CITY COUNCIL (06-03-2021) City of Cottonwood Shores, Texas

FINAL DRAFT – CITY COUNCIL (06-03-2021) City of Cottonwood Shores, Texas

Burnet County, Texas

FINAL DRAFT Comprehensive Master Plan 2020-2030 Last Edit – June 03, 2021 – Version #3 City Council & City Staff

“… The plan shall be made with the general purpose of guiding and accomplishing a coordinated, adjusted, and harmonious development of the municipality and its environs which will, in accordance with present and future needs, best promote health, safety, morals, order, convenience, prosperity, and general welfare, as well as efficiency and economy in the process of development.” - Jay M. Stein, Classic Readings in Urban Planning 1

Acknowledgements

The City of Cottonwood Shores acknowledges our elected officials, city staff, boards and committee members, local businesses, and our residents for assistance and input provided in developing the vision and strategy for this Comprehensive Master Plan.

Specific contributions are recognized from the following:

MAYOR AND CITY COUNCIL CRIME CONTROL & Prevention District (CCPD) Donald Orr, Mayor Ray Whitis, Board Chair Cheryl Trinidad, Mayor Pro Tem - Place 3 Jim Bristow, Board Vice Chair Michael Hibdon – Council Member - Place 4 Gary Black, Board Member Gary D. Parsons – Council Member - Place 1 Miguel Briceno, Board Member Brigette Thomas – Council Member - Place 2 Susan Montgomery, Board Member Roger L. Wayson – Council Member - Place 5 Jim Young, Board Member

CITY ADMINISTRATIVE STAFF DEVELOPMENT REVIEW COMMITTEE J. C. Hughes, City Administrator Donald Orr, Mayor/Chair Bobby Herrin, City Secretary J. C. Hughes, City Administrator/Vice Chair Karrie Cummings, Finance Officer Bobby Herrin, City Secretary Dennis Smart, Public Works/Utilities Manager Karrie Cummings, Finance Officer Dennis Smart, Public Works/Utilities Manager CITY CONTRACTED STAFF Gary Black, Committee Member Don Adams, Municipal Court Judge Jim Bristow, Committee Member Gandolf Burris, Grant Development Services Manny Trinidad, Committee Member Jeff Ulmann, Partner/Attorney, Knight Law Firm Johnny Lacy, CPA PARKS & RECREATION Rebecca Lange, Municipal Court Prosecutor Andrea Stephens, Parks Board Chair Steve Kallman, City Engineer, S. D. Kallman Eng. PUBLIC SAFETY BOARD OF ADJUSTMENT & APPEALS Johnny Liendo, City Police Chief Manny Trinidad, Board Chair Cottonwood Shore Volunteer Fire Department Gary Black, Board Member Jim Bristow, Board Vice Chair OTHER CONTENT ACKNOWLEDGEMENTS Rex Holloway, Board Member The cities of Bee Cave, Cottonwood Shores Ray Whitis, Board Member (previous Master Plan elements), Cottonwood Andrew Pirkle, Alternate Member Shores, Grand Prairie, Kyle, Lockhart, Marble Scott Alexander, Alternate Board Member Falls, Marshall, Midwest City OK, Minot ND, San Marcos, The Town of Little Elm, and Valerie Miller - Volunteer Consultant

Table of Contents

Preface Page Acknowledgements 2 Table of Contents 3 Cottonwood Shores – Background Data & Population 5 Executive Overview and Vision Statement 8 Need for a Comprehensive Master Plan 8 Who Benefits from a Comprehensive Master Plan 8 Vision Statement Summary 8 Guiding Objectives 9 Comprehensive Master Plan Sections 12 Chapter 1 - Economic Development 12 Economic Development Objectives 12 Economic Strategy 12 Detailed Market Analysis 13 Economic Development Policies 13 Chapter 2 - Environment and Resource Protection 14 Objectives for Preserving our Natural Resources 14 Natural Resource Inventory 14 Maximize Water Use 15 Maintain Flood Reduction Measures 15 Air Quality 15 Noise 15 Chapter 3 - Infrastructure – Drainage 16 Drainage Infrastructure Objectives 16 Chapter 4 - Infrastructure – Streets 18 Street Infrastructure Objectives 18 Existing Infrastructure Analysis 19 Transportation Infrastructure Priorities 26 Chapter 5 - Infrastructure – Water/Wastewater Utilities 26 Water Quality 26 Water and Wastewater Infrastructure Objectives 27 Water and Wastewater Inventory and Capacity 28 Chapter 6 - Land Use Plans and Zoning 32 Future Land Use Goals 32 Future Land Use Objectives 33 Land Use Strategy 33 Existing Residential Land Use 33 Existing Commercial Land Use 35 Annexation Plan and Extraterritorial Jurisdiction (ETJ) 35 Annexation Guidelines 37 Future Land Use Plan 37 Chapter 7 - Neighborhoods and Housing Design 38 Neighborhood and Housing Objectives 39 Future Type Residential Neighborhoods 40 Neighborhoods and Housing Goals 41

Chapter 8 - Parks and Recreation 41 Parks & Recreation Objectives 42 Parks Classifications 44 Park Master Plan & Activities 46 Park and Facility Concept Standards 46 Parks Photo Documentation of Current Facilities 47 Chapter 9 - Public Facilities and Services 49 Public Facility Infrastructure Objectives 50 Beatification, Public Landscaping, Entrance Signage 50 Litter Control and Reduction 51 Recycling, Brush, and Debris Removal Efforts 51 Chapter 10 – Public Safety – Police/Fire/EMS 51 Fire-Rescue and Emergency Management Services 51 Fire Fighting-Rescue and EMS Objectives 52 Police, Crime Prevention and Code Objectives 54 Chapter 11 – Resilience Planning 55 Chapter 12 – Implementation Summary 57

Executive Overview and Vision Statement

Cottonwood Shores – Background and Data • Government Type: The City of Cottonwood Shores, Texas is a Class A Type City providing primary general- purpose functions utilizing the Mayor/Council form of government. Cottonwood Shores has its own police department, volunteer fire department and has two permanent Boards; the Board of Adjustment and Appeals (BOA) and The Crime Control and Prevention District (CCPD). Additionally, there is one permanent Committee, The Parks and Recreation Advisory Committee, an Ad Hoc Development Advisory Committee, with the City Council serving as the Planning & Zoning Board.

• Incorporation: Cottonwood Shores began in the early 1970’s primarily as a small residential fishing camp; Cottonwood Shores and was incorporated as a City in 1987; essentially incorporated to maintain independence from neighboring cities.

• Geographic Information: Cottonwood Shores located on RM-2147 in southern Burnet County at a latitude of 30.5557 and longitude -98.3239, approximately eighteen miles south of the City of Burnet (also the County Seat). Adjacent communities are Marble Falls to the north and Horseshoe Bay immediately west of Cottonwood Shores. The corporate boundary encompasses a land area of approximately 2.0 sq miles.

• Cottonwood Shores occupies a hilly landscape on the south valley wall of the Colorado River and Lake Marble Falls. The terrain consists of an expanse of alluvium and a ridge of claystone, ancient fluviatile terraces, outcroppings and ridges of Town Mountain Granite, and a wide alluvial terrace and floodplain along the Colorado River. A single prominent scarp of Marble Falls Limestone rises to about 1000 feet in elevation just south of highway RM-2147 known as Castle Mountain. Cottonwood Shores average elevation is 840 feet above sea level. The south wall of the Colorado River valley at Cottonwood Shores slopes generally downward from south to north dropping in elevation from about 840 feet along highway RM-2147 to 736 feet in elevation at the shore of Marble Falls Lake with an intervening ridge rising to 950 feet in elevation on the south side of RM-2147.

• Projected Housing and Population Growth: Population source estimates for 1990/2000/2010; US Census Bureau Estimated Year Pop (Pop) Lower Growth Bound (Pop) Upper Growth Bound (Pop) 1990 548 2000 877 2010 1123 2020 1808 1808 1808 2030 3000 2430 2945 2040 4200 3665 4797 2050 6200 4389 7813 Table A – Population Growth Estimate Chart

*Population estimates for 2020/2030/2040/2050 are largely based on historic population trends, recent, high growth of housing starts, and large corporate builders locating in Cottonwood Shores.

**Estimated total population at build-out is 15,000 to 16,000 based on currently about 625 homes inside the existing city limits, with another 1,750 buildable lots available (equals an estimated current in city limit build-out population of 7,125), and future lot avalability of 2,500 to 3,000 in our ETJ area next to the City (equals a future ETJ build-out population of another 7,500 to 9,000).

9000

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7000

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4000 Population 3000

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0 1990 2000 2010 2020 2030 2040 2050 Year

Pop Estimated (Pop) Lower Growth Bound (Pop) Upper growth Bound (Pop)

Table B – Population Growth Estimate Graph

• Local Economy: Cottonwood Shores provides a varied availability of recreational opportunities and visitor destination. The community’s setting is unique, bordering two Hill Country Lakes, Lake LBJ and Lake Marble Falls created by Wirtz and Max Starke Dams on the Colorado river. Approximately 37% of the corporate city limits of Cottonwood Shores borders lake water! The availability of five parks and a City boat ramp offers a mix of recreation opportunities, including three parks with water access for fishing and swimming and a local marina providing boat rental, fishing, and boat launching. The recreational water sports and fishing create a tourism attraction. The influx of tourist sales tax dollars, including revenue received from related restaurants and service businesses is expected to continue generating revenues for future growth.

• Zip Codes: 78657

• Basic Demographics: (Source - US Census 2018 ACS 5-Year Survey Table): Census Table Data Male 46.8% Female 53.2%

Under 5 years old 4.9% 5 to 9 2.9% 10 to 14 8.3% 15 to 19 12.9% 20 to 34 24.2% 35 to 54 21.1% 55 to 64 16.5%

65 to 84 8.4% 85 and older .8%

By race: White 64.4% Hispanic 26.4% Black 4.3% Mixed race 2.8% Asian 2.1%

• Misc. Demographic Data (Source - 2017 City-Data.com) Median Cottonwood Shores age 33.5 years old (2017 City-Data.com) Texas median age 34.7 years old (2017 City-Data.com)

Estimated median household income: Cottonwood Shores $53,522 (it was $36,094 in 2000) Texas $59,206

Estimated per capita income in 2017: $26,586 (it was $17,664 in 2000)

Median gross rent in 2017: $1,045

March 2019 cost of living index in Cottonwood Shores: 80.7 (low, U.S. average is 100)

Percentage of residents living in poverty in 2017: 12.2%

• Archeological Findings: As would be expected along the valley margin of a major river in Central Texas, there is evidence that people occupied the area in and around Cottonwood Shores in prehistoric times. Terracing in the area was considered ancient and found to be deeply eroded when humans first entered this area. Among the gravels comprising these terraces are chert and abundant quartzite cobbles that provided tool stone as seen in the many area quarrying activities. Research has identified two new prehistoric sites in Cottonwood Shores near the shoreline of Lake Marble Falls, those two newly identified sites are now a total of six documented sites for the city. Limited investigations undertaken there revealed that the people had lived in the area during the Archaic Period (a much earlier and more primitive time), notably between about 3500 and 4500 years ago. This area was later frequented by nomadic Native American Indian Tribes like the Lipan Apaches and Tonkawas, with the Plains Comanches Tribes migrating into the Hill Country area around the Colorado River in the 1700 and 1800’s.

• Historic “Fuchs Cemetery”: Located at 837 Oak Lane in Cottonwood Shores, exists as a nearly ¼ acre cemetery tract. Land for the cemetery was granted by the Republic of Texas to Ferdinand Lueders, a Battle of San Jacinto veteran, and was transferred in 1844 to the Rev. Adolph Fuchs (1805-1885) of Germany. Rev. Fuchs, a noted musician and composer, immigrated to Texas with his wife Louise and seven (7) children on January 10, 1845, and settled here in 1853. The first recorded burial in the cemetery was that of Ino Fuchs Varnhagen in 1869. The expanded Fuchs family played prominent roles in the early development on many area communities. The land remained in the family until 1863. Adolph and Louise Fuchs and many of their descendants are buried in the cemetery. The Texas Historical Commission erected a historical marker on the cemetery site in 1995.

Executive Overview Cottonwood Shores is a small affordable family-oriented community in the beautiful Central Texas Hill Country, which is friendly, progressive, very safe, livable, and growing at a very rapid pace because of the centralized setting. Located at the geographic “heart” of the Highland Lakes chain, consisting of Lake Buchanan, Inks Lake, Lake LBJ, Lake Marble Falls, Lake Travis, and Austin’s Town Lake, provides some of the best fishing, boating, skiing, wake boarding, and recreation in Texas. The City has a recreational attitude - with an extensive Parks System (five parks), including a Splash Pad, Skate Park, Nature Preserve, two boat ramps (one on Lake Marble Falls and one on Lake LBJ), and a Civic Center. Bordering two lakes is very unique and provides Cottonwood Shores with a more relaxed lake attitude creating a great place for retirees and families to locate!

Cottonwood Shores is conveniently located on the RM-2147 highway transportation corridor between Marble Falls and Horseshoe Bay, running parallel to the Colorado River (Lake Marble Falls) and connects two major highways, US-281 and SH-71. The Texas Department of Transportation (TxDOT) and Burnet County has initiated steps for construction of a new bridge to cross the Colorado River, just below Wirtz Dam; in affect creating a western outer loop for Marble Falls by connecting RM-1431 with RM-2147. The terminus of the roadway, and across Wirtz Dam Road Bridge, will be RM-2147 on the west side of Cottonwood Shores.

Recent growth in new residential home construction is driving a resurgence of commercial and retail growth, especially new and expanding restaurants. Baylor Scott White’s Health Care System recently opened a new Regional Clinic and Hospital on SH- 71, a very short distance from Cottonwood Shores. It also has easy access to both Austin and San Antonio and their extensive health systems, retail, and high-tech centers.

The fast growth provides a unique challenge to maintaining our small-town feel, which is treasured by our residents and merchants, while providing a uniquely desirable and memorable community for homes and recreation offering multiple choices of neighborhoods and lifestyles from suburban, semi-rural, and lakeside settings.

Need for a Comprehensive Master Plan The Comprehensive Plan defines an approach to organizing the future land uses in Cottonwood Shores and designating definitions for different development areas to help guide future zoning, land use, infrastructure decisions and investments. During this Master Plan update process, Cottonwood Shores will seek to assess challenges and opportunities, set priorities, protect our existing residents, and set our future community goals.

The 2020-2030 Master Plan will provide a framework to guide the evolution over the next ten years. A primary role of elected officials, administration, and the public is to consider what Cottonwood Shores should be like in the 10, 20, 30 years and determine a guide to address future issues in a more proactive way, rather than reactive. The plan focuses on physical design and layout, the environment, community services, economic factors and strategies. This Comprehensive Master Plan will represent the collaborative efforts of our residents, business owners, surveys, and local-county-state governmental leaders.

Benefits from the Comprehensive Master Plan Ultimately all existing residents and businesses will benefit from the plan because vision and desires will have been considered in development of the Comprehensive Master Plan, including defining an organized approach to the future land uses and goals.

Vision Statement Summary Cottonwood Shores’ desire is to maintain a desirable, safe, and livable city, with a sense of community, based on: 8

• High-quality, people-oriented land-use and landscaping design • Distinctive natural beauty and unique lakeside setting • Effective and sustainable use of limited financial resources • Development of public facilities and infrastructure, services, and amenities that residents along with businesses need for their own enjoyment and continuing success.

Executive Overview Guiding Objectives The following “Guiding Objectives” have been identified as key elements in promoting Cottonwood Shores; the City should work to achieve these as described in its 2020-2030 Comprehensive Master Plan.

OBJECTIVE 1: Cottonwood Shores should be sustainable, and resilient over time, in terms of its residential areas, infrastructure, economy and resource use, to remain distinctive and appealing over time.

OBJECTIVE 2: Cottonwood Shores’ natural assets and open recreational spaces should be retained, protected, and maintained as valuable focal points for the community; preserve its open spaces, creeks, streams, parks and other natural areas.

OBJECTIVE 3: Cottonwood Shores should invest in infrastructure and facilities to keep pace with the basic utility and transportation needs for residents and businesses, and provide for future growth.

OBJECTIVE 4: Cottonwood Shores should strive to become a high-quality community in terms of its design, amenities and quality of life. This can be accomplished by attracting diverse businesses, a variety of housing, shopping, arts/culture, and recreational and entertainment choices to become a regional event and recreation destination.

OBJECTIVE 5: Cottonwood Shores should be a healthy and very safe community, with regards to public safety, firefighting, and emergency services. This will provide an array of residential choices and commercial land uses.

OBJECTIVE 6: Cottonwood Shores should provide a variety of mobility options other than auto (such as walking and biking) by coordinating use patterns with its mobility network to minimize future traffic congestion.

