Spring Branch Management District Comprehensive Plan 2015 - 2030

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REIMAGINE SPRING BRANCH SPRING BRANCH MANAGEMENT DISTRICT COMPREHENSIVE PLAN 2015 - 2030

AUGUST 2015 SPRING BRANCH MANAGEMENT DISTRICT COMPREHENSIVE PLANNING COMMITTEE BOARD OF DIRECTORS 2015 C. David Schwab Position 1: C. David Schwab Thomas Sumner Position 2: Thomas Sumner Victor Alvarez Position 3: Catherine Barchfeld-Alexander Dan Silvestri Position 4: Sherri Oldham Patricia Maddox Position 5: Victor Alvarez Jason Johnson Position 6: Mauricio Valdes Rino Cassinelli Position 7: Dan Silvestri John Chiang Position 8: Patricia Maddox Position 9: David Gutierrez SPRING BRANCH MANAGEMENT DISTRICT STAFF Position 10: Jason Johnson David Hawes Position 11: Rino Cassinelli Josh Hawes Position 12: Vacant Kristen Gonzales Position 13: John Chiang Gretchen Larson Alice Lee

SPRING BRANCH MANAGEMENT DISTRICT PLANNING CONSULTANTS SWA Group DHK Development Traffic Engineers, Inc.

2 CONTENTS

1.0 Introduction 9 1.1 District Vision + Purpose 11 1.2 Comprehensive Plan Components 12 1.3 How to Use this Comprehensive Plan 13 2.0 Infrastructure 15 2.0 Introduction + Methodology 16 2.1 Existing Conditions 20 2.1.1 Roadway Quality 20 2.1.2 Public Utilities 22 2.1.3 Drainage 28 2.2 Known Proposed Interventions 31 2.2.1 ReBuild Houston 31 2.2.2 Capital Improvements 32 2.3 Future Unknown and Recommendations 33 2.4 Strategies for the Future 35 2.4.1 Advocate for Projects 35 2.4.2 Engage with Development 37 2.4.3 Drainage Partnerships 38 2.4.4 LID/Green Infrastructure 39

Spring Branch Management District Comprehensive Plan 2015-2030 3 3.0 Land Use 41 3.0 Introduction + Overview + Methodology 42 3.1 Existing Conditions 46 3.1.1 Current Land Use 46 3.1.2 Residential 50 3.1.3 Commercial 52 3.1.4 Industrial 54 3.1.5 Institutional / Education 56 3.2 New Development 58 3.2.1 Known Proposed Projects 58 3.2.2 Opportunity Sites 60 3.3 Growth Trends 62 3.3.1 Development Growth Path 62 3.3.2 Land Use Patterns of Change 64 3.3.3 Corridor Use 72 3.4 Land Use Scenarios 74 3.4.1 Land Use Opportunities + Constraints 74 3.4.2 Land Use Decision Tree 76 4.0 Mobility 81 4.0 Introduction + Methodology 82 4.1 Existing Conditions 85

4 4.1.1 Streets and Roadways 85 4.1.2 Transit 90 4.2 Known Proposed Interventions 94 4.2.1 Streets and Roadways 94 4.2.2 Transit 96 4.3 Future Unknown and Recommendations 98 4.4 Strategies for the Future 100 5.0 Public Realm 107 5.0 Introduction + Methodology 108 5.1 Parks 110 5.1.1 Existing Conditions 110 5.1.2 Strategies for the Future 116 5.2 Off-Street Trails [Off Street Trails+Tributaries+CenterPoint Easement] 118 5.2.1 Existing Conditions 118 5.2.2 Strategies for the Future 120 5.3 On-Street Bike Lanes 122 5.3.1 Existing Conditions 122 5.4 Esplanades + Sidewalks 126 5.4.1 Existing Conditions 126 5.5 Proposed Public Realm Plan 130 5.5.1 District + Regional Connectivity 130

Spring Branch Management District Comprehensive Plan 2015-2030 5 6.0 Implementation 133 6.0 Introduction + Methodology 134 6.1 Action Priority 136 6.1.1 Infrastructure Improvements 138 6.1.2 Community Stabilization + Enhancement 140 6.1.3 Economic Development Tools 142 6.1.4 Long Point Corridor Transformation 146 6.1.5 Street Network Multi-Modal Design + Capacity 148 6.1.6 Transit 150 6.1.7 Bikeways 154 6.1.8 Parks + Trails 156 6.2 Implementation Steps 160 6.2.1 Infrastructure Improvements 162 6.2.2 Community Stabilization + Enhancement 163 6.2.3 Economic Development Tools 164 6.2.4 Long Point Corridor Transformation 165 6.2.5 Street Network Multi-Modal Design + Capacity 167 6.2.6 Transit 168 6.2.7 Bikeways 170 6.2.8 Parks + Trails 171

6 7.0 Appendix 7.1 District Vision Statement 7.2 Economic Baseline Summary 7.3 Precedents Initiatives Analysis 7.4 Comp Plan Community Engagement Strategy 7.5 SBMD Past Accomplishments (2006-2015) 7.6 Workshop + Community Meeting Summaries 7.7 SBMD Inventory Mapping

NOTE: Data sets, tables and illustrations The Planning Team started the process of creating the Comprehensive Plan in 2012, and developed its components over the two and a half year duration of the planning study, which concluded in mid-2015. The information presented in the Comprehensive Plan is a combination of public domain and proprietary data. It has been updated to 2015, where updated data is available. For the purposes of future updates, it should be assumed that the Comprehensive Plan’s data baseline is 2015, unless otherwise indicated.

Spring Branch Management District Comprehensive Plan 2015-2030 7 8 1.0 INTRODUCTION 1.0 INTRODUCTION

1.1 DISTRICT VISION + PURPOSE

1.2 COMPREHENSIVE PLAN COMPONENTS

1.3 HOW TO USE THIS COMPREHENSIVE PLAN

Spring Branch Management District Comprehensive Plan 2015-2030 9 1.0 INTRODUCTION

OVERVIEW

As the Spring Branch Management District (the District) initiates its engaged the District’s Board of Directors, key business leaders new fifteen-year service plan in 2016, it is well prepared to address and stakeholders, and the community as a whole to formulate an the future of the area it serves. Over a two year period, the District integrated set of strategies that together comprise a flexible action has been hard at work to reimagine Spring Branch through a plan to guide Spring Branch in the future. This document is the comprehensive planning process. The process has been led by the product of and summarizes the two-year effort. Going forward, the Comprehensive Plan Sub-Committee of the Spring Branch Board document will serve as a ready reference tool and provide actionable and has engaged a broad constituency of the community. A series strategies for near term and long term economic development of workshops, town hall meetings, and extensive interviews have initiatives to be carried forward by the District.

Esplanades in Spring Branch as a means of branding the District

10 1.1 DISTRICT VISION + PURPOSE

DISTRICT VISION

The District’s vision for the future reflects the opportunities and typically provided by management districts in Texas, including challenges of this vibrant and expansive area. The vision seeks to security, identity, and beautification (see Appendices for the District’s capitalize on the strengths of Spring Branch, both in its history as accomplishments). In the up-coming service plan for SBMD 2016 a vibrant community in proximity to a big city and its present and – 2030, the Board of Directors determined that it could and should evolving future as a community ringed and served by major job continue with these core services but should also expand these centers that are robustly mixed-use, and distinctly urban in character. with important economic development initiatives. This document, The vision recognizes the market dynamics that are and will continue “Reimagine Spring Branch,” informs and provides the details for shaping the District. More importantly, it recognizes the opportunities the up-coming service plan for the District. In most respects, this the District has to proactively partner with private and public entities document can be viewed as an appendix to the new and forth- to address and enhance the economic development and quality of coming Service Plan 2016-2030. life of the Spring Branch community (see Appendix 7.1 District Vision Statement). NOTE: Data sets, tables and illustrations PURPOSE The Planning Team started the process of creating the Comprehensive Plan in 2012, and developed its components over the two and a half year duration of the planning study, The Comprehensive Plan’s primary purpose is to provide a blueprint which concluded in mid-2015. The information presented in for action. As stewards and advocates for Spring Branch, the Spring the Comprehensive Plan is a combination of public domain and Branch Management District occupies a unique position to preserve, proprietary data. It has been updated to 2015, where updated data is protect and enhance the assets of the District through insight available. For the purposes of future updates, it should be assumed and forethought. While the District has some fiscal limitations, it that the Comprehensive Plan’s data baseline is 2015, unless possesses the means, the opportunity and the ability to leverage its otherwise indicated. resources to target critical objectives to effect positive change in its service area. The Comprehensive Plan is intended to provide Spring Branch Management District with the blueprint for these actions.

