western Heritage Center Amon G. Carter Foundation Culture and Tourism City Fund General Obligation Bond (1998) Occupancy Tax Modern Art Museum of Fort Worth Occupancy Tax Arts Council of City, TBD Fort Worth and Tarrant County Funded projects are shown in bold print. (TBD) To be determined. This table of proposed capital improvements is intended to serve as a general guide for the allocation of financial resources. It does not imply any obligation to expend funds for the proposed projects. Appendix D: Proposed Capital Improvements 272 • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • Project No. & Name Sector Council Estimated ' Proposed Expenditures by Fiscal Year Ending September 30 District Costs ($1,0001 2000 J 2001 2002 2003 2004 2005-19 100 100 A Neighborhood Art Southside 9 9 Center in Historic Southside A Texas and 10 Southwestern Cattle Raisers Museum Arlington 7 Heights A Fort Worth Con- Downtown 9 11 vention Center Expansion Phase 2 A Adaptive Reuse of Arlington 7 12 Existing Modern Heights Art Museum Building ($1,000) 10,000 28,000 500 A New Will Rogers Arlington 7 100,000 13 Arena Heights A Fort Worth 14 Museum of Science & History expansion Arlington 7 Heights A Fort Worth Downtown 15 Convention Center Expansion Phase 3 50,000 9 120,000 25,000 10,000 14,000 14,000 Responsible Department/ Agency Arts Council of Fort Worth and Tarrant County Texas and Southwestern Cattle Raisers Association Public Events City of Fort Worth, Arts Council of Fort Worth and Tarrant County 20,000 20,000 60,000 Public Events 25,000 Fort Worth Museum of Science & History 120,000 Public Events Funding Source City, TBD Texas and .South- western Cattle Raisers Association General Obligation Bond; Occupancy tax, Car Rental tax City, Private General Obligation Bond, private funds Fort Worth Museum of Science & History General Obligation Bond; Occupancy tax, Car Rental tax Funded projects are shown in bold print. (TBD) To be determined. This table of proposed capital improvements is intended to serve as a general guide for the allocation of financial resources. It does not imply any obligation to expend funds for the proposed projects. 273 Appendix D: Proposed Capital Improvements Project No. & Name Sector P 1 NPD #6-New Facility, same location PROPOSED CAPITAL IMPROVEMENTS -POLICE SERVICES Council District Southeast 5 P North Division Northside 2 2 Remodel Facility P * NPD 3- Land and Northeast 2 3 Facility P * NPD 10-Land Wedgwood 6 4 and Facility P * NPD 5-Land and Eastside 4 5 Facility P * NPD 13-Land Far North 4 6 and Facility P * NPD 9-Land and . Sycamore 9 7 Facility P Training Facility TBD 8 and Driving Course TBD P * NPD 11-Land Western 3 9 and Facility Hills/ Ridglea P * NPD 2-Land and Northeast 2 10 Facility P * NPD 1-Land and Downtown 11 Facility P * NPD 4-Land and Eastside 4 12 Facility Estimated Costs ($1,000) 1,600 350 780 780 780 780 1,560 2,300 780 780 780 780 Proposed Expenditures by Fiscal Year Ending September 30 ($1,000) 2000 2001 2002 2003 2004 2005-19 1,600 350 Responsible Department/ Agency Police Department Police Department Funding Source General Obligation Bond General Obligation Bond 780 Police General Obligation Department Bond 780 Police General Obligation Department Bond 780 Police General Obligation Department Bond 780 Police General Obligation Department Bond 1,560 Police General Obligation Department Bond 2,300 Police General Obligation Department Bond 780 Police General Obligation Department Bond 780 Police General Obligation Department Bond 780 Police General Obligation Department Bond 780 Police General Obligation Department Bond Funded projects are shown in bold print. (NPD) Neighborhood Police District. (TBD) Location to be determined. (*) Indicates existing facilities which may need to be relocated in the future. The decision to lease versus build will be considered on a site by site basis. This table of proposed capital improvements is intended to serve as a general guide for the allocation of financial resources. It does not imply any obligation to expend funds for the proposed projects. e 0 0 0 0 0 0 0 0 0 0 0 0 0 e 0 0 G • • Appendix D. Proposed Capital Improvements 274 • • • • • • • • • • • • • • • • • • • • • • Project No. & Name P * NPD 7-Land and 13 Facility P Auto Pound 14 Facility Heliport Facility 15 Sector Council Estimated District Costs ($1,000) Southeast 5 780 TBD TBD 500 TBD TBD 250 2000 2001 a 2002 2003 2004 Proposed Expenditures by Fiscal Year Ending September 30 Responsible Funding ($1,000) Department/ Source Agency 2005-19 780 Police Department Bond 500 Police Department Bond General Obligation General Obligation 250 Police General Obligation Department Bond Funded projects are shown in bold print. (NPD) Neighborhood Police District. (TBD) Location to be determined. (*) Indicates existing facilities which may need to be relocated in the future. The decision to lease versus build will be considered on a site by site basis. This table of proposed capital improvements is intended to serve as a general guide for the allocation of financial resources. It does not imply any obligation to expend funds for the proposed projects. 275 Appendix D: Proposed Capital Improvements 111 • PROPOSED CAPITAL IMPROVEMENTS -FIRE AND EMERGENCY SERVICES Project No. & Name Sector Council Estimated Proposed Expenditures by Fiscal Year Ending September 30 Responsible Funding IIII District Costs ($1,000) Department/ Source • ($1,000) 2000 2001 2002 2003 2004 2005-19• Agency F Fire Station #8 Re- Southside 9 2,500 2,500 Fire General Fund • 1 location Department F Fire Station #38 Far North 4 1,800 2 F Fire Station #39 Far 3 2,000 3 Southwest 1,800 Fire General Obligation Department Bonds (1998) 2,000 Fire General Obligation Department Bonds (1998) • • • • • • Funded projects are shown in bold print. • This table of proposed capital improvements is intended to serve as a general guide for the allocation of financial resources. It does not imply any obligation to expend funds • for the proposed projects. • Appendix D: Proposed. Capital Improvements 276 • • • • • • • • • • • • Project No. & Name Sector Council Estimated Proposed Expenditures by Fiscal Year Ending September 30 Responsible • District Costs _ ($1,000) _ Department/ ($1,000) • 2000 2001 2002 2003 2004 2005-19 Agency • • • EQ Martha Lane Eastside 4 1,200 1,200 • 2 Phase II • EQ Highland Hills Sycamore 8 1,200 1,200 • 3 • EQ Hazlewood Arlington 7 300 300 • 4 Heights PROPOSED CAPITAL IMPROVEMENTS -ENVIRONMENTAL QUALITY EQ I-20Bryant Irvin 1 Wedg- 3 2,860 2,860 wood • EQ Overton Park TCU/ 9 139 139. 5 Westcliff • EQ Bailey's Industrial Arlington 9 2,970 2,970 • __ __ 6 Addition Heights Funding Source T/PW General Obligation Bond (1998) T/PW General Obligation Bond (1998) T/PW General Obligation Bond (1998) T/PW General Obligation Bond (1998) T/PW General Obligation Bond (1998) T/PW General Obligation Bond (1998) • EQ Dry -Branch Northeast 4 3,500 1,750 1,750 T/PW General Obligation • 7 ..._ ....... ._ Bond (1998) • EQ Bellaire Channel Western 3 2,860 1,430 1,430 T/PW General Obligation 8 (Bryant Irvin - Hills/ Bond (1998) • SH 183) Ridglea • EQ Magnolia Southside 8 120 120 T/PW General Obligation • 9 Bond • EQ Anderson Rd Eastside 4 150 150 T/PW General Obligation 10 Bond • EQ Drew Street Southside 9 250 250 T/PW General Obligation • 11 Bond • EQ Cityview Wedgwood 3 200 200 T/PW General Obligation • 12 Bond EQ Seminary/ Sycamore 8 150 150 T/PW General Obligation • 13 Sycamore Bond • Funded projects are shown in bold print. (T/PW) Transportation/Public Works. • This table of proposed capital improvements is intended to serve as a general guide for the allocation of financial resources. It does not imply any obligation to expend funds • for the proposed projects. • 277 Appendix D• Proposed Capital Improvements Project No. & Name Sector Council Estimated District Costs ($1,000) EQ Canon Southside 8 130 EQ Tam Northeast 4 150 15 O'Shanter EQ Minor Drainage Citywide City- 1,000 16 wide EQ Canyon Creek Eastside 4 400 EQ Lindz Lane Southeast 8 200 EQ Lebow -Schwartz Northeast 2 2,500 14 17 18 19 EQ Sunset Heights Arlington 2 2,400 20 Heights EQ Miscellaneous Citywide City- 1,800 21 Street related wide EQ Drainage Projects Citywide City- 3,600 22 to be identified wide EQ Cold Springs EQ Western Ave Arlington 2 600 24 Heights EQ Las Vegas Trail Western 2 912 25 Hills/ Ridglea 23 Northeast 2 600 Proposed Expenditures by Fiscal Year Ending September 30 ($1,000) 2000 2001 2002 2003 2004 2005-19 130 150 250 250 250 250 400 200 1,000 1,000 500 1,000 1,400 100 100 100 200 200 200 Responsible Funding Department/ Source Agency T/PW General Obligation Bond T/PW T/PW T/PW T/PW T/PW T/PW 1,500 T/PW 3,000 T/PW 600 T/PW 600 T/PW 912 T/PW EQ Lower Dry Branch Northeast 4 10,000 10,000 T/PW 26 Creek Channel (Springdale - Bonnie Brae) Funded projects are shown in bold print. (T/PW) Transportation/Public Works. (TBD) Location This table of proposed capital improvements is intended to serve as a general guide for the allocation of financial resources. It does not imply any oblig for the proposed projects. Appendix D• Proposed Capital Improvements 278 General Obligation Bond General Obligation Bond (1998) General Obligation Bond General Obligation Bond General Obligation Bond General Obligation Bond General Obligation Bond Unknown, multi funding sources General Obligation Bond General Obligation Bond General Obligation Bond General Obligation Bond to be determined. ation to expend funds O O O O 0 0 0 0 0 0 0 0 0 0 O O • • • • • • • • • • • • • • • • • • • .• • • • • • • • • • Project No. & Name Sector Council Estimated District Costs ($1,000) EQ Blue Mound / 27 Fossil Creek EQ SW Transfer 28 Station I EQ SW Transfer 29 Station II EQ Harmon Rd. 30 2MG elevated storage tank in Blue Mound area Far North 2 5,000 TBD TBD TBD TBD Far North 2,4 EQ 48-Inch Northside Far North, 2 31 II transmission Far North - main west EQ Southside II 32 transmission line 36-inch Southside, 9 Sycamore EQ Cantrell Sansom Far North 2 33 pump station improvements & ES II/NS II transmission line EQ Automate and 34 centralize control of all water treat- ment plants and distribution Citywide City- wide 4,000 6,000 2,334 2000 1 2001 2002 2003 2004 2005-19 4,000 2,334 5,455 5,455 5,000 5,000 17,000 4,500 17,000 4,500 Proposed Expenditures by Fiscal Year Ending September 30 Responsible ($1,000) Department! Agency 5,000 T/PW City Services Department 6,000 City Services Department Water Department Water Department Water Department Water Department Water Department Funding Source General Obligation - Bond *VIM Revenue Bonds Revenue Bonds Commercial Paper Commercial Paper Commercial Paper Commercial Paper Commercial Paper Funded projects are shown in bold print. This table of proposed capital improvements is intended to serve as a general guide for the allocation of financial resources. It does not imply any obligation to expend funds for the proposed projects. 279 Appendix D. Proposed Capital Improvements Project No. & Name Sector Council Estimated District Costs ($1,000) EQ North & South Downtown 9 36,305 3,152 13,713 12,840 35 Holly water treatment plants EQ Rolling Hills 36 water treatment plant EQ Eagle Mountain 37 water treatment plant EQ Water Street 38 Projects EQ Maintenance 39 Related Projects - Water EQ (Administrative 40 Order) Sewer Overflow system upgrade EQ Rush Creek 41 Interceptor (eng.) EQ Rush Creek . Eastside 42 Interceptor EQ Wastewater Citywide 43 Street projects EQ Maintenance re- Citywide 44 lated - wastewater EQ Village Creek 45 wastewater treatment plant Proposed Expenditures by Fiscal Year Ending September 30 ($1,000) 2000 2001 2002 2003 Sycamore 8 103,673 3,790 20,200 19,350 1,333 Far 7,2 Northwest Citywide City- wide Citywide City- wide Citywide City- wide Eastside 5 5 City- wide City- wide Eastside 5 59,170 130 40 Responsible Department/ 2004 2005-19 Agency 6,600 Water Department 59,000 Water Department 59,000 Water Department 95,000 5,000 5,000 5,000 5,000 5,000 70,000 Water Department 57,000 3,000 3,000 3,000 3,000 3,000 42,000 Water Operating Fund Department Funding Source 49,700 49,700 2,576 6,762 6,762 6,500 6,500 6,500 6,500 6,500 91,000 6,500 6,500 6,500 6,500 6,500 91,000 114,000 14,600 22,800 500 6,700 17,800 51,600 2,576 13,524 123,500 123,500 Water Department Water Department Water Department Water Department Water Department Water Department Commercial Paper Commercial Paper Commercial Paper Operating Fund State Revolving Fund Commercial Paper Commercial Paper Operating Fund Operating Fund State Revolving Fund Funded projects are shown in bold print. This table of proposed capital improvements is intended to serve as a general guide for the allocation of financial resources. It does not imply any obligation to expend funds for the proposed projects. Appendix D• Proposed Capital Improvements 280 • • • • • • • • • • • • • • • • • • • • • • • • • • • • • PROPOSED CAPITAL IMPROVEMENTS -MUNICIPAL FACILITIES • Project No. & Name Sector Council Estimated Proposed Expenditures by Fiscal Year Ending September 30 Responsible Funding District Costs ($1,000) Department/ Source • ($1,000) 2000 2001 2002 .2003 2004 2005-19 Agency • MF City Hall Annex, Downtown 9 400 400 T/PW Capital Projects 1 Finish Floor 7 Reserve Fund • • MF Harley Service TBD TBD 12,000 12,000 T/PW TBD -I 2 Center Relocation City Services • • MF Downtown Service TBD TBD 4,000 4,000 T/PW TBD • 3 Center Relocation City Services • MF Expansion of the Downtown 9 3,500 3,500 T/PW General Obligation • 4 Municipal Parking Bond • Garage II Funded projects are shown in bold print. (T/PW) Transportation/Public Works. (TBD) To be determined. • This table of proposed capital improvements is intended to serve as a general guide for the allocation of financial resources. It does not imply any obligation to expend funds for the proposed projects. • • r.