OBJECTIVE 7: Cottonwood Shores should implement a priority matrix list of action items, organized by category. Time frames should be established to schedule and fund particular actions. Since not all can be done at once, there is an overall order that should occur to achieve efficiency and success. Time frames in the matrix should generalized into three groups subject to workload and budget: • Short-Term – 0 to 3 Years • Mid-Term – 3 to 5 Years • Long-Term – 5 to 10 years

Short Term (0 - 3 years) – Phase 1 Improve Economic Development Efforts by: • Consideration of assisting in developing broadband availability for our entire community • Developing a land use and infrastructure plan for the future Wirtz Dam Bridge Corridor improvements • Developing an Impact Fee Program to support infrastructure costs for future developments • Developing film/movie industry possibilities through the Texas Film Commission working with the Governor's Office of Economic Development and Tourism (EDT) to become a “Film Friendly Community” • Establishing funding support by promoting economic development for Cottonwood Shores retail efforts through the Texas Economic Development Corporation (TxEDC) and the Governor's Office of Economic Development and Tourism (EDT) 9

• Exploring all grant opportunities to assist in economic development through the Texas Department of Agriculture (TDA) • Implementing a plan with local realtors to reduce building vacancies through promotional efforts • Annexing areas that make good business and community sense for the City • Promoting business development in all Commercial and Retail zoned areas of the City • Promoting expansion of existing restaurants and exploring complimentary restaurant enterprises • Promoting use of Public Improvement Districts to facilitate residential development opportunities • Promoting a Post Office Branch Office

Infrastructure Improvements and Annual Funding needs include: • Adequately funding Capital Improvement Programs (CIP) on an annual basis • Adequately funding roadway, drainage, and utility maintenance on an annual basis • Developing residential Street and Drainage Capital Improvement Programs (CIP) • Developing Water and Waste Water Utilities Capital Improvement Programs (CIP) • Developing infrastructure improvements in an environmentally friendly way • Install backup generators at the City Water Plant • Installing backup generators at Raw Water Pump Station • Install backup generators at all Wastewater Lift Stations

Quality of Life Enhancements include: • Increase investment in existing parks, for youth and adults (re: Parks Master Plan) • Adding playground amenities and shade features to park areas • Maintaining existing equipment, facilities, and park lands • Continuing to apply for community certification through the Texas Chapter of the International Dark-Sky Association and apply “Dark-Sky” principles to all new residential and commercial construction in order to reduce light pollution; partner with TPWD and Austin Astrological Association for Dark Sky events. • Determining locations for additional parks or reorganization of existing parks (re: Parks Master Plan) • Developing a communitywide trails & bike way system • Developing a campaign and brochures to promote local tourism • Establishing Way-Finding & general communitywide signage plan • Facilitating affordable housing amenity assistance for improving owner-occupied property • Promoting historic elements of our community such as our Historic Cemetery (Texas Historic Marker) • Maintaining the amenities of quiet and safe neighborhoods • Increasing outreach programs to our citizens • Replace and upgrade the City Website; enhance ease of access and use and expand information and forms

Enhance Appearance by: • Annually apply for the Governors “Keep Texas Beautiful” award (award is currently $90,000 for our size community) by greatly increasing our overall efforts to beautify Cottonwood Shores • Establishing “gateway signage” program and entrances to direct residents and visitors • Continuing to establish neighborhood redevelopment and clean-up programs • Partnering with churches, student programs such as High School “AVID” (Advancement Via Individual Determination) programs, “Adopt a Highway”, and other local service organizations and partnership opportunities • Implementation of anti-littering campaigns such as the annual “Texas Trash Off-Don’t Mess with Texas” program, Adopt a Highway program, and create an Adopt a Street program. • Improving curb appeal along RM-2147 and Wirtz Dam Road corridors with infrastructure and landscaping enhancement incentives

• Requiring architectural elements in new business façade designs • Reappraising code enforcement efforts and Community Service • Addressing derelict buildings Mid-Term (3 - 5 years) – Phases 1 & 2 Infrastructure and Facility Improvements Needs include: • Utilizing solar and small windmills to cover some electrical needs • Resurfacing main throughfares with asphalt overlays • Add ribbon curbs where possible

Public Safety and Utility Services Considerations include: • Adding an asphalt overlay to Dutch Leming; stripe and redesign alignment of lanes to provide for wider turns at Cottonwood Shores and provide a more direct lane alignment with Pecan Lane • Begin reviewing the possibility of slowly converting our volunteer fire and EMS services over to full-time paid staffing by 2030 • Continuing to increase communitywide fire service improvements (fire hydrants) • Reestablishing the Neighborhood Watch Program • Research needs to increase city staffing such as the Police Department • Updating Strategic Master Plan every five years

Revenue Enhancements and Expense Reductions include: • Completing and continuing detailed Comprehensive Fee Studies for: ✓ Building Permit Charges ✓ Facility Use Charges ✓ Storm Drainage, Flood Protection and Stormwater Detention Charges ✓ Water and Waste Water Charges ✓ Water and Waste Water Rates • Conducting a comprehensive study of 10 similar cities to determine “new” revenue sources • Conducting a comprehensive study of 10 similar cities of best expenditures and infrastructure development practices

Long-Term (5 - 10 years) – Phases 1, 2 & 3 Public Safety • Encourage Volunteer Fire Department to secure full accreditation and begin study of funded fire fighters • Replace existing street lights with Dark-Sky compliant designed lights • Revaluation of City traffic control devices (signage)

City Facilities • Continue to update or replace city’s accounting and planning software • Create an updated improvement plan to upgrade all City facilities • Establish sinking fund to allow for annual building improvements to prevent borrowing • Establish sinking fund to annual budget for vehicle and equipment replacement

Cottonwood Shores citizens and businesses should support our City Council for realizing the importance of this Comprehensive Master Plan vision and encourage the City Council members to continue governance through policy driven leadership.

Comprehensive Master Plan Sections: CHAPTER ONE: ECONOMIC DEVELOPMENT Economic Development Goals and Objectives Cottonwood Shores strongly desires to provide economic, educational and cultural opportunities to its residents and businesses to allow growth our local economy. Based on the City being strategically located between two economically strong communities and located near Austin, one of the fastest growing metro areas in the nation, the City can become a very vibrant community. The surrounding growth is a major asset for Cottonwood Shores and this asset should be used to maximize our geographic opportunities. The approach to economic development should be set the highest possible quality standards for new growth and development by actively pursuing and encouraging desirable development within Cottonwood Shores to attract quality growth components.

Economic Objectives include: OBJECTIVE 1: Diversifying the local economic base to strengthen and stabilize our ad valorem property tax base.

OBJECTIVE 2: Creating quality working and living environments that foster an attractive sense of place.

OBJECTIVE 3: Encourage a desirable, full-service array of retail and service opportunities to strengthen our sales tax base.

OBJECTIVE 4: Create a broad range of housing alternatives for employees, employers, and residents.

OBJECTIVE 5: Encourage dialogue between local colleges and universities.

OBJECTIVE 6: Reach out to private sector businesses and the City’s partner agencies to create learning and training programs that will develop a high-quality workforce.

Economic Strategy Cottonwood Shores needs to develop an Economic Strategy identifying a prosperous path forward for the City. As the City continues to grow and diversify, our future economy is at a pivotal point. The benefited of geographic location in a growth corridor of Central Texas requires controlled economic strategies. With the recent impressive rate of residential and commercial growth, the City resulting economic strategy requires strategic economic development with higher quality design standards.

Because Cottonwood Shores is an affordable housing community, our property tax base is too low to cover all the costs for public services, so the City owned water, sewer collection systems and solid waste disposal subsidizes some of the basic services supplied by the City.

Changes to regional transportation improvements such as the Wirtz Dam Bridge over the Colorado River, are already shaping our future employment and business growth, there is a need to develop an expanded economic environment for new business and commerce development. The three major transportation corridors (US 281, SH-71, and RM-2147), provides Cottonwood Shores with a strong locational advantage for economic growth. The foremost economic challenge over the next 10 years will be to realize what will occur over the future years and what will be the quality of life. This requires proactive, instead of reactive action to maintaining a balanced community, from both a market, fiscal, and livable perspective. This will determine not only what will occur during this time frame but what the City will become.

The types of environments required to attract highly-skilled workers and jobs and will likely involve: • The beautification of major transportation corridors • The provision of trails, open space and public gathering spaces • The use of innovative architecture and site design • Desirable community setting including land and sound-scape • The availability of alternative transportation choices.

By offering a broad array of retail and service options within the community, the need for residents, employees, and visitors to leave Cottonwood Shores to purchase goods and services elsewhere will be reduced, resulting in an enhanced City revenue base.

Detailed Market Analysis: Cottonwood Shores should secure an analysis of current and future market trends for various land uses to provide both a baseline for the planning process and a roadmap for identifying future opportunities. The trend analysis should be used in such a way to enhance the future vision of the City. The purpose of the retail and commercial market analysis should be: • Assess to current and future market conditions in the Hill Country Region • Evaluation of current and future attractiveness for various land use types within the Hill Country Region • Ensuring planning and investment decisions for the City that are grounded in market and economic reality without sacrificing the amenities we enjoy • Providing an independent, third-party story to tell potential developers and investors.

Economic Development Policies: These policies are designed to help guide the development or redevelopment of land uses in a market- supportive and fiscally responsible manner: • Promote target areas for higher density mixed-use development in order to create vibrant live-work- play activity centers as depicted on the Future Land Use Plan. • Establish these target areas in such a way to avoid unnecessary impacts on residential areas. • Ensure that economic development objectives are included in the evaluation of all future City infrastructure while providing for amenity projects. • Foster the creation and growth of small businesses. • Identify and develop private/government collaborations to fill gaps in the capital market that fund business start-ups, retention and expansions. • Target retail economic development to retailers who complement our existing retail base. • Encourage the development of housing product types which help diversify the existing housing stock to attract a large base of resident economies. • Continue to establish policies for potential redevelopment areas. • Prepare detailed marketing materials which describes and quantifies opportunities for new development and redevelopment within targeted areas. • Ensure that new development or redevelopment submittals are evaluated from a fiscal impact perspective without sacrificing the quality of livability. • Quantify the City’s cost to provide needed infrastructure versus newly created operating revenues or other capital impacts. • Expand the pool of quality workers who will support strategic targeted businesses in Cottonwood Shores as well as the surrounding communities. • Benchmark our economic success on a periodic basis (e.g., annually) using a range of market and economic variables that could be compared to other cities of similar size (either locally or regionally).

CHAPTER TWO: ECOLOGY AND NATURAL RESOURCES Objectives for Preserving our Natural Resources: Cottonwood Shores should serve as an outstanding steward of the irreplaceable and unique natural aspects of our local environment. Conserving the value our resources and our community's environmental health should be a guiding principle.

OBJECTIVE 1: Create a “green footprint” map (showing areas within the city and its ETJ that contain important limited resources and unique natural assets)

OBJECTIVE 2: Review zoning applications and design capital infrastructure, to protect our natural resource amenities

OBJECTIVE 3: Adopt and implement planning and development practices that encourage public and private property owners to maintain and enhance the quality of the region’s air, aquifers, streams and lakes as important natural assets, as focal points, and valuable amenities

OBJECTIVE 4: Maximize our local stormwater management program to protect our floodplain areas from surrounding development to preserve the natural resources as important amenities

OBJECTIVE 5: Protect, enhance, and increase tree cover as new development occurs, to maximize benefits that trees bring to our community, including reduced heat effect, improved air quality, aesthetics, and an enhanced quality of life.

OBJECTIVE 6: Play a leadership role in the region’s efforts to maintain and enhance air and water quality in the Hill Country region and protecting natural assets

OBJECTIVE 7: Take advantage and protect the City’s existing natural areas while promoting them as focal points

OBJECTIVE 8: Provide alternatives to connect the areas, such as an increased hike and bike transportation system

OBJECTIVE 9: Partner with residential and business developers to add ribbon curbing, sidewalks, and landscaping elements to their new development

Natural Resource Inventory: When a community such as Cottonwood Shores has a limited amount of unique natural resources, it is even more important to protect them from encroachment by development. Protection of our resources should include: • Research and detail an inventory of our natural resource amenities • Create walking trails within the resource areas (ADA compliant where possible) • Encourage businesses to participate in these programs as part of their contribution to improve and enhance the beauty of our resources through improvement initiatives • Highlight our resources with signage and protect with posted rules and regulation of use • Protect our numerous watershed areas from erosion and litter accumulation • Provide highly visible boundaries of natural resources • Provide visible informational signage throughout appropriate resources (good student project) • Reinforce litter and abuse enforcement

Maximize Water Use: • Begin a “Water Wise” education program and brochure to help residents and businesses understand methods to reduce their water use (as promoted by the Texas Water Development Board) • Consider adding another tiered water rate level for monthly water usage over 10,000 gallons, at a much higher rate per 1000/gallons to encourage reduced water use • Continue enforcement of city ordinances requiring water conservation fixtures • Encourage funding and installation of “Green Infrastructure” and unmaintained “Green Belts” • Encourage innovative water uses such as capture of rain water or use of grey water • Encourage immediate repair of running toilets and dripping faucets • Encourage immediately repair of customer water lines and City water main leaks • Encourage low water use through use of indigenous, drought resistant “Hill Country” landscaping • Promote annual sprinkler system checkups

Maximize Flood Reduction Measures: • Work with and encourage a strategy, with the Lower Colorado River Authority, to schedule flow releases in advance of possible flood plain flooding conditions, during times of excessive Colorado River flows because of heavy river rains • Require consistent enforcement of the Federal Emergency Management Agency (FEMA) flood reduction requirements • Require consistent enforcement of the Lower Colorado River Agency (LCRA) flood reduction requirements • Be stringent on requirements in flood prone areas

Air Quality: The climate is typical of the Texas Hill Country with average temperatures in the mid 40s in the winter and mid 80s in the summer with daily highs and lows being about ±15 degrees from these averages. The area is primarily rural in nature with good air circulation resulting in good overall air quality. The closest permanent air quality monitoring station is the CAMS 38 Audubon location near Cedar Park, Texas as listed by the TCEQ. Unfortunately, since this location is several miles to the east of the City, the data is not considered completely relevant. No other data is available from a review of TCEQ resources but a review indicates that Burnet County is not listed by the U.S. EPA as being in exceedance of any standard for the Criteria Pollutants and as such air quality is not considered to be an immediate concern for the area.

Figure 2.1 Typical Noise Levels 15

CHAPTER THREE: INFRASTRUCTURE – DRAINAGE The City of Cottonwood Shores drainage plan is about learning lessons from the past and using these lessons to prepare for the future. We have a history of flooding problems because part of the city borders Lake LBJ and Lake Marble Falls; unique in a way, because we actually border two lakes! Recent documented major floods have occurred across the City three times in the last 25 years, 1997, 2007, and 2018. Many other smaller localized street and drainage flooding of isolated locations occur due to extreme weather events. Any flooding, major or localized are a danger to the public and is also addressed in Chapter 11, Resilience.

Approximately 5% or .13 square miles inside the corporate city limits (approximately 2.0 Sq. Mi.) exists as floodplain, mostly along the south shore of Lake Marble Falls, the west shore of Lake LBJ, and in major drainage draws. Currently there are eight (8) ridgelines inside Cottonwood Shores, that create four (4) major watersheds that cause isolated street flooding, because of undersized drainage culverts, undersized/maintained adjacent street bar ditches, and incomplete drainage planning. All need immediate attention to correct.

Street flooding and drainage problems are key issues when planning for the safety, health, and quality of life for Cottonwood Shores residents. As land development continues to increase, new non-pervious surfaces will result in the potential for faster flow resulting in greater flood chances and drainage problems at many locations across the City.

The National Flood Insurance Program (NFIP) is managed by the Federal Emergency Management Agency (FEMA), which provides flood insurance to property owners, renters and businesses; having this coverage helps recovery efforts to be faster and more complete when floodwaters recede. The NFIP also encourages communities to adopt and enforce floodplain management regulations that help mitigate the effects of flooding by requiring cities to adopt programs. Non-compliance with these programs can result in cancelation of home owners flood insurance.

Objectives for Improving Drainage and Flood Control Needs: The following Objectives, should serve as a good plan to accomplish needed drainage improvements as outlined in the attached Figure 3.1 Sample Flood Hazard Map:

OBJECTIVE 1: Reduce the existing potential for floodplain and storm water damage to public health, safety, life, property, and environment by careful planning and continued programs.

OBJECTIVE 2: Promote equitable, acceptable, and legal measures for floodplain and storm water management.

OBJECTIVE 3: Determine funding methods to help pay for the needed drainage improvements, either as part of an Impact Fee or through a Municipal Drainage Utility System fee.

OBJECTIVE 4: Regardless of the funding methods, the City needs to immediately develop a City-Wide Drainage Master Plan with a primary objective of accomplishing cost-effectively improvements to manage flood or storm waters within tight budgeting constraints, so that conditions do not worsen as new and infill areas are developed – while evaluating and making conditions better in the areas of the City that are developed.

OBJECTIVE 5: Many drainage projects need to be built to improve flood control, including channels, larger culverts, deepening of ditches, new drainage ditches, and detention features.

OBJECTIVE 6: Address areas in need of maintenance or repair of existing drainage structures.

OBJECTIVE 7: Develop short term goals for constructing smaller projects and a long-range plan for larger, more complex projects.

OBJECTIVE 8: Maintain participation in the National Flood Insurance Program and maintain strict floodplain management through the City Flood Damage Prevention Ordinance.

OBJECTIVE 9: Require commercial and residential developers to comply with City flood prevention requirements and detention guidelines (FEMA) for new development or construction, and as required by the Lower Colorado River Authority (LCRA).

Figure 3.1 Sample Flood Hazard Map (Refer to current FEMA maps for details)

Within 0 to 3 years: Complete a drainage study and implement low impact design standards. A large challenge to development is drainage. Some areas of Cottonwood Shores are in the floodplain, and other area have topography and drainage limitations. The City drainage study should identify those areas affected by 17

flooding and also drainage issues that are not within the floodplain, including identifying those areas where topography (steep slopes) make development more difficult.

Within 3 to 5 years Retention basins and rain water capture into large storm water containment facilities should be encouraged and included in the overall master plan. Where possible, low impact design is a method of using on-site features to manage drainage that are incorporated into the landscaping and design of the property should be used.

Roadway development should be reviewed and plans made to allow proper drainage without affecting traffic flow. This is especially true in areas that will be developed and now serve as major relievers of storm water.

Within 5 – 10 years

Infrastructure should be protected by implementation of major features such as minor bridges for developed roadways where large volumes of storm water are drained. This should be defined in the near term as described above.

CHAPTER FOUR: INFRASTRUCTURE – STREETS Objectives for Transportation Development: We envision Cottonwood Shores to have a connected network of efficient, safe and convenient multimodal transportation options, connecting to intercity and intercounty transportation links, while using protocols that will protect the environment. This chapter of the Master Plan specifically addresses the transportation facilities of Cottonwood Shores and evaluates future plans for transport.

It is important to recognize the interrelationship of transportation with the other chapters of this Master Plan because transportation systems can have a wide variety of economic, social and environmental impacts. They also become one of the basic structural and organizational frameworks on which a community grows and develops regarding traffic congestion and parking. Specifically, the concerns for the small-town character of Cottonwood Shores are to continue to provide and improve transportation to, from, and within the City.

OBJECTIVE 1: Create a safe and efficient transportation system within the City to strengthen all modes of transportation and thereby facilitate the improved flow of people, goods, and services

OBJECTIVE 2: Develop an inventory of existing roadway conditions, and identification of issues concerning future maintenance challenges

OBJECTIVE 3: Maximize the capacity of the current transportation system by making improvements within the existing right-of-way where possible

OBJECTIVE 4: Create aesthetically pleasing roadways with features appropriate to the adjacent land use and the roadway type

OBJECTIVE 5: Construct new roadways so that it respects the natural environment

OBJECTIVE 6: Integrate land uses with the transportation system if possible

OBJECTIVE 7: Increase the interconnection of roads and trails as feasible

OBJECTIVE 8: Design local neighborhood streets for safe, low speeds

OBJECTIVE 9: Employ Transportation System Management (TSM) strategies to maintain and/or improve mobility, which is a major part of urban planning and development

OBJECTIVE 10: Continue working with outside agencies to promote area and regional transportation improvements

OBJECTIVE 11: Require all new streets or street reconstructions to meet latest specifications regarding right-of- way width, paved street width, base and topping material, and ribbon curbing

Existing Infrastructure Analysis: Transportation Analysis: The main arterial serving the Cottonwood Shores area is RM-2147 (Ranch to Market 2147). Figure 4.1 shows the Cottonwood Shores area, area traffic counts, and the importance of RM-2147 serving as our only east-west corridor.