A secondary purpose of the Comprehensive Plan is to provide Spring Branch Management District (SBMD) with the inputs for statutory compliance. As a management district created by the State of Texas, SBMD is required by law to have in place a service plan to guide the activities of the District and that the service plan be periodically up-dated. The District has excelled at providing the core services

Spring Branch Management District Comprehensive Plan 2015-2030 11 1.2 COMPREHENSIVE PLAN COMPONENTS

The use of the term “comprehensive plan” for this document speaks alone or in partnership with other entities. These functional areas of to the broader mandate the Spring Branch Management District influence include (ordered alphabetically): Infrastructure, Land Use, Board seeks in its new service plan. It should not be confused Mobility, and Public Realm. The sections that follow in this document with the type of comprehensive plan that is routinely produced by describe each of these functional components in detail, including municipalities in support of promulgated policies to comply with state existing conditions and opportunities for the future. “Section 6 law. The planning components that are included in this plan include Implementation” sets out the priority actions to achieve the key those critical functions where Spring Branch Management District opportunities represented by each component. has the ability to influence and effect positive change, whether acting

SECTION 2: SECTION 3: LAND USE SECTION 4: MOBILITY SECTION 5: PUBLIC REALM INFRASTRUCTURE Land Use refers to the categories of Mobility refers broadly The Public Realm refers to Drainage, sewer and water use to which lands are put, both public to “connectedness” of a all publically-owned land constitute the underground and private. The uses of private lands community and how people including but not limited systems that sustain and reflect the dynamics of the market and goods move through to the street and drainage support the community, place. Generally, this is understood as the transportation system rights of way, easements, particularly new growth and to how and the manner in which the represented by highways, parks, and schools. It redevelopment. In Spring market place values any one particular thoroughfares, local streets, is in the Public Realm Branch, these systems are land parcel in terms of its highest and sidewalks, and trails. For the that the Spring Branch either inadequate or have best use for a given purpose. This is purposes of “Reimagining Management District has reached their life cycles particularly true in un-zoned cities like Spring Branch” it also the greatest opportunity and require replacement. Houston where the public regulation includes public transit. A to make improvements. As with Mobility, fully of land is indirect. Spring Branch safe, convenient, efficient Such improvements can functional Infrastructure Management District possesses and connected transportation be made directly and systems are a primary economic and quality of life tools to network is a primary / or through strategic objective of the Spring help influence the optimization of land objective of the Spring partnerships with other Branch Management use in terms of land use patterns and Branch Management District. units of government. District. character, especially at the local, subdistrict level.

12 1.3 HOW TO USE THIS COMPREHENSIVE PLAN

HOW TO USE THIS GUIDE

The reader should use this document for both reference purposes and long term strategies to be undertaken by the District in support and to gain an understanding of the priority strategies to be of the vision for Spring Branch. undertaken by the Spring Branch Management District. Its audience References are made throughout this document to “Spring is intentionally broad, and includes the Board, the Spring Branch Branch,” “Spring Branch Management District,” and “District.” Community at large, and those who are interested in Spring Branch These references are intended to have the same meaning and to and its future. As an appendix to the Spring Branch Management be interchangeable. Periodic up-dates to this document will be District Service Plan 2015 – 2030, this document provides useful necessary. These may include updates to key metrics like population background information and facts about the Spring Branch area. and demographics, land use, mobility and infrastructure. The District These are organized by the four (4) functional planning components will also want to benchmark important accomplishments in its near described above. It includes a reference section to resource term strategies and to update and fine tune others that may be information prepared by others and used in the preparation of this ongoing. The District’s website will provide a ready portal as and report. “Section 6 Implementation” identifies and describes near term when this report is refreshed with those updates.

CenterPoint Trail Concept Enhanced Drainage Channel Concept

Spring Branch Management District Comprehensive Plan 2015-2030 13

2.0 INFRASTRUCTURE 2.0 INTRODUCTION + METHODOLOGY 2.1 EXISTING CONDITIONS 2.1.1 ROADWAY QUALITY

2.1.2 PUBLIC UTILITIES

2.1.3 DRAINAGE

2.2 KNOWN PROPOSED INTERVENTIONS

2.2.1 REBUILD HOUSTON

2.2.2 CAPITAL IMPROVEMENTS

2.3 FUTURE UNKNOWN AND RECOMMENDATIONS

2.4 STRATEGIES FOR THE FUTURE

2.4.1 ADVOCATE FOR PROJECTS

2.4.2 ENGAGE WITH DEVELOPMENT

2.4.3 DRAINAGE PARTNERSHIPS

2.4.4 LID / GREEN INFRASTRUCTURE

Spring Branch Management District Comprehensive Plan 2015-2030 15 2.0 INTRODUCTION + METHODOLOGY

INTRODUCTION

One of the key aspects for the future growth and development been developed. Many roadways and related utilities have begun in and around Spring Branch will be the ongoing work to renew to reach the end of their useful life or are undersized for current and upgrade the local infrastructure to meet the needs of current demand. Given the scope of the challenge and the size of the residents and support the demands placed on the area by the District, strategies to support areas of development growth, enhance future growth. Feedback on critical issues such as drainage, partnerships, and maximize coordination and investment will be roadway quality, and other utilities has been a common theme in required to meet the region’s infrastructure needs. the interaction with the community as the comprehensive plan has

Example of a substandard street New, higher-density development in Spring Branch

16 Spring Branch offers some relatively large parcels that are highly attractive for redevelopment

Spring Branch Management District Comprehensive Plan 2015-2030 17 2.0 INTRODUCTION + METHODOLOGY

METHODOLOGY

Renewing infrastructure to meet current and future demands is with funding being one of the biggest challenges. As many of the not a unique challenge to the Spring Branch area. Government local neighborhoods in Spring Branch were developed in the 1970s agencies and community groups including the City of Houston, and before (areas shown in green in Figures I-1 and I-2 below), they Harris County Flood Control and local Tax Increment Reinvestment are often over 40 years old and the infrastructure needs are greater. Zones (TIRZs) are looking for ways to improve local infrastructure, The approach for the Spring Branch Comprehensive Plan provides a

Figure I-1: Age of Improvements (Residential) (Source: HCAD)

18 current assessment of major public infrastructure including roadways, which is actively reviewing Spring Branch infrastructure needs on drainage facilities and utilities. It also identifies current approaches many corridors and in several neighborhoods. Coordinating and and projects that are underway to upgrade infrastructure in the leveraging these investments will be critical to meet the area’s needs. area. These are often tied to the timeline and funding availability of programs like the City of Houston’s ReBuild Houston Program,

Figure I-2: Age of Improvements (Commercial) (Source: HCAD)

Spring Branch Management District Comprehensive Plan 2015-2030 19 2.1 EXISTING CONDITIONS 2.1.1 Roadway Quality

EXISTING PAVEMENT CONDITIONS

Example of deteriorating pavement Example of local ponding and poor drainage

Roadways are one of the major infrastructure investments for any In general, low pavement condition ratings can indicate poor region. In Houston, they play a critical role in mobility and also serve drainage and related aging infrastructure that may not meet current to support the drainage system, particularly during high intensity rain COH standards for new roadway development. In addition, higher events. Poor pavement quality is discussed in the Mobility section of rated segments may have individual locations that are poor and in this report as it impacts the safety, quality, and efficiency of people’s need of local improvement such as concrete panel replacement. ability to move around Spring Branch. Pavement condition assessments plays a critical role in the prioritization of roadways for improvements and reconstruction in Figure I-3 shows the current pavement quality based on City of programs such as Rebuild Houston. Additional inputs to the process Houston (COH) surveys taken in 2011 (neighborhood streets) and include traffic counts, 311 calls (where citizens can report issues 2013 (major thoroughfares). The condition ratings are relative in that such as potholes), and safety (number and severity of crashes). the pavement in poorest condition in the City is rated “low” and the medium rating is in the “middle” of the range of quality. Therefore, even medium rated pavement can be in poor condition in places but is not rated low overall because there are roadway segments that are worse.

20 COH PAVEMENT QUALITY RATING ASSESSMENT

F H T

GESSNERDR

U R

S B

T A Pavement Condition Rating

O N

N K W TIDWELL RD E S

R (City of Houston PW&E) CEBRA ST CEBRA

B L TANNER RD V Pavement ConditionD Rating ¤£290 High (Good Quality) Medium-High Medium

PINEMONT DR Medium-Low W T Low (Poor Quality)C JE S PINEMONTS DR S T E Spring Branch ManagementR District B L Freeway or Tollway V D Major Thoroughfare W 43RD ST

CLAY RD

D Mile V 0 ¼ ½ L 1 ¯

ROSSLYN RD

T A

W HEMPSTEAD RD

K EMP ODD R WO W 34TH ST

ANTOINE DR

HOLLISTER ST

CAMPBELL RD

D D

R M 8 R A )" E

K L N C

G G

O N U

L I

A M

B L

R B

LY BLVD MER HAM

DACOMA RD

LONG POINT RD

W 18TH ST WIRT WIRT RD

NPOST OAK RD

BRITTMOORE RD BRITTMOORE WESTVIEW DR 610 B ¨¦§ UN

SILBER RD

L R

D OLD KATY RD KATY RD

WILCREST

P ECHO 10

I I ¨¦§ N N

E SS RD SS

Y DR LN R

D DR N IAL VO MEMOR Figure I-3: COH Pavement Quality Rating (Source: COH)

Spring Branch Management District Comprehensive Plan 2015-2030 21 2.1 EXISTING CONDITIONS 2.1.2 Public Utilities

WATER

Fire hydrant and water valve Water lines in Spring Branch East

Adequate water supply is important to support continued southeast area of the District, with many lines over 50 years of age, development. Spring Branch is outfitted with an extensive water often assumed to be outside of their useful lifespan. supply system, shown in Figure I-4.