• • • • • • • • • • • 281 Appendix D. Proposed Capital Improvements • • • • • • • • • • • )• F • • • ! 3 =• a:• • • • • • • • • • APPENDIX E: YOUTH ASSET MODEL The. Asset Approach idivingS what they need to succee Why do some hiclg grow up with ease, while others struggle? Why do some hids get involved in dangerous activitie. while others spend their time contributing to saieiyf Why do some youth "heat the add,? in difficult aituatinns• while others Act trapped? Many factors influence why some young people hate auectsses in life and why others have a harder time. Eco- nomic circumstance. genetics. Intuma. and many other ✓or- dars play n role. 13ut these factors -which seem difficult. if not impossible. to change -wren t all that mutters. Research by Search Institute has identified 40 concede, positive cape- ricnees and qualities -"developmental assets -that have a tremendous influence on young peoples lives. And they are things that people from all walks of life ean'hclp to nurture. Research shows that the 40 developmental assets help young people make wise decisions. choose positive paths. and grow up competent, curing, and responsible. The assets (sec page 2) are grouped into eight categories I Support -Young people need to experience support. care, and love from their families and many others. They need organizations and institutions that pro- vide positive, supportive environments. Empowerment -Young people need to lye valued icy their community and have opportunities to con- tribute to others. For this to occur, they must he sale anti feel secure. e e • MAME, YOUTH Boundaries and eapeetations-Young peopl • need to bean • what is expected of them and whether activities and hehavio s ere "in hounds" or out of hounds. Constructive useoftime-Young people need constructive, enriching opportunities for growth through creative activities, youth programs, congre- gational involvement, and quality time at home. I Commitment to learning -Yong people need to develop d lifelong commitment to education and !cumin*. Positive values -Youth need to develop strong values that guide their ehoicm. I Social competencies -Young people need skills and competencies that equip them to make positive choices, to h ild relationships. and to succeed in life. Positive identity -Young people need a strong sense of their own power, purpose, worth, and promise. The asset framework is a framework that includes every- one. Families, schools neighborhoods, congregations. and ul1 organisations. institutions, and individuals in a commu- nity ranplay a role in building assets for youth. This brochure introduces the asset,, shows their power and presence in young peopl • is lives, and gives concrete suttee - lions fur what you eon do to build assets. T7r.tsse.1ssamia c.;w K;,l. ttl i 1I„,,\Soda, ti„m d Comrkhi r seer, I„ S,.,,k Ingoatc. 700 R. Third Sore. Soc.. zee TIN ram All «e6a..r..r..d Usl.•o.a6e.a ls• a.s..t;,. the test..,, pat slits. pailinsiss a.,s- in.epadsnd ,s ss. ,.,,,,.,,..I,.o...m. ss.h,as.sl ac.•lestsmk.s show pm, pea,.s...s. ism S. csIJW.ec. escort to in.,.s?e..a a....,. • .,es, I,JI.tdssi,ton., t,spla I.e alaaa.,s,d ass. ?:r aJJSo,sJ p rassam. a -ilia, It. ..I.o....a-l. laws,,. /1440.;?1471,* Search institute has identified the following building blocks of healthy developmentthat help HEALTHY YiOUTH young people grow up healthy coring and responsible. CATEGOHX ASSET NAME AND DETINMON Support I. Family suppeet--Family life provides high levels of love and 2.Positive family mm Y person and berorhis�patent(s)comnmtnicate positively and muss pIs willing to seek advice and caned froth pare t(a). 3. Other adult relationships -Yang person receives support from three ortncee rwnparent 4. Caring neighborhood -Young person madams caring neighbors. 5. Caring school dlmato--Sebool provides sing, encowsging envIronment. 6. Parent involvement in seboellag-Psient(s) are actively Involved In helpingyoung person succeed in school. Empovaermestt 7. Community velum youtb-Young person perceives that adelts in the community value youth. 8. Youth as resources -Young people are given useful roles In the commun►ty. 9. Service to others -Young personserves in the community one hour or more per week. 10. Safety -Young person feels safe at home at school, and in the neighborhood. Boundaries & I i. Family boundaries -Family has clear rules and consequences and monitors the young ExPee4Hom person' whereabouts. 12. School boundariescool provides clear roles and consequences. 13. Neighborhood botmdarfes-Ndghbors3ake responsibility for monitming yotmg peoples behavior. 1 40 Developmental Assets • 14. Adult role models-Parent(a) and other adults model positive, responsible behavior 15. Positive peer influence -Young personls best friends model responsible behavloe 16. High expectations -Both patents) and teachers encourage the young person to do well. Constructive 17. Creative activities -Young person spends three or more hots per week in lessons or Use. of lime practice in music, theism or other arts 18. Youth programs -Young person spends three or more hours per week in sports, dubs, or organizations at school and/or in the community 19. Religious cosmnntty-Young person spends one or more hours per week In sctivities in s religious institution. 20. bore at home -Young person is out with Mends 'with nothing special to do' two or fewer nights per week Commitment 21. Achievement motivattoa-Young person is motivated to do well in school. to Learning 22. School engagement -Young person is actively engaged in learning. 23. Homework -Young person reports doing et least one hour of homework eveiyschool day 24. Bonding to school -Young person cares about her or ids school. 25. Reading for pleasure -Young person reads for pleasure three or more hamper week. 26. Caring -Young person Ames high value on helping other people. 27. Equality and social justice -Young person places high value an promoting equality and reducing hunger and poverty 28. Integrity -Yang person acts on convictions and stands up for her or his beliefs. 29. Honesty. -Young person 'tells the truth even when it is not easy' 30. Responsibility -Young parson accepts and takes personal responsibility. 31. Restraint -Young person believes It Is Important not to be sexually active or to use alcohol or other drugs. 32. Planning and decision malting -Young person knows how to plan ahead and make choices. 33. Interpersonal eompe'- =Young person has empathy, sosWvity, and friendship skills. 34. Cultural competence -Young o� n has knowledge of and comfort with people of different culnualtracialrethrdc 35. Resistance skills -Young person can resist negative peer psi and dangerous situations. 36. Peaceful conflict resolution -Young person seeks to resolve conflict nonviolently 37. Personal power -Young person feels be or she has control over 'things that happen to me.' 38 SeBesteem-Young person reports having a high self-esteem. 39. Sense of purpose -Young person reports that 'my life has a purpose.' 40. Positive view of personal future -Young person is optimistic about her or his personal future. M2y,w4.p.4e2Ldua.dL�e,�..W.rM meeker a nub ewe wow. We i rWO...6.2aaap..ma ...Uatr2r4rLrniwwww *11. Positive Values Social Competencies Positive Identity 283 Appendix E. Youth Asset Model • • • • • • • • • • • • • • • •••••••••• APPENDIX F: ANNEXATION PLAN AND POLICY RESOLUTIONS A Resolution ADOPTING AN ANNEXATION POLICY FOR THE CITY OF FORT WORTH WHEREAS, development in the extraterritorial jurisdiction of the City of Fort Worth is occurring and is expected to continue; WHEREAS, well -reasoned, fiscally responsible annexation of territory can accomplish the following objectives. • promote economic growth by providing a positive opportunity for creation of new tax bases, • facilitate long-range planning for provision of services; • protect future development by enforcement of land use regulations, development standards, property maintenance standards, construc- tion codes and environmental regulations; and • promote intergovernmental cooperation, WHEREAS, the City Council has determined that it 'is advisable to articulate an annexation policy and to establish criteria to be considered in determining whether to annex territory, NOW, THEREFORE, BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY OF FORT WORTH. 1 That the City should annex any area that meets the criteria set out in paragraph below, which may include voluntary and involuntary an- nexations of both vacant and populated areas. Annexations may be considered favorably if they meet one or more of the criteria. 2. That the area shown on the attached Exhibit "A" be identified as the area for annexation planning by the City 3 That the following criteria be considered in determining whether to annex territory. a. Whether there has been evidence of pending development activity in the area within the previous three-year period, b Whether the area is geographically proximate to existing city lim- its; c. Whether the City has the ability to provide full municipal services as development thresholds are reached, d. Whether the area is needed to provide geographic continuity of city services to other areas; e. Whether fiscal analysis shows that annexation would be a long- term benefit to the City; f. Whether analysis shows that failure to annex the area would cause long-term harm to the City; g. Whether annexation would close gaps within current city limits, h. Whether the area is a potential "growth center" that requires urban 285 j densities to develop as planned; i. Whether development outside the City would have negative im- pact due to unregulated land uses and the City's inability to n- force development standards, building codes and environmental regulations; and Such other factors as the City Council determines may be rele- vant to determine whether annexation is in the best interests of the City This resolution is adopted this 14th day of December, 1999 Kenneth Barr, Mayor of the City of Fort Worth ATTEST City Secretary APPROVED AS TO FORM AND LEGALITY Assistant City Attorney Appendix F Annexation Plan and Policy Resolutions A Resolution ADOPTING AN ANNEXATION PLAN FOR THE CITY OF FORT WORTH WHEREAS, the 76th Texas Legislature adopted SB 89, which made substantial amendments to the Texas Annexation Act, Chapter 43, Texas Lo- cal Government Code, effective September 1, 1999; WHEREAS, Section 17(b) of SB 89 requires that each city adopt an annexation plan on or before December 31, 1999, that includes territory the city plans to annex three years from the date the territory is placed in the plan in accor- dance with Section 43.052, Texas Local Government Code; WHEREAS, SB 89 provides several exceptions that authorize cities to annex territory without placing the territory in an annexation plan; WHEREAS, for the foreseeable future; annexations contemplated by the City of Fort Worth come within one or more of these exceptions; NOW, THEREFORE, BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY OF FORT WORTH: That the City Council has reviewed the future expansion needs of the City and the prospects for development within the City's extraterritorial jurisdic- tion. After studying the effects of amendments to the Texas Annexation Act en- acted by SB 89, 7th Texas Legislature, the City Council has determined that, at this time, the City does not intend to annex any territory that is required to be in an an- nexation plan in order to be annexed. The City Council reserves the right to amend this annexation plan in the future to add territory for annexation. This resolution is adopted this 14th day of December, 1999 Kenneth Barr, Mayor of the City of Fort Worth ATTEST City Secretary APPROVED AS TO FORM AND LEGALITY Assistant City Attorney Appendix F Annexation Plan and Policy Resolutions 286 • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • 000000000000000000000000000000000 APPENDIX G: TAX ABATEMENT POLICY STATEMENT CITY OF FORT WORTH TAX ABATEMENT POLICY STATEMENT FOR QUALIFYING DEVELOPMENT PROJECTS Adopted: February 29, 2000 I. GENERAL PURPOSE AND OBJECTIVES Certain types of investment result in the creation of new jobs, new income and provide for positive economic growth and inner-city economic stabilization which is beneficial to the City as a whole. The City of Fort Worth is committed to the promotion of high quality development in all parts of the City and improvement in the quality of life for its citizens. The City of Fort Worth will, on a case -by -case basis, give consideration to the granting of property tax incentives to eligible residential, commercial, and