Traffic counts performed by the Texas Department of Transportation in 2019, just west of the city, are shown in Figure 4.1 and indicated that approximately 8,364 vehicles per day (average daily traffic count near the western city limits) traveled through Cottonwood Shores daily on RM-2147. As shown on Table 4.1 herein below, indicates that the ADT on RM-2147 in May 2021, at the western city limits is now 10,563 vehicles a day, or an approximate 26.3% increase in just two (2) years. The eastern city limits ADT on RM-2147 is even higher, at approximately 11,832 vehicles a day.

The 2019 TxDOT traffic count number may under represent the true traffic volumes in surrounding areas, because the 2019 traffic count on RM-2147, immediately west of Hwy. 281 in Marble Falls was 10,513. The current volume may actually range somewhere between 13,000 to 14,000 vehicles per day at the present time (May 2021) just west of US-281, accounting for growth. RM-2147 is maintained by the State of Texas and has a desired cross section profile as shown in Figure 4.2.

Figure 4.1. Primary Intercity Travel Traffic Counts (Source: Texas DOT - 2019)

*The traffic counts on RM-2147 were updated by Cottonwood Shores in May 2021, resulting in an Annual Daily Traffic Count (ADT) at the eastern city limits of 11,832 and 10,563 at the western city limits. Reference Table 4.1 inserted herein below.

2021 Traffic count results are shown in Table 4.1 herein below: Intersection or Location Average Daily Traffic Count (ADT) East City Limits (on RM-2147) 11,832 West City Limits (on RM-2147) 10,563 Dutch Leming (North of RM-2147) 3,080 Castle Mountain (North of RM-2147) 1,964 Pecan Lane (North of Cottonwood Dr.) 1,324 East Cottonwood Dr. (East of Dutch Leming) 1,055 West Cottonwood Dr. (West of Dutch Leming) 1,048 Hedges Dr. (South of RM-2147) 581 Traffic count performed by GRAM Traffic Counting, Inc. – May 2021

Figure 4.2 Desired Cross Section of RM-2147 in Cottonwood Shores

Figure 4.3 Desired Cross Section of City Streets (Collector Street) in Cottonwood Shores

The rest of the road system within the Cottonwood Shores consists of major and minor collectors (see Figure 4.3 herein above). There are currently no large bridges, overpasses, or other such structures within the City. No arterials are currently in the city, with collectors performing as major and minor collectors; the speed limit on all city streets is 25 mph, unless otherwise posted. The major collectors, in order of assumed traffic volumes are: • Dutch Leming Lane • Pecan Lane • Cottonwood Drive – East • Cottonwood Drive - West 21

• Castle Mountain Lane • Hedges Drive • Driftwood Lane • Lakeview Drive • Willow Drive • South Wirtz Dam Road • Brookwood Drive • Knights Row *All other streets act as minor collectors.

ARTERIAL STREET: Having an Average Daily Traffic volume greater than 8000 vehicles per day (VPD); Cottonwood Shores does not have a Large Arterial Street; RM-2147 is an “intercity” connection and not a part of the city street network.

COLLECTOR STREET - MAJOR: Having an Average Daily Traffic volume greater than 2000 and up to 8000 vehicle trips per day (VPD), or they act as entry or exit route into major neighborhoods.

COLLECTOR STREET - MINOR: Having an Average Daily Traffic volume of 2000 or fewer vehicles per day (VPD), and act as internal neighborhood transportation routing.

Future Street and ROW design standards: Streets Roadway with Ribbon ROW Arterial 50 ft 120 ft

Collector 36 ft 62 ft

Minor 26 ft 52 ft

Roads within the city are all two-lane, existing as compacted road base/oil/rock, and asphalt as shown in Appendix 4.3, with the exception of the 800 blk of Dogwood Lane, Dogwood Drive, and Ridgeview Drive, which all exist as dirt/gravel roads. Currently, the dirt/gravel roads are classified as poor, while the balance of the hard surface roads are graded as good. Major improvements are needed on many roads and is discussed later in the short-range and long-range plans presented in this chapter

Traffic Flow: Our intercity road system currently connects to RM-2147 at four locations (see Figure 4.4 herein below). With Lake Marble Falls to the North, Lake LBJ to the West, and undeveloped areas to the South and East, these four locations represent the only primary public access points to intercity travel. The major entrance to the northern part of the City is controlled by a traffic signal at the corner of Dutch Leming Lane and RM-2147. The major entrance to the southern portion of the City is Hedges Drive/Castle Terrace and controlled by a stop sign. The remaining roadway is free access with multiple driveways and two other City streets providing additional access for the northern part of the City.

Figure 4.4 Intercity Intersections With RM-2147 in Cottonwood Shores

Traffic flow within the city can also be separated into two distinct areas; North Cottonwood Shores and South Cottonwood Shores, with RM-2147 serving as the dividing line. In the northern portion of the city, most access is by Dutch Leming Lane, which then connects after one short block to the most utilized intersection (Dutch Leming Lane/Pecan Lane/Cottonwood Drive). Currently in the southern portion of the city, all access is by Hedges Drive.

Destination Areas: To allow for future planning, it is important to include the area destinations/attractions, which are discussed in more detail in the Chapter 6 - Land Use Planning and Zoning and Chapter 8 Parks and Recreation. In this Chapter, the information is used to help determine future growth on the roadways both in the short-term, mid-term, and long-term basis thoroughfares.

Several of our local highlighted attractions may affect the short-range transportation planning (0 – 3 years) goals, which will increase demands on local roadways. Our most visited public destinations are: • Aspen Park – West Lakeview Drive

• City Boat Ramp (access to Lake Marble Falls) – East Lakeview Drive • City Skate Park – West Brookwood Drive • Community Park and Splash pad – West Cottonwood Drive • Historic Fuchs Cemetery (State Historical Marker) – North Oak Lane • Nature Preserve – located at the western end Dogwood Drive • Noah Thompson Park – West Lakeview Drive

Community Park on West Cottonwood Drive, includes our Community Center, an outdoor pavilion, restrooms, an outdoor grilling area, a splash pad and two (2) adjacent playscapes areas, all increasing local traffic to the Park area. It is believed the multi-use activities will cement this location as the most heavily used park in the City; traffic volume on Cottonwood Drive West, the best route to the park, is expected to increase.

In the longer-term (5 to 10 years), growth of our city boundaries is expected to occur with annexation to the south and east of the current city boundaries. A 413-acre parcel of land to the south of RM-2147, commonly known as the Leuders/Engleking Tract and the a 447-acre area to the east, generally called the Hunt/Wormsley Tract, could include many attractions as associated commercial and residential amenities, both requiring additional roadway system development. Both of these tracts are immediately adjacent to our current city limits and inside our Exterritorial Jurisdiction (ETJ), giving Cottonwood Shores the legal capability to exercise authority for their future development and possible future annexation. This could be substantial in that these parcels represent nearly 900 acres of new development. The possibility of new street development includes a road linking Cottonwood Drive to RM-2147 at the east end of the city, a road system with a direct link to RM-2147 from the 413-acre parcel at the south side of the existing City, and a roadway system with possible links to Cottonwood Drive East, Lakeview Drive, and RM-2147 from the 447-acre parcel.

Other adjacent developments, one specifically announced by Marble Falls in September 2020, is a large-scale 1,073-acre multi-use residential and commercial development, named Thunder Rock, which will be located near Texas 71 and U.S. 281 in Marble Falls. The aspect of how this development will have an effect on our transportation development is that the far northwest corner of the development will connect to RM-2147 exactly one mile from the Cottonwood Shores current eastern most city limits and will greatly increase traffic in this area.

Another major development and consideration, is an announcement in 2020, of construction of a bridge to be built just south of the of Lake LBJ’s Wirtz Dam, linking the roadways of RM-2147 on the south side to RR- 1431 on the north on Wirtz Dam Road, effectively creating an outer western loop for Marble Falls and Granite Shoals on the north. The terminus of the new connecting roadway will initially dead-end into RM-2147 on the west side of our City, creating a major commercial and retail focal point and of course, increasing traffic and the need for additional transportation planning.

Public Transportation: Cottonwood Shores is served at this time by limited forms of public transportation but could be expanded in the future. Public transportation has been evolving thru the Burnet County Transportation Plan in conjunction with the Capital Area Council of Government (CAPCOG) to target areas that need to be developed and expanded. The existing forms of public transit are described in the following sections.

Local and Regional Transit Carriers providing transportation in the Cottonwood Shores area include the Capital Area Rural Transportation System (CARTS) that does pick-ups, VetRide, in addition to taxi, Lyft, and Uber service.

CARTS: • CARTS Country Bus – provides regional transportation for the non-urbanized areas of Bastrop, Blanco, Burnet, Caldwell Fayette, Hays, Lee, Travis and Williamson counties & the San Marcos urbanized area; includes door-to-door service. • CART Interurban Coach - is a regional intercity route providing connections between Austin, Bastrop, Bertram Burnet, Georgetown, Liberty Hill, Lockhart, Luling, Marble Falls, Round Rock, San Marcos, Texas State University, LaGrange, Giddings, Paige, Smithville and Elgin. This service also makes connections to Greyhound and Capital Metro. • There are a variety of Shuttle Transportation options that can be booked from Marble Falls to the Austin- Bergstrom International Airport (AUS), such as Super Shuttle Blue Van shared shuttle, private van or town car service. All options provide a reliable and stress-free means to get from Marble Falls to the Austin Airport.

Bicycle and Pedestrian Ways: Bicycle and pedestrian ways are an element of any public transportation system, but our existing narrow rights-of-way create a barrier. There are no major paved bicycle paths or recreation paths existing in the Cottonwood Shores area at the present time. Strong consideration should be given to design elements for recreational and mobility amenities within future residential and commercial developments.

Parking: Parking at commercial areas is sufficient at this time and is the responsibility of each business establishment; all new commercial construction must comply with the most recent City parking guidelines and ADA requirements. Because the current commercial establishments are primarily along RM-2147, impacts on the local streets is minimal. The City should limit commercial traffic access onto Cottonwood Drive from businesses on RM-2147, as much as feasibly possible.

As our community grows, efforts to increase off-street parking should be considered through possible public- private partnerships.

Resident parking consists of parking in driveways and private property; parking on City street rights-of-way is not allowed because the narrow rights-of-way makes parking along the City streets problematic due to lack of sight distance. Recent changes to residential ordinances now require hard surface parking for new homes and either a carport or garage.

Wayfinding Signage: Finding specific sites can be troublesome for new visitors to any town, including Cottonwood Shores. The City should elevate its efforts to provide an enhanced and artistic way-finding signage system specifying names and directions.

Air Travel: The nearest commercially served airport is Austin Bergstrom International Airport, about 56 miles east of Cottonwood Shores. In 2009, it served a total passenger traffic of 8.2 million visitors and was named the third best performing airport in North America in airport service quality by Airports Council International (ACI).

Commercial air travel is also available at the San Antonio International Airport, located 81 miles to the South of town. Local airports that private service to the Cottonwood Shores area are the Burnet Municipal Airport, Llano Municipal Airport, and the Horseshoe Bay Resort private airport.

Transportation Infrastructure Priorities: (in addition to normal maintenance and annual chip sealing) Short Term (0 - 3 years) • Annually provide base prep and oil/chip seal resurfacing of existing hard surface city streets; utilize the cooperative Maintenance Assistance Agreement with Burnet County Road and Bridge to reduce costs. • Consider asphalt resurfacing of the major entrances off RM-2147 in preparation for lane and alignment striping. • Develop community programming with Master Gardeners and Texas AgriLife extension to promote residential and commercial landscaping enhancements and rainwater catchment – big driver for community activism and cohesion • Enhance code enforcement efforts, add City entrance monuments on east and west city limits, and add roadway beautification and landscaping on RM-2147. • Initiate a program to begin a systematic widening of all paved roadways, including adding ribbon curbing where possible; begin with our main entrances on Dutch Leming, Hedges Drive, and Castle Mountain and expanding outward each year. • Lane realignment of the intersection of Dutch Leming Lane and Pecan Lane, add a dedicated right turn lane on Dutch Leming at Cottonwood Drive East. • Request the Texas Department of Transportation (TxDOT) to install additional signage directing the traveling public to Cottonwood Shores. • Require new housing developments to install ribbon curbing or curbs and gutters as part of the street design.

Mid Term (3 – 5 years) • Continue renewal of the Street Maintenance Sales Tax that support maintenance of the city street; the tax must be renewed by voters every four (4) years. The tax was most recently renewed in May 2021 for the sales tax period beginning in 2022. • Enhance the aesthetics and safety of our existing City roadways with new highly reflective street signage, and larger street and traffic control signage. • Initiate a program to begin development of sidewalks within the City. • Initiate roadway and landscaping improvements to Ridgeview Drive during developer driven Public Improvement District developments in that area of the City. • Petition the Texas Department of Transportation for the widening of RM-2147 to four lanes and shoulders to provide for future traffic demand. • Provide better overall traffic flow to the western part of the City including the commercial businesses a and marinas.

Long Term (5 – 10 years) • Develop an overall plan, in combination with developers, to include extensive roadway networks in newly annexed properties. This plan should be done in such a way to minimize any impacts to the existing network while maximizing the safety, mobility, and aesthetics of the new system. • Develop trails and bike paths within the City where possible.

CHAPTER FIVE: INFRASTRUCTURE – WATER/WASTEWATER UTILITIES WATER QUALITY: The City is bounded by the Colorado River (Lake Marble Falls and Lake LBJ) to the North (see Figure 5.1 herein below). The surface water in the area is primarily the Colorado River and tributaries with Tiger Creek being the largest in the City area. Dams create Lake Marble Falls and Lake LBJ and both lakes have an excellent water quality rating from the Lower Colorado River Authority (LCRA).

Figure 5.1 Area Map Showing Lake LBJ and Lake Marble Falls

Objectives for Water and Wastewater Infrastructure: Knowledge of our existing water and wastewater infrastructure systems and capacities are essential to planning for future development. Surface water is used to supply our potable water needs and the intake is located in Lake LBJ. A long-term contract with Lower Colorado River Authority allows purchase of the raw water and has been negotiated with sufficient excess for future growth. The raw water is pumped from the lake to a holding lagoon where additional settling can occur before being processed by reverse osmosis system, chlorinated, and sent to a water tower for distribution.

The wastewater is collected through the use of lift stations and then by using pressure, transferred to the nearby City of Horseshoe Bay for treatment. The collection system, due to elevation changes, often uses grinder pumps for pressure releases to the mains before collection in the City system. Limitations are placed on the amount of wastewater that can be transferred to the City of Horseshoe Bay but at the current time additional capacity is available. Strict standards and expected costs do not permit consideration of in City treatment for the immediate future.

In 2020, over half of the City operating revenue was derived from Water and Wastewater operations (approximately 55%), while property tax, sales tax, and miscellaneous revenue make up the balance of the City operating revenue funds. Potable water revenue is based on the City’s costs and a margin. Wastewater revenue is based on charges from the City of Horseshoe Bay and a margin. The following Objectives serve a guide for protection, maintenance, and enhancements to our water and wastewater infrastructure and resources.

OBJECTIVE 1: Work with the LCRA to protect and enhance the quality, quantity, and availability of our surface water access and resources from Lake LBJ.

OBJECTIVE 2: Promote equitable, acceptable, and engineered good practice measures for design enhancements to the Utility Systems distribution infrastructure based on maintaining quality to existing areas and allowing for future growth.

OBJECTIVE 3: Determine funding methods to pay for needed Utility Systems improvements, as part of our Utility Billing System and as part of an Impact Fee; with tight budget restraints; it is critical that improvements are accomplished in an orderly manner based on engineered priority evaluation.

OBJECTIVE 4: Annually audit the accuracy and effectiveness of the water distribution’s metering system; include a sufficient budget each year to replace inaccurate or non-reading meters, correct problems with the current network as discovered such as replacement of old and undersized water mains, and planning to reduce any impacts as soon as possible.

OBJECTIVE 5: Continue to evaluate system improvements such as consideration of effectiveness and efficiency by using a fixed base (antenna read) water meter reading system to enhance system operations and immediately reporting of water leaks or inactive meter issues.

OBJECTIVE 6: Budget and initiate based on needs from immediate to long-term improvements of the wastewater system. In some cases, this may require annual updates and testing such as a wastewater system program of “smoke testing” program, at least 10% per year, to located needed repairs to gravity or forced main. This testing, along with replacement of incorrectly place system components such as manhole covers and drainage areas, should also consider infill and infiltration of rainwater or groundwater to the wastewater system to reduce the volume of wastewater volume sent to Horseshoe Bay for treatment.

OBJECTIVE 7: Work closely with Horseshoe Bay to ensure capacity availability and equitable costs. This should include programs such as effective tracking of monthly and annual volume for treated wastewater and accuracy of the metering system.

OBJECTIVE 8: Provide trained and sufficient staffing to maintain the water and wastewater distribution systems. This can be done in part by outsourcing but the City should strive to maintain sufficient capabilities to perform important tasks in emergencies.

OBJECTIVE 9: Continue the practice of contracting out the entire water plant treatment process as long as the contracting service is cost effective versus full-time City staffing but maintain sufficient capabilities of City staff for emergencies to avoid complete reliance on uncontrolled staffing.

OBJECTIVE 10: Annually review water and wastewater rates to justify the rate structures.

OBJECTIVE 11: Annually review budget for new water and wastewater main line extensions and enlarging mains in order to continue future line improvements.

Water and Wastewater Inventory and Capacity: Raw Water – Our raw water supply contract with the Lower Colorado River Authority (LCRA) allows Cottonwood Shores to withdraw up to 495-acre feet of water each year or approximately 161,370,000 million gallons of water (An acre foot of water equals about 326,000 gallons, or enough water to cover an acre of land 1-foot deep). Our current raw water contract with LCRA expires in 2050. In 2020 the City used approximately 144-acre feet of water or about 47,000,000 million gallons of raw from Lake LBJ. Our 495- acre feet of annual capacity from Lake LBJ can theoretically serve a population of 6,215.