While age is not the only factor in the ability of the system to THERE ARE OVER 330 MILES OF WATER SUPPLY effectively meet water demands, it can be indicative of overall system MAINS WITHIN THE SPRING BRANCH DISTRICT condition and capacity. Aging water mains can also be more prone to breaks, inconveniencing residents and businesses alike. The ages Source: SWA of water lines in Spring Branch are shown in Figure I-5. The majority of water lines in Spring Branch have been installed in the previous 30 years. There are pockets, particularly in the

22 WATER LINE SIZE

F H

A ESSNER DR

U R

B S Water Supply A T T

O N

N K W TIDWELL RD

PressureJ Main Size S

E CEBRA ST CEBRA

D S

TANNER RD T

Water Line SizeE R

4" or less L £290 V ¤ D 4.01" to 10" 10.01" to 16"

16.01" to 36"W ONT DR PINEM T 36.01" to 84" C J

S PINEMONTS DR E S T Spring Branch ManagementE District R Freeway or Tollway B L V Major Thoroughfare D W 43RD ST

CLAY RD Mile D 0 ¼ ½ V 1 ¯ L

ROSSLYN

T A

W HEMPSTEAD RD RD

K EMP D DR WOO W 34TH ST

ANTOINE DR

HOLLISTER ST

CAMPBELL RD

MA R

)"8 E

N L

GU G

D N

R I

B K

R C

L A

L LY BLVD B MER HAM

DACOMA RD

LONG POINT RD

W 18TH ST WIRT WIRT RD

NPOST OAK RD

WESTVIEW DR BRITTMOORE RD BRITTMOORE 610 B ¨¦§ U

SILBER RD N

L L

R OLD KATY RD KATY RD D

P ECHO

O 10

I I § N ¨¦ N

E SS RD SS

Y LN R L DR D ORIA VO MEM Figure I-4: Waterline Size (Source: COH)

Spring Branch Management District Comprehensive Plan 2015-2030 23 2.1 EXISTING CONDITIONS 2.1.2 Public Utilities

WATER LINE AGE

F H

A ESSNER DR

U R

B S Water Supply A T T

O N

N K W TIDWELL RD

PressureJ Main Age S

E CEBRA ST CEBRA

D S

TANNER RD T

Water Line AgeE R

1 to 10 YearsL £290 V ¤ D 11 to 30 Years 31 to 50 Years

51 to 95 YearsW ONT DR PINEM T No Data C J

S PINEMONTS DR E S T Spring Branch ManagementE District R Freeway or Tollway B L V Major Thoroughfare D W 43RD ST

CLAY RD Mile D 0 ¼ ½ V 1 ¯ L

ROSSLYN RD

T A HEMPSTEAD RD W

K EMP D DR WOO W 34TH ST

ANTOINE DR

HOLLISTER ST

CAMPBELL RD

MA R

)"8 E

N L

GU G

D N

R I

B K

R C

L A

L LY BLVD B MER HAM

DACOMA RD

LONG POINT RD

W 18TH ST WIRT WIRT RD

NPOST OAK RD

WESTVIEW DR BRITTMOORE RD BRITTMOORE 610 B ¨¦§ U

SILBER RD N

L L

R OLD KATY RD KATY RD D

P ECHO

O 10

I I ¨¦§ N N

T E

LN SS RD SS

Y R L DR D ORIA VO MEM Figure I-5: Water Line Age (Source: COH)

24 WASTEWATER

Sewer Manhole Wastewater lines in Spring Branch West Adequate wastewater pipeline facilities, or sanitary sewers, are also a prerequisite for development. Spring Branch features a well- THERE ARE OVER 270 MILES OF WASTEWATER GRAVITY development wastewater system as shown in Figure I-6. MAINS WITHIN THE SPRING BRANCH DISTRICT Older sewer lines that may require renewal or replacement can Source: SWA cause challenges for a community. Figure I-7 shows the age of sanitary sewer lines in Spring Branch. As shown, older sanitary sewers exist primarily in the southern part of the District. This aligns with many of the areas that are seeing the most redevelopment pressure in Spring Branch and will be important to continue to monitor as development continues.

Spring Branch Management District Comprehensive Plan 2015-2030 25 2.1 EXISTING CONDITIONS 2.1.2 Public Utilities

WASTEWATER LINE SIZE

F H T

GESSNERDR

U R

S B

T A

WastewaterS Lines

O N

N K W TIDWELL RD E S

R Size CEBRA ST CEBRA

B L TANNER RD V Wastewater ForceD Mains ¤£290 0 - 10 11 - 18 19 - 30 31 - 48 PINEMONT DR W T Watewater Gravity MainsC JE S PINEMONTS DR S 0 - 10 T E R B 11 - 18 L V 19 - 30 D W 43RD ST 31 - 48

CLAY RD 49 - 108

Spring BranchL Management District

ROSSLYN RD Freeway or ATollway G

N Major ThoroughfareO T A

W HEMPSTEAD RD Miles 0 0.25 0.5 1 ¯ KE MPW ODD R O W 34TH ST

ANTOINE DR

HOLLISTER ST

CAMPBELL RD

D D

R M 8 R A )" E

K L N C

G G

O N U

L I

A M

B L

R B

LY BLVD MER HAM

DACOMA RD

LONG POINT RD

W 18TH ST WIRT WIRT RD

NPOST OAK RD

BRITTMOORE RD BRITTMOORE WESTVIEW DR 610 B ¨¦§ UN

SILBER RD

L R

D OLD KATY RD KATY RD

P ECHO 10

I I ¨¦§ N N

E SS RD SS

LN R

D IAL DR VO MEMOR Figure I-6: Wastewater Line Size (Source: COH)

26 WASTEWATER LINE AGE

F H

A ESSNER DR

U R

B S Wastewater Lines A T T

O N

N K W TIDWELL RD

J Age S

E CEBRA ST CEBRA

D S

TANNER RD T

Wastewater LineE Age R

1 to 10 YearsB L £290 V ¤ D 11 to 30 Years 31 to 50 Years

51 to 95 YearsW ONT DR PINEM T No Data C J

S PINEMONTS DR E S Spring Branch ManagementT District E R Freeway or Tollway B L V Major Thoroughfare D W 43RD ST

CLAY RD D V

ROSSLYN RD

T A HEMPSTEAD RD W Miles 0 0.25 0.5 1 ¯ K EMP D DR WOO W 34TH ST

ANTOINE DR

HOLLISTER ST

CAMPBELL RD

MA R

)"8 E

N L

GU G

D N

R I

B K

R C

L A

L LY BLVD B MER HAM

DACOMA RD

LONG POINT RD

W 18TH ST WIRT WIRT RD

NPOST OAK RD

WESTVIEW DR BRITTMOORE RD BRITTMOORE 610 B ¨¦§ U

SILBER RD N

L L

R OLD KATY RD KATY RD D

P ECHO

O 10

I I ¨¦§ N N

E SS RD SS

Y LN R L DR D ORIA VO MEM Figure I-7: Wastewater Line Age (Source: COH)

Spring Branch Management District Comprehensive Plan 2015-2030 27 2.1 EXISTING CONDITIONS 2.1.3 Drainage

DRAINAGE

Managing the runoff from the intense rain events characteristic of the Houston region is an ongoing challenge for the entire city. Inadequate drainage leads to flooding which can cause damage to property and make an area unsuitable and unattractive for development. Stormwater runoff from developed land is collected by streets, roadside ditches or other detention areas and conveyed to storm sewers, drainage channels, and eventually to the bayous. Proper sizing of the conveyance facilities is required to prevent flooding. Where capacity for additional flow is not available, water must be detained and released gradually to avoid overwhelming the channels and bayous. Open ditch drainage along Witte Road Figure I-8 shows the existing FEMA floodplain area in Spring Branch. Flood plain areas are primarily along channel E115-00-00 which is a branch off of White Oak Bayou. Figure I-8 also shows the location of properties that have been acquired by Flood Control largely due to repetitive flood damage. These may represent a potential area for future detention facilities. Figure I-9 shows a more detailed map of flood/drainage impacts including all of the reported flooding issues in the area as well as a ponding assessment for rain events. The darker purple/red areas typically represent existing regional detention areas in Spring Branch. In the early 2000s, the City of Houston completed a Area Watersheds Comprehensive Drainage Study that recommended numerous SPRING BRANCH IS SPLIT BETWEEN THE WHITE OAK improvements to the storm drainage system including sizing of BAYOU AND BUFFALO BAYOU WATERSHEDS local storm sewer pipes. These recommendations factor into the prioritization of projects identified through ReBuild Houston (page Source: SWA 31).