industrial development projects. It is the policy of the City of Fort Worth that consideration of eligible projects will be provided in accordance with the guidelines and criteria outlined in this document. Texas law authorizes the City of Fort Worth to grant tax abatement on the value added to a particular property by a specific development project which meets the economic goals and objectives of the City, and the requirements of the statute (Vernon's Tax Code Ann. Section 312.001, et. seq ). As mandated by state law, this policy applies to the owners of real property It is not the policy of the City of Fort Worth to grant property tax abatement to any development project for which a building permit has been previously issued by the City's Department of Development. Nothing in the policy shall be construed as an obligation by the City of Fort Worth to approve any tax abatement application. Although all applications which meet the eligibility criteria (Section III.) of this policy statement will be reviewed, it is the objective of the City of Fort Worth to encourage applicationsfrom projects that: (a) are located in enterprise zones or other designated target areas; or (b) result in a development with little or no additional cost to the City; or (c) result in 1,000 or more new jobs, with a commitment to hire Fort Worth and inner city residents. II. DEFINITIONS "Abatement" means the full or partial exemption from ad valorem taxes on eligible properties for a period of up to ten years and an amount of up to 100% of the increase in appraised value (as reflected on the certified tax roll of the appropriate county appraisal district) resulting from improvements begun after the execution of the tax abatement agreement. Eligible properties must be located in a reinvestment zone. "Reinvestment Zone" is an area designated as such by the City of Fort Worth or State of Texas in accordance with the Texas Property Redevelopment and Tax Abatement Act, Sections 312.001 through 312.209 of the Tax Code. "Residential Development Project" is a development project which proposes to construct or renovate multi -family residential living units on property that is (or meets the requirements to be) zoned multi -family as defined by the City of Fort Worth Zoning Ordinance. "Fort Worth Company" is a business which has a principal office located within the city limits of Fort Worth. "Minority Business Enterprise (MBE) and Women Business Enterprise (WBE)" is a minority or women owned business that has received certification as either a MBE or WBE by either the North Texas Regional Certification Agency (NTRCA) or the Texas Department of Transportation (TxDOT), Highway Division. "Capital Investment" includes only real property improvements such as new facilities and structures, site improvements, facility expansion, and facility modernization. Capital investment does NOT include land acquisition costs and/or any existing improvements, or personal property (such as machinery, equipment, and/or supplies and inventory). "Facility Expansion" is a new permanent real property improvement such as a building or buildings constructed to provide additional square footage to accommodate increased space requirements of a Fort Worth company "Facility Modernization" is a new permanent real property improvement under- taken to provide increased productivity for a new or existing Fort Worth company "Supply and Service Expenses" are discretionary expenses incurred during the normal maintenance and operation activities of a business. 287 Appendix G: Tax Abatement Policy Statement III. ELIGIBILITY CRITERIA A. RESIDENTIAL POJECT ELIGIBILITY A residential development project is eligible for property tax abatement if 1 The project is located in any of the following census tracts. 1002.02, 1010, 1011, 1016, 1017, 1018, 1019 (partial), 1025, 1028 (partial), 1029, 1030, 1031, 1033, 1035, 1036.01, 1037.01, 1038, 1040, 1041 (partial) (see Map- Exhibit "A"); AND 2. a. The project will construct or renovate no less than 50 residential living units of which no less than 20% shall be affordable (as defined by the U.S. Department of Housing and Urban Development) to persons with incomes at or below 80% of median family income; OR b. The project has a minimum capital investment of $5 million (excluding acquisition costs for land and any existing improvements). B. COMMERCIAL/INDUSTRIAL ELIGIBILITY 1 New Projects In order to be eligible for property tax abatement, a new commercial/ industrial development project must satisfy one of the following three criteria. a. Upon completion will have a minimum capital investment of $10 million and commits to hire an agreed upon percentage of residents from an eligible inner city census tract (as identified on Exhibit "A") for full time employment.; OR b. Is located in the "inner city" (as identified. on Exhibit "A") or property immediately adjacent to the major thoroughfares which serve as boundaries to any of these inner city census tracts and commits to hire an agreed upon percentage of residents from an eligible inner city census tract (as identified on Exhibit "A") for full time employment; OR c. Is located outside of the "inner city", has a minimum capital investment of less than $10 million, and commits to hire an agreed upon percentage -of'residents from an eligible inner city census tract (as identified on Exhibit "A") for full time employment. 2. Existing Business. Expansion and/or Modernization In order to be eligible for property tax abatement, a facility expansion and/or modernization by an existing commercial/industrial business must: a. Upon completion have a minimum capital investment of $10 million; OR Appendix G: Tax Abatement Policy Statement 288 C. b. Result in increased employment for which the business commits to hire and retain an agreed upon percentage of residents from an eligible inner city census tract (as identified on Exhibit "A") for new, full time positions; AND c. Have a minimum capital investment of (1) $500,000, OR (2) an amount equal to or greater than 25% of the appraised value, as certified by the appropriate appraisal district, of real property improvements on the property for the year in which the abatement is requested. PROOF TESTS 1. Building Permits No tax abatement will be granted to any development project which has applied for or received a building permit from the City's Department of Development. 2. Evidence of Need for Tax Abatement The applicant must provide evidence to substantiate and justify the tax abatement request including (but not limited to) an analysis demonstrating the tax abatement is necessary for the financial viability of the project. IV. ABATEMENT GUIDELINES The tax abatement agreement must provide that the applicant: (1) Hire Fort Worth residents for an agreed upon percentage (at least 25%) of new full time jobs to be created and make a good faith effort to hire 100% Fort Worth residents for all new jobs created as a result of the abatement, (2) Commit to hire an agreed upon percentage of Fort Worth residents from an eligible inner city census tract (as identified on Exhibit "A") for all new jobs created as a result of the project. The agreed upon percentage shall be determined by negotiation. (3) Utilize Fort Worth companies for an agreed upon percentage of the total costs for construction and Supply and Service Contracts, and (4) Utilize Minority and Women owned Business Enterprises (M&WBEs) for an agreed upon percentage of the total costs for construction and supply and service contracts in the manner provided in the City of Fort Worth's'Minority and Women Business Enterprise ordinance. • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • In addition to the above, the abatement must comply with the following guidelines: A. State law prohibits abatement of taxes levied on inventory, supplies or the existing tax base. City policy is not to abate taxes on personal property located within Fort Worth prior to the date of the tax abatement agreement. B Unless otherwise specified in the agreement, the amount of the taxes to be abated shall in no event exceed the amount of the capital investment (as specified in the application) multiplied by the City's tax rate in effect for the year in which the calculation is made. C. In certain cases, the City may consider a tax abatement application from the owner of real property who serves as a landlord or lessor for a development project which meets the eligibility criteria of this section. D The City may consider an application from the owner or lessee of real property requesting abatement of real and or personal property owned or leased by a certificated air carrier on the condition that the certificated air carrier make specific real property improvements or lease real property improvements for a term of 10 years or more. E. For an eligible development project to be considered for tax abatement, the "Application for Tax Abatement" form must be completed and submitted to the Office of Economic Development. F An application fee must accompany the application. The fee is calculated at the lesser of (i) 1% of the project capital investment, or (ii) $15,000. If construction on the project is begun on the site specified in the application within a one (1) year period from the application submittal date (with or without a tax abatement), this fee shall be credited to any permit, impact, inspection or any other lawful fee required by the City of Fort Worth. If the project is not constructed on the site specified in the application or if construction takes place at the specified site more than one (1) year after the application submittal date, the application fee shall not be refunded or otherwise credited. G. If requested, the applicant must provide evidence that there are no delinquent property taxes due on the property on which the development project is to occur H. The tax abatement agreement shall limit the uses of property consistent with the general purpose of encouraging development or redevelopment of the zone during the period that property tax abatements are in effect. V. I. Tax abatement may only be granted for projects located in a reinvestment or enterprise zone. For eligible projects not currently located in such a zone, the City Council may choose to so designate the applicant's property in order to allow for a tax abatement. J The owners of all projects receiving tax abatement shall properly maintain the property to assure the long term economic viability of the project. PROCEDURAL STEPS Each request for property tax abatement shall be processed according to the following procedural guidelines. A. Application Submission: Provided that the project meets the criteria detailed in Section III of this policy, the Applicant must complete and submit a City of Fort Worth "Application For Tax Abatement" form (with required attachments) and pay the appropriate application fee. B Application Review and Evaluation: The Economic Development Office will review the application for accuracy and completeness. Once complete, the application will be evaluated based on. 1 Types of new jobs created, including respective wage rates, and employee benefits packages such as health insurance, day care provisions, retirement package(s), transportation assistance, and any other 2. Percent of new jobs committed to Fort Worth residents. 3 Percent of new jobs committed to Fort Worth "Inner City" residents 4 Percent of construction contracts committed to a. Fort Worth based firms, and b. Minority and Women owned Business Enterprises (MBEs and WBEs). 5 Percent of supply and service contract expenses committed to. a. Fort Worth based firms, and b. Minority and Women owned Business Enterprises (MBEs and WBEs). 6. The project's increase in the value of the tax base. 7 Costs to the City (such as infrastructure participation, etc.). 8. Other items which may be negotiated by the City and the applicant. Based upon the outcome of the evaluation, the Economic Development Office may present the application to the City Council's Economic Development Committee. 