Raw Water Pump Station (West RM-2147) – The City raw water pump station is located on the far west side of the City in Johnathan Cove 1 on Lake LBJ, pumping water directly from Lake LBJ via a 10-inch (Sch. 40) PVC water line. The raw water line is laying on the lake bed of Lake LBJ, running northwest from the pump station, out into the lake some 1,800 ft. to a water intake cage, that is also located on the lake bed of Lake LBJ (approximately 25 ft. deep). The shallowest top-of-pipe elevation is approximately 6 ft., about 980 ft. from the raw water pump station.

The raw pump station has one (1) 4-inch primary 50 HP vertical pump/motor with a pumping capacity of 750 GPM or approximately 1,080,000 gallons per day; a second similar sized pump/motor is installed as a reserve. Raw water from the pump station is discharged through a 10-inch raw water line, into an old quarry site/pond that has a storage capacity of 2,600,000 million gallons, and serves the purpose of an initial settling basin. It is then pumped from the quarry storage pond into the water treatment plant by a 30 HP high service pump.

Water Treatment – in 2020, a single, new Pall Aria AP-Series “Membrane Module” Water Treatment System was installed, capable of treating approximately 625,0000 gallons a day and specifically designed to meet the more stringent TCEQ drinking water treatment requirements. Pall Aria systems use uniquely designed membrane in a hollow fiber configuration to remove 99.5% of potential solids smaller than State standards from surface and ground water sources. The hollow fiber modules in the Pall Aria system are highly permeable, resulting in high water production rates. There is a four-inch emergency water line connection with Horseshoe Bay as a backup in the event of an issue at our water plant. Future planning, emergency planning, and capacity include a second Membrane Module system.

Figure 5.2 Water Treatment Plant – 303 Hedges Drive

Water Tower – Cottonwood Shores utilizes a “stand pipe” vertical Water Tower with a storage capacity of 235,000 gallons, the tower base is at elevation 980 ft. and a tower height of 100 ft. (tower elevation height of 1,080 ft.). The tower utilizes a single pressure plain; a pressure reducing valve system (PRV) located on West Cottonwood is used to reduce excessive water pressure for homes located near the shores of Lake Marble Falls. As our population grows, especially in the ETJ areas, replacement or a new elevated treated water storage tank will be required.

Figure 5.3 Water Tower – 208 Kings Way

Water Distribution System – The “existing” water main distribution lines are made up of sizes from ¾ inch diameter up to 8-inch diameter; the total footage of piping is approximately 92,000 feet (or about 17.4 miles). The treated water supply system has approximately water utility 650 customers with an average daily water consumption (ADWC) of 95,516 gallons per day (calendar2020).

EXISTING - WATER MAIN INVENTORY (Feet) - JANUARY 2021

Hydrants 3/4" 1" 1-1/2" 2" 2-1/2" 3" 4" 6" 8' Totals: Block or Area 600 Block -North CWS 14 2,175 50 150 17,725 3,450 500 7,800 4,700 36,550

700 Block -North CWS 6 9,300 4,050 3,800 17,150

800 Block -North CWS 6 175 1,860 11,300 6,900 5,150 25,385

South of RM-2147 1 700 350 2,350 600 4,050 2,750 500 1,350 12,650

Totals: 27 2,175 925 2,360 40,675 15,000 4,050 3,250 17,250 6,050 91,735 % of Total Mains 2.4% 1.0% 2.6% 44.3% 16.4% 4.4% 3.5% 18.8% 6.6% 100.0% Total % 66.7% 7.9% 25.4% = 100%

Notes: 1) 91,735 ft of water mains in Cottonwood Shores

2) 84,435 ft (86.2%) of water mains are north of RM-2147; 12,650 ft (13.8%) are located south of RM-2147

3) 79,085 ft of water mains north of RM-2147; 57,135 ft (72.2%) are 2-1/2" or below - cannot support fire hydrants

4) 68,435 ft (74.6%) of water mains in the City cannot support fire hydrants

5) 85.4% of water mains south of RM-2147 are 4" and below and cannot support fire hydrants

6) There is only 1 fire hydrant south of RM-2147

Table 5.1 Existing water main inventory as of January 2021 • 86.4% of the existing water mains are currently north of RM-2147; 13.8% are located south of RM-2147. • 72.2% of the existing water mains north of RM-2147 are 2-1/2 inch or below and cannot support fire hydrants. 30

• 74.6% of all existing water mains in the entire City cannot support fire hydrants. • 85.4% of the existing water mains south of RM-2147 are 4 inch and below and cannot support fire hydrants. • Currently, only one (1) fire hydrant exists south of RM-2147; the north side of Cottonwood Shores (north of RM-2147) only has twenty-six (26) fire hydrants, with most of those located on Cottonwood Drive, Driftwood Lane and Willow Drive. As water mains are replaced in the future, with large 6 inch or larger water mains, new fire hydrants should be strategically placed at intersections, with a goal of fire hydrants installed a maximum of 500 ft. apart for fire safety and fire insurance ISO/PPC fire suppression rating purposes. In 2021, the City ISO/PPC rating is a 05/5Y. • The Living Unit Equivalent (LUE) for water volume needed for calculations is 450 GPD. • Currently, there are 33,270 ft of 6-inch and 8-inch water line and fire hydrants improvements needed system-wide, or approximately $2,827,950 estimated at $85 a foot; approximately $1,500,000 of needed improvements are scheduled for early 2021.

Figure 5.4 Schematic of water treatment process 31

Wastewater System – Cottonwood Shores utilizes both gravity flow and pressure flow, depending on elevations. There are currently approximately 82,000 ft of wastewater mains in the entire City; the wastewater collection system has approximately 616 wastewater utility customers with an average daily wastewater discharge ADWD of 60,050 gallons per day (calendar 2020); our wastewater discharge contractual agreement with Horseshoe Bay allows up to a maximum of 144,000 Gallons per Day (GPD) - when we reach 75% of the current contractual maximum (108,000 ADWD), we will be required to renegotiate a new maximum capacity.

EXISTING - WASTEWATER MAIN INVENTORY (Feet) - JANUARY 2021 FM = Forced Mains GRV = Gravity Mains LS = Lift Stations MH = Manholes LS MH 2" FM 2-1/2" FM 3" FM 4" FM 6" FM 6" GRV 8" GRV 10" GRV Totals: Area North of RM-2147 4 113 3,100 1,400 10200 46,100 12,300 400 73,500

South of RM-2147 0 0 6,000 1,200 900 400 8,500

Totals: 4 113 6,000 1,200 4,000 1,800 10,200 46,100 12,300 400 82,000 % of Total Mains 7.3% 1.5% 4.9% 2.2% 12.4% 56.2% 15.0% 0.5% 100.0% Total % 28.2% 71.8%

Notes: 1) 82,000 ft of wastewater mains in Cottonwood Shores

2) 73,500 ft (89.6%) of wastewater mains are north of RM-2147; 8,500 ft (10.4%) are located south of RM-2147

3) 58,800 ft of wastewater mains are gravity flow (71.8%); 23,200 ft are forced mains (28.2%)

4) Wastewater system north of RM-2147 currently has 4 lift stations and 113 manholes; 5th lift station is planned

5) 100% of the wastewater mains south of RM-2147 are forced mains and no main holes

Table 5.2 Existing Wastewater Main Inventory – January 2021

• 89.6% of the existing wastewater mains are north of RM-2147; 10.4% are located south of RM- 2147 • 71.8% of the existing wastewater mains are gravity flow; 28.2% are forced mains. • The wastewater system north of RM-2147 currently has 4 lift stations and 113 manholes; a 5th lift station has been approved through grant funding in 2020 and is scheduled for installation on the west side of Cottonwood Shores in mid-2022. • The wastewater system south of RM-2147 uses a 100% forced wastewater main system and does not utilize manholes or lift stations; its wastewater is discharged into a 6-inch forced main located on the north side of RM-2147, west of Wirtz Dam Road; the 6-inch forced main then discharges into the wastewater system of Horseshoe Bay, where it is treated under a contractual agreement. • The Living Unit Equivalent (LUE) for wastewater volume needed for calculations is 150 GPD. • Currently, there are 13,710 ft of 6-inch gravity flow mains, 2-inch to 4-inch forced mains, and 17 new manhole improvements needed system-wide, or approximately $1,096,800 estimated at $80 a foot.

CHAPTER SIX: FUTURE LAND USE PLAN (FLUP) AND ZONING Future Land Use Goals: Future Land Use Goals: We envision Cottonwood Shores as a community with balanced and diverse land uses that expand our lifestyle choices while protecting and enriching our historical, cultural and natural resources. The overall goal is to provide a quality experience for the residents of

Cottonwood Shores. In this regard, the City must actively establish legal requirements to maintain standards requisite to a quality-of-life environment and new development; establish/update ordinances.

Future Land Use should also attempt to continue to assist Cottonwood Shores fiscal objectives concerning sustainability balanced with enhancing quality of life. Considering fiscal sustainability is critical to continuing a future quality of life environment.

Future Land Use Objectives: OBJECTIVE 1: Encourage the most desirable, efficient use of land while maintaining and enhancing safety, compatibility, and local aesthetics.

OBJECTIVE 2: Encourage a balance of land uses to serve the needs of citizens and to ensure a diverse economic base while maintaining quality of life for residents.

OBJECTIVE 3: Ensure that land use recommendations for development and redevelopment respect environmental factors and support innovative design.

OBJECTIVE 4: New growth should occur in such a way to meet the desires for the future and need not conform to previous construction methods or ideas. Care must be taken to begin to protect areas of different zoning by providing buffer and transition areas.

OBJECTIVE 5: The City should promote complimentary private and public development so that the mixture is safe, aesthetically pleasing, and environmentally friendly.

OBJECTIVE 6: The City must ensure adequate public facilities exist to support new growth without negatively affecting the existing City.

OBJECTIVE 7: Efforts must be made to strongly encourage a mix of housing types and price ranges to meet diverse needs of different sectors of the City’s population, with an emphasis on the importance of owner-occupied housing.

OBJECTIVE 8: Foster a greater cooperation/coordination between the City, the County, and the State in planning, construction, and transportation efforts.

OBJECTIVE 9: Continue to solicit citizen involvement with the interest of all residents given priority in the development process.

OBJECTIVE 10: Maximize the usage of public incentives and public/private financing tools, such as public approved Bonds for future debt issuance. This could include Tax Increment Financing Districts (TIF) and Public Improvement Districts (PID) to encourage economic and land use developments but should not be utilized unless of benefit to the City and residents.

Objective 11: Fiscal sustainability of Cottonwood Shores must a part of the consideration of any future Land Use decisions. Growth by minimum fiscal contribution (RV Parks, Concert Venues, etc.) will be avoided.

Future Land Use Strategy: Existing Residential Land Use: Figure 6.1 shows the future land use plan (FLUP). Cottonwood Shores, began as a group of independent subdivisions, has approximately 1,750 existing 50’ x 100’ defined lots for future 33 mixed development. There are also two currently undeveloped tracts in the ETJ, totally approximately 800 acres, that are yet to be developed.

Figure 6.1 Future Land Use Plan (FLUP)

Cottonwood Shores has defined lots as well as undeveloped areas that have not been developed and includes both larger and smaller parcels. This provides a tremendous opportunity for development going forward. The City is currently overwhelmingly single-family homes, with a small segment in the existing homes in the eastern portion, north of RM 2147, allowing for manufactured or modular homes.

The variety in lot size has been beneficial for the City. The availability of small lots, along with the City’s tax rates, has made Cottonwood Shores an affordable option for a large variety of family incomes while allowing a commute to jobs in neighboring cities such as Bee Cave, Burnet, Horseshoe Bay, Johnson City, Lakeway, Marble Falls, and even Austin. Larger lots, newly defined larger areas, and the combination of lots are also provide other choice options for the residents.

The existing land use has been defined along with possible changes to improve future development. This section summarizes a formal Land Use Strategy for the City of Cottonwood Shores. Defining an overall strategy allows for identifying a prosperous path forward for the City. This overall impact is actually established through a series of implementation strategies that will help City leaders make important decisions regarding the land use pattern of the City by impacting the City’s infrastructure, municipal services, our visual appearance, overall residential and commercial development, and our economic stability. The strategies will be designated by various geographical areas within the City for particular land uses, based on the basic objectives defined in

the specific policies outlined in this document. The Land Use Strategy depicted in graphic form as the Future Land Use Plan (Figure 6-1) is one possible future land use scenario to help accomplish these goals. While this is a graphic is a starting point, and will be important to guiding zoning and development plan applications, flexibility will be needed as conditions change.

It is important to remember that Chapter 213 of the Texas Local Government Code requires the following statement in a Comprehensive Plan, “A Comprehensive Plan shall not constitute zoning regulations or establish zoning boundaries.” The Future Land Use Plan is not a zoning map, which deals with specific development requirements on individual parcels. Rather, it is a dynamic, high-level policy document designed to help guide decision-making related to future rezoning proposals and for assessing the appropriateness of a particular land use in a specific area within the community. The dynamic nature of the City development will require continual reviews and updates to all strategies.

Cottonwood Shores is currently overwhelmingly single-family homes, with a very small segment of its northeast corner dedicated for manufactured or modular homes. There is limited commercial land located along the north side of RM-2147, while the undeveloped south side of RM-2147 is open to a range of future commercial developments. Limited commercial land can be a challenge to a City’s sustainability because of limited opportunities for sales tax generation and other related commercial revenue. In recent years, Cottonwood Shores has been becoming a magnetic for food establishments/restaurants because of our close proximity to Horseshoe Bay and Marble Falls.

Existing Commercial Land Use: Figure 6.1 shows commercial and retail property in2020. Within our existing Corporate City Limits, there is currently commercial activity along RM 2147 and Cottonwood Drive. Limited commercial land can be a challenge to a City’s sustainability because of limited opportunities for sales tax generation and other related commercial revenue. There is additional space to provide for additional retail options that would provide for the residents needs while enhancing the City’s financial capabilities. In recent years, Cottonwood Shores has been becoming a magnetic for food establishments/restaurants because of location to nearby cities.

The commercial stretch along RM 2147 could be enhanced with aesthetic improvements, landscaping and beautification projects. Older metal buildings, and plain facades are starting to change with new improvements, especially new restaurants and commercial buildings. This should alter perceptions of the City commercial area if continued. As vacant land continues to become commercial establishments our City has an excellent opportunity to continue more aesthetic commercial property development.

Annexation Plan and Extraterritorial Jurisdiction (ETJ): Annexation is the process by which a City extends its municipal services, codes and regulations, voting privileges, and taxing authority to new territory. Cities annexes territory to provide municipal services to developed and developing areas, and to exercise the regulatory authority necessary to protect the public health, safety and general welfare of the City proper. Annexation is also a means of ensuring that residents and businesses outside the City’s corporate limits who benefit from access to city facilities and services, share the financial burden associated with constructing and maintaining those facilities and services. Annexation and the imposition of some land development regulations may also be used as a growth management tool to implement the comprehensive plan.

On May 24, 2019, municipal annexation as it existed for over a century was over. On that date, House Bill 347 became effective. The bill requires landowner or voter approval of most all annexations by any city in Texas. The new annexation laws, with few exceptions, will require consent of either the landowners or the voters in the area to be annexed. population and employment growth.

Figure 6.2 Cottonwood Shores City Limits and ½ Mile ETJ Map

There may be exceptional situations where health, safety, environmental, general welfare, or other factors will override fiscal considerations and areas may be considered for annexation despite a less-than satisfactory assessment of the fiscal impact of annexation. Cities are required by law to comply with stringent service delivery requirements for newly annexed areas. As part of the annexation process, the City prepares a service plan for the areas proposed for annexation. The service plan must provide for the extension of water, sewer, streets, street lights, parks and recreation facilities, and other public facilities. The City must plan to provide services that are at least of the same level as existed prior to annexation. Construction of capital improvements must be completed within 2-1/2 years unless otherwise agree in a Service Agreement with the newly annexed territory’s residents.

A new driving force for that could affect the City’s existing and future land uses are high-tech manufacturing type relocation announcements in Austin such as Apple with potentially 5,000 new jobs and Tesla with potentially 10,000 new jobs. Others include Amazon and Google in downtown Austin adding another 2,000 new jobs. This creates a large housing demand in and near Austin. Austin, the eleventh largest city in the U.S. will absorb much of this demand but there is a desire to live outside the metro area which is driving existing Austin residents to exit their homes and the newly created housing density and greatly increased traffic, for the higher quality of living in rural Hill Country communities like Cottonwood Shores. Nearby, the continued advancement of the local medical community, increased demand for commercial establishments, and the increase in demand for professional services will also create growth potential for residential areas.

With under 5,000 population in the community, Extraterritorial Jurisdiction (ETJ) is limited to one-half (1/2) mile from our corporate city limits as shown in Figure 6.2. The extraterritorial jurisdiction (ETJ) is an “unincorporated area that is contiguous to the corporate boundaries” of a city is governed by TEX. LOC. 36

GOV’T CODE § 42.021 and created by the Texas Legislature in 1963“to promote and protect the general health, safety, and welfare of persons residing in and adjacent to” cities. This in effect creates a buffer zone outside of a city’s corporate limits. As the city continues to grow, so will the extent of the ETJ. With some exceptions, state law provides that: • In a city with fewer than 5,000 inhabitants, the ETJ is within one-half mile of the corporate boundaries • In a city with 5,000 to 24,999 inhabitants, the ETJ is within one mile of the corporate boundaries • In a city with 25,000 to 49,999 inhabitants, the ETJ is within two miles of the corporate boundaries • In a city with 50,000 to 99,999 inhabitants, the ETJ is within 3-1/2 miles of the corporate boundaries • In a city with 100,000 or more inhabitants, the ETJ is within 5 miles of the corporate boundaries

Annexation Guidelines: A clear set of guidelines for managing future annexations will help to minimize the future costs of providing municipal facilities and services in newly annexed areas, and to reduce the complexity of annexation procedures. The Annexation Guidelines include: • The City should maintain a long-range annexation plan for expansion of the corporate limits and extension of municipal facilities and services. • The City should not agree to extend any type service to areas outside its corporate city, unless an agreement to be annexed is in place before services are extended; however, the City must agree to extend water and sewer service if the area is located in the City’s Certified Certificate of Need (CCN). A city needs to grow and expand to continue developing to maintain fiscal sustainability, but not at the sole expense of its existing residents. • The city needs to grow and expand to continue developing, but not at the expense of its existing residents. • The future growth and development of Cottonwood Shores needs to occur in an orderly and coordinated manner. This requires private land development, construction of public facilities, and expansion of the corporate limits to occur in a phased, coordinated manner. • When development occurs outside the corporate limits and immediate annexation is not feasible, Cottonwood Shores should utilize annexation agreements or other appropriate means to ensure that the future ability of the City to expand its limits is not unduly impeded and that the proposed development is consistent with the future development pattern of Cottonwood Shores. • Fiscal impact analysis should be utilized to assess the estimated costs of providing municipal services and weigh them against the anticipated revenues of each annexation program.