28 DRAINAGE MAP

E100-00-00 E100-00-00 Floodplain and

DrainageVictor Dr E101-22-00

E121-01-00 S y E121-01-03

E240-00-00 E121-00-00

Fairbanks N Houston Rd Victory Dr Water Features

E121-01-01 Natrual Channel E117-09-00 W Little York Rd Manmade ChannelRd Carver

E118-03-00 W Little York Rd HCFCD-Owned Parcels

E117-05-00

Floodways h

E117-10-00

W167-04-05 E118-05-00 a

E119-00-00 t 07-00 Floodplain 100y l e

TC Jester Blvd

E117- y

Floodplain 500y E116-05-04 S E118-00-00 t Spring Branch Management District Freeway or Tollway E116-02-00 E117-00-00

C Cunningham Rd Cunningham

E117-04-00 Major Thoroughfare e

r W Tidwell Rd a

S W Tidwell R E116-05-00

d t Tanner E117-06-00

W167-01-00 £290 ¤ E116-01-00

W167-04-06 Campbell Rd E116-06-00 E115-04-00 Pinemont Dr

E116-00-00 Miles

Hollister 0E100-00-000.25 0.5 1 ¯

E107-00-00 E115-07-01 E115-03-00

Hempstead Hwy E115-11-00 E115-04-02

E115-12-00

W167-04-00 d W 43rd St

E115-07-00 R

e A

n E115-06-00

o i d Clay Rd v i l

B n

Gessner Dr

D a

r g Brittmoore Rd Brittmoore n o t a

W E115-09-00 E115-00-00 W167-04-04 E115-02-00 Kempwood Dr E115-05-00 W

34 E W140-06-01 th W167-04-08 W l St l

M T B

E115-08-00 l n

d 8 J u

)" e d W167-04-07 m W140-06-00 s R

E109-00-00 e k

r c o

l B

a lv E110-00-00 d Bl E110-02-00 E E107-00-00 T Hammerly C J es te Dacoma St r W140-13-00 B lvd

W140-11-00 Long Point Rd W 18th St

Wirt Rd Hempstead Hwy

W140-01-06 W167-00-00 W140-01-06.2 W140-01-06.1

W140-00-00 W140-04-00 W156-02-02 Westview W167-04-01 W138-02-00 N Post OakRd W137-03-00 W167-04-02 W156-02-01 W137-00-00 W138-00-00 610 W156-00-00 ¨¦§ Westview

Silber

W140-01-05 W140-01-00 W156-02-00 W140-02-00 10 ¨¦§ W140-01-01 r

Memorial D 1-00-00 W151-04-00 Figure I-8: Drainage Channels, FEMA Floodplains and Flood ControlW15 Properties (Source: HCFCD)

Spring Branch Management District Comprehensive Plan 2015-2030 29 2.1 EXISTING CONDITIONS 2.1.3 Drainage

FLOODING MAP

Cole Creek Brickhouse Gully Brickhouse

White Oak Bayou Turkey Creek

Buttermilk Creek

Newman Branch

Spring Branch

RUMMEL CREEK

Briar Branch

Figure I-9: Reported flooding and flood damage (Source: COH & HCFCD)

30 2.2 KNOWN PROPOSED INTERVENTIONS 2.2.1 ReBuild Houston

REBUILD HOUSTON

Figure I-10: ReBuild Houston drainage projects (green), study areas (purple), and candidates Figure I-11: ReBuild Houston street projects (green), study areas (purple), and candidates (blue) (blue) (Source: City of Houston) (Source: City of Houston)

ReBuild Houston is the City of Houston’s process for identifying are many projects underway or planned in the Spring Branch area and prioritizing street and drainage projects for eventual inclusion including projects or pre-engineering assessments of most of the in the 5-year Capital Improvement Program. Candidate projects major north-south corridors including Gessner, Campbell, Bingle, are evaluated based on the needs they address and advanced if Wirt, Antoine and Silber. There are also several neighborhood rated highly enough compared to other candidate projects. The City projects looking at both street and drainage improvements. Typically, process works to analyze major thoroughfares and neighborhood corridors are assessed in the 5-year period prior to when they would streets to align capital project funding focused on a “worst first” be considered for inclusion in the 5-year CIP. Therefore, most of the prioritization based on issues such as pavement quality, roadway projects identified in pre-engineering here would be constructed in capacity, drainage issues, mobility, safety and benefit to the largest the FY2020-2024 CIP budgets. number of affected citizens. As shown in Figures I-10 and I-11, there

Spring Branch Management District Comprehensive Plan 2015-2030 31 2.2 KNOWN PROPOSED INTERVENTIONS 2.2.2 Capital Improvements

CITY OF HOUSTON CAPITAL IMPROVEMENT PROGRAM

Current and Recent Infrastructure-Related CIP Projects Project Est. Completion Tanner Road Paving: Gessner to Campbell 2015 NSR 465: Frontier, Tilson, Derrik area 2014 Kempwood Sidewalks: Hollister to Bingle 2013 Brittmoore Paving & Drainage: Hammerly to Clay 2014 Long Point Paving & Drainage: Pech to Hollister 2014 Long Point Overlay: Gessner to Hempstead 2014 NSR 449: Shady Villa, Glosridge, Larston areas 2014 Gessner Paving & Drainage: Long Point to Neuns 2016 NSR 435A: Stebbins area 2013 NSR 456: Mapleton area 2015 Storm Drainage System: Binglewood 2016 Drainage and Paving: Spring Shadows (North) 2017 Wirt Road Drainage and Paving: I-10 to Long Point 2015 WMR: Spring Shadows, Witte, Peppermill areas Not Available

NSR: Neighborhood Street Reconstruction WMR: Water Main Replacement Note: Intended for general reference only. List may not be complete. Figure I-12: CIP Projects (Source: COH). (Also see Figure L-15 on pg. 63) Refer to City of Houston published CIP documents for complete project information. The ReBuild Houston process helps prioritize the City of Houston five-year list of Source: City of Houston Capital Improvement Program 2014-2018 and upcoming infrastructure reconstruction projects across the City, some of which 2013-2017 include street, drainage, and utility improvements in Spring Branch. Primary Table I-1: Current and Recent Infrastructure-Related CIP Projects emphasis is placed on achieving a state of good repair. As this process is relatively new, projects currently in the CIP were developed based on the previous approach used by the City of Houston. Recent, current, and upcoming projects with confirmed funding timelines in Spring Branch are shown in Figure I-12 and identified in the Table I-1 at right.

32 2.3 FUTURE UNKNOWN AND RECOMMENDATIONS

DEVELOPMENT AND REDEVELOPMENT While trends in Spring Branch development and redevelopment manage this growth. This will be a critical role played by the City indicate particular areas of higher activity, future shifts in these but SBMD should assess opportunities to help facilitate regional trends will change the demands on infrastructure within the District. improvements. It will be important to manage infrastructure needs in order to also

F H F H T

GESSNERDR

A A ESSNER DR

O O

I I

U R U R

S B

B E S

T A Pavement Condition Rating Water Supply S A T T

O N

T O N

N K E W TIDWELL RD N K W TIDWELL R S D

R (City of Houston PW&E) PressureJ Main Age

S CEBRA ST CEBRA

R E N

D ST CEBRA B

D S

L V TANNER RD T

D TANNER RD Water Line AgeE Pavement Condition Rating R

B High (Good Quality) 1 to 10 YearsL £290 £290 V ¤ ¤ D Medium-High 11 to 30 Years Medium 31 to 50 Years

51 to 95 YearsW PINEMONT DR Medium-Low W PINEMONT DR T T Low (Poor Quality)C No Data C J JE PINEMONTS DR E S PINEMONTS DR S S T T E Spring Branch ManagementE District Spring Branch ManagementR District R B B L Freeway or Tollway Freeway or Tollway V L V D D Major Thoroughfare Major Thoroughfare W 43RD ST W 43RD ST

CLAY RD CLAY RD Mile D D Mile 0 ¼ ½ V 1 ¯ V L 0 ¼ ½ L 1 ¯ B

ROSSLYN RD

A A

G G

N N O O T T A A

W HEMPSTEAD RD HEMPSTEAD RD

KE KE MPWOOD D R MPW OD DR W 34TH ST O W 34TH ST

ANTOINE DR

HOLLISTER ST

ANTOINE DR

HOLLISTER ST

CAMPBELL RD

D D

MA D R R M R

8 8 E A )" E )"