289 Appendix G. Tax Abatement Policy Statement VI. C. Consideration by Council Committee Should the Economic Development Office present the application to the City Council's Economic Development Committee, the Committee will consider the application at an open meeting. The Committee may. (1) Approve the application. Staff will then incorporate the application into a tax abatement agreement which will be sent to the City Council with the Committee's recommendation to approve the agreement; or (2) Request modifications to the application. Economic Development staff will discuss the suggested modifications with the applicant and then, if the requested modifications are made, resubmit the modified application to the Committee for consideration; or (3) Deny the application. The applicant may appeal the Committee's finding by requesting the City Council (a) disregard the Committee's finding and (b) instruct city staff to incorporate the application into a tax abatement agreement for future consideration by the City Council. D Consideration by the City Council The City Council retains sole authority to approve or deny any tax abatement agreement and is under no obligation to approve any tax abatement application or tax abatement agreement. The City of Fort Worth is under no obligation to provide tax abatement in any amount or value to any applicant. E. Effective Date for Approved Agreements All tax abatements approved by the City Council will become effective on January 1 of the year following the year in which a Certificate of Occupancy (CO) is issued for the qualifying development project (unless otherwise specified in the tax abatement agreement). Unless otherwise specified in the agreement, taxes levied during the construction of the project shall be due and payable. RECAPTURE If the terms of the tax abatement agreement are not met, the City Council has the right to cancel or amend the abatement agreement. In the event of cancellation, the recapture of abated taxes shall be limited to the year(s) in which the default occurred or continued. VII. INSPECTION AND FINANCIAL VERIFICATION The terms of the agreement shall include the City of Fort Worth's right to (1) review and verify the applicant's financial statements in each year during the life of the agreement prior to granting a tax abatement in any given year, (2) conduct an on site inspection of the project in each year during the life of the Appendix G: Tax Abatement Policy Statement 290 abatement to verify compliance with the terms of the tax abatement agreement. VIII. EVALUATION Upon completion of construction of the facilities, the City shall no less than annually evaluate each project receiving abatement to insure compliance with the terms of the agreement. Any incidents of non-compliance will be reported to all affected taxing units. On or before March 31s` of every year during the life of the agreement, any individual or entity receiving a tax abatement from the City of Fort Worth shall provide information and documentation which details the property owner's compliance with the terms of the respective agreement and shall certify that the owner is in compliance with each applicable term of the agreement. Failure to report this information and to provide the required certification by the above deadline shall result in any taxes abated in the prior year being due and payable. IX EFFECT OF SALE, ASSIGNMENT OR LEASE OF PROPERTY No tax abatement rights may be sold, assigned or leased unless otherwise. specified in the tax abatement agreement. Any sale, assignment or lease of the property which is not permitted in the tax abatement agreement results in cancellation of the agreement and recapture of any taxes abated after the date on which an unspecified assignment occurred. • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • APPENDIX H: GLOSSARY • -A- • • Abatement - Full or partial exemption from ad valorem taxes of certain real property and/or tangible personal property in a reinvestment zone. ® Adaptive Reuse — Rehabilitation of old property for new purposes. • • Affordable Housing — For purposes of housing assistance with federal funds, such as Community Development Block Grant and HOME. • • Rental -Housing cost (rent plus utilities) are no more than 30 .percent of a • household's income. • Owner -Housing costs (defined as PITI or principal, interest, taxes, and • insurance) are not more than 30 percent of a household's income. . • Affordable to Extremely Low Income Households -Housing costs are no more than 30 percent of an income of 30 percent of median income in the Fort Worth- • Arlington Metropolitan Area. • Affordable to Very Low Income Households -Housing costs are no more than 30 percent of an income of 50 percent of the median income in the Fort Worth- • Arlington Metropolitan Area. s• • Affordable to Low Income Households -Housing costs are no more than 30 percent of an income of 80 percent of median income in the Fort Worth- Arlington Metropolitan Area. ••••••••••• Arterial - Major roadways, usually 4 to 6 lanes, that serve a large geographical area. Avigation Easement — Provides right of flight at any altitude above the approach surface, and a right to create noise, vibrations, dust fumes, etc. without incurring liability Avigation easements are usually purchased from the property owner at 10 to 15 percent of the appraised value of the property -B- Birth Rate - Number of births per 1,000 persons in a population within a specified time period. Brownfields - Vacant, under-utilized, obsolete, or structurally deteriorated industrial or commercial properties where improvements are hindered by real or perceived contamination. Buffer - Separation between land uses by distance, landscaping, berms, fences, masonry walls, or other transitional uses. -C- Capital Improvements Program (CIP) - The tool through which locally funded public facilities, such as sewers, local roads, storm drains, schools, libraries, parks, etc., can be scheduled and built. Central City —The area within Loop 820 consisting of the following: all CDBG- eligible census block groups, all State -designated enterprise zones, and all census block groups that are contiguous by 75 percent or more of their perimeter to CDBG- eligible block groups or enterprise zones. Closing Cost — Includes, but is not limited to, prepayment of insurance and taxes, attorney fees, appraisals, termite inspections, points, mortgage insurance payments, and other miscellaneous expenses associated with the closing on the sale of a property Commuter Rail —A form of public rail transportation designed for further travel distances and few stops along the route. The train travels along standard tracks and is pulled by a locomotive. Comprehensive Plan - A dynamic (evolving) document of vision. This Plan serves as a continuously updated reference guide and decision -making tool for planners and other city policy -makers. The Comprehensive Plan contains information concerning the current status of land use, transportation, housing, urban design, and economic development, while offering future visions for these components based on population and economic trends and forecasts. Consolidated Metropolitan Statistical Area (CMSA) - A large metropolitan area consisting of two or more Primary Metropolitan Statistical Areas (PMSAs). The Dallas -Fort Worth CMSA includes both the Fort Worth -Arlington PMSA and the Dallas PMSA Consumer Price Index (CPI) - Measure of the average change over time in the prices paid by urban consumers for fixed -market consumer goods and services. The CPI provides a way for consumers to compare and contrast the cost of market goods and services on different days, months, years, etc. -D- Death Rate - Number of deaths per 1,000 persons in a population within a specified time period. Density - Number of dwelling units per acre. 291 Appendix H: Glossary Domestic migration - People moving from other parts of the country to take up permanent residence in the local area. -E- Endangered - Threatened by deterioration, damage, or irretrievable, irreplaceable loss due to neglect, disuse, disrepair, instability, lack of financial resources, and/or impending demolition. Ethnicity - Categories of people based upon common ancestral culture, customs, or language. Exception - Departure from any provision of the Subdivision Ordinance requirements for a specific parcel, without changing the Subdivision Ordinance. Extraterritorial Jurisdiction (ETJ) - Unincorporated area extending generally five miles from the city limit in which the City has the authority to regulate subdivision and platting of property -F- Factory Built Housing -Modular or prefabricated units constructed off -site that meet local building codes and Texas Industrial Code specifications. Factory built housing are exempt by State law from zoning restrictions and must be treated as and allowed where any single family home can be located. Fair Market Rent — An amount determined by HUD to be the cost of modest, non - luxury rental units in a specific market area. With certain exceptions, it is the highest rent allowable for that market under the Section 8 Program. Fair Market Value — Highest price a property would bring in a free and open market given a typically motivated, prudent, and well-informed seller and buyer, and assuming typical financing. Family Income - Combined gross money income of all members of a family living in the same household. Concept developed by the U.S. Bureau of the Census. Floodplain — Area adjacent to a river or stream subject to inundation by flood waters. Full -Time Employment - Employment status of an individual who works 35 or more hours per week at an income producing job. -G- Geographic Information System (GIS) - Computer system that allows a user to Appendix H: Glossary 292 analyze things that exist and events that happen on earth and receive the results in the form of a map. Since virtually all city data are tied to a specific location and can be mapped, a GIS can have many uses such as land records management, land use planning, infrastructure management, environmental management, or computer - aided dispatch of fire and police. Goal - A broad and general statement concisely phrased. Goals are broad statements of ideal future conditions that are desired by the community and/or organizations within it. Goals can be pursued on a continuing basis, and may never be satisfied completely Goals are statements of intention or general direction. Gross National Product (GNP) - Total dollar value of all goods and services produced in the United States. Gross State Product (GSP) - Total dollar value of all goods and services produced in the State of Texas. -H- Heliport - Full -service facility for helicopters offering maintenance, fueling, and passenger services. Helistop - Vertistop drop-off facility, similar to a bus stop, for helicopters. These would often be situated in downtown locations, after which, the pilot would fly to an outside facility for maintenance and fueling. HOME - HOME Investment Partnership Program is a HUD program whereby HUD allocates funds by formula among eligible State and local governments to strengthen public -private partnerships and to expand the supply of decent, safe, sanitary, and affordable housing (with primary attention to rental housing), for very low-income families. Household - A single occupied housing unit and all of its occupants. A household may be comprised of one or more families, one or more unrelated individuals, or a combination of families and unrelated individuals. Household Income - Combined gross money income of all persons who occupy a single housing unit. The household income can be comprised of the gross money income earned by one or more families, one or more unrelated individuals, or a combination of families and unrelated individuals who occupy a single housing unit. Housing Unit - A house, apartment, mobile home, or other unit, occupied or vacant, but intended for occupancy as separate living quarters. • • • • • • • • • • • • • • • • • • • • • • • • • • • • 0 0 0 0 e 0 0 0 0 0 e 0 0 0 e 8 0 0 G 0 -I- Impact Fees - Costs charged to a developer to cover expenses relating to the provision of city services for a new development. Immigration - People moving from foreign countries to take up permanent residence in the local area. Infal Housing - Housing that is constructed on vacant lots between exiting housing. These vacant lots usually contained houses at one time, but demolition of older housing stock has taken place. Rebuilding houses on these existing lots can provide affordable housing for citizens and revitalize central city neighborhoods. Infrastructure - Facilities necessary to provide city services, usually referring to physical assets such as roads, pipes, city buildings, etc. but sometimes includes personnel, management structure, etc. -J- -K- -L- Labor Force - Includes all persons 16 years old and older who are either employed or unemployed but actively looking for work and available to accept employment, plus the members of the Armed Forces. Land and Water Conservation Fund (LWCF)- A federally funded program originally conceived in 1964 as a federal -state partnership program that was created to expand the nation's park and recreation system. A percentage of these funds are passed through to local governments to expand and enhance local park and recreation facilities. Land Use - Designations of how land is being used (e.g., single family, commercial, industrial, etc.). Land Use Classifications: Commercial • General Commercial - Retail goods, services, and offices serving the occasional needs of the surrounding residential areas. In addition to providing neighborhood goods and services, other uses may include specialty shops, junior or small department stores, banks, auto services, and restaurants. • Mixed Use Growth Centers - Mixed use, intensely developed high employment area, primarily commercial and residential in use. They may already exist as Downtown, malls, and the Medical District, or be newly forming sub centers of the City Concentrated development is encouraged at these nodes to discourage traditional suburban development. Incentives may be offered to achieve the desired density necessary to achieve public transportation and the highest and bestuseof valuable urban land. Mixed use growth centers usually do not