Future Land Use Plans (FLUP) for Commercial, Retail, and Residential – Figure 6.1 shows an overall land use plan, that: 1. Utilizes plans generally using existing residential, and commercially zoned areas. 2. Creates a balance between existing residential and commercial zoning, and future residential and commercial uses, while retaining our quality suburban and semi-rural settings. 3. Designates desired larger residential lots in the two large tracts totally approximately 800 acres of undeveloped land on the south side of RM-2147, south of designated mixed-use commercial and retail and mixed-use multi-family strip areas and to the east of the City, on the north side of RM-2147, north of designated mixed-use commercial and retail and mixed-use multi-family strip areas. Planning for total homes must comply with volume restrictions in the City’s wastewater treatment contract with Horseshoe Bay. 4. Assumes mixed-use apartment/condo/residential type planned developments in the existing Planned Unit Development (PUD) areas by using Development Agreements or setting up Public Improvement Districts. 5. Retains our existing mixed-use commercial and retail generally on the north side of RM-2147 to Cottonwood Drive, from the existing western city limits, eastward to our existing city limits, including

the area to the north of Cottonwood Drive at the western most end of the City, that includes restaurants and attractive outdoor venues. 6. Establishes a desire for mixed-use commercial and retail strip approximate 300-foot-deep on the south side of RM-2147, from Castle Terrace Subdivision, eastward approximately 4,550 ft. to a point near the city limits, and a mixed use commercial and retail strip approximate 300-foot-deep on the north side of RM-2147, eastward 2,500 ft. from the existing eastern city limits to the eastern extraterritorial jurisdiction (ETJ) limits. 7. Establishes, immediately adjacent and behind the mixed-use commercial and retail strip, a mixed-use multi-family strip approximate 200-foot-deep on the south side of RM-2147, from Castle Terrace Subdivision, eastward approximately 4,550 ft. to a point near the existing city limits, and a mixed-use multi-family strip approximate 200-foot-deep on the north side of RM-2147, from the existing city limits, eastward 2,500 ft. from the existing city limits to the eastern extraterritorial jurisdiction (ETJ) limits. 8. Establishes, immediately adjacent and behind the mixed-use commercial and retail strip, a mixed-use multi-family strip approximate 200-foot-deep on the south side of RM-2147, from the existing commercial development at the northeast corner of the Castle Terrace Drive, westward approximately 825 ft. to the first lot of the existing Thanksgiving Mountain Estates. 9. Encourage a mixed-use commercial and retail strip approximate 150-foot-wide on the east side of Wirtz Dam Road from the south end of the future Wirtz Dam Bridge at the Colorado River, then southward to RM-2147. 10. Encourages retaining the current mixed-use commercial and retail strip on the west side of Wirtz Dam Road to Lake LBJ, from the south end of the future Wirtz Dam Bridge at the Colorado River, then southward to RM-2147. 11. Retains existing City Parks and Nature Preserve and creates new green belts, pedestrian trails, or small pocket parks in unbuildable drainage areas or large electric or City utility easements and allows for park and trail development in newly annexed areas to the south and east of the City while retaining existing historic sites. 12. That allows manufacturing facilities that are fully enclosed processing or manufacturing facilities; any new manufacturing facilities should be encouraged to locate on the major highways.

CHAPTER SEVEN: NEIGHBORHOODS AND HOUSING DESIGN Neighborhood and Housing Design: The City of Cottonwood Shores envisions three types of residential neighborhood categories. Each is delineated into three separate neighborhood characters dictating the form of neighborhood development: Urban, Suburban, and Rural, with mixed use types in each category. Residential neighborhoods will be predominantly made up of housing, but may also include associated secondary uses (e.g., religious institutions; schools; community centers and other community services; private and public parks; youth and adult recreation activities; recreational open space; and limited neighborhood or retail services).

Residential neighborhoods are encouraged to include distinguishing elements, including attractive, native landscaping, visually pleasing Dark Sky lighting, arts and cultural design elements, sidewalks, trails, and/or other special items that enhance the character of the neighborhood.

Neighborhood and Housing Objectives: OBJECTIVE 1: Encourage a mixed income approach in affordable neighborhoods, by using housing design, layout, and landscaping elements. OBJECTIVE 2: Require uniform housing maintenance to meet or exceed defined standards through strong and consistent code enforcement practices.

OBBJECTIVE 3: Offer help through community help organizations, especially for owners such a senior citizens and residents on fixed incomes.

OBJECTIVE 4: Require diversity in housing designs and colors, requiring designs and colors be separated by a minimum of three other home designs and colors; do not allow cookie sheet type development.

OBJECTIVE 5: Encourage neighborhood boundaries; enhance the edges to create a sense of “place” that is different from surrounding places through “streetscaping” and reinforce the feeling that one is leaving one place and entering another; use Neighborhood Entrance “Gateway” signage.

OBJECTIVE 6: Sound urban design objectives should be applied to dictate that the land and building uses need to be compatible with the local area and neighboring land use. Where reasonable and feasible take advantage of typical neighborhood buffering techniques, including increasing or decreasing zoning districts in moving from one neighborhood to another.

OBJECTIVE 7: Mandate consistent enforcement of building codes; building setbacks, easements, height regulations and compliance with local sanitation, safety, and welfare ordinances.

OBJECTIVE 8: Require installation of street ribbon curbing and meandering sidewalks (except in Ranch Style subdivisions) in new subdivisions.

OBJECTIVE 9: Encourage use of unified high-quality vinyl fencing options, to lower future maintenance costs and provide a true finished look on both sides of the fencing.

OBJECTIVE 10: Develop a multi-season trail system that is safe, enjoyable, and accessible to the public with connections to neighborhood destinations.

OBJECTIVE 11: Do not allow on-street parking or parking on the street rights-of-way.

OBJECTIVE 12: Undertake use of neighborhood-focused groups, along with City Police Department, to create formal self-policing programs like Neighbor Watch, Neighborhood Clean-up Projects, and Neighborhood Block Parties.

OBJECTIVE 13: Encourage investments and improvements that will maintain and enhance property values; consider annually offering façade and landscape enhancement grants on a first come, first grant basis.

OBJECTIVE 14: Encourage new developments to include small, highly maintained, neighborhood “Pocket Parks.”

OBJECTIVE 15: Work with local banks to encourage use of lower interest loans for “first-time” home buyers.

OBJECTIVE 16: Preserve natural “Green Space” areas such as drainage areas, which can have a high ecological and recreational value, if maintained and promoted.

Future Type Residential Neighborhoods: “Future” residential neighborhood categories are defined in three types of neighborhoods, that reflect the character and type development: Rural, Suburban, and Urban. Residential neighborhoods can be predominantly made up of housing, but will also include complimentary secondary uses (e.g., religious institutions; community services such as police, fire, government; parks, recreation facilities, open space; and limited retail services).

Future residential neighborhoods may include private and public uses, parks, and open space. Recreation may private facilities for youth and adult recreational games like soccer, tennis, pools and neighborhood parks within developer driven residential subdivisions. Private neighborhood parks should include attractive, native landscape elements, arts and cultural design statues and artwork, trails, and other special elements that create design quality and serve as an enhancing effect of the neighborhood character.

The following describes different types of possible future residential neighborhoods, as illustrated herein below:

Rural – Single Family: Figure 7.1 Sample Rural Single Family This land use is rural in nature and is designed to support single-family dwelling units on multiple-acre lots to ensure preservation of country/rural atmosphere. Rural neighborhoods tend to have lots that are at least one acre in size and may have some that are up to five acres. In keeping in character with rural type development, residential streets in the Rural Neighborhood category typically do not have curb and gutter or ribbon curbing and buildings have setbacks further from the street. Trails, instead of sidewalks are preferred, natural and native vegetation and plantings should be used or retained in favor of new non-native plantings; barns/outbuildings/greenhouses, etc. are encouraged, and non-pet animals are permitted on combined sites of two acres or more. Conservation of clusters of small open space should be considered in the Rural Neighborhoods and care should be given to conserve environmentally sensitive open space, provide non-motorized trails, and preserve existing trees and vegetation to create attractive rural setting views.

Suburban – Single Family: Relatively higher-density housing that could be considered suburban in feel and character. Suburban Neighborhoods serve as a transition between rural and urban neighborhood typologies and are located throughout communities, such as the currently existing bulk of housing in the City. The character and feel of neighborhoods in the Suburban Neighborhood categories will vary depending on size of homes, topography, street design, and density. Suburban Neighborhoods are recommended to include neighborhood- serving parks and open space, common usable amenities (community centers, pools, and multi-use trails) sidewalks, and streets with curb and gutter or ribbon curbing. The design of should also include preserved open space and street landscaping and artwork amenities. Connectivity between streets is essential to neighborhood connectivity. Figure 7.2 Sample Suburban Single Family

Figure 7.3 Sample Urban Multi-Family Urban – Multi-Family: Urban Neighborhoods provide for a large range and variety of uses that include patio homes, town homes, zero-lot line homes or condominiums, multi-family residential apartment buildings, as well as some retail and entertainment type use. Urban Neighborhoods may also be appropriate for a limited range of senior housing types or tiny homes based on specific development agreements. Apartment buildings should be located along RM-2147 and Wirtz Dam Road and in close proximity to retail, office, and service uses. Urban Neighborhoods should also include a range of community facilities and amenities available to residents (pool, gardens, community center, multiuse trails, common open space or plazas, fitness center or recreation center).

Urban Neighborhoods should include pedestrian sidewalks, bike lanes or multi-use trails, and streets with curb and gutter. Pedestrian and vehicle connectivity between streets is required and these neighborhoods should be located within easy access of retail, services, and employment areas. Urban Neighborhoods should include signature design elements (e.g., signage, lighting, streetscape treatment, and building materials) that make the development cohesive and unified in its character.

Neighborhoods and Housing Goals: We envision Cottonwood Shores a continuing to have a stronger foundation of safe stable neighborhoods, while preserving and protecting the historical, cultural and natural resources, but allow changes to protect the neighborhood goals and being flexible to changing conditions. Need to develop code for sustainable landscape, lighting (Dark Sky), materials allowed to be used based on area of town (building code) so new development is required to meet standards as you grow.

CHAPTER EIGHT: PARKS AND RECREATION A vital component of any community is the amount of park space devoted to satisfying our community’s recreational needs. Collectively all these spaces are considered elements that enhance and contribute to the quality of life found in our community. The quantity of recreational space and its distribution across the community, generally indicates the City Council’s and administrative staff’s commitment to recreation services.

Cottonwood Shores continues its history of park planning with the concept of access to recreational activities. A Park and Recreations Advisory Committee was formed to investigate and make recommendations to the City Council for expenditure of annually budgeted improvement funds and to recommend future recreational priorities. As our community continues to grow, and recreational needs continue to increase, consideration should be given to creation of a full-time Parks and Rec Division.

In 2019, the City Parks Committee initiated a City-wide recreational needs survey to determine the City’s Priority Recreational Needs list. The following steps were taken: • To begin the process, the Parks Committee developed a list of the top twenty typical recreational opportunities needed in Cottonwood Shores. • This initial list came from Committee discussions and input from the public at the Committee meetings. • The Committee’s preliminary needs list was used as a “starting point” for the survey. • The final list was enhanced by from Council members who included recreation needs expressed by their constituents. • The Priority Recreational Needs Survey was released in August 2019. 41

• The Survey was available in two formats: a computerized survey response form was provided and placed on the City’s web page, and aper copies were also available to the public. • The availability of the survey was widely publicized in both print and electronic media • The survey remained active for three months. The city received over 240 responses.

The following list identifies the Prioritized Recreational Needs for the City of Cottonwood Shores. The Priority Needs list was documented by a 2019 Online Survey and a simultaneous 2019 Manual Survey using paper ballots. Citizen comments collected at City Council meetings and public hearings were also incorporated into the final ranking of recreational needs.

The City Council accepted the survey results by Resolution on September 19, 2019. The results in order are listed herein below: 1. Rehabilitate existing recreational facilities and park-sites 2. Swimming area 3. Fishing pier 4. Walking trials 5. Picnic tables/grills/benches 6. Pickleball Court 7. UV Shades 8. Gardens 9. Open Space 10. Horseshoe / washer pits 11. Birdwatching station 12. Frisbee golf 13. Exercise stations 14. ADA recreational elements 15. Beach Volleyball 16. Base / Softball 17. Acquire additional park land 18. Tetherball 19. Multi-Use sports courts 20. Multi-Purpose sports field

The final prioritized list of publicly identified recreational needs was presented to the City Council in a public meeting on November 19, 2020. After discussion and public input, the City Council adopted the prioritized recreational needs list. At the November 2020 meeting the City Council received a report from the Parks Committee recommending three initial projects for the Parks system.

• Phase 1 Rehabilitation of existing recreational facilities and sites in all parks • Phase 2 Pickleball Court (location undetermined) • Phase 3 Beach Volleyball (location undetermined)

Parks & Recreation Objectives: OBJECTIVE 1: The city should conduct frequent surveys of the community’s degree of satisfaction with the available recreational facilities and develop priorities for improvement of existing and construction of new identified recreational facilities. • Goal: Begin planning to develop newly identified recreational needs • Goal: Identify existing recreational facilities that need repair, to be upgraded or replaced • Goal: Identify locations in existing parks where additional recreational opportunities can be constructed

OBJECTIVE 2: The City should assess the need to provide opportunities for special populations such as the elderly, the very young, and at-risk youth. • Goal: Design parks to address the needs of special populations, such as the elderly, and disabled • Goal: Identify and remove any barriers to access in existing parks • Goal: Provide passive low-impact recreation in new and existing parks OBJECTIVE 3: The City should develop open spaces and conservation areas in accord with its land use plan. • Goal: Develop a network of trails to tie recreation areas together and to provide easy access for their users • Goal: Provide safe pedestrian access to recreation facilities • Goal: Utilize, as appropriate, utility rights-of-way, drainage areas, and reclaimable environmentally sensitive areas for trails, and greenbelts OBJECTIVE 4: The City should identify and designate areas that could be acquired or donated for future recreational development. • Goal: Identify and evaluate potential sites for future recreational facilities • Goal: Develop facilities in areas that are underserved and ensure equity in distribution with regard to population characteristics • Goal: Explore options for securing additional neighborhood park land and trails through developer dedication of lands or in lieu of fees OBJECTIVE 5: The City should identify and pursue various means of securing grant funds to assist in the development of recreational resources. • Goal: Hold annual planning meetings with city groups representing recreational interests to assess their needs (T-Ball groups, Little League, Skateboarders, Boaters, etc.) • Goal: Seek opportunities for mobilizing the support of recreational interest groups to seek joint efforts to develop facilities for the area OBJECTIVE 6: The City should identify and pursue various means of securing grant funds to assist in the acquisition of areas suitable as Open Space in each of its larger parks. • Goal: Administration should continually review possibilities of grants and review of releases by grants agencies • Goal: Develop low impact recreation in and near Open Spaces such as picnicking and birdwatching • Goal: Develop trails connecting and providing access to Open Space Areas • Goal: Seek partnerships with County Master Gardeners and County Master Garden/Naturalists to identify and prioritize areas that could be preserved as Open Space • Goal: Work with Park Committee to ensure all opportunities are considered

Parks, Public Spaces and Facilities: The City envisions the continued development of Cottonwood Shores with safe and attractive parks, public spaces and facilities which provide a range of amenities and experiences. This should provide a connected system of parks and natural areas that focus on our unique cultural and environmental heritage.

Another key to economic vitality and becoming a thriving community is the variety of its parks and recreation system. Many people are drawn to places where public spaces such as community parks and neighborhood are available. Park goals should include developing public spaces that attract people, build a strong community by bringing people together, and create a local identity. The existing amenities include:

• Public water access and boat ramp to Lake LBJ at the LCRA Park on Wirtz Dam Road • Public water access to Lake Marble Falls at three locations (Public Boat Ramp, Nature Preserve, and Noah Thompson Park) • Recently constructed Skate Park (P2 Park) • Recreational activities such as a splash pad and playground equipment (Civic Center and Aspen Park).

Figure 8.1 Cottonwood Parks System

Park Classifications: Pocket-Park (Mini): Figure 8.2 Sample Pocket Park Design A pocket-park is a small area (normally ¼ to ½ acre in size or less) generally used as a children's play area (no playground equipment) or as a passive or aesthetic area by senior citizens. Pocket-parks are designed to serve a very small population area and are often owned or maintained by a property association, such as a homeowner’s association (HOA) or property owner’s association (POA). These parks normally serve a population base of 500 to 1,000 persons and although they range in size, they are typically rather small, but highly landscaped. The primary function and use of this type of park is generally to provide recreational space for preschool-age children and elementary school-age children in their residential neighborhood. Any future development of HOA, POA, or PID pocket-parks should be privately owned and maintained by the developer or residents. These parks are generally not conducive to ownership by municipalities due primarily to required maintenance costs. Cottonwood Shores does not have any pocket-parks, at this time, that could be classified as pocket-parks. 44

Neighborhood Park: The neighborhood park, sometimes referred to as a playground, is generally thought of as one of the most important features of a park system and is often considered one of the major cohesive elements in neighborhood design. Its primary function is the availability of recreational space for the neighborhood that it serves. When it is possible to combine an elementary school with this type of park, the two features further enhance the identity of the neighborhood by providing a central location for recreation and education, and by providing a significant open space feature within the neighborhood. A neighborhood park should be located near the center of the neighborhood and should have a service area of approximately one-half mile to three-fourths mile. Safe and convenient pedestrian access via sidewalks or trails is important to a neighborhood park location. Generally, the location should not be adjacent to a heavily traveled major thoroughfare or major collector streets. Facilities normally provided in a neighborhood park consist of the following:

Figure 8.3 Sample Neighborhood Park Design • Playground equipment for small children • A multiple-purpose, surfaced play area • An area (non-lighted) for unscheduled practice games such as baseball, football and soccer, and a surfaced area for such sports as volleyball, basketball and similar activities

Other desirable elements for neighborhood parks that should be continued to be developed include: • Pavilions with tables and grills for picnics • Restrooms • Drinking fountains • Tennis courts • A passive area with landscaping, trees and natural elements

Community Park: Neighborhood parks are designed to serve a small population area; with an appropriate standard in relation to size and population for this type of park is 2.5 acres per 1,000 persons. A community park is larger than a neighborhood park and is oriented toward providing active recreational facilities for all ages. Community parks serve several neighborhood areas and should be conveniently accessible by automobile and should include provisions for off-street parking.