K N

L L N C GU

G G G

O D N U

L N I

R I

A M

L K

B R C

L A

L VD LY BLVD LY BL MER B MER HAM HAM

DACOMA RD DACOMA RD

LONG POINT RD LONG POINT RD

W 18TH ST W 18TH ST

WIRT WIRT RD WIRT WIRT RD

NPOST OAK RD

BRITTMOORE RD BRITTMOORE WESTVIEW DR WESTVIEW DR BRITTMOORE RD BRITTMOORE 610 610 B B ¨¦§ ¨¦§ U UN

SILBER RD

SILBER RD N

K K

E E

R R

D OLD KATY RD KATY RD OLD KATY RD KATY RD

WILCREST D D

P ECHO LN

ECHOLN

10 O 10

O P

I I I I ¨¦§ ¨¦§ N N N N

T E T E

R Y

D DR R N D R L L IA D IA VOSS RD VOSS EMOR OR M RD VOSS MEM Figure I-13: Infrastructure and areas of development activity

Current development/ redevelopment hot-spots

Spring Branch Management District Comprehensive Plan 2015-2030 33 2.3 FUTURE UNKNOWN AND RECOMMENDATIONS

DEVELOPMENT AND REDEVELOPMENT

E100-00-00 E100-00-00 Floodplain and

DrainageVictor Dr E101-22-00

E121-01-00 S y E121-01-03

E240-00-00 E121-00-00

Fairbanks N Houston Rd Victory Dr Water Features

E121-01-01 Natrual Channel E117-09-00 W Little York Rd Manmade ChannelRd Carver

E118-03-00 W Little York Rd HCFCD-Owned Parcels

E117-05-00

Floodways h

E117-10-00

W167-04-05 E118-05-00 a

E119-00-00 t

Floodplain 100y l

TC Jester

E117-07-00 y

Floodplain 500y E116-05-04 S E118-00-00 t Spring Branch Management District

F H

Blvd E116-02-00

A ESSNER DR

O 7-04-00 3 Freeway or Tollway E100-00-00 I

E117-00-00 U R

C Cunningham Rd Cunningham

B E100-00-00 Floodplain and S e Wastewater Lines E11 A Major Thoroughfare T T

b O N

r N K IDWELL R a W T D

E101-22-00 J Age Drainageicto r S W Tidwell Rd V r D R S y E

S ST CEBRA E116-05-00

E121-01-00 N ell S W Tidw R D

E117-06-00 d t E121-01-0 Tanner TANNER RD T E240-00-00 E121-00-00 E Fairbanks N Houston Rd Wastewater Line Age Water Features R W167-01-00 Victory Dr 1 to 10 YearsB L 290 Natrual Channel £290 V ¤ D £ E121-01-01 ¤ E116-01-00

11 to 30 Years E117-09-00 W167-04-06rk Rd Campbell Rd Manmade ChannelRd Carver W Little Yo E116-06-00 31 to 50 Years E115-04-00 Pinemont Dr E118-03-00 W Little York Rd HCFCD-Owned Parcels E116-00-00 Miles 51 to 95 YearsW

Hollister PIN MONT DR E117-05-00 E 0E100-00-000.25 0.5 1 ¯ T W No Data C J

Floodways h S PINEMONTS DR E

E117-10-00

e S T E107-00-00 Spring Branch Management District E115-03-00 W167-04-05 E115-07-01 E118-05-00 a E

E119-00-00 t R

Hempstead Hwy Floodplain 100y l e B TC Jester Blvd Freeway or Tollway

y L E117-07-00 E115-11-00 V

E115-04-02 S D E115-12-00 Floodplain 500y E116-05-04 E118-00-00 t Major Thoroughfare W167-04-00 d W 43rd St E115-07-00 R Spring Branch Management District W 43RD ST

e A

t E116-02-00 n E115-06-00

o CLAY RD i Freeway or Tollwayd Clay Rd v D i l

B E117-00-00 n V

B L

e C Cunningham Rd Cunningham

Gessner Dr B

e ROSSLYN RD E117-04-00 D Major Thoroughfarea

b A

r g

r Brittmoore Rd Brittmoore n G o a W Tidwell Rd t N

S W Tidwell R a E116-05-00 O

d t T E117-06-00 W Tanner A

E115-00-00 W E115-09-00 HEMPSTEAD RD W167-01-00 E115-02-00 W167-04-04 Miles

E115-05-00 0 0.25 0.5 1 ¯ Kempwood£ 290Dr ¤ E116-01-00 K W EMP DR 34 E WOOD W140-06-01 W167-04-06 Campbell Rd th W 34TH ST W167-04-08 W l St l

ANTOINE DR E116-06-00 M E115-04-00 T HOLLISTER ST B

CAMPBELL RD

C E115-08-00 Pinemont Dr l n

v E116-00-00 Miles D g

d 8 J MA

R u Hollister

)" e d E100-00-00 0 0.25 0.5 m 1 ¯ W167-04-07 8 E W140-06-00 s )"

R N L

E109-00-00 e

k G

r D

I o R

E107-00-00 l M

E115-03-00 B

E115-07-01 B K a lv R

Hempstead Hwy E110-00-00 d C Bl

D O

E115-11-00 E110-02-00 E107-00-00 L

E115-04-02 E A

E115-12-00 T L Hammerly C LY BLVD J B MER W167-04-00 e d s HAM W 43rd St te

E115-07-00 Dacoma St

R r W140-13-00

e A B l lvd DACOMA RD n

n E115-06-00

o i d Clay Rd v i l

B n

Gessner Dr oint Rd W 18th St ng P D W140-11-00 Lo a

r g LONG POINT RD Brittmoore Rd Brittmoore n W 18TH ST Wirt Rd o Hempstead Hwy t

W140-01-06 W167-00-00 W140-01-06.2 a W140-01-06.1

W W140-00-00 E115-09-00 E115-00-00 W140-04-00

W167-04-04 W156-02-02 E115-02-00 WIRT WIRT RD E115-05-00 Westview -04-01 Kempwood Dr W138-02-00 N Post OakRd W167 W

3 W137-03-00 E 4 NPOST OAK RD W140-06-01 th W167-04-08 W l W167-04-02 St l WESTVIEW D

a R BRITTMOORE RD BRITTMOORE

M W156-02-01 W137-00-00 W138-00-00 T 610 B

W156-00-00 a

E115-08-00 l n ¨¦§ v

Westview g 610 d

J 8 Silber B

u W140-01-05 )" e ¨¦§ d U m W167-04-07 W140-01-00 SILBER RD W140-06-00 s N R

t K

E109-00-00 e k

r c

o l

W156-02-00 B

a W140-02-00 lv

E110-00-00 d L

Bl L E110-02-00 R E107-00-00 OLD KATY RD KATY RD

10 E D Hammerly ¨¦§ W140-01-01 T C P Je ECHO LN s O 10 te P Dacoma St I r I § D ¨¦ l N ia r N W140-13-00 Memor

T Blv E Y

d R L DR W151-04-00 D ORIA

VOSS RD VOSS MEM W151-00-00

W140-11-00 Long Point Rd W 18th St

Wirt Rd Hempstead Hwy

W140-01-06 W167-00-00 W140-01-06.2 Figure I-13 continued:W140-01-06.1

W140-00-00 W140-04-00 W156-02-02 Infrastructure and areas of Westview W167-04-01 W138-02-00 N Post OakRd development activity W137-03-00 W167-04-02 W156-02-01 W137-00-00 W138-00-00 610 W156-00-00 ¨¦§ Westview

Current development/ Silber W140-01-05 W140-01-00

redevelopment hot-spots W156-02-00 W140-02-00 10 ¨¦§ W140-01-01 r Memorial D

W151-04-00 W151-00-00

34 2.4 STRATEGIES FOR THE FUTURE 2.4.1 Advocate for Projects

ADVOCATE AND PLAN FOR REBUILD HOUSTON PROJECTS

CIP Projects (2015-19) Pre-engineering Projects (2020-24) Future Candidates (Post-2024)

Figure I-14: ReBuild Houston Projects, Study Areas, and Future Candidates

Existing CIP projects to improve Long Point Road near Bingle corridors in the area. The majority of east-west corridors have much Road, Tanner Road west of Hempstead, and Gessner Road north of better pavement condition and lower overall traffic volumes than Long Point are underway or planned for near term implementation. the north-south streets and have not been identified as near term The COH has also been relatively comprehensive in identifying priority areas. In addition, several neighborhood (e.g., Campbell thoroughfares for needs assessment pre-engineering, the first steps Woods on Hammerly) and drainage projects are on the CIP and in assessing a project for funding through the ReBuild Houston other areas are identified for the needs assessment pre-engineering program. These corridors include most of the major north-south process.