have industrial uses. • Neighborhood Commercial - Retail goods, services, and offices serving the daily needs of adjacent residential areas within three-quarters of a mile. Typical uses include convenience, drug, and grocery stores, as well as personal services such as dry cleaners, beauty shops, and video rental stores. Industrial • Heavy Industrial— Uses that usually require production and transformation of materials. They may be objectionable uses such as concrete batching, rendering, storage of hazardous materials, and manufacturing. • Industrial Growth Center - An industrial growth center will primarily consist of industrial and commercial uses, with a high concentration of jobs, mostly industrial in nature. Other related and supporting uses include office space and services. Unlike mixed -use growth centers, residential uses are generally discouraged within industrial growth centers. • Light Industrial - Industrial land uses that are not noisy, polluting, or otherwise obnoxious. Uses include warehousing, outside storage, distribution/ dispatch, research, and light assembly Institutional • Institutional— Public or quasi -public uses including schools (public and private), churches, cemeteries, human services agencies, government buildings (libraries, service centers, offices, jails), and utilities. Residential • High Density Residential - Multiple unit structures with over 24 units per acre. Mixed uses would be encouraged. Open space, building separation, and height would be considered on an individual basis. • Low Density Residential - Two or more units attached or detached on one lot or separately platted lots. May be referred to as duplexes, patio homes, row houses, or town houses. These units may be rented or owner occupied. Density is usually less than 12 units per acre. 293 Appendix H: Glossary • Manufactured Housing - Includes mobile homes constructed before 1976 and manufactured homes built to the Department of Housing and Urban Development specification. These units are constructed off -site and transported on a permanent chassis, and are designed to be used as a dwelling with or without a permanent foundation when connected to the required utilities including plumbing, heating, air-conditioning, and electrical systems. Permitted only in Manufactured Housing ("MH") zoning district. Manufactured housing is not to be confused with modular or factory built housing. See definition of Factory Built Housing. • Medium Density Residential - Multiple units, multi -story structures usually in a complex of five or more units under one ownership, condominium, or cooperative tenure. Most medium density residential developments share common open space and parking areas. Density is usually 12 to 24 units per acre, limited to three stories in height. • Single Family Residential - One unit per structure and lot, independent of size or tenure. Structures may include site built, modular, or factory -built structures. Density is usually less than six units per acre. Special • 100 Year Flood Plain — Normally dry land adjacent to a body of water subject to a one percent chance of flooding in any given year • Infrastructure — Major rights of way for roads, railroads, and utilities, as well as railroad switching yards and airports. • Private Park, Recreation, Open Space — Private land used for active recreation, cemeteries, or passive land conservation. • Public Park, Recreation, Open Space — Public land used for active recreation, tourism, or passive land conservation. • River, Lake, Stream — Bodies of water • Vacant, Undeveloped, Agricultural - Land with no existing buildings, except for those related to mining, crops, or grazing. Ldn — Day -night sound level over a 24 hour period. Ldn is used as a means of measuring long-term noise exposure in a community Sound is measured in decibels, a means of expressing amplitude of sound. The higher the number of decibels, the louder the sound level. Most residential neighborhoods have an Ldn of 50 to 60 decibels. Appendix H: Glossary 294 Level of Service - Means of rating the movement of vehicles on an arterial street. Service levels range from "A"- free flowing, to "F'- bumper -to -bumper congestion. Low -Income -Households whose incomes are over 50 percent but do not exceed 80 percent of the median income for the area, as determined by HUD with adjustments for smaller and larger families. However, HUD may establish income ceilings higher or lower than 80 percent of the median for the area on the basis of HUD's findings that such variations are necessary because of prevailing levels of construction costs or fair market rents, or unusually high or low family incomes. Note HUD income limits are updated annually and are available from local HUD offices for the appropriate jurisdictions or from the Texas Department of Housing and Community Affairs. Low -Income Housing Tax Credit (LIHTC) - Credit against regular federal tax liability for investments in low-income housing projects, acquired, constructed, or rehabilitated after 1986. The credit is available annually over a 10-year period. The compliance with requirements regarding tenant income, gross rents, and occupancy is 15 years. This is to encourage investments by corporations or high -income individuals in low-income housing. -M- Market Demand - The desire and ability to purchase or lease goods and services. Master Plans - Plans that are developed by individual departments within the City of Fort Worth and by individual agencies that provide greater detail than the Comprehensive Plan concerning departmental plans for future development and service needs. Master Plans generally detail anticipated services and general locations for public facilities such as schools, parks, libraries, and fire and police stations. Mission - A statement of core values and ultimate purpose. A mission reflects history and traditions, present culture and resources, and future expectations and intentions. Moderate/Medium Income — Households whose incomes are over 80 percent of the area median income but do not exceed 120 percent of the area median income. The area median income is determined by HUD with adjustments for smaller and larger families. Multi -modal - A type of transportation system that incorporates all forms of movement: vehicular, public transportation, bicycle, aviation, and pedestrian. A solid multi -modal system minimizes congestion, improves air quality, and enables all citizens means of safe and efficient transportation. 6I Ilk; 0000 '4 0©00 4 r1 ®®®®®'IF 000000©0000000 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0' 0 -N- Neighborhood Unit -An area of approximately one square mile bounded by principal arterial streets with a population of 3,000 to 6,000. The neighborhood unit is characterized by a centrally located neighborhood park. The Neighborhood Park is one of the primary components that comprise "local close to home park space" in the City of Fort Worth. Nonpoint Source Pollution — Pollution that does not originate from a single point. It is 'transported primarily by storm water runoff, and also discharges from solid waste disposal sites and septic tanks. North Central Texas Council of Governments (NCTCOG) - The Metropolitan Planning Organization (MPO) for the Dallas/Fort Worth area. The agency assists local governments in the 16-county region in coordinating sound regional development, encouraging cooperation for mutual benefit, and planning for common need. -0- Objective - A statement of attainable, quantifiable, time constrained achievement that helps accomplish goals. -P- Part I Offenses - Measure of crimes in communities (index) that include murder, rape, robbery, aggravated assault, burglary, larceny -theft, arson, and auto theft. Part Time Employment - Employment status of an individual who works less than 35 hours per week at an income -producing job. Personal Income — Consists of wage and salary disbursements, profits from businesses that are not corporations, net rental income, dividends, personal interest income, and transfer payments (such as pensions and welfare assistance). It includes wages and salaries paid in -kind, the net rental value of owner -occupied houses, and the net value of food and fuel produced on farms. Capital gains are not included because they are not attributable to current economic activity Planned Development District (P.D.) - A zoning district that allows for a mix of land use and development standards as outlined in a City Council— adopted plan. Policy - A predetermined directive of the City Council designed to guide thinking, decision making, and actions of decision makers and their subordinates in implementing goals or stated missions. Once a policy is adopted, it helps support or guide the creation/change of specific rules or strategies (such as development regulations, budgets, or supplemental plans). For purposes of the Comprehensive Plan, policies should be directly linked to stated goals. Policies are intended to guide implementation. Preservation Easement — A legal document that regulates the use of or changes to real property and may be given or sold by a property owner to a charitable organization or government body Once recorded, an easement becomes part of the property's chain of title and usually 'runs with the land' in perpetuity, thus binding not only the present owner who conveys it, but all future owners as well. A preservation easement gives the organization to which it is conveyed the legal authority to enforce its terms. Exterior and facade easements protect the outside appearance of buildings by controlling alterations and requiring maintenance; they may also control development and air rights of a building. Primary Metropolitan Statistical Area (PMSA) - A large population nucleus together with surrounding communities that have a high degree of economic and social integration. A PMSA contains at least one city of 50,000 people, has a total population of at least 1 million people, and is defined as a central county holding at least 50 percent of the population. PMSAs include adjacent counties in which 50 percent of the population lives in an urbanized area (e.g., the Fort Worth -Arlington PMSA includes Tarrant, Johnson, Parker and Hood counties) Program - A formalized, defined strategy which has been authorized, funded, and/ or designed for specific purposes. Can be long-range ongoing programs such as the national Low Income Tax Credit program or short-range, locally initiated programs. Project - A specific work oriented program that has been created to achieve special purposes and has narrowly defined scopes and time frames. -Q- -R- Race - Categories of people based upon traits that may be inherited or passed through a gene pool. Rezone - An amendment to the map and/or text of a zoning ordinance to affect a change in the nature, density, or intensity of uses allowed in a zoning district and/or on a designated parcel or land area. Right -of -Way - Width of land available to incorporate all elements of a roadway, including traffic lanes, turn lanes, frontage roads, shoulders, medians, bicycle lanes, sidewalks, and landscaping. -S- Sidewalk - Layer of the streetscape that is dedicated exclusively to pedestrian activity 295 Appendix H: Glossary Spatial - Relationship between locations or regions, such as distance, area, coincidence, or adjacency Special Exception - A use permitted in a specific zoning district if the Board of Adjustment determines that the use would be compatible with development of adjacent properties and would comply with other criteria established by the zoning ordinance. Standard Industrial Classifications • Agriculture - Firms involved in the production of food crops, livestock, poultry, timber, game, other plant and animal products, and services related to the production of these products. • Mining - Firms involved in the extraction and processing of materials occurring naturally in the Earth's crust, including oil and gas exploration, drilling, and refining. • Construction - Firms engaged in building construction, remodeling, repair, and heavy construction such as highway and bridge construction or repair, and water and sewer line construction. • Manufacturing - Firms engaged in the mechanical or chemical transformation of agricultural and mining raw materials into final products. • Transportation, Communication and Utilities - Firms engaged in providing passenger or freight transportation, telecommunications services, water, sewer, gas, or electric utilities and all services of the U.S. Postal Service. • Trade - Firms engaged in selling and distributing raw materials and final products between the producer and the final consumer, including retail and wholesale establishments. • Finance, Insurance, and Real Estate - Firms engaged in banking, lending, securities, commodities, underwriting, property ownership, brokerage, and management. • Services - Firms providing a wide range of personal, professional, educational, membership, social, emergency, security services. Services closely related to another industry are classified with that industry Strategy - An administrative approach to achieve goals and/or policies. Streetscape - All the elements that make up the