Figure 8.4 Sample Community Park Design 45

Activities normally provided in Community Parks generally include: • Community building / recreation center • Game and practice fields for baseball, football, soccer and softball • Other special facilities, such as frisbee golf, if space is available • Passive area for picnicking • Playground structures • Surfaced multiple-purpose play area • Tennis courts

Community Parks are designed to serve a medium population area. An appropriate size standard for these parks in relation to size and population is three acres per 1,000 persons, depending on configuration and location to roadways.

Special Park: Miniature golf courses, linear parks/greenbelts, trails, school parks, botanical gardens, nature preserves, or special athletic/community centers are considered special types of recreational facilities. Standards for this type of facility are variable and dependent upon the extent of services provided by the special facility. Although active recreation can be accommodated within these areas, they are primarily intended for passive recreational use.

Park Master Plan & Activities: Another purpose of Chapter 8, as part of this Comprehensive Master Plan, is to examine and analyze existing park and recreation spaces and facilities, to identify issues related to present and future community needs. A recent Master Plan for Parks, Recreation, and Open Spaces makes recommendations on how the City’s park and recreation facilities ca be improved and identifies park-related priorities Cottonwood Shores will need to address in the short-term and long-term.

The City of Cottonwood Shores should utilize this Master Plan for Parks, Recreation, and Open Spaces to: • Evaluate the condition of its current recreational inventory • Collect public input on current recreational needs and priorities • Identify funding sources that could be leveraged for new recreational construction • Develop a ten-year cycle of activities for continued park evaluation, maintenance, upgrades, and construction of new recreational opportunities

This Master Plan for Parks, Recreation, and Open Spaces should be the basis for the future development and fiscal planning of the Cottonwood Shores park system for the next five to ten years or longer if possible. It is suggested that annual reviews of the Master Plan be performed by the City to ensure that the implementation is on course with the proposed plan, and that any specific changes in priorities can be addressed by staff and the City Council.

Parks and Facility Concept Standards: While information in the National Parks Standards is useful as a global guide, those Standards are appropriate for larger cities. The population of Cottonwood Shores is currently less than 2,000 residents and the total land mass of the city is approximately 2 square miles, therefore the National Standards do not accurately describe our small community. Until Cottonwood Shores is much larger, it is suggested we utilize needs surveys to develop future improvement plans.

Parks and Recreation Inventory: One area where Cottonwood Shores is well served, is our number of parks; these parks are a tremendous asset to the community and will position it well to serve a growing population: • Aspen Park with playground equipment and Basketball station • Boat Ramp on Lake Marble Falls • Community Park with a Civic Center, covered picnic pavilion, restrooms, two (2) playground equipment stations, and a recently added Splash Center • Nature Preserve - 11 acres on the shore of Lake Marble Falls (Colorado River) • Noah Thompson Park (Lake Marble Falls water access), ADA Parking pad and ADA picnic tables, standard parking and picnic tables • P-Squared Skate Park is one of the largest in the region and is lighted

Figure 8.5 Aspen Park – 4101 Lakeview Drive

Figure 8.6 Boat Ramp - 3729 Lakeview Drive

Figure 8.7 Community Park & Civic Center – 4111 Cottonwood Drive

Figure 8.8 Nature Preserve – 1000 Dogwood Drive

Figure 8.9 Noah Thompson Park – 4131 Lakeview Drive

Figure 8.10 P-Squared Skate Park – 4121 Brookwood Drive

CHAPTER NINE: PUBLIC FACILITIES AND SERVICES Public Facilities and Services: While some progress has been made over the last ten years, several public facilities in Cottonwood Shores are aging and still in need of upgrading. In order to meet demands of current and future population growth constant repair and more facilities are needed. Attention should also be given to increasing staffing needs. Because revenue consistently lags behind growth in population, sales tax, and new tax base, required future improvements and staffing must be staged, using best growth practices.

Recent Improvements Completed: • Boat Ramp Facility • Civic Center Updated • Elevated Water Standpipe Tower • Emergency Water Line Installation to Horseshoe Bay • Major Roadway Improvements • Major Water Main Upgrades on Cottonwood Drive and Driftwood Lane • New Police Station • New Water Plant Facility – PALL Type Water Treatment System • Raw Water Line and Intake in Lake LBJ • Raw Water Transmission Line to Water Plant • Sewer Main Improvements • Splash Pad and Community Park Improvements • Water Plant Clear Well • Willow Drive Water Main and Hydrants

Needed Improvements Include: • Animal Holding Facility • Civic Center Rehab and Improvements • Elevated Water Tower – Bowl Type (South) • Emergency Outdoor Siren/Voice Warning System • Fire Hydrant Installations • City Hall

• Lift Station – West RM-2147 • Park Facilities and Expansions • Phase 1 and 2 Wastewater Main Improvements • Phase 1 and 2 Water Main Improvements • Public Works Facility • Raw Water Improvements in Lake LBJ • Raw Water Pump House • Reader Board Monuments for Communication (North RM-2147 and Castle Terrace) • Remove Old Police Station • Roadway Improvements – North Dogwood Lane, Dogwood Drive, and Ridgeview Drive • Water and Sewer Main Installation on South Side of RM-2147

Public Facilities and Service Objectives: OBJECTIVE 1: Phase staffing and facility improvements in a conservative, yet progressive schedule for maximum of limited revenue.

OBJECTIVE 2: Capital improvements should be representative of community goals and distributed throughout.

OBJECTIVE 3: Phase in greatly needed water and wastewater main improvements (Phases 1 & 2) as soon as possible, especially in neighborhoods on the north side of RM-2147, in order to meet TCEQ guidelines and anticipated growth. Phase 1 is already in process and scheduled for completion in late 2022; Phase 2 needs to be done as soon as funding is available.

OBJECTIVE 4: Utilize development agreements and incentive programs such as Public Improvement Districts (PID) to make roadway, water, and wastewater improvements to Dogwood Lane and Drive and to Ridgeview Drive and for future utility and roadway improvements that will be required in newly annexed property next to the current corporate city limits to the extent possible. Where this does not provide an adequate return to the City, other options should be explored.

OBJECTIVE 5: Utilize public/private grants, developer fees, developer agreements, and funding to install water and wastewater improvements on the south side of RM-2147 to spur commercial, retail, and multifamily growth.

OBJECTIVE 6: Seek grant funding to install an Outdoor Severe Weather or Event Warning System (siren and voice type).

OBJECTIVE 7: Ensure annual budget funding is appropriated as available to properly maintain existing facilities.

OBJECTIVE 8: Ensure annual budget funding is appropriated as available to properly maintain and enhance landscaping of existing facilities, public areas and rights-of-way.

Beautification and Landscaping of Public Areas/Entrance Monuments: Beautification and visual enhancement of Cottonwood Shores considered of prime importance. The aesthetic act as a business card, selling travelers, developers, future residents, and visitor on the aspect that we are a community that cares. As an abbreviated repeat from the Short-Term Goals (0 – 3 years) – Phase 1, in the Executive Summary:

• Annually apply for the Governors “Keep Texas Beautiful” award (award is $90,000 for our size community) by greatly increasing our overall efforts to beautify Cottonwood Shores to establish a “gateway signage” program welcoming and directing residents and visitors • Establish neighborhood redevelopment and clean-up programs; partner with churches, student programs such as High School “AVID” (Advancement Via Individual Determination) programs, “Adopt a Highway” , and other local service organizations partnership opportunities • Implement anti-littering campaign – annual “Texas Trash Off-Don’t Mess with Texas” program • Improve curb appeal along RM-2147 and Wirtz Dam Road corridors with infrastructure and landscaping enhancement incentives; require a minimum of three architectural elements in new business façade designs • Encourage neighborhood programs such as Neighborhood watch

Litter Control and Reduction: Another important aspect of outside impressions for the City is the intolerance or tolerance to litter, which is a blight and sends a terrible message to businesses, visitors, and residents. There is no excuse to tolerate or ignore litter. Schedule weekly clean ups of RM-2147 and all Parks, mow major rights-of-way as needed; add trash barrels in all public areas. Use our Code Enforcement office to crack down on filthy or overgrown lots.

Recycling, Brush, and Debris Removal Efforts: Solid Waste Management: Citizens are required to dispose of solid waste (refuse) in a safe and sanitary fashion and are also encouraged to maintain yard and home-site clean-up efforts. To facilitate this action, the City of Cottonwood Shores provides a service of a 95-gallon rolling refuse cart for solid waste disposal for its citizens and commercial establishments through a contractual basis with Waste Management of Texas, to collect and dispose of solid waste from the City. Included in this service is also a xx-gallon recycle cart. The contract was initiated in May 2020 and will remain in force until 2027 (seven years), with a possible extension (five years) until 3032. Residential and commercial refuse carts are normally serviced on each Thursday (rescheduled if it conflicts with a holiday); bulky waste items are serviced the third Monday of every month; details of items considered as an eligible bulk items will change over time; any changes will be updated on the City Webpage.

Recycling Program: The service that provides the 95-gallon rolling recycling cart for citizens and commercial establishments is on a contractual basis with Waste Management of Texas. As terms and timing of the solid waste contract, concurrent with the solid waste contract, which will remain in force until 2027 (seven years). A possible extension (five years) could occur until 3032. Recycling carts are serviced basically every two weeks. Details of items that can be recycled will change over time; any changes will be updated on the City Webpage.

CHAPTER TEN: PUBLIC SAFETY – FIRE-RESCUE/EMS/POLICE Fire-Rescue and Emergency Management Services: The mission statement of the Fire and Emergency Services is to “protect lives, property from the adverse effects of fires, illness, accidents, natural disasters, other hazards by promoting public safety education, and maintaining a well-equipped and highly trained and motivated firefighters and rescue personnel.”

Cottonwood Shores contracts with two (2) 501-C3 entities to provide Fire-Rescue and Emergency Medical Services (EMS) and one (1) to provide Emergency Dispatch Services: City of Marble Fall - Emergency Communication Center: • All 911 emergency calls (public safety communications) are routed through the City of Marble Falls 911 Dispatch Center and they dispatch small fire and first response calls to the CWS-VFD, large structure or

large environment type fires or hazardous product spills or emergency rescue calls are forwarded to Horseshoe Bay and Marble Falls Fire and Rescue Departments, under mutual aid agreements • Responsibilities include: • 9-1-1 Call Processing • Non-Emergency Public Safety Calls • Public Safety Radio Dispatch – Computer Aided Dispatch (CAD) • Enhanced Regional Inter-Operable Communications – Emergency Management • Field Communications during Incidents or Special Events Cottonwood Shores Volunteer Fire Department (CWS-VFD): • The 100% volunteer Fire Department consists of approximately 20 members • Cottonwood Shores contracts annually with the CWS-VFD to provide basic fire protection and suppression and provide Community Education & Safety Programs Marble Falls Area EMS: • The Marble Fall Area EMS is a full-time 24/7 ambulance service and provides immediate on-site medical services and pre-hospital in transit emergency medical attention • Also provide rescue and trauma services in southern Burnet County and southeastern Llano County to approximately 47,000 residents in an area that covers about 300 square miles.

Emergency Management in Burnet County is under the direction and control of Burnet County and the County Judge. The Burnet County Office of Emergency Management (OEM) provides for the safety of Burnet County residents through emergency preparedness and response. OEM serves as the coordinating point for disaster preparedness, mitigation, as well as response and recovery capabilities for Burnet County, in cooperation with the County’s various municipal governments (including Cottonwood Shores), Emergency Service Districts, and non- profit and volunteer first response organizations. Burnet County uses the CAPCOG Regional Notification System to notify residents about specific emergencies. Cell phone users must register at WarnCentralTexas.org to receive the notification system’s messages by phone, email, and text.

The City of Cottonwood Shores has an Emergency Operations Plan under the direction of the Mayor, in place for localized incidents inside the City and to coordinate with Burnet County and the State of Texas. Our Emergency Management Plan describes the role of various individuals, departments, and outside agencies in responding to a crisis. The Emergency Management Plan will address not only incident response and disaster recovery, but also include a strategy for emergency preparedness and disaster mitigation. An emergency can be caused by severe weather or a hazardous incident and can involve limited groups of people or large gatherings. In any of these circumstances, the Emergency Management Plan will be the City’s guide in times of a disaster.

Fire Fighting-Rescue and EMS Objectives: OBJECTIVE 1: Develop specific long-range plans to address staffing needs and begin adding fulltime staffing, starting with a fulltime Fire-EMS Chief.

OBJECTIVE 2: Improve internal communication and cooperation between the CWS-VFD and the City Council and Police Department of the City Cottonwoods Shores.

OBJECTIVE 3: Conduct a needs assessment of emergency voluntary staffing skills and develop short-range (3 to 5 years) improvement and training plan of all volunteers.

OBJECTIVE 4: Seek grant funding to replace aging equipment, gear, bunkers, and fire-fighting equipment.

OBJECTIVE 5: Develop and implement a Public Education Program to address the needs and expectations of the community.

OBJECTIVE 6: Strongly encourage a voluntary firefighter entry level physical ability test, reward existing volunteers to revalidate the physical ability test by June 30th of each calendar year.

OBJECTIVE 7: Create a new Interlocal Fire Suppression Services agreement with the City of Cottonwood Shores that sets annual mandated volunteer training and community education programs.

OBJECTIVE 8: Create continued education and training programs for fire, rescue, and hazardous materials training of all volunteers and annually require such training be certified by June 30th of each calendar year.

OBJECTIVE 9: Develop an annual joint emergency exercise (school bus accident, or hazardous waste spill, or multi- vehicle accident, or boating accident on Lake Marble Falls, etc.) and skills improvement program with city staff and Police Department and Fire-rescue Departments from Horseshoe Bay and Marble Falls.

OBJECTIVE 10: Develop a community fire prevention and facility safety inspection program for residents and businesses homes and buildings.

OBJECTIVE 11: Develop an apparatus and equipment maintenance program that addresses fire apparatus testing and maintenance, including, but not limited to pump testing and hose testing and tanks; repair and replace as needed.

Police Patrol, Crime Prevention, and Code Enforcement Services: Mission Statement: “The members of the Cottonwood Shores, Texas Police Department, are committed to excellence in all aspects of law enforcement, dedicated to the people, traditions, and diversity of our City, in order to protect life and property, provide a safe environment, prevent crime, and reduce the fear of crime, by providing firm but impartial service with fairness, understanding, and compassion, with the highest level possible of professional performance and training, with integrity, and with a total commitment to work cooperatively with the public to preserve peace in our community.”

The Cottonwood Shores is a full-time Police Department that currently consists of approximately five (5) certified officers and one (1) Chief of Police, responsible for: • Animal Control • Burn Permits • Code Enforcement • Community Patrol Operations and Building/Home Checks • Criminal Investigations • Evidence and Property Storage • Golf Cart (On-Road Use) Permitting • National Night Out • Neighborhood Watch Program • Traffic Control (Streets and Highway) • Volunteer Officer Program

The City made a major move forward provided a new home for the Police Department in a 2,184 sq. ft. modern and secure facility at 3807 Cottonwood Shores Drive in early 2020 (across from City Hall); set on a 10,000 sq. ft with extra visitor and storage parking and a two pen, covered and heated animal holding facility.

A large part of the mission and time spent by the Cottonwood Shores Police Department is to resolve problems, to reduce crime and the fear of crime, to provide a safe environment for our community, and to promote the responsibility of each individual in maintaining their own safety. The Department also emphasizes the role that community involvement can play in creating a safe environment. A lot of this program is to continually patrol and observe the city for possible code violations to prevent them or mitigate them quickly.

Figure 10.1 Police Department – 3807 Cottonwood Drive

The Police Department has been particularly quick to adopt new technology to help deter and respond to criminal incidents. Examples include in-vehicle lap top technology to help identify drivers, vehicle owners, or stolen vehicles, hand-held ticket writing units, and the use of social media to inform and connect with citizens and the business community. The Department has been focusing on developing partnerships with neighborhoods, businesses, schools, and other government agencies to improve their effectiveness. A variety of outreach programs help connect officers with the people they serve.

Police, Crime Prevention, Code Enforcement Objectives: OBJECTIVE 1: Undertake planning to address staffing needs, equipment, and vehicle needs for future growth of Cottonwood Shores over the next ten (10) years; develop a scheduled vehicle replacement plan and related funding needs budget.

OBJECTIVE 2: Consider creating community driven programs such as a Citizen Police Academy to assist in traffic and crowd control during festivals and special events, and an active Neighborhood Crime Watch Program to add additional eyes and ears in the community.

OBJECTIVE 3: Improve internal communication and cooperation between the CWS-VFD and the Police Department of the City Cottonwoods Shores.

OBJECTIVE 4: Solicit formal input from citizens and business owners regarding their belief of community safety issues.

OBJECTIVE 5: Create a formal policy and program for a Reserve Officer Program to help address the gap in staffing.

OBJECTIVE 6: Develop and implement a Public Education Program to address the needs and expectations of the community.

OBJECTIVE 7: Work with the Crime Control and Prevention District Board (CCPD) to determine the highest and best use of funds received from Sales Tax, as per State law including long term programs.

OBJECTIVE 8: Create continued State mandated education and training programs and annually required certifications; verify required training and certifications by June 30th of each calendar year.

OBJECTIVE 9: Develop an annual joint emergency exercise (school bus accident, or hazardous waste spill, or multi- vehicle accident, or boating accident on Lake Marble Falls, etc.) and skills improvement program with city staff, Police Department and Fire-rescue Departments from Horseshoe Bay and Marble Falls, and the Cottonwood Shores VFD.

OBJECTIVE 10: Develop a community safety inspection program for residents and businesses, homes and buildings.

OBJECTIVE 11: Greatly increase code enforcement efforts, focusing on unsafe junk and debris, junk vehicles, dilapidated fencing, and overall lot aesthetics.

OBJECTIVE 12: Increase efforts to remove abandoned and unsafe housing or buildings.