Spring Branch Management District Comprehensive Plan 2015-2030 35 2.4 STRATEGIES FOR THE FUTURE 2.4.1 Advocate for Projects

ADVOCATE AND PLAN FOR REBUILD HOUSTON PROJECTS

Houston Mobility: Northwest Study DRAFT 75

EXISTING CONDITIONS: FUTURE CONDITIONS: W 43rd Street Existing Lanes 4 MTFP Designation T-4-70; T-4-90/100 W.Jester TC

E. TC Jester TCE. Existing Counts Range 11,800-15,300 Future Volume Range 17,000-32,000 Key Factors Shepherd Antoine US 290 Right-of-Way 60’-100’ Proposed MMC Suburban Ave/Blvd Ella [ Median/CTL/Undivided Median/CTL Median/CTL/Undivided Median/CTL

Existing Condition Identified Needs Future Vision W 43rd Street is a Major Thoroughfare that transitions Comments received during the public input portion of this As W 43rd Street grows and redevelops under the between three road designs, and from 100’ to 80’ of study identified a desire to slow traffic down, especially in classification of a Suburban Avenue & Suburban Boulevard, ROW as it moves east/west. Starting at US-290, 43rd the areas near the school. Residents expressed that they its different cross sections will adjust accordingly. The is a 4-lane road with a median and bike lanes on both were open to options such as speed bumps, midblock road could potential remain 4-lanes with 80-100’ of ROW directions of travel. As it moves past TC Jester, the bike crossings for pedestrians, and even a four-way stop light and add/drop a median based on this allowance. Where lanes drop off. Past Apollo Street the median drops off. that would be active during the start and end of school medians are present, pedestrian refuges should be installed. The corridor is primarily residential with small segments hours. A below-grade crossing at the bridge at TC Jester These should be implemented near schools as a priority. of commercial/retail development. From Oak Forest Drive for the multi-use trail was another idea expressed by The bicycle lane should be extended east of TC Jester to the to Ella Boulevard, there is a center turn lane instead of a residents. Other concerns raised involved intersections existing bike lane on Crosstimbers. This will accommodate median. that needed improvement for pedestrian crossings- those traveling to the school and the White Oak Bayou Trail. especially at the intersections with Oak Forest Drive and A High Frequency Transit facility is recommended for the Ella Boulevard. corridor. Possible Option(s):

Pedestrian Bike Travel Travel Travel Travel Median Bike Pedestrian Zone Lane Lane Lane Lane Lane Lane Zone Pedestrian Travel Travel Travel Travel Pedestrian Zone Lane Lane Lane Lane Zone

*Recommended High Frequency Transit & Bike Facility. BIke Route may be warranted where ROW is constricted between Ella and Shepherd. However, further evaluation for desired level of saftey should be evaluated. Figure I-15: Example of City Mobility Study Recommendations SBMD can advocate for additional corridors and neighborhoods drainage issues. The volume of project pre-engineering work to be prioritized to be included in the needs assessment so that presents an opportunity to coordinate with the COH on mobility preliminary work can begin. This may include the remaining planning for the area to help define and coordinate the multi-modal sections of Long Point east and west of Bingle, east-west corridors needs for each corridor aligned with the District’s overall mobility where drainage is an issue or where they approach Hempstead and infrastructure goals. Road, and several neighborhoods that exhibit poor pavement and

36 2.4.2 Engage with Development

SUPPORT INFRASTRUCTURE IMPROVEMENTS IN HIGHEST POTENTIAL REDEVELOPMENT LOCATIONS

Figure I-16: Westchase District is covered by Chapter 380 Agreements

SBMD can be a facilitator for the creation of financing districts such and investors, as well as provide project support to help accelerate as Chapter 380 Agreements, Enterprise Zones, and Tax Increment projects that are deemed to be highly desired or of significant Reinvestment Zones (TIRZs). Recently, City of Houston has slowed economic benefit. Since 2010, the City of Houston has used 380s the number of TIRZs creations and has been focusing on other to support projects that are viewed to stimulate development. tools such as 380 Agreements (380s). By serving as facilitator, These agreements have been with property owners, developers SMBD can support necessary improvements and help guide new and management districts, including the Westchase District and development/redevelopment to specific locations. This approach the Energy Corridor District. 380s provide an avenue to accelerate can also promote specific types of development/redevelopment funding of infrastructure projects that a special district may have by establishing guidelines on development, open space, and in its long range or capital improvement plan and agreed to landscaping. by the City including roadway reconstruction, pedestrian and Chapter 380 of the State of Texas Local Government Code allows bikeway enhancements, transit centers, and related utilities and Texas cities to make loans or grants of city funds to developers infrastructure.

Spring Branch Management District Comprehensive Plan 2015-2030 37 2.4 STRATEGIES FOR THE FUTURE 2.4.3 Drainage Partnerships

FACILITATE PARTNERSHIPS FOR COORDINATED/CENTRALIZED DETENTION

Figure I-17: Drainage Areas as Public Amenities

One of the challenges of the higher intensity development in the such as Harris County Flood Control District to create coordinated District will be managing the need for drainage facilities. Some of centralized detention supporting multiple developments. In some this could be mitigated by incorporating more low impact and green locations, areas of concentrated home buyout programs due to infrastructure directly into future projects (see 2.4.4), but with the repetitive flood impacts, such as that managed by HCFCD, can increased intensity of development, additional infrastructure will likely create locations for future detention or retention facilities. Through be needed. SBMD can serve a role in partnering or coordinating careful design, these projects can also serve as public amenities for with developers, local TIRZs, and agencies managing stormwater trails, open space, sports fields, and playgrounds.

38 2.4.4 LID/Green Infrastructure

LOW IMPACT/GREEN INFRASTRUCTURE STANDARDS

SMBD can work to encourage development in the area to utilize low impact development (LID) for infrastructure projects and to enhance green infrastructure. Low impact development represents a set of tools and techniques for stormwater management through more natural design to infiltrate, filter, store, evaporate, and detain runoff closer to its source. This can slow down the flow of water into bayous and improve overall water quality as well as increase natural habitat. Low impact development techniques include bioswales, rain gardens, permeable pavement and other surfaces and integrated local and regional detention. Bioswale When done well, these types of projects can also become attractive amenities, improving the aesthetic appeal for the region and the quality of life for local residents. SBMD can develop or adopt existing guidelines to support LID enhancing green infrastructure. By thinking about some of these stormwater treatment strategies as green infrastructure that plays a role in economic development, pedestrian realm improvements, and mobility, the District can support additional goals of its comprehensive plan while addressing major areas of infrastructure investment. Rain Gardens

Permeable Pavement

Spring Branch Management District Comprehensive Plan 2015-2030 39

3.0 LAND USE 3.0 INTRODUCTION + OVERIVEW + METHODOLOGY 3.1 EXISTING CONDITIONS 3.1.1 CURRENT LAND USE 3.1.2 RESIDENTIAL 3.1.3 COMMERCIAL 3.1.4 INDUSTRIAL 3.1.5 INSTITUTIONAL / EDUCATION 3.2 NEW DEVELOPMENT 3.2.1 KNOWN PROPOSED PROJECTS 3.2.2 OPPORTUNITY SITES 3.3 GROWTH TRENDS 3.3.1 DEVELOPMENT GROWTH PATH 3.3.2 LAND USE PATTERNS OF CHANGE 3.3.3 CORRIDOR USE 3.4 LAND USE SCENARIOS 3.4.1 LAND USE OPPORTUNITIES + CONSTRAINTS 3.4.2 LAND USE DECISION TREE

Spring Branch Management District Comprehensive Plan 2015-2030 41 3.0 INTRODUCTION + OVERVIEW + METHODOLOGY

OVERVIEW

Land use, demographics and development patterns are critical typically involves guiding and making public investments. It is components that will shape the future of Spring Branch. It is also very important that the decisions made to exert this influence important to study these components and understand how specific further the District’s stated vision (community benefits). That is, implementation strategies can influence the growth and change that they are supported by transparent, openly stated policies. in Spring Branch and expand the options the District may have in This section reviews land uses and current trends to 2040 in the achieving specific outcomes. Many municipalities manage growth District and considers scenarios that might lead to alternative and and change of land uses through traditional tools, including zoning. broad outcomes in the land use characteristics of the District. The Although the District does not possess traditional land use controls, Implementation section at the end of this report provides specific the need to influence land use is no less paramount to the extent recommendations in the form of near-term (~6 years) actions that that there are specific community benefits that will accrue through the District should take to achieve more certain qualitative and this influence. This influence can take a range of forms but most quantitative outcomes, including but not limited to land use.