physical environment of a street and define its character This includes a combination of planters, sidewalks, street trees, street signs, street furniture, and street lights. Appendix H: Glossary 296 Subdivisions_- Division of a tract of land into defined lots, either improved or unimproved, which can be separately conveyed by sale or lease, and which can be altered or developed. Sustainable Development - Development that meets the needs of the present without compromising the ability of future generations to meet their own needs. -T- Tax Abatement - [see abatement] Texas Department of Transportation (TxDOT) - The Texas state agency for highway, bridge, public transportation, and other state -sponsored construction, Primary pass -through agency for TEA-21 funding. TxDOT deals with both rural and urban transportation projects throughout the State. The projects are managed through a district structure with a statewide transportation commission. Tilt Rotor - A new generation of larger, heavier helicopters that can take off both vertically and horizontally They are often referred to as swept -wing aircraft. They are quieter than helicopters, and can carry heavier passenger loads. For this reason, they may be suitable for specialized transportation in congested corridors. Although these aircraft can land at airports, to guard the air space of our major airports, it is generally recommended that these machines be serviced in off -airport locations. Traffic Calming - The practice of using physical devices or roadway design techniques to reduce automobile speeds, usually in residential neighborhoods and parking facilities. Calming measures include, but are not limited to, low speed limits, speed humps, narrow lanes, and on -street parking. -U- Underemployment - Individuals working in jobs requiring a lower skill -base than their training or abilities permit. Undevelopable Land - Land that has significant regulatory or cost constraints based on site conditions. For example, portions of the 100 floodplain are undevelopable. Use Permit - Discretionary and conditional review of an activity, function, or operation on a site or in a building or facility The review generally precedes the actual operational use. -V- Variance - Departure from any provision of the zoning requirements for a specific parcel, excepted use, without changing the zoning ordinance or the underlying • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • zoning of the parcel. The Board of Adjustments grants variances only upon demonstration of hardship based on the peculiarity of the property in relation to • other properties in the same zone district. • Veloweb - Interconnected network of off-street trails designed for bicycle • commuters. The trails will provide access to employment centers, schools, shopping, and parks. Because the trails will have few signalized or stop sign • intersections, and will go over or under major roadways, the veloweb is a safe and • efficient way to commute. • Vertiport - Full -service facility for tilt rotors offering maintenance, fueling, and • passenger services. • Vertistop - Drop-off facility, similar to a busstop, for tilt rotor machines. These • would often be situated in downtown locations, after which, the pilot would fly to an outside facility for maintenance and fueling. • • Vision - A mental image of a possible and desirable future state. It succinctly conveys and reinforces a shared long-term view of where a community wants to be, and serves as the basis for developing goals, objectives, policies, and strategies. • -W- Fce Watershed — Areas that catch precipitation and drain to specific water bodies or • aquifers. Wetlands — Areas that are inundated or saturated by surface or groundwater at a • frequency and duration sufficient to support, and under normal circumstances do • support, a prevalence of vegetation typically adapted for life in saturated soil conditions. • -X- • • Xeriscaping — Landscaping that conserves water and protects the environment through the use of native vegetation. • • • • • • • • • -Y- -Z- Zoning— Division of land into districts based on the allowable use of the land. These districts have uniform zoning regulations including those on land use, height, setbacks, lot size, density, and coverage. 297 Appendix H: Glossary • • ID • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • APPENDIX I: INDEX A Abatement, see Tax abatement Ad valorem tax, see Property tax Airports, see Municipal aviation, Transportation Air quality, 31, 55, 99, 100, 107, 108, 141, 169-171, 175, 176-177, 179, 191, 196, 214, 215, 216, 217 (see also Environmental quality, Transportation) Alliance Airport, 105, 106, 204 (see also. Municipal aviation, Transportation) Amon Carter Museum, 141, 142, 148 Annexation, 10, 11, 27, 29, 188, 197, 203-209 Background, 203-206 Activity, 204, 206 Annexation Policy and Annexation Plan of 1999, 205-206 Certificates of Convenience and Necessity (CCN), 205, 206, 208 City limits, 203-205 Extraterritorial jurisdiction (ETJ), 202, 203-209 History of annexation, 204 Impact of annexation, 203 Implementation, 203-204 Plan and Policy Resolutions, 285 Strategies, 206-209 Economic growth, 207 Intergovernmental cooperation, 209 Long range planning, 207-208 Protection of future development, 208 Arts and Culture, 5, 59, 84, 86, 90, 103, 137, 145-153 Arts Council of Fort Worth and Tarrant County, 145, 149, 150, 151, 152 Neighborhood Arts Program, 150, 152, 153, 221 Cultural District, 5, 33, 86, 90, 103, 137, 140, 145, 146, 149, 150, 151, 153, 185, 221 Amon Carter Museum, 145, 146 Bass Performance Hall, 146, 147 Casa Manana Theatre, 146, 147, 150 Fort Worth Botanic Garden, 50, 52, 53, 54, 56, 134, 145, 146, 149, 151, 185 Fort Worth Cultural District Master Plan, 150, 151 Fort Worth Museum of Science and History, 145, 146, 153 Fort Worth Zoo, 50, 52, 54, 56, 103, 130, 137, 140, 146, 178 Kimbell Art Museum, 145, 146, 153 Modern Art Museum of Fort Worth, 145, 146, 153 National Cowgirl Museum Hall of Fame, 145, 147, 153 Southwestern Exposition & Livestock Show, 146 Will Rogers Auditorium and Coliseum, 146, 150 Will Rogers Memorial Center, 146, 153 Downtown, 145-149, 151, 153 Caravan of Dreams Performing Arts Center, 147 Circle Theatre, 147, 149 Contemporary Arts Center, 147 Fort Worth Convention Center, 147 Fort Worth Dallas Ballet, 147, 149 Fort Worth Opera, 147, 149 Fort Worth Symphony Orchestra, 147, 149 Fort Worth Water Gardens, 147, 152 Jubilee Theatre, 147, 149 Modern at Sundance Square, 147 Sid Richardson Collection of Western Art, 147 Sundance Square, 147 Van Cliburn International Piano Competition, 147, 149 Festivals, 145, 146, 148, 149, 152 Fort Worth Historic Stockyards, 147, 148, 149, 152 Fort Worth Herd Program, 148 Goals and Objectives, 150-152 Neighborhood Arts Facilities, 148, 150, 152, 153 Performing Arts, 147, 149 Policies and Strategies, 152 Programs and Projects, 152-153 Public Art, 149, 151 Arts Council of Fort Worth and Tarrant County, 145, 149, 150, 151, 152, 221 Aviation, see Municipal aviation, Transportation B BAC, see Business Assistance Center Bass Performance Hall, 146, 147 Bicycle Transportation, 5, 36, 50, 54, 99, 100, 101, 104, 107, 108, 137, 141, 160, 165, 171 (see also• Parks and Recreation, Transportation) Board of Adjustment, 79, 81, 193, 194 Botanic Garden, see Fort Worth Botanic Garden Brownfields, 35, 91, 171, 176, 178, 180, 181, 219 Budget, 21, 24, 47, 58, 77, 156, 163, 164, 187, 188, 211 Business Assistance Center (BAC), 83, 89, 90, 92, 93, 94, 96 C Capital Improvements, 35, 47, 53, 54, 56, 60, 70, 97, 109, 116, 124, 143, 153, 160, 161, 167, 181, 184, 186, 187-192, 245-281 299 Appendix 1: Index Annual operating and maintenance costs of typical facilities, 188 Background, 188 Bond elections, 188 Bonds and other debt instruments, 143, 167, 189-190 Certificates of Obligation (COs), 189 Commercial Paper Program, 189 Equipment Tax Notes , 190 General Purpose Bonds (General Obligation Bonds), 189 Industrial Revenue Bonds, 189 Revenue Bonds, 109, 189, 216 Section 108, 94, 96, 97, 189, 191 State Revolving Loan, 189 Contributions from private and non-profit sources, 192 Current revenues, 190 Tax revenues, 21, 22, 23, 24, 87, 92, 190, 192 Grant funds, 93, 190-192 Proposed, 245-281 Arts and culture, 272-273 Economic development, 257 Education, 269-270 Environmental quality, 277-280 Fire and emergency services, 276 Housing, 247 Libraries, 255 Municipal facilities, 281 Parks and recreation, 248-254 Police services, 274-275 Public health, 256 Telecommunications, 268 Transportation, 258-267 Urban design, 271 Retained Earnings, 192 Strategies, 188-192 CDBG, see Community Development Block Grant Central Library, 57, 58, 60, 189 Chambers of Commerce, 41, 84, 87, 89, 91, 95, 124, 171, 219 Child care, 65, 72, 76, 121, 166 (see also Human services) City Council, 1, 2, 27, 39, 43, 49, 75, 86, 88, 91, 93, 99, 125, 128, 131, 138, 155, 189, 192, 193, 194, 196, 197, 199, 201, 206, 207, 208, 211, 212, 213, 215, 220 City facilities, see Municipal facilities City limits, 10, 11, 16, 29, 31, 50, 67, 75, 118, 193, 194, 203-205, 212, 216 City Manager, 125, 164, 184 City Operating Budget, 21 City Plan Commission, 1, 2, 27, 79, 81, 194, 196, 197, 208 Appendix I: Index 300 City Preservation Ordinance, see Historic preservation Close -to -Home Parks, 49 Colleges, see Universities and colleges Commercial land use, 30, 31, 32, 33, 34, 35, 36, 37, 51, 58, 72, 85, 87, 88, 89, 90, 91, 93, 96, 97, 100, 104, 105, 111, 112, 114, 128, 129, 134, 139, 140, 141, 142, 161, 165, 166, 169, 184, 189, 193, 194, 195, 196, 199, 201, 207, 219 Commercial corridors, 87, 88, 140 Community centers, 2, 50, 55, 56, 70, 74, 75, 76, 80, 114, 129, 184 Community Development Block Grant, 21, 46, 47, 76, 92, 93, 94, 190, 201, 202, 217, 219 Community Facility Agreements, 202 Commuter Rail, 103 Comprehensive Economic Development Strategy, 1999, 223 Computer resources, 58, 60, 111, 114, 129, 179 Congestion, 31, 35, 99, 100, 101, 107, 108, 170, 171 (see also Transportation) Consolidated Plan, 1995, 223 Cost of living, 1, 19, 83 (see also Economic trends) Crime prevention, 155, 156, 157, 159, 215 (see also Police services) Cultural District, see Fort Worth Cultural District Cultural District Plan, 1995, 223 D Dallas -Fort Worth International Airport, 5, 85, 104, 105, 109, 190, 212 Day Care Association of Fort Worth, 72 (see also Human Services) Debt, 21, 24, 25, 187, 188, 189, 190, 213 (see also Financial trends) Development patterns, 25, 34, 195, 203, 208 Development regulations, 193-197 Issues, 195-196 Strategies, 196-197 Subdivision Ordinance, 193, 194, 195, 196 Zoning, 193, 194, 195, 196, 197 Board of Adjustment, 193, 194 Historic and Cultural Landmarks Commission, 194 Ordinance, 193, 194, 195, 196 Planned Development "PD" District, 194, 195, 196 Rezoning process, 197 Zoning Commission, 193, 194, 196 Development Review Committee, 194 Downtown Fort Worth, 5, 12, 13, 19, 20, 30, 31, 32, 33, 40, 42, 44, 45, 50, 51, 57, 73, 84, 86, 87, 89, 90, 91, 95, 96, 97, 102, 103, 117, 121, 129, 133, 137, 138, 139, 140, 142, 143, 145, 146, 147, 148, 149, 151, 153, 160, 179, 183, 184, 185, 186, 192, 194, 195, 220 • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • Downtown Fort Worth, Inc. (DFWI), 87, 95, 139 Downtown Strategic Action Plan, 223 Drainage, 172-173, 179 (see also Environmental quality) E Economic development, 21, 27, 32, 35, 45, 46, 83- 97, 99, 104, 105, 111, 155, 159, 189, 192, 199, 201, 203, 215, 216, 219 Commercial districts, 85, 87, 88, 89, 90, 91, 93, 96, 97 Commercial corridors, 87, 88 Economic development studies, 89 Employment centers, 84-85, 94 Alliance area, 83, 84, 85, 87, 89 Business parks, 84, 89 Central Business District (CBD), 84, 85 CentrePort, 85 Convention Center areas, 85, 87, 93 Downtown, 84, 86, 87, 89, 90, 91, 95, 96, 97 Industrial parks, 84 Medical District, 85, 87, 89, 95, 96, 97 Fort Worth Finance Department, 93 Fort Worth Office of Economic Development, 76, 81, 200 Fort Worth Public Events Department, 93 Fort Worth Strategy 2000 Office, 92 Goals and objectives, 89-90 Incentives, 88-89 Enterprise Zones, 89, 91 Neighborhood Empowerment Zone, 89 Job growth, 84-85 Major employers, 83, 84, 92, 95 Policies and Strategies, 90-91 Programs, 91-96 Business Assistance Center (BAC), 83, 89, 90, 92, 94, 96 Chambers of Commerce , 84, 87, 89, 91, 95 Community Development Block Grant, 92, 93, 94 Downtown Fort Worth, Inc. (DFWI), 87, 95 Economic Development Administration, 94, 97 Economic Development Initiative, 94, 97 Fort Worth Economic Development Corporation, 90, 94 Fort Worth Herd, 93 Fort Worth Opportunity Center, 94 Fort Worth South, Inc., 95 Fort Worth Sports Authority, 86 Fort Worth Works, 83, 91, 92 Hotel/motel sales tax, 93 Local Development Corporation, 93 Model Blocks Program, 94 Public Improvement District (PID), 93, 95 Small Business Administration (SBA) programs, 92, 93, 94 Tarrant County Workforce Development Board, 95 140, Tax Abatement, 91 Tax Increment Financing, 92, 95, 97 Texas Workforce Commission, 84, 95 William Mann Jr Community Development Corporation, 90, 94 Women's Business Center, 93 Projects,- 96-97 Texas Motor Speedway, 86, 87, 95, 97 Tourism, 86-87, 91 Attractions and events, 86-87 Convention and Visitors Bureau, 85, 