OBJECTIVE 13: Track accidents to identify streets and intersections with potential safety issues.

OBJECTIVE 14: Annually set goals for improvements in all areas in reports of crime incidents and State mandated reports.

OBJECTIVE 15: Track areas where increased traffic control (speeding, stop signs, etc.) may need to be increased to address safety concerns.

OBJECTIVE 16: Report areas or intersections that could candidates for additional safety control features or signage or additional street lighting.

OBJECTIVE 17: Consider standardizing future patrol vehicles as SUV type 4x4, because of city topo challenges and narrow street rights-of-way not being favorable to high-speed chases.

OBJECTIVE 18: Develop a voluntary police officer physical fitness program; reward officers for validation of health improvement each calendar year.

OBJECTIVE 19: Provide continual observation of city on a daily basis to avoid code violations from occurring over an extended period.

CHAPTER ELEVEN: RESILIENCE PLANNING RISKS: As has been described in previous chapters, the City provides basic city services including sanitation (both sewer and refuse), potable water, drainage, streets, meeting areas, fire department, police, EMS, and transportation. City contracts with service providers for electricity, gas, telephone, and cable television. Of these services, the City has control and is the primary provider for sewer collection, potable water, drainage, streets, meeting areas, and police. These City services are prone to certain risks. The causes of these risks include: weather (freezing, high temperatures, floods, violent storms), human intervention, land movements, fires, and chemical spills. The causes may also result from secondary impacts which includes: loss of electricity, inability to receive materials, supplies, or lack of backup equipment, inability 55 to perform human services, loss of communication, equipment failure, and debris or obstructions to needed pathways. This results in risks to the residents and businesses due to: • Loss of potable water • Inability to dispose of wastewater • Electrical outages • Transportation interference • Lack of Shelter

Risks Causes Causes Key Loss of Potable Water A,B,C,D,E,F,G,H,I,J,K,L,M,N,O A freeze Inability to dispose of wastewater A,B,C,D,E,F,G,H,I,J,K,L,M B high temps Electrical Outages A,B,E,F,G,K,L,M C loss of electricity Communication Disturbances A,B,C,D,E,F,G,I,K,L D supply of material Transportation Interference A,B,C,E,F,G,K,L,M,P E flood Shelter A,B,C,E,F,G,J,K,M F human intervention G land movement (Dist. Upset) H lack of personnel (training) I lack of backup J loss of online comm. Service K fire L equipment failure M violent storm N lack of raw water O chemical spills P debris, obstructions Table 11.1 Resilience Risks, Causes, and Cause Key Relationship

Objectives for Resilience Planning: For those services that the City controls, it is considered imperative to plan for future resilience which will result in overall sustainability. It is understood that impediments to this program will include the availability of financial resources, possible intrusion into private property, and legal ramifications. Nevertheless, this planning is considered essential and to that end, the following objectives have been defined.

OBJECTIVE 1: Work with the local agencies to help provide emergency services when beyond the control of the City.

OBJECTIVE 2: Purchase and install generators with adequate fuel storage to be used in emergencies. Table 11.2 shows specific recommendations for generators – Location/Ranking by Need/Comments Generator Location Ranking Rank Comments Water Plant 1 Highest Priority Portable Generators (2 have Lift Stations 2 generators now) 1st LS priority is LS #5 Police Department 3 Portable Generators Fire Department 4 Portable Generators Raw Water Intake 5 Portable Generators City Hall 6 Portable Generators 56

OBJECTIVE 3: Replace or provide shelters with insulation for heating/cooling at key equipment locations.

OBJECTIVE 4: Purchase portable generator(s) to be used during electrical outages at key locations.

OBJECTIVE 5: To the degree possible based on available resources, include equitable, acceptable, and engineered good practice measures for design enhancements to the City infrastructure, provide for redundancy of key operating equipment, maintain inventory of spare parts for key equipment, and provide for communication backup.

OBJECTIVE 6: Provide audible alarm system to alert citizens.

OBJECTIVE 7: Determine standard operating procedures and train city staff for key functions (e.g., emergency shutdown of water plant).

OBJECTIVE 8: Develop planning documents for drainage network, transportation network, evacuation, and crowd control. OBJECTIVE 9: Continue to add hydrants as well as exploring the use of dry hydrants.

OBJECTIVE 10: Put in place a communication warning plan with the following hierarchy; listing on internet site, telephone warning system, sign board, radio, tv, word of mouth.

OBJECTIVE 11: Implement an emergency communication system between police, volunteer fire department, city hall, mayor and city administrator. This is to be accomplished by police radio, land mobile radio, satellite phones, and/or citizen band radio.

OBJECTIVE 12: Continually review funding opportunities for resilience planning and sustainability including grants, cooperative agreements, state programs, federal programs, and local assistance.

CHAPTER TWELVE: IMPLEMENTATION SUMMARY The most crucial part of any Comprehensive Master Plan is the Implementation Strategy. This Chapter provides a Chapter-by-Chapter list of recommended key steps and actions to be taken to further the City of Cottonwood Shores priorities for the future. The proposed Objectives in each Chapter of the Plan are listed with suggested time frames. The governmental parties/partners that could/should play a role in each Objective are also listed.

It is important to note that cities that are most successful at achieving their long-term vision Objectives, establish a tradition and reputation for collaboration, partnership and accountability. In Cottonwood Shores, supportive, long-term relationships may stem from City Hall staff, but and must involve Cottonwood Shores City Council members, residents, businesses, non-profits, contracted labor partners, property owners and other local, regional, state and federal government agencies. Strong relationships lead to collaboration, which, in turn creates political will, opens up funding opportunities and creates a buzz in local, regional and state discussions. In pursuit of Cottonwood Shores goal of preserving and ensuring a high quality of life as it continues to evolve as an increasingly urbanized community, these partnerships will be vital for success.

Implementation of Objectives Implementation strategies for this Plan were identified, vetted and approved through a combination of methods aimed at gaining the highest possible level of public input and support. These methods included (with City Council participation) collaboration or action: • Grant writing, City Engineer, and contracted work element partners

• Review of best practices and Comprehensive Master Plans from other communities • Review, prioritization and consensus agreement with the City Council • Stakeholder interviews • Input and brainstorming with the public via public meetings, online surveys and individual discussions

The Implementation time matrix provides a complete list of action items, organized according to Chapter and priority/opportunity, with suggested time frame for action and the party or parties that will be responsible. Time frames are established to better schedule a particular implementation strategy since not all strategies can be implemented at once, or because the actions need to occur in a certain order to achieve efficiency and success. Time frames in the matrix have been generalized into three groups: • Short-Term – 0 – 2 Years • Mid-Term – 2 – 5 Years • Long-Term – 5+ years

To facilitate realization of community vision, the Comprehensive Plan must be fully implemented. In order to ensure an effective and efficient implementation, the creation of a Long-Range Master Plan Committee is recommended. The role of this group should be to annually review and report back to the City Council progress made on proposed Objectives in each Chapter of the Comprehensive Master Plan, as well as make recommendations for future updates to the Comprehensive Plan; at minimum it should be formally updated every five years.

Objectives Party in Charge Timing

EXECUTIVE OVERVIEW AND VISION STATEMENT: OBJECTIVE 1: Cottonwood Shores should be sustainable, and resilient City Mid Term over time, in terms of its residential areas, infrastructure, economy and resource use, to remain distinctive and appealing over time.

OBJECTIVE 2: Cottonwood Shores’ natural assets and open City Mid Term recreational spaces should be retained, protected, and maintained as valuable focal points for the community; preserve its open spaces, creeks, streams, parks and other natural areas.

OBJECTIVE 3: Cottonwood Shores should invest in infrastructure City Long Term and facilities to keep pace with the basic utility and transportation needs for residents and businesses, and provide for future growth.

OBJECTIVE 4: Cottonwood Shores should strive to become a City Long Term high-quality community in terms of its design, amenities and quality of life. This can be accomplished by attracting diverse businesses, a variety of housing, shopping, arts/culture, and recreational and entertainment choices to become a regional event and recreation destination.

OBJECTIVE 5: Cottonwood Shores should be a healthy and very City Short Term safe community, with regards to public safety, firefighting, and emergency services. This will provide an array of residential choices and commercial land uses.

OBJECTIVE 6: Cottonwood Shores should provide a variety of mobility City Mid Term options other than auto (such as walking and biking) by coordinating use patterns with its mobility network to minimize future traffic congestion.

Objectives Party in Charge Timing

OBJECTIVE 7: Cottonwood Shores should implement a priority matrix City Short Term list of action items, organized by category. Time frames should be established to schedule and fund particular actions. Since not all can be done at once, there is an overall order that should occur to achieve efficiency and success. Time frames in the matrix should generalized into three groups subject to workload and budget: • Short-Term – 0 to 3 Years • Mid-Term – 3 to 5 Years • Long-Term – 5 to 10 years

CHAPTER 1 – ECONOMIC DEVELOPMENT: OBJECTIVE 1: Diversify the local economic base to strengthen and City Short Term stabilize our ad valorem property tax base.

OBJECTIVE 2: Create quality working environments that foster an Business Mid Term attractive sense of place.

OBJECTIVE 3: Encourage a desirable, full-service array of retail City/Developers Long Term and service opportunities to strengthen our sales tax base.

OBJECTIVE 4: Create a broad range of housing alternatives for Developers Long Term employees, employers, and residents.

OBJECTIVE 5: Encourage dialogue between local colleges and universities. City/MFISD/Higher ED Long Term

OBJECTIVE 6: Reach out to private sector businesses and the City’s Business Short Term partner agencies to create learning and training programs that will develop a high-quality workforce.

CHAPTER 2 – ENVIRONMENTAL AND RESOURCE PROTECTION: OBJECTIVE 1: Create a “green footprint” map (showing areas within the City Long Term city and its ETJ that contain important limited resources and unique natural assets).

OBJECTIVE 2: Review zoning applications and design capital City Short Term infrastructure, to protect our natural resource amenities.

OBJECTIVE 3: Adopt and implement planning and development City Short Term practices that encourage public and private property owners to maintain, or even enhance the quality of the region’s air, aquifers, streams and lakes as important natural assets, focal points, and valuable amenities.

OBJECTIVE 4: Maximize our local stormwater management program City Short Term to protect our floodplain areas from surrounding development to preserve the natural resources as important amenities.

OBJECTIVE 5: Protect, enhance, and increase tree cover as new City Short Term development occurs, to maximize benefits that trees bring to the community, including reduced heat effect, improved air quality, aesthetics, and enhanced quality of life.

OBJECTIVE 6: Play a leadership role in the region’s efforts to maintain City/County/LCRA Mid Term and enhance air and water quality in the Hill Country region and protecting natural assets.

OBJECTIVE 7: Take advantage and protect the City’s existing natural areas City Short Term while promoting them as focal point.

Objectives Party in Charge Timing

OBJECTIVE 8: Provide alternatives to connect the areas, such as an City/Developers Mid Term increased hike and bike transportation system

OBJECTIVE 9: Partner with residential and business developers to add City/Developers Mid Term ribbon curbing, sidewalks, and landscaping elements to their new development.

CHAPTER 3 – INFRASTRUCTURE – DRAINAGE: OBJECTIVE 1: Reduce the existing potential for floodplain and storm water City Mid Term damage to public health, safety, life, property, and environment by careful planning and continued programs. OBJECTIVE 2: Promote equitable, acceptable, and legal measures for City Mid Term floodplain and storm water management. OBJECTIVE 3: Determine funding methods to help pay for the needed City Short Term drainage improvements, either as part of an Impact Fee or through a Municipal Drainage Utility System fee. OBJECTIVE 4: Regardless of the funding methods, the City needs to City Short Term immediately develop a City-Wide Drainage Master Plan with a primary objective of accomplishing cost-effectively improvements to manage flood or storm waters within tight budgeting constraints, so that conditions do not worsen as new and infill areas are developed – while evaluating and making conditions better in the areas of the City that are developed. OBJECTIVE 5: Many drainage projects need to be built to improve City Mid Term flood control, including channels, larger culverts, deepening of ditches, new drainage ditches, and detention features. OBJECTIVE 6: Address areas in need of maintenance or repair of existing City Long Term drainage structures. OBJECTIVE 7: Develop short term goals for constructing smaller projects City Short Term and a long-range plan for larger, more complex projects. OBJECTIVE 8: Maintain participation in the National Flood Insurance City Long Term Program and maintain strict floodplain management through the City Flood Damage Prevention Ordinance. OBJECTIVE 9: Require commercial and residential developers to comply City Short Term with City flood prevention requirements and detention guidelines (FEMA) for new development or construction, and as required by the Lower Colorado River Authority (LCRA).

CHAPTER 4 – INFRASTRUCTURE – STREETS: OBJECTIVE 1: Create a safe and efficient transportation system within the City Long Term City to strengthen all modes of transportation and thereby facilitate the improved flow of people, goods, and services. OBJECTIVE 2: Develop an inventory of existing roadway conditions, and City Short Term identification of issues concerning future maintenance challenges. OBJECTIVE 3: Maximize the capacity of the current transportation system City Long Term by making improvements within the existing right-of-way where possible. OBJECTIVE 4: Create aesthetically pleasing roadways with features City/Developers Long Term appropriate to the adjacent land use and the roadway type. OBJECTIVE 5: Construct new roadways so that it respects the natural City/Developers Long Term Environment. OBJECTIVE 6: Integrate land uses with the transportation system if possible. City/Developers Long Term

OBJECTIVE 7: Increase the interconnection of roads and trails as feasible. City/Developers Long Term OBJECTIVE 8: Design local neighborhood streets for safe, low speeds. City Long Term OBJECTIVE 9: Employ Transportation System Management (TSM) strategies City Long Term to maintain and/or improve mobility, which is a major part of urban planning and development. OBJECTIVE 10: Continue working with outside agencies to promote City/County/TxDOT/CAPCOG Long Term area and regional transportation improvements. OBJECTIVE 11: Require all new streets or street reconstructions to meet latest specifications regarding right-of-way width, paved street width, base and topping material, and ribbon curbing.

CHAPTER 5 – INFRASTRUCTURE – WATER/WASTEWATER UTILITIES: OBJECTIVE 1: Work with the LCRA to protect and enhance the quality, City/LCRA Long Term quantity, and availability of our surface water access and resources from Lake LBJ. OBJECTIVE 2: Promote equitable, acceptable, and engineered good City Long Term practice measures for design enhancements to the Utility Systems distribution infrastructure based on maintaining quality to existing areas and allowing for future growth. OBJECTIVE 3: Determine funding methods to pay for needed Utility City/Finance Advisor Short Term Systems improvements, as part of our Utility Billing System and as part of an Impact Fee; with tight budget restraints; it is critical that improvements are accomplished in an orderly manner based on engineered priority evaluation. OBJECTIVE 4: Annually audit the accuracy and effectiveness of the City Short Term water distribution’s metering system; include a sufficient budget each year to replace inaccurate or non-reading meters, correct problems with the current network as discovered such as replacement of old and undersized water mains, and planning to reduce any impacts as soon as possible. OBJECTIVE 5: Continue to evaluate system improvements such as City Long Term consideration of effectiveness and efficiency by using a fixed base (antenna read) water meter reading system to enhance system operations and immediately reporting of water leaks or inactive meter issues. OBJECTIVE 6: Budget and initiate based on needs from immediate to long-term improvements of the wastewater system. In some cases, this City Long Term may require annual updates and testing such as a wastewater system program of “smoke testing” program, at least 10% per year, to located needed repairs to gravity or forced main. This testing, along with replacement of incorrectly place system components such as manhole covers and drainage areas, should also consider infill and infiltration of rainwater or groundwater to the wastewater system to reduce the volume of wastewater volume sent to Horseshoe Bay for treatment. OBJECTIVE 7: Work closely with Horseshoe Bay to ensure capacity City/Horseshoe Bay Short Term availability and equitable costs. This should include programs such as effective tracking of monthly and annual volume for treated wastewater and accuracy of the metering system. OBJECTIVE 8: Provide trained and sufficient staffing to maintain the City Long Term water and wastewater distribution systems. This can be done in part by outsourcing but the City should strive to maintain sufficient capabilities to perform important tasks in emergencies.

OBJECTIVE 9: Continue the practice of contracting out the entire water City Long Term plant treatment process as long as the contracting service is cost effective versus full-time City staffing but maintain sufficient capabilities of City staff for emergencies to avoid complete reliance on uncontrolled staffing. OBJECTIVE 10: Annually review water and wastewater rates to justify City Long Term the rate structures. OBJECTIVE 11: Annually review budget for new water and wastewater City Long Term main line extensions and enlarging mains in order to continue future line improvements.

CHAPTER 6 – FUTURE LAND USE PLANS (FLUP) AND ZONING: OBJECTIVE 1: Encourage the most desirable, efficient use of land while City Mid Term maintaining and enhancing safety, compatibility, and local aesthetics. OBJECTIVE 2: Encourage a balance of land uses to serve the needs of City Long Term citizens and to ensure a diverse economic base while maintaining quality of life for residents. OBJECTIVE 3: Ensure that land use recommendations for development City Long Term and redevelopment respect environmental factors and support innovative design. OBJECTIVE 4: New growth should occur in such a way to meet the desires City Long Term for the future and need not conform to previous construction methods or ideas. Care must be taken to begin to protect areas of different zoning by providing buffer and transition areas. OBJECTIVE 5: The City should promote complimentary private and public City/Developers Long Term development so that the mixture is safe, aesthetically pleasing, and environmentally friendly. OBJECTIVE 6: The City must ensure adequate public facilities exist to City Long Term support new growth without negatively affecting the existing City. OBJECTIVE 7: Efforts must be made to strongly encourage a mix of housing City/Developers Long Term types and price ranges to meet diverse needs of different sectors of the City’s population, with an emphasis on the importance of owner-occupied housing. OBJECTIVE 8: Foster a greater cooperation/coordination between the City/County/State Long Term City, the County, and the State in planning, construction, and transportation efforts. OBJECTIVE 9: Continue to solicit citizen involvement with the interest of City Short Term all residents given priority in the development process. OBJECTIVE 10: Maximize the usage of public incentives and public/private financing tools. This could include Tax Increment Financing City Long Term Districts (TIF) and Public Improvement Districts (PID) to encourage economic and land use developments but should not be utilized unless of benefit to the City and residents. City Short Term Objective 11: Fiscal sustainability of Cottonwood Shores must a part of the consideration of any future Land Use decisions. Growth by minimum fiscal contribution (RV Parks, Concert Venues, etc.) will be avoided.