Single-Family homes in Spring Branch Spring Branch is a dynamic retail market as evidenced by turn-over in business establishments

42 Informal Activities along Long Point Westway Park Class A Office Buildings at Clay Rd. and Beltway-8

Ultimately, the goal is to foster economic development through usher in a commercial, mixed-use economic force of enormous economic stability, high employment and sustainable growth. The potential value and benefit to the District. There are several areas of District is recognized for its strategic location, relative affordability, opportunity to be addressed in the short and medium terms: good educational institutions, diverse housing stock, growing • Redevelopment of dilapidated apartment complexes that retail market and existing multi-family complexes and industrial have discouraged investment into high quality housing; tracts, both of which are reservoirs of land highly suitable for redevelopment. Enhancing these attributes is a key objective of • Diversification of residential product types and encouraging the comprehensive plan. Economic development allows for a affordable homes; competitive advantage in productivity, innovation and new business • Expansion of local services created by new roof tops and a start-ups. Today, Spring Branch is not known for a particular industry new demographic; sector nor as a significant employment center. However, there are an • Creation of a Spring Branch “town-center”; array of land use and development trends emerging in the District • Land use conversion of industrial / vacant parcels to new which have the potential to accentuate and accelerate positive office commercial / mixed-use development; and, economic change. Trends include: emerging small businesses; an • Re-purposing of old industrial tracts with rail network in the improving school district; the introduction of Class A office buildings Hempstead / US 290 Corridor. on Beltway-8; big-box and up-market retailers on I-10; and, a stable residential market in its interior and redeveloping residential market particularly in its east sector. In the future, the US 290 Corridor will

Spring Branch Management District Comprehensive Plan 2015-2030 43 3.0 INTRODUCTION

METHODOLOGY

Understanding factors that may affect land use development over projected 2040 land use will yield sparse commercial along Gessner, time is vital to the District. The ‘decision-tree’ is a planning tool that Long Point and Clay and mixed use will in-fill tracts along the east can be used to simulate scenarios. It maps scenarios based on and west corridors. If however, ‘Scenario A’ and “Scenario B’ were certain targeted trends and interventions. Since it is a visual tool, the to occur in place of the Trend Scenario in the subsequent second information is more accessible and easier to understand. Figure L-2 and third line, the land use trend, over time, may result in quite a and Figure L-3 were prepared by H-GAC and illustrate the current different outcome. The objective of this tool is to give the District land use and the 2040 measured / projected land use, respectively. options to consider which strategic action (if all, some or none) will The first line in Figure L-1 graphically represents the proposed Trend make the greatest land use impact and promote the best socio- between 2010 and 2040. For example, if no concerted action(s) is economic outcome over time that are consistent with the District’s taken (ie: coordinated private and public capital project investment) vision. Exhibited at the end of this Land Use section are 2010 - 2040 to alter land use, land use changes will evolve in a linear trajectory scenarios for Spring Branch. from the land use patterns that are evident today. That is, the

‘Decision Tree’ Scenario Description/ Intervention SCENARIOS DESCRIPTION INTERVENTIONS/ ACTIONS

Projected Land Use based No Intervention, as projected via EXISTING on Current Conditions current conditions Projected Employment Growth 2012-2017 Drainage + street improvements along A Capital Improvement Projects major arterial roads that support new PROJECTED PROJECTED LAND USE commercial development NEW SF EMPLOYEES Industrial/ Flex 143,182 1,632,045 Accelerated change in areas without deed Medical Office 154,903 1,688,807 Deed Restricted Residential restrictions and preservation of residential Areas + Corridor Development Multifamily Apt 737,209 675,414 B areas with deed restrictions; Change in (Private Development/ New homeownership demographic drives Office 394,130 8,309,772 Employment Centers) demand for commercial services + Retail 61,873 1,255,409 potential mixed use along corridors TOTAL/AVG 1,491,297 2,221 Table L-1: Refer to Illustration I ‘Decision Tree’

44 2010 EXISTING LANDUSE IN HYPOTHETICAL AREA 2020 2030 2040 TREND TREND TREND SCENARIO ‘A-1’ SCENARIO ‘A-2’ SCENARIO ‘A-3’

Legend

SB Management District Residential Commercial Residential Mixed Use Sparse Commercial Corridor Commercial Transit System Major Commercial Node Community Center Node SCENARIO ‘B-1’ SCENARIO ‘B-2’ High-Density Mixed Use

Figure L-1: ‘Decision Tree’ Methodology; Refer to Table I for ‘Scenario’ Description

Spring Branch Management District Comprehensive Plan 2015-2030 45 3.1 EXISTING CONDITIONS 3.1.1 Current Land Use

CURRENT LAND USE [2010]

2010 Population: 105,392

Figure L-2 (Source: HGAC)

46 PROJECTED LAND USE [2040]

2040 Population: 192,300

Figure L-3 (Source: HGAC)

Spring Branch Management District Comprehensive Plan 2015-2030 47 3.1 EXISTING CONDITIONS 3.1.1 Current Land Use

LAND USE SUMMARY

290 290 BELTWAY-8 BELTWAY-8

I-10 I-10

290 1 COMMERCIAL: 2 RESIDENTIAL: Retail Corridors Core Area

290 290 BELTWAY-8 BELTWAY-8 BELTWAY-8

I-10 I-10 I-10 INDUSTRIAL: CIVIC/ EDUCATION: 3 Edges 4 Nodes or Places Figure L-4

LAND USE/ PROPERTY BUILDING AREAS LAND AREA LAND AREA TOTAL APPRAISED UNITS AVERAGE VALUE/ The current land use shows TYPE (SQ FT in 000s) (SQ FT in 000s) (ACRES) VALUE (in 000s) UNITS a clear pattern of delineation. Single Family Detached 33,186.0 174,365.8 4,002.9 $2,850,226.4 18,262 $156,074 Commercial activity occurs along Single Family Attached 404.0 1,462.2 33.6 $22,710.2 161 $141,057 major thoroughfares. Residential Single-Family Total 33,590.0 175,828.0 4,036.0 $2,872,936.6 18,423 $155,943 areas are clustered in the center Multi-Family 19,218.1 28,061.8 644.2 $495,746.2 19,718 $25,142 of the District. Industrial tracts Commercial* 50,343.8 172,356.8 3,956.7 $2,309,121.8 1,996 $4,132,908.0 appear on the edges along major Vacant Land ------51,508.3 1,182.5 $152,649.1 1,965 $77,684 freeways and civic institutions Utilities and Easements 4.4 5,588.9 128.3 $9,589.3 53 $180,930 are dispersed throughout Spring Exempt Total 1,827.8 50,945.5 1,169.5 $1,577.5 415 $3,801 Branch to serve its residential areas. TOTAL 104,984.0 484,289.2 11,117.8 $5,841,620.5 42,570 Table L-2 (2011 Conditions Source: CDS Market Study 2011) *Commercial and Industrial is combined by CDS since much of what is considered industrial is classified as commercial by these codes.

Projected Employment Growth 2012-2017 TOTAL MEAN RENT WEIGHTED MAX AVAIL- PROJECTED PROJECTED CENTER TYPE OCCUPANCY LAND USE SF TOTAL SF VACANT SF ABLE AREA NEW SF EMPLOYEES Distribution 1,632,045 96.1% $0.35 $0.37 36,484 Industrial/ Flex 143,182 1,632,045

Manufacturing 1,688,807 96.5% $0.50 $0.49 43,290 Medical Office 154,903 1,688,807 Mini Warehouse 675,414 100.0% $0.69 N/A N/A Multifamily Apt 737,209 675,414 Office/Warehouse 8,309,772 91.1% $0.52 $0.58 82,943 Office 394,130 8,309,772 Service Center 1,255,409 90.0% $0.62 $0.74 10,101 Retail 61,873 1,255,409 Warehouse 16,276,546 86.9% $0.40 $0.38 200,000 TOTAL/AVG 1,491,297 2,221 TOTAL/AVG 29,837,993 89.5% $0.45 $0.45 200,000 SUPER NEIGHBORHOODS

Legend It is important to note the SB Management District role and importance of Super Neighborhoods in the District. There are CARVERDALE a total of eight Super Neighborhoods. Generally, WEST- FAIRBANKS Super Neighborhoods BRANCH serve a valuable function for local advocacy and civic governance. Super Neighborhoods in Spring SB NORTH Branch are among the LANGWOOD most active in the City of Houston. The District works collaboratively with the Super SB CENTRAL Neighborhood Councils to coordinate and promote local programs, priorities and actions that benefit the SB WEST SB EAST community including but not limited to safety and security, beautification, drainage and street paving.