86, 93 Convention Center, 85, 97, 93 Fort Worth Linkages Study, 86, 91 Unemployment, 83, 84, 89, 91 Economic Development Administration, 94, 97, 191, 202, 219 Economic Development Corporation, 90, 94, 202 Economic Development Initiative, 94, 97, 191, 219 Economic Trends, 15-20, 21, 23, 27, 30, 188 Consumer Price Index (CPI), 19 Cost of living, 19 Employment, 16, 19 Growth, 19 Industries, 16-18 Place of work, 15 Sectors, 19-20 Inflation, 18,19,20 Median household income, 20 Personal income, 17,18,19 Real gross area product, 18 Retail sales, 17,18 Unemployment, 17, 18, 20, 79, 80, 85, 87 Education, 1, 7, 46, 68, 69, 72, 73, 74, 76, 77, 82, 84, 92, 111, 117-124, 147, 148, 156, 160, 161, 163, 164, 165, 178, 186, 201, 213, 220, 222 Community partners, 119 Dropout rates, 120-121 Fort Worth Independent School District, 117, 118, 119, 120, 121, 122, 123, 124 Goals and objectives , 122-123 Policies and Strategies, 123 301 Appendix I. Index Private schools , 117, 121 Programs and Projects, 124 School district boundaries, 117 School facilities, 119 Student performance, 120 Suburban schools, 118-119 Universities and colleges, 121-122 Southwestern Baptist Theological Seminary, 117, 122 Texas Christian University, 117 Tarrant County College, 121, 122 Texas Wesleyan University, 121 Elizabeth Boulevard Historic District, 126, 127, 128 Emergency management, 161-164, 167, 173, 217 Employment, 1, 16-20, 64, 76, 77, 84, 85, 92, 94, 95, 99, 114, 194, 202, 204, 219 (see also• Economic Development, Economic Trends) Empowerment Zones, see Neighborhood Empowerment Zones Endangered species and natural habitat, 169, 173-174, 175, 177, 180, 218 (see also Environmental quality) Enterprise Funds, 21, 192 Enterprise Zones, 89, 91, 92, 200 Environmental Protection Agency (EPA), 166, 170, 172, 175, 179, 181, 216, 217, 221, 222 Environmental Quality, 32, 35, 142, 169-181 Air quality, 169-171, 175, 176-177, 179, Goals and Objectives, 175 Non -attainment, 170, 171, 175 Ozone, 169, 170, 171, 175, 177, 179 Policies and Strategies, 176-177 State Implementation Plan (SIP), 170, 175, 216 Programs and Projects, 179 Brownfields, 171, 176, 178, 180, 181 Drainage, 172-173, 179 Federal Emergency Management Agency (FEMA), 162, 173 Federal Flood Insurance Program, 173 Endangered species and natural habitat, 169, 173-174, 175, 177, 180 Ecosystems, 174 Goals and Objectives, 175-176 Policies and Strategies, 176-177 Programs and Projects, 180 Solid waste, 169, 174, 176, 178 Goals and Objectives, 174 Landfills, 169, 174 Policies and Strategies, 176 Programs and Projects, 178 Sustainable development, 174, 176, 181 Goals and Objectives, 176 Policies and Strategies, 178 Programs and Projects, 180-181 Water quality, 169, 172, 175, 177, 180 Goals and Objectives, 175 Policies and Strategies, 177 Programs and Projects, 179-180 Raw water treatment facilities, 171 Storm water, 172, 173, 175, 177, 179, 180 Tarrant Regional Water District, 171, 180 Treatment capacity, 171 Wastewater collection and treatment, 171, 172 Wastewater Program, 172 Water sources, 171 Watershed boundaries, 179 Extraterritorial jurisdiction (ETJ), 10, 11, 16, 27, 34, 55, 155, 192, 194, 202, 203, 205, 206, 207, 208, 209, 214 F Fairmount Southside Historic District, 126, 128, 132 Federal Emergency Management Agency (FEMA), 162, 173, 217, 218, 221 Federal Historic Rehabilitation Tax Credit, 130 Financial Incentives, 3, 129, 199-202 Background, 199 Strategies, 199-202 Community and national programs, 202 Community Facility Agreements (CFAs), 202 Housing and Urban Development Grant and Loan Funds, 201 Surplus City Owned Properties, 201-202 Tax incentives, 199-200 Financial trends, 3, 21-25 City Operating Budget, 21 Debt, 21, 24, 25 Enterprise Funds, 21 Expenditures, 23 General Funds, 21, 22 Grants Consolidated Action Plan, 21 Internal Service Funds, 21 Operating position indicators, 23 Property tax, 21, 22, 23, 24 Reserve Fund, 23 Revenues, 21, 22, 23, 24 • • • • • • • • • • • • • • • • • • • • • • • • • • Appendix I: Index 302 • • • • • • • • • • • • Sales tax, 21, 22, 23, 24 Special Funds, 21 Tarrant Appraisal District, 22 Fire and Emergency Services, 6, 15, 157, 161-167, 184, 185, 190, 212 Emergency management, 161-164, 167 Federal Emergency Management Agency (FEMA), 162 Goals and Objectives, 164 Programs and Projects, 167 Fire department, 161-167 Goals and Objectives, 163-164 Insurance Service Organization rating, 161, 162, 163 Policies and Strategies, 164-165 Monetary losses, 164 Programs and Projects, 165-167 Response time, 162 Services, 161-162 Stations, 162, 167 Fire Department, 6, 15, 157, 161-167, 184, 190, 212 (see also Fire and Emergency Services) Floodplains, 27, 30, 34, 36, 50, 54, 55, 138, 173, 174, 217 Fort Worth Botanic Garden, 50, 52, 53, 54, 56, 134, 145, 146, 149, 151, 185 Fort Worth Consumer Health, 66 Fort Worth Convention Center, 85, 87, 93, 139, 147, 190 Fort Worth Convention and Visitors Bureau, 85, 86, 93 Fort Worth Cultural District, 5, 33, 86, 90, 103, 137, 140, 145, 146, 149, 150, 151, 153, 185, 221 (see also. Arts and Culture) Fort Worth Finance Department, 93 Fort Worth Herd, 50, 52, 56, 93, 148 Fort Worth Historic Stockyards, 5, 20, 32, 52, 86, 90, 94, 96, 102, 103, 125, 128, 129, 130, 137, 138, 140, 143, 145, 147, 148, 149, 152, 153, 195 Fort Worth Housing Authority, 42, 43, 44, 45, 47, 57, 76, 215, 217, 219 Fort Worth Housing Department, 39, 46, 47, 80, 81, 202, 214 Fort Worth Independent School District, 12, 13, 60, 65, 69, 76, 117, 118, 119, 120, 121, 122, 123, 124, 129, 151, 165, 175, 213, 215, 220 Fort Worth Information Technology Solutions Department, 116 Fort Worth Linkages, 3, 86, 91, 103, 134, 140, 153, 208, 223 Fort Worth Medical District, 5, 70, 73, 85, 87, 89, 95, 96, 97, 103, 129, 140, 194, 196 Fort Worth Nature Center and Refuge, 49, 50, 52, 54, 56, 180, 192 Fort Worth Neighborhood Capacity Building Office, 81 Fort Worth Office of Economic Development, 76, 91, 200 Fort Worth Opportunity Center, 94 Fort Worth Parks and Community Services Department, 9, 23, 49, 56, 71, 75, 80, 191, 220 Fort Worth Planning Department, 10, 11, 16, 81, 84, 88, 117, 119, 165 Fort Worth Public Events Department, 93 Fort Worth Public Health Department, 61, 63, 65, 66, 67, 68, 69, 80 Fort Worth Public Library, 57, 58, 59, 60, 76, 114, 220 Fort Worth South, Inc., 95 Fort Worth Sports Authority, 86 Fort Worth Strategy 2000 Office, 92 Fort Worth Transportation and Public Works Department, 23, 82, 99, 184, 190, 209 Fort Worth Transportation Authority (The T), 23, 73, 100, 102, 103, 105, 107, 108, 121, 126, 127, 139, 140, 142, 143, 183, 211, 212, 213, 215, 219, 220 Fort Worth Water Gardens, 52, 54, 147, 150, 152, 178 Fort Worth Works, 76, 83, 91, 92 Fort Worth Zoo, 50, 52, 54, 56, 103, 130, 137, 140, 146, 178 General Funds, 21, 22, 23, 24 Grand Avenue Historic District, 128 Grants Consolidated Action Plan, 21 G H Hazardous waste, 172, 211 Health, see Public Health Health Department, see Fort Worth Health Department Historic and Cultural Landmark (HC), 125, 126, 129, 130, 200 Historic and Cultural Landmarks Commission, 125, 194, 200 Historic Fort Worth, Inc., 127, 129, 130, 131, 132 Historic Preservation, 125-132, 199, 215, 220 Adaptive Use of Historic Buildings, 129 City Preservation Ordinance, 125-126 Conservation Districts (CDs), 126 Demolition Delay (DD), 126, 128 Highly Significant Endangered (HSE), 125, 128, 129, 130 Demolition and in -fill development, 128-129 Elizabeth Boulevard Historic District, 126, 127, 128 Fairmount Southside Historic District, 126, 128, 132 Fort Worth Stockyards Historic District, 128, 129, 130 Goals and Objectives, 130 Grand Avenue Historic District, 128 Historic and Cultural Landmark (HC), 125, 126, 129, 130 Historic Preservation Council for Tarrant County, 125 Incentives for historic rehabilitation, 129-130 303 Appendix I• Index Individual landmark properties, 128 Non -Profit Historic Preservation Organizations, 129 Policies and Strategies, 131 Programs and Projects, 131-132 State and Federal Historic Designations, 126-127 National Historic Landmarks Program (NHL), 127, 130 National Register of Historic Places, 126, 127, 128, 132 Recorded Texas Historic Landmark (RTHL), 126 State Archaeological Landmark (SAL), 126 State Marker Program, 126 Texas Historical Commission (THC), 126, 127 Tarrant County Historic Resources Survey, 127 Historic Preservation Council for Tarrant County, 125 Historic Stockyards, see Fort Worth Historic Stockyards Historic trolley, 5, 86, 102, 103, 107, 140, 143, 148, 153 History of Planning in Fort Worth, 1 Housing, 9, 12, 13, 20, 21, 22, 27, 30, 31, 32, 34, 39-47, 57, 62, 76, 83, 89, 118, 124, 129, 131, 141, 142, 147, 148, 189, 190, 192, 199, 201, 202, 204, 214, 216, 217, 218 Conditions, 40-41 Costs, 41-42 Goals and Objectives, 43-45 Homeownership, 39, 41, 42, 43, 46 Infill, 35, 36, 44, 45 Policies and Strategies, 45 Programs and Projects, 46-47 Public housing, 42, 43 for Special populations, 43 Housing Policy, 1999, 223 H.U.D., see U.S. Department of Housing and Urban Development Human Services, 45, 71-77 Child care, 65, 72, 76 Day Care Association of Fort Worth and Tarrant County, 72 Goals and Objectives, 73-74 Job training, 72, 73, 75, 76 Policies and Strategies, 75 Poverty, 71, 72, 75 Programs and Projects, 75-77 Tarrant County Workforce Development Board, 74, 76 Temporary Assistance for Needy Families (TANF), 73, 77 Texas Department of Human Services Programs, 77 Transportation, 73 Appendix I: Index 304 I Industrial growth centers, 29, 31, 33-34, 37 Industrial land use, 16, 19, 29, 30, 31, 33, 35, 83, 84, 85, 93, 104, 105, 106, 134, 140, 153, 169, 176, 179, 183, 185, 189, 193, 194, 195, 199, 200, 201, 204, 205 Infill development, 35, 36, 45, 129, 131, 171, 177 Intergovernmental Cooperation, 209, 211-222 Background, 211-218 Adjacent and surrounding cities, 211-212 Coordinating Agencies, 214-215 Collaborative Leadership Council, 215 Metropolitan Planning Organization (MPO), 214 North Central Texas Council of Governments, 214, 215, 216, 218, 219, 220 North Texas Commission, 215, 219 Texas Municipal League, 215 County, 213-214 Denton Central Appraisal District (DCAD), 213 Fort Worth and Tarrant County Housing Consortium, 214 Homeless Shelter Task Force, 214 Tarrant Appraisal District (TAD), 213 Tarrant County Access to Homeless, 214 Tarrant County Community Development, 214 Tarrant County Disability Housing Coalition, 214 Tarrant County Health Department, 214, 219 Tarrant County Mental Health/Mental Retardation, and Consumer Credit Community Services, 214 Tarrant County Workforce Development Board, 214 Federal, 217-218 Army Corps of Engineers, 217, 218, 219, 221 Clean Air Act, 216, 217, 220, 221 Clean Water Act of 1987, 217 Endangered Species Act, 218 Environmental Protection Agency (EPA), 216, 217, 221, 222 Fish and Wildlife Service, 218 National Flood Insurance Act of 1968, 217 National Flood Insurance Program (NFIP), 217 Rivers and Harbors Act, 217 U.S. Department of Housing and Urban Development (HUD), 217 Governmental Entities with Taxing Authority, 212-213 Fort Worth Independent School District, 213, 215 Fort Worth Transportation Authority (FWTA), 211, 212, 215, 219, 220 • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • s • • • • • • • • • • • • • • • • • Tarrant County Hospital District, 212 Tarrant Regional Water District, 213, 218, 219, 221 Inter -local agreements, 211 Regional agencies, 214 Trinity River Authority, 214 State, 215-217 Aged and Disabled Program, 215 Texas Comptroller of Public Accounts, 217 Texas Department of Economic Development, 216, 219 Texas Department of Housing and Community Affairs, 216 Texas Department of Human Services (DHS), 215, 219 Texas Department of Protective and Regulatory Services, 21-6 Texas Department of Transportation (TxDOT), 211, 215 Texas Historical Commission (THC), 215, 218, 220 Texas Natural Resource Conservation Commission (TNRCC), 216, 220, 221 Texas Parks and Wildlife, 216, 218 Texas Works, 215 Strategies, 218-222 Intermodal Transportation Center, 6, 85, 87, 97, 103, 139 Internal Service Funds, 21 Job growth, 15, 16, 20, 84, 85 Job training, 47, 72-76, 160, 216 Kimbell Art Museum, 145, 146, 153 I K L Lake Worth Development and Management Plan, 1995, 223 Land Use, 3, 9, 13, 15, 27-37, 41, 88, 97, 99, 171, 185, 187, 193, 195, 203, 208, 209 Commercial land use, 30, 31, 32, 33, 34, 35, 36, 37 Compatibility, 31, 35, 36 Development patterns, 25, 27, 31, 32, 33, 34 Existing land use, 27-29 Goals and Objectives, 31-34 Industrial growth centers, 29, 31, 33-34, 37 Industrial land use, 29, 30, 31, 33-35, 37 Manufactured housing, 36 Mixed -use growth centers, 31, 32, 33, 34, 35 Parks, recreation, and open space, 30, 31, 32, 34, 35, 36, 37 Policies and Strategies, 45 Sectors, 227-244 Arlington Heights, 229 Downtown, 230 Eastside, 231 Far North, 232 Far Northwest, 233 Far South, 234 Far Southwest, 235 Far West, 236 Northeast, 237 Northside, 238 Southeast, 239 Southside, 240 Sycamore, 241 TCU/Westcliff, 242 Wedgwood, 243 Western Hills/Ridglea, 244 Residential land use, 29-37 Low density, 27, 29, 32, 35 Multifamily, 29, 30, 32, 34, 35, 36, 39 Single family, 27, 29, 32, 34, 36, 39 Rivers, lakes, streams, and floodplains, 30, 34, 36 Transportation, 27, 30, 31, 32, 33, 35, 36 Vacant, undeveloped, and agricultural, 