CHAPTER 7 – NEIGHBORHOODS AND HOUSING DESIGN: OBJECTIVE 1: Encourage a mixed income approach in affordable City/Developer Short Term neighborhoods, by using housing design, layout, and landscaping elements. OBJECTIVE 2: Require uniform housing maintenance to meet or exceed City/Developer Short Term defined standards through strong and consistent code enforcement practices.

OBBJECTIVE 3: Offer help through community help organizations, especially City/Developer Short Term for owners such a senior citizens and residents on fixed incomes. OBJECTIVE 4: Require diversity in housing designs and colors, requiring City/Developer Short Term designs and colors be separated by a minimum of three other home designs and colors; do not allow cookie sheet type development. OBJECTIVE 5: Encourage neighborhood boundaries; enhance the edges to City/Developer Short Term create a sense of “place” that is different from surrounding places through “streetscaping” and reinforce the feeling that one is leaving one place and entering another; use Neighborhood Entrance “Gateway” signage. OBJECTIVE 6: Sound urban design objectives should be applied to dictate City Short Term that the land and building uses need to be compatible with the local area and neighboring land use. Where reasonable and feasible take advantage of typical neighborhood buffering techniques, including increasing or decreasing zoning districts in moving from one neighborhood to another. OBJECTIVE 7: Mandate consistent enforcement of building codes; building City Short Term setbacks, easements, height regulations and compliance with local sanitation, safety, and welfare ordinances. OBJECTIVE 8: Require installation of street ribbon curbing and meandering City Short Term sidewalks (except in Ranch Style subdivisions) in new subdivisions. OBJECTIVE 9: Encourage use of unified high-quality vinyl fencing options, City Short Term to lower future maintenance costs and provide a true finished look on both sides of the fencing. OBJECTIVE 10: Develop a multi-season trail system that is safe, enjoyable, City Mid Term and accessible to the public with connections to neighborhood destinations. OBJECTIVE 11: Do not allow on-street parking or parking on the street City Short Term rights-of-way. OBJECTIVE 12: Undertake use of neighborhood-focused groups, along with City Short Term City Police Department, to create formal self-policing programs like Neighbor Watch, Neighborhood Clean-up Projects, and Neighborhood Block Parties. OBJECTIVE 13: Encourage investments and improvements that will maintain City Short Term and enhance property values; consider annually offering façade and landscape enhancement grants on a first come, first grant basis. OBJECTIVE 14: Encourage new developments to include small, highly City Short Term maintained, neighborhood “Pocket Parks.” OBJECTIVE 15: Work with local banks to encourage use of lower interest City Short Term loans for “first-time” home buyers. OBJECTIVE 16: Preserve natural “Green Space” areas such as drainage City Long Term areas, which can have a high ecological and recreational value, if maintained and promoted.

CHAPTER 8 – PARKS AND RECREATION: OBJECTIVE 1: The city should conduct frequent surveys of the City Short Term community’s degree of satisfaction with the available recreational facilities and develop priorities for improvement of existing and construction of new identified recreational facilities. • Goal: Begin planning to develop newly identified recreational needs • Goal: Identify existing recreational facilities that need repair, to be upgraded or replaced • Goal: Identify locations in existing parks where additional recreational opportunities can be constructed OBJECTIVE 2: The City should assess the need to provide opportunities for City Mid Term

special populations such as the elderly, the very young, and at-risk youth. • Goal: Design parks to address the needs of special populations, such as the elderly, and disabled • Goal: Identify and remove any barriers to access in existing parks • Goal: Provide passive low-impact recreation in new and existing parks OBJECTIVE 3: The City should develop open spaces and conservation areas City Short Term in accord with its land use plan. • Goal: Develop a network of trails to tie recreation areas together and to provide easy access for their users • Goal: Provide safe pedestrian access to recreation facilities • Goal: Utilize, as appropriate, utility rights-of-way, drainage areas, and reclaimable environmentally sensitive areas for trails, and greenbelts OBJECTIVE 4: The City should identify and designate areas that could be City Mid Term acquired or donated for future recreational development. • Goal: Identify and evaluate potential sites for future recreational facilities • Goal: Develop facilities in areas that are underserved and ensure equity in distribution with regard to population characteristics • Goal: Explore options for securing additional neighborhood park land and trails through developer dedication of lands or in lieu of fees OBJECTIVE 5: The City should identify and pursue various means of City Short Term securing grant funds to assist in the development of recreational resources. • Goal: Hold annual planning meetings with city groups representing recreational interests to assess their needs (T-Ball groups, Little League, Skateboarders, Boaters, etc.) • Goal: Seek opportunities for mobilizing the support of recreational interest groups to seek joint efforts to develop facilities for the area OBJECTIVE 6: The City should identify and pursue various means of City Short Term securing grant funds to assist in the acquisition of areas suitable as Open Space in each of its larger parks. • Goal: Administration should continually review possibilities of grants and review of releases by grants agencies • Goal: Develop low impact recreation in and near Open Spaces such as picnicking and birdwatching • Goal: Develop trails connecting and providing access to Open Space Areas • Goal: Seek partnerships with County Master Gardeners and County Master Garden/Naturalists to identify and prioritize areas that could be preserved as Open Space • Goal: Work with Park Committee to ensure all opportunities are considered

CHAPTER 9 – PUBLIC FACILITIES AND SERVICES: OBJECTIVE 1: Phase staffing and facility improvements in a conservative, City Long Term yet progressive schedule for maximum of limited revenue. OBJECTIVE 2: Capital improvements should be representative of City Long Term community goals and distributed throughout. OBJECTIVE 3: Phase in greatly needed water and wastewater main City Short Term improvements (Phases 1 & 2) as soon as possible, especially in neighborhoods on the north side of RM-2147, in order to meet TCEQ guidelines and anticipated growth. Phase 1 is already in process and scheduled for completion in late 2022; Phase 2 needs to be done as soon as funding is available. 64

OBJECTIVE 4: Utilize development agreements and incentive programs City/Developers Long Term such as Public Improvement Districts (PID) to make roadway, water, and wastewater improvements to Dogwood Lane and Drive and to Ridgeview Drive and for future utility and roadway improvements that will be required in newly annexed property next to the current corporate city limits to the extent possible. Where this does not provide an adequate return to the City, other options should be explored. OBJECTIVE 5: Utilize public/private grants, developer fees, developer City/Grants/Developers Long Term agreements, and funding to install water and wastewater improvements on the south side of RM-2147 to spur commercial, retail, and multifamily growth. OBJECTIVE 6: Seek grant funding to install an Outdoor Severe Weather or City/FEMA/TDEM Short Term Event Warning System (siren and voice type). OBJECTIVE 7: Ensure annual budget funding is appropriated as available to City Long Term properly maintain existing facilities. OBJECTIVE 8: Ensure annual budget funding is appropriated as available to City Long Term properly maintain and enhance landscaping of existing facilities, public areas and rights-of-way.

CHAPTER 10 – PUBLIC SAFETY – FIRE-RESCUE/EMS/POLICE Fire Fighting-Rescue and EMS Objectives: OBJECTIVE 1: Develop specific long-range plans to address staffing needs City/CWS-VFD Short Term and begin adding fulltime staffing, starting with a fulltime Fire-EMS Chief. OBJECTIVE 2: Improve internal communication and cooperation between City/CWS-VFD Short Term the CWS-VFD and the City Council and Police Department of the City Cottonwoods Shores. OBJECTIVE 3: Conduct a needs assessment of emergency voluntary staffing City/CWS-VFD/ Mid Term skills and develop short-range (3 to 5 years) improvement and training plan Public of all volunteers. OBJECTIVE 4: Seek grant funding to replace aging equipment, gear, CWS-VFD Short Term bunkers, and fire-fighting equipment. OBJECTIVE 5: Develop and implement a Public Education Program CWS-VFD/Public Short Term to address the needs and expectations of the community. OBJECTIVE 6: Strongly encourage a voluntary firefighter entry level CWS-VFD Short Term physical ability test, reward existing volunteers to revalidate the physical ability test by June 30th of each calendar year. OBJECTIVE 7: Create a new Interlocal Fire Suppression Services agreement City/CWS-VFD Short Term with the City of Cottonwood Shores that sets annual mandated volunteer training and community education programs. OBJECTIVE 8: Create continued education and training programs for fire, CWS-VFD Short Term rescue, and hazardous materials training of all volunteers and annually require such training be certified by June 30th of each calendar year. OBJECTIVE 9: Develop an annual joint emergency exercise (school bus City/CWS-VFD/ Short Term accident, or hazardous waste spill, or multi-vehicle accident, or boating Marble Falls/Horseshoe accident on Lake Marble Falls, etc.) and skills improvement program with Bay city staff and Police Department and Fire-rescue Departments from Horseshoe Bay and Marble Falls. OBJECTIVE 10: Develop a community fire prevention and facility safety CWS-VFD Short Term inspection program for residents and businesses homes and buildings. OBJECTIVE 11: Develop an apparatus and equipment maintenance CWS-VFD Short Term program that addresses fire apparatus testing and maintenance,

including, but not limited to pump testing and hose testing and tanks; repair and replace as needed.

Police, Crime Prevention, Code Enforcement Objectives: OBJECTIVE 1: Undertake planning to address staffing needs, equipment, City/Police Mid Term and vehicle needs for future growth of Cottonwood Shores over the next ten (10) years; develop a scheduled vehicle replacement plan and related funding needs budget. OBJECTIVE 2: Consider creating community driven programs such as a Police/CCPD Short Term Citizen Police Academy to assist in traffic and crowd control during festivals and special events, and an active Neighborhood Crime Watch Program to add additional eyes and ears in the community. OBJECTIVE 3: Improve internal communication and cooperation between City/Police CWS-VFD Short Term the CWS-VFD and the Police Department of the City Cottonwoods Shores. OBJECTIVE 4: Solicit formal input from citizens and business owners Police/CWS-VFD/Public/ Short Term regarding their belief of community safety issues. CCPD OBJECTIVE 5: Create a formal policy and program for a Reserve Officer Police Short Term Program to help address the gap in staffing. OBJECTIVE 6: Develop and implement a Public Education Program to Police/Public/CCPD Short Term address the needs and expectations of the community. OBJECTIVE 7: Work with the Crime Control and Prevention District Board Police/CCPD Short Term (CCPD) to determine the highest and best use of funds received from Sales Tax, as per State law including long term programs. OBJECTIVE 8: Create continued State mandated education and training Police Short Term programs and annually required certifications; verify required training and certifications by June 30th of each calendar year. OBJECTIVE 9: Develop an annual joint emergency exercise (school bus City/Police/CWS-VFD Short Term accident, or hazardous waste spill, or multi-vehicle accident, or boating Marble Falls/Horseshoe accident on Lake Marble Falls, etc.) and skills improvement program with Bay city staff, Police Department and Fire-rescue Departments from Horseshoe Bay and Marble Falls, and the Cottonwood Shores VFD. OBJECTIVE 10: Develop a community safety inspection program for Code Enforcement/Police Short Term residents and businesses, homes and buildings. OBJECTIVE 11: Greatly increase code enforcement efforts, focusing on Code Enforcement/Police Short Term unsafe junk and debris, junk vehicles, dilapidated fencing, and overall lot aesthetics. OBJECTIVE 12: Increase efforts to remove abandoned and unsafe housing Code Enforcement/Police Short Term or buildings. OBJECTIVE 13: Track accidents to identify streets and intersections with Police Mid Term potential safety issues. OBJECTIVE 14: Annually set goals for improvements in all areas in reports Police Short Term of crime incidents and State mandated reports. OBJECTIVE 15: Track areas where increased traffic control (speeding, Police Short Term stop signs, etc.) may need to be increased to address safety concerns. OBJECTIVE 16: Report areas or intersections that could candidates for City/Police Short Term additional safety control features or signage or additional street lighting. OBJECTIVE 17: Consider standardizing future patrol vehicles as SUV City/Police Short Term type 4x4, because of city topo challenges and narrow street rights-of-way not being favorable to high-speed chases. OBJECTIVE 18: Develop a voluntary police officer physical fitness City/Police Short Term program; reward officers for validation of health improvement each calendar year.

OBJECTIVE 19: Provide continual observation of city on a daily basis to Code Enforcement/Police Short Term avoid code violations from occurring over an extended period.

CHAPTER 11 – RELIENCE PLANNING OBJECTIVE 1: Work with the local agencies to help provide emergency City/County/ 0 - 3 services when beyond the control of the City. State/National OBJECTIVE 2: Purchase and install generators with adequate fuel storage City 0 - 3 fuel storage to be used in emergencies. OBJECTIVE 3: Replace or provide shelters with insulation for heating/cooling City 0 - 3 at key equipment locations. OBJECTIVE 4: Purchase portable generator(s) to be used during electrical City 0 - 3 outages at key locations. OBJECTIVE 5: To the degree possible based on available resources, include City 3 - 5 equitable, acceptable, and engineering good practice measures for design enhancements to the City infrastructure, provide for redundancy of key operating. equipment, maintain inventory of spare parts for key equipment, and provide for communication backup. OBJECTIVE 6: Provide audible alarm system to alert citizens. City 0 - 3 OBJECTIVE 7: Determine standard operating procedures and train city City 0 - 3 staff for key functions (e.g., emergency shutdown of water plant). OBJECTIVE 8: Develop planning documents for drainage network, City 3 - 5 transportation network, evacuation, and crowd control. OBJECTIVE 9: Continue to add hydrants as well as exploring the use of dry City 3 - 5 hydrants. OBJECTIVE 10: Put in place a communication warning plan with the City/County 0 - 3 following hierarchy; listing on internet site, telephone warning system, State/National sign board, radio, tv, word of mouth. OBJECTIVE 11: Implement an emergency communication system between City 0 - 3 police, volunteer fire department, city hall, mayor and city administrator. This is to be accomplished by police radio, land mobile radio, satellite satellite phones, and/or citizen band radio. OBJECTIVE 12: Continually review funding opportunities for resilience City On-going planning and sustainability including grants, cooperative agreements, state programs, federal programs, and local assistance.

Abbreviations and Acronyms: ADT Average Daily Traffic Count AUS Austin-Bergstrom International Airport (AUS) AVID High School Advancement Via Individual Determination programs BOA Board of Adjustment CCN Certificate of Convenience and Necessity (certified to provide water or wastewater) CCPD Crime Control and Prevention Districts (Local Government Code - Chapter 363) CIP Capital Improvement Programs CWS-VFD Cottonwood Shores-Volunteer Fire Department ETJ Extra-Territorial Jurisdiction (area of some control of unincorporated area adjacent to a city) FEMA Federal Emergency Management Agency FLUP Future Land Use Plans for Commercial, Retail, and Residential IDA International Dark Sky Association KCWSB Keep Cottonwood Shores Beautiful 67

KTB Keep Texas Beautiful LCRA Lower Colorado River Authority NFIP National Flood Insurance Program (NFIP) TDA Texas Department of Agriculture Tx-EDC Texas Economic Development Corporation Tx-EDT Governor's Office of Economic Development and Tourism

List of Figures: Figure 2.1 Typical Noise Levels – (pg. 15) Figure 3.1 Sample Flood Hazard Map (Refer to current FEMA maps for details) – (pg. 17) Figure 4.1 Primary Intercity Travel Traffic Counts (Source: Texas DOT - 2019) – (pg. 20) Figure 4.2 Desired Cross Section of RM-2147 in Cottonwood Shores – (pg. 21) Figure 4.3 Desired Cross Section of City Streets (Collector Street) in Cottonwood Shores – (pg. 21) Figure 4.4 Intercity Intersections with RM-2147 in Cottonwood Shores – (pg. 23) Figure 5.1 Area Map Showing Lake LBJ and Lake Marble Falls (pg. 27) Figure 5.2 Water Treatment Plant – 303 Hedges Drive (pg. 29) Figure 5.3 Water Tower – 208 Kings Way (pg. 30) Figure 5.4 Schematic of water treatment process (pg. 31) Figure 6.1 Future Land Use Plan (FLUP) (pg. 34) Figure 6.2 Cottonwood Shores City Limits and ½ Mile ETJ Map (pg. 36) Figure 7.1 Sample Rural Single Family (pg. 40) Figure 7.2 Sample Suburban Single Family (pg. 40) Figure 7.3 Sample Urban Multi-Family (pg. 41) Figure 8.1 Cottonwood Shores Park System (pg. 44) Figure 8.2 Sample Pocket Park Design (pg. 44) Figure 8.3 Sample Neighborhood Park Design (pg. 45) Figure 8.4 Sample Community Park Design (pg. 45) Figure 8.5 Aspen Park – 4101 Lakeview Drive (pg. 47) Figure 8.6 Boat Ramp – 3729 Lakeview Drive (pg.47) Figure 8.7 Community Park & Civic Center – 4111 Cottonwood Drive (pg.48) Figure 8.8 Nature Preserve – 1000 Dogwood Drive (pg. 48) Figure 8.9 Noah Thompson Park – 4131 Lakeview Drive (pg. 48) Figure 8.10 P-Squared Skate Park – 4121 Brookwood Drive (pg. 49) Figure 10.1 Police Department – 3807 Cottonwood Drive (pg. 54)

Informational Links: • Economic Development Chapter 1 – Regarding live-work-play focus, look at New Urbanism principles https://www.cnu.org/resources/what-new-urbanism • Infrastructure – Drainage – Chapter 3 - For the flooding and drainage infrastructure, look at https://www.sustainablesites.org/ and this could also be funded under TWDB SWIFT http://www.twdb.texas.gov/financial/programs/swift/index.asp • Infrastructure - Water/Waste Water Chapter 5 – For Green Infrastructure and water reuse concept, look into https://www.epa.gov/green-infrastructure/what-green-infrastructure • Infrastructure - Water/Waste Water Chapter 5 - One Water http://uswateralliance.org/one-water (there can be some state and national funding with this concept) • Infrastructure - Water/Waste Water Chapter 5 - Most of the ideas can be funded under the LCRA Incentives Grants at https://www.lcra.org/water/watersmart/firm-water-programs/

Tables: Table A Population Growth Estimate Chart (pg. 5) Table B Population Growth Estimate Graph (pg. 6) Table 4.1 2021 Traffic count results (pg. 20) Table 5.1 Existing water main inventory January 2021 (pg. 30) Table 5.2 Existing Wastewater Main Inventory – January 2021 (pg. 32) Table 11.1 Resilience Risks, Causes, and Cause Key Relationship (pg. 56) Table 11.2 Generator Location, Ranking by Need, and Comments (pg. 56)