27, 31, 35, 36 Zoning , 27, 29, 31, 33, 34, 35 Legal Basis of Planning, 1-2 (see also City Council, City Plan Commission, Zoning Commission, Subdivision Ordinance, Zoning) Libraries, 2, 6, 23, 57-60 Central Library, 57, 58, 59, 60 Collections, 58 Fort Worth Public Library, 57, 58, 59, 60 Goals and Objectives, 59 Policies and Strategies, 59-60 Programs and Projects, 60 Technology, 58 Light Rail, 103 Linkages, see Fort Worth Linkages 305 Appendix I • Index M Manufactured housing, 36 Master Thoroughfare Plan (MTP), 99, 107 Master Transportation Plan, 1990, 223 Mayor, 93, 125, 155, 184, 211 Meacham International Airport, 105, 106 Metropolitan Planning Organization (MPO), 99, 214 Mission statement, 2-3, 23 Mixed -use growth centers, 5, 29, 31-35, 36, 37, 45, 87, 135, 141, 142, 171, 178, 195, 196 Model Blocks Program, 44, 45, 46, 47, 79, 80, 81, 82, 94 Multi -modal transportation opportunities, 99, 100, 102, 106, 107 Multiple growth centers, 31, 32, 33, 34 Municipal aviation, 104, 105, 106, 107, 108 Municipal Facilities, 93, 123, 183-186 Enforcement of City codes, 183-184 Funding, 184 Goals and Objectives, 184-185 Maintenance of City equipment and vehicles, 183 Equipment Services Division, 183 Municipal buildings, 184 City Hall, 184, 186 City Hall Annex, 184 Public Safety Building, 184, 186 Policies and Strategies, 185 Programs and Projects, 185-186 Service center facilities, 184-186 Shared facilities, 185, 186 Street services, 183 N National Recreation and Park Association (NRPA), 49, 50, 51 Nature Center and Refuge, see Fort Worth Nature Center and Refuge Neighborhood Arts, 148, 150, 152, 153, 221 (see also Arts and culture) Neighborhood Capacity Building, 79-82 Goals and Objectives, 81 Model Blocks Program, 80, 81 Neighborhood Capacity Building Office, 81 Neighborhood planning programs, 81 Programs and Projects, 81-82 Neighborhood Empowerment Zones, 47, 89, 201 Neighborhood organizations, 80 Neighborhood planning programs, 81 North Central Texas Council of Governments, 10, 21, 24, 32, 54, 83, 84, 86, 99, 103, 104, 106, 107, 108, 137, 170, 171, 175, 191, 212, 214, 215, 216, 218, 219, 220, 221, 222 0 Office of Economic Development, see Fort Worth Office of Economic Development Open space, 30, 34, 36, 49, 50, 51, 53, 54, 55, 56, 218 Ozone, 169, 170, 171, 175, 177, 179, 191, 221 (see also Environmental Quality) P Parkland acquisition, 52, 53 (see also Parks and Recreation) Parks and Recreation, 1, 6, 7, 9, 19, 30, 31, 32, 35, 36, 44-56, 108, 109, 133, 137, 141, 142, 177, 178, 183, 184, 185, 187, 188, 194, 196, 197, 202, 211, 216, 219 Acquisition, 52, 53 Close -to -home parks, 49 Existing sites, 49 Floodplains, 50, 54, 55 Goals and Objectives, 53-55 National Recreation and Park Association (NRPA), 49, 50, 51 Park classifications, 49-50, 56 Parkland deficiencies, 50 Parks and Community Services Department, 49, 56 Playgrounds, 49, 50, 53 Policies and Strategies, 55 Programs and Projects, 55-56 Recreational facilities, 50, 51, 52, 55, 56 Trinity River, 50, 51, 54, 55, 56 Pedestrians, 5, 31, 32, 51, 99, 101, 104, 106, 108, 134, 135, 143, 197 PID, see Public Improvement District Planned Development District, 194, 195, 196 Planning process, 2-3 Plans and studies (existing), 223 Playgrounds, 49, 50, 53 Police Services, 10, 11, 16, 80, 135, 155-160, 183, 184, 185, 188, 203, 211, 221 Crime index, 155, 156 Facilities and equipment, 157-158 Fort Worth Crime Control and Prevention District, 156, 157, 158, 159 Goals and Objectives, 158 Neighborhood Police Districts, 157-160 • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • Appendix I: Index 306 • • • • • • • • • • • • • • • ..e S • • • • • • • • • • Organization of Police Department, 157-158 Policies and Strategies, 158-159 Programs and Projects, 159-160 Technological Systems, 158 Population, 9-13 Age, 9-13 Change, 9 Density, 12 Projections, 11 Methodology, 219 Race and ethnicity, 10-13 by Sector, 11 Property tax, 9, 21, 22, 23, 24, 88, 188, 192, 199, 200, 207, 213 Public Health, 61-70, 80, 113, 115, 174, 193, 211, 216, 219 Animal related health problems, 62, 67 Asthma, 62 City programs, 68-69 County programs, 69-70 County projects, 70 Diabetes, 62, 63, 65, 69 Food -borne illnesses, 62, 66 Fort Worth Consumer Health, 66 Fort Worth Public Health Department, 61, 63, 65, 66, 67, 68, 69, 80 Goals and Objectives, 67-68 Health insurance, 61, 62, 64, 65, 68, 69 Human Immunodeficiency Virus (HIV), 62, 65 Hypertension, 62, 63, 65 Infant mortality, 65, 67 Mental health, 66 Policies and Strategies, 68 Prenatal care, 65 Private institution projects, 70 Public Health Needs Assessment Survey (1998), 62, 63, 64 Smoking, 61, 62, 63, 64, 65 Tarrant County Health Department, 65, 68, 69 Vital statistics, 65, 67 Public Health Needs Assessment Survey (1998), 62, 63, 64 Public Improvement District (PID), 93, 189, 191 Public square, 139, 142, 220 Public transportation, 36, 73, 99, 102-103 (see also Transportation) R Raw water treatment facilities, 171 (see also Environmental Quality) Recreation, (see Parks and Recreation) Reserve Fund, 23, 192 Residentialland use, 10, 12, 20, 22, 24, 29- 37, 42, 51, 58, 88, 90, 105, 107, 108, 112, 118, 119, 127, 131, 134, 137, 139, 141, 142, 161, 169, 178, 193, 194, 195, 196, 199, 201, 205, 206 (see also Land Use) Revenues, 15, 21, 22, 23, 24,47, 93, 97, 108, 109, 152, 159, 187, 188, 189, 190, 192, 200, 207, 209, 211, 213, 216, 217 Roadways, 33, 51, 85, 100, 101, 107, 109, 113, 135, 191, 209 (see also Transportation) S Sales tax, 9, 21, 22, 23, 24, 87, 92, 156, 190, 191, 200, 201, 212, 217 School districts, 45, 75, 117, 118, 194, 209, 214 Scope of Comprehensive Plan, 2 Sidewalks, 6, 36, 100, 104, 109, 133, 134, 135, 137, 140, 141, 142, 196, 197 Solid Waste, 23, 169, 174, 176, 178 (see also. Environmental quality) Special Funds, 21 Speedway, see Texas Motor Speedway Spinks Airport, 105, 106, 108 Stockyards, see Fort Worth Historic Stockyards Streams and Valleys, Incorporated, 51, 54, 55, 192 Subdivision Ordinance, 193, 194, 195, 196 Sundance Square, 147 Surface Transportation Program, 191 Sustainable development, 32, 35, 99, 108, 174, 176, 181 (see also Environmental Quality) T Tarrant Appraisal District, 199, 213 Tarrant County Access to Homeless, 214 Tarrant County Community Development, 214 Tarrant County Disability Housing Coalition, 214 Tarrant County Health Department, 65, 68, 69, 214, 219 Tarrant County Historic Resources Survey, 127 Tarrant County Hospital District, 70, 212 Tarrant County Mental Health/Mental Retardation, and Consumer Credit Community Services, 214 Tarrant County Workforce Development Board, 74, 76, 95, 214 Tarrant Regional Water District, 51, 54, 55, 56, 171, 180, 213, 218, 219, 221 Tax Abatement, 75, 91, 160, 199, 200 Tax Increment Financing (TIF), 85, 92, 95, 96, 97, 192, 200, 216 Telecommunications, 16, 111-116, 129 Cable television , 111, 113, 116 307 Appendix I. Index Economic development, 114 Federal Communications Commission (FCC), 111 Goals and Objectives, 114-115 Internet and online computer services, 111, 114 Policies and Strategies, 115-116 Programs and Projects, 116 Public rights -of -way, 113-114 Radio, 111, 115, 116 Telecommunications infrastructure, 111, 112, 113, 114 Telephone service, 111, 112 Television broadcasting , 111 Towers and antennas, 112-113, 115 Universal access, 114 Texas Christian University, 117 Texas Comptroller, 19, 217 Texas Department of Economic Development, 91, 216, 219 Texas Department of Housing and Community Affairs, 75, 201, 216 Texas Department of Human Services, 67, 75, 77, 215, 219 Texas Department of Protective and Regulatory Services, 72, 216 Texas Department of Transportation, 101, 107, 211, 215 Texas Historical Commission, 126, 127, 215, 218, 220 Texas Motor Speedway, 86, 87, 95, 97, 205 Texas Natural Resource Conservation Commission, 170, 179, 205, 216, 220, 221 Texas Parks and Wildlife, 191, 216, 218 Texas Wesleyan University, 121 Texas Workforce Commission, 20, 77, 84, 95 Texas Works, 215 The T, see Fort Worth Transportation Authority Tourism, 17, 23, 54, 86, 87, 91, 128, 140, 216 Transportation, 5, 6, 15, 17, 27, 30, 31, 32, 33, 35, 36, 49, 50, 56, 71, 72, 73, 75, 76, 77, 82, 83, 84, 86, 97, 99-109, 133, 135, 139, 141, 143, 162, 163, 170, 171, 176, 188, 190, 191, 194, 196, 212, 214, 215, 219, 221 and Air quality, 99, 100, 107, 108 Bicycle, 99, 100, 101, 104, 107, 108 Mobility 2025, 99, 100, 104 Trinity Trail Network, 100, 103 Goals and Objectives, 106-107 Master Thoroughfare Plan_(MTP), 99, 107 Multi -modal opportunities, 99, 100, 102, 106, 107 Municipal aviation, 99, 100, 104- 106, 107, 109 Alliance Airport, 105, 106 Meacham International Airport, 105, 106 Spinks Airport, 105, 106, 108 Appendix I. Index 308 Dallas -Fort Worth International Airport, 104, 105, 109 Heliports/vertiports, 106 Pedestrian transportation, 99, 101, 104, 106, 108 Sidewalks, 100, 104, 109 Policies and Strategies, 107-108 Programs and Projects, 108-109 Public transportation, 99, 102-103 Fort Worth Transportation Authority (The T), 100, 102, 103, 105, 107,108 Services, 102 Transfer centers, 102, 108 Rail service, 97, 103, AMTRAK, 103 Commuter rail, 103 Intermodal Transportation Center, 97, 103 Light rail, 103 Linkages, 103 T&P Terminal, 103 Trinity Railway Express, 103 Roadway system, 100-102, 107, 109 Congestion, 99, 100, 101, 107, 108 Hierarchical system, 101 Landscaping, 100, 107 Level -of -service, 101 Mobility, 100, 104 Network, 100, 104, 107 Street improvements, 100 Traffic calming devices, 100 Traffic mitigation, 100 Transportation Plan, 99, 100, 101, 106, 107 Trinity Railway Express, 5, 85, 103, 211, 212, 220 Trinity River, 7, 50, 51, 54, 55, 56, 103, 104, 133, 137, 138, 145, 148, 149, 171, 172, 173, 174, 192, 214, 217, 218, 219 Trinity River Authority, 172, 214 Trinity River Master Plan, 51 U Unemployment, 10, 18, 20, 65, 72, 73, 75, 83, 84, 89, 91, 191, 200 Universities and colleges, 17, 19, 66, 69, 92, 94, 96, 117, 121, 122, 124, 134, 137, 140, 143, 148, 164, 213, 221 Urban Design, 32, 109, 133-143 Berry Street Corridor Project, 140, 143 Camp Bowie/University/W 7`s/Bailey intersection, 138, 143 • • • • • • • • • • • • I. • • • • • • • •• • • • • • • • • • • • • • • • • • • • is • • • • • Commercial Corridors Redevelopment Study, 140 Gateways/Entryways, 137-138 Goals and Objectives, 139-140 Lancaster Corridor Redevelopment Project, 139, 142, 143 Linkages study, 134, 140 North Main Street Corridor Project, 141, 142, 143 Policies and Strategies, 141-142 Public buildings, 133, 135, 136 Public spaces, 133, 136, 137, 139, 141 Scenic corridors, 133, 138 Streets and streetscapes, 134, 135, 140, 141, 142, 143 Trinity River and waterfront spaces, 133, 137, 138 Trolley system, 140, 142, 143 U.S. Department of Housing and Urban Development (H.U.D.), 21, 40, 41, 47, 190, 201, 217 V Vacant, undeveloped, and agricultural land use, 10, 16, 27, 31, 35, 36, 40, 51, 88, 90, 104, 150, 152, 183, 201, 206 Values, 3, 5-7, 76, 88, 107, 128, 134, 185, 188, 213 Vision, 1, 3, 5, 40, 86, 96, 122, 139, 142, 143, 161 W Wastewater collection and treatment, 9, 15, 23, 24, 31, 118, 172, 175, 189, 214 (see also Environmental Quality) Water Gardens, see Fort Worth Water Gardens Water Quality, 5, 36, 169, 172, 175, 177, 180, 217, 221 (see also Enviromental Quality) Will Rogers Auditorium and Coliseum, 146, 150 Will Rogers Memorial Center, 146, 153 Youth Asset Model, 75 Y Z Zoning, 1, 2, 27, 29, 31, 33, 34, 79, 81, 115, 126, 138, 193, 194, 195, 196, 197, 203, 207, 208, 209 (see also. Land use and Development regulations) Board of Adjustment, 79, 81, 193, 194 Commission, 2, 27, 79, 81, 193, 194, 196, 208 Conformance, 31 309 Current, 29, 31 Historic and Cultural Landmarks Commission, 125, 194, 200 Ordinance, 112, 113, 125, 126, 131, 138, 193, 194, 195, 196 Rezoning process, 197 Zoning Commission, 2, 27, 79, 81, 193, 194, 196, 208 Zoo, see Fort Worth Zoo Appendix I Index EXHIBIT B REVISIONS TO THE JUNE 20, 2000, DRAFT OF THE PROPOSED 2000 COMPREHENSIVE PLAN AS APPROVED BY THE CITY COUNCIL AT ITS JULY 25, 2000, WORK SESSION Chapter Page # Revisions 6/20/00 Draft iv Add the Fort Worth League of Neighborhood Associations to the list of Contributing Community Organizations Financial 22, 23 Update the General Fund Revenues chart with figures Trends from the adopted budget for FY 1999-00 Update the Property Tax Trends chart and the Sales Tax Collections chart with FY 1998-99 actual figures and FY 1999-00 estimated figures Update the Budget Growth Areas table with figures from the adopted budget for FY 1999-00 Housing 45 Add a second objective under the first goal to read "Work with developers and community leaders to identify and address impediments to the development of middle and upper income housing within the central city" Housing 47 Add the Greenway Model Block to the map and the legend Transportation 99 Update the last paragraph to indicate that the U S Department of Transportation has determined that Mobility 2025, the regional transportation plan, meets the requirements for an air quality conformity determination under the Clean Air Act Amendments of 1990 Due to this determination, Mobility 2025 is now effective Appendix D 265 In the list of Transportation capital improvements, change the estimated cost of the Meacham Runway 16L/34R from $16 million to $25 million 5