Figure L-5 (Source: City of Houston)

Spring Branch Management District Comprehensive Plan 2015-2030 49 3.1 EXISTING CONDITIONS 3.1.2 Residential

CURRENT RESIDENTIAL CONDITIONS

Legend SB Management District Multi-Family Residential Single-Family Residential Single-Family Residential outside SB

Occupancy Rates: 2005 90% 2011 88% Avg per sqft Rental Rates: 2005 $0.71 2011 $0.79 Total # of Units (2011) SF 18,423 MF 19,718 Source: CDS Market Study 2011

Figure L-6: Residential Concentration (Source: HCAD)

50 Legend SB Management District MF Housing Unit <50 MF Housing Unit 50-100 MF Housing Unit 100-200 MF Housing Unit 200-300 MF Housing Unit 300-400 MF Housing Unit 400-500 Residential Single-Family Single-Family outside SB

Spring Branch is composed primarily of single-family residential homes on a single lot

Figure L-7: Residential Density (Source: HCAD) • The Spring Branch residential market has strengthened in recent years as its strategic location has become more recognized and appreciated. Source: CDS Market Study 2011 With the rise in land prices and the increased single-family construction, housing values reflect a premium for close-in (Beltway 8 and 610 Loop), stable and attractive neighborhoods. There are also a significant number of large multi-family complexes, most of which are many decades old and at the end of their physical and economic life cycles. • As older detached homes are renovated or demolished and re-built, and new, higher density residential development occurs, demographic changes in the District will create demand for more local services and

amenities (schools, parks, retail and civic facilities). A number of multi-family residences are scattered throughout the District many of them requiring substantial upgrade

Spring Branch Management District Comprehensive Plan 2015-2030 51 3.1 EXISTING CONDITIONS 3.1.3 Commercial

EXISTING COMMERCIAL CONDITIONS

Legend SB Management District Commercial Areas Commercial Areas outside SB

Figure L-8: Commercial Concentration (Source: HGAC)

52 COMMERCIAL CLASSIFICATIONS

Legend Overall Office Occupancy Rates: SB Management District 83% Bars/ Restaurants 2005 Retail Stores 2011 Office 89% Warehouses Avg per sqft Rental Rates (Office): 2005 $16.41 2011 $19.01

Overall Retail Occupancy Rates: 2005 87% 2011 94%

Avg per sqft Rental Rates (Retail): 2005 $1.58 2011 $1.57

Figure L-9 (Source: HCAD) Source: CDS Market Study 2011 • The commercial sector within Spring Branch is slowly growing with local retail clustered along Long Point, service businesses along Gessner and big-box retailers along I-10. In addition, new business centers are emerging at Clay and Beltway 8. The local economy within the District is influenced by the diverse population. The large Korean and Hispanic populations support culture-specific businesses. • In addition to an older, solid middle and higher income demographic in the District, there is also a significant undocumented, cash-based community. A large number of small, service businesses depend exclusively on this community for their trade. Korean shops have made their way into the retail market with grocers and restaurants

Spring Branch Management District Comprehensive Plan 2015-2030 53 3.1 EXISTING CONDITIONS 3.1.4 Industrial

EXISTING INDUSTRIAL CONDITIONS

Legend SB Management District Industrial Areas Industrial Areas outside SB

Figure L-10: Industrial Concentration (Source: HGAC)

54 LAND USE/ PROPERTY BUILDING AREAS LAND AREA LAND AREA TOTAL APPRAISED UNITS AVERAGE VALUE/ TYPE (SQ FT in 000s) (SQ FT in 000s) (ACRES) VALUE (in 000s) UNITS Single Family Detached 33,186.0 174,365.8 4,002.9 $2,850,226.4 18,262 $156,074

Single Family Attached 404.0 1,462.2 33.6 $22,710.2 161 $141,057 Single-Family Total 33,590.0 175,828.0 4,036.0 $2,872,936.6 18,423 $155,943 Multi-Family 19,218.1 28,061.8 644.2 $495,746.2 19,718 $25,142 Commercial* 50,343.8 172,356.8 3,956.7 $2,309,121.8 1,996 $4,132,908.0 Vacant Land ------51,508.3 1,182.5 $152,649.1 1,965 $77,684 Utilities and Easements 4.4 5,588.9 128.3 $9,589.3 53 $180,930 Exempt Total 1,827.8 50,945.5 1,169.5 $1,577.5 415 $3,801 TOTAL 104,984.0 484,289.2 11,117.8 $5,841,620.5 42,570

Industrial uses and warehouses are located substantially along the edges of the District Public Storage facilities and large tracts of industrial uses along Hempstead Hwy and Tidwell particularly on Hempstead Rd. • Industrial uses are located on the fringes of the District within large Projected Employment Growth 2012-2017 TOTAL MEAN RENT WEIGHTED MAX AVAIL- PROJECTED tracts particularly along Beltway 8 and the Hempstead Corridor. The CENTER TYPE OCCUPANCY PROJECTED TOTAL SF VACANT SF ABLE AREA LAND USE Beltway 8 frontage as well as parcels between Wirt and 610 typify SF NEW SF EMPLOYEES Distribution the significant land use transformation as many vacant parcels are 1,632,045 96.1% $0.35 $0.37 36,484 Industrial/ Flex 143,182 1,632,045 Manufacturing being developed and adjacent industrial properties redeveloping. 1,688,807 96.5% $0.50 $0.49 43,290 Medical Office 154,903 1,688,807 Mini Warehouse 675,414 100.0% $0.69 N/A N/A Multifamily Apt 737,209 675,414 • A major freight rail network on Hempstead Road services operations Office/Warehouse 8,309,772 91.1% $0.52 $0.58 82,943 Office 394,130 8,309,772 of a significant amount of warehouses along the corridor. Service Center 1,255,409 90.0% $0.62 $0.74 10,101 Retail 61,873 1,255,409 • In addition, as the US 290 reconstruction progresses towards its Warehouse 16,276,546 86.9% $0.40 $0.38 200,000 TOTAL/AVG 1,491,297 2,221 complete reconstruction, traffic between the US 290 / Hempstead TOTAL/AVG 29,837,993 89.5% $0.45 $0.45 200,000

Corridor and I-10 through the District will significantly increase. The Table L-3: 2011 Industrial Conditions (Refer to SBMD 2011 Report by CDS for detailed trend of industrial uses converting to other, higher-value and more analysis of land uses in the District.) land-use intensive development will continue as industrial sites age, become obsolete and these businesses seek more optimal locations in the metro area.

Spring Branch Management District Comprehensive Plan 2015-2030 55 3.1 EXISTING CONDITIONS 3.1.5 Institutional / Education

EXISTING COMMERCIAL NODES AND CIVIC + INSTITUTIONAL FACILITIES

Legend SB Management District Points of Interest Community Centers Police Store Fronts GROCERY Fire Station DISTRIBUTION Hospitals Clinics

PINECREST Library GOLF Schools Transit Centers Religious Institutions

BASEBALL

MEDICAL CENTER FLEA MARKET

TOWN + COUNTRY BUSINESS WALMART CENTER H-E-B IKEA

MARQ-E CENTER

Figure L-11 (Source: City of Houston & HGAC)

56 # of Points of Interest: 10 # of Hospitals/ Clinics: 4 # of Schools: 25 # of Religious Institutions: 94 Source: SWA

Houston Community College Spring Branch campus Spring Branch YMCA located on Clay Road

• The strong residential neighborhoods within the District support a clinics have been established on Longpoint to serve the uninsured number of institutional services that are important to note. population. • Spring Branch enjoys an exemplary school district that • Crime has diminished with improved security efforts. However, encompasses an area of 44 square miles and receives 33,000 establishing a more prominent police surveillance with frequent students at nearly 46 campuses daily. In addition, Houston stations may be necessary for public safety, particularly in the Community College is located on the corner of Beltway 8 and I-10 northwest. and has recently repurposed several buildings on site including the former AMC Theater, now home to a performing arts center. • The District has seen an increase in health clinics. The new Spring Branch health center on Pitner opened in 2009 and has been providing uninterrupted services since that time. Additionally, small

Spring Branch Management District Comprehensive Plan 2015-2030 57 3.2 NEW DEVELOPMENT 3.2.1 Known Proposed Projects

DEVELOPMENT PROJECTS

Legend BUILDING SF PROJECT SF-LAND LAND USE / UNITS SB Management District

Commercial Projects 1 Westway Park + Westway I ------Office Class A 279,816 Office Projects 2 Beltway-8 Corporate Center I-V ------Office Class A 556,500 Transportation Projects 3 Clay Beltway Office Complex ------Office Class A 650,000 Medical/Institutional Projects 4 8 West Centre ------Office Class A 228,000 1 Residential Projects 5 City Centre III+IV ------Office/Retail 240,000 2 6 Murphy Building ------Office Class A 320,000 3 26 7 Former 8850 SB Medical Center ------Medical Office 800,000 8 Northwest Transit Center 550,000 Transportation ------

9 9 Westpoint Corporate Center ------Office Class A 4,000,000 13 4 10 Upland Lakes ------Single-Family 186 11 Parcel in Spring Shadows 640,406 Multi-Family 332 12 Air Liquide Center ------Office Class A 600,000 19 14 15 13 Lovett/ Intown Homes- Kolbe Farms ------Single-Family 111 14 Lovett/ Intown Homes-East of Hilshire Lakes 950,479 Single-Family 87 17 11 15 Intown Homes-Hilshire Lakes ------Single-Family 64 7 16 Riverway Homes ------Single-Family 71 16 25 17 Lynnview Manor Redevelopment 104,839 Single-Family 25 18 18 Riverway Properties (WoodBend Park) ------Single-Family 40 23 19 Emnora Heights ------Single-Family 54 21 20 Pad Site in front of Silber Walmart 104,839 Retail 50,566 20 10 24 21 Ravenna at North Post Oak- Lovett Homes ------Single-Family 159 22 CityCentre Five ------Office Class A 200,000 8 23 Sueba 1300 N. Post Oak ------Multi-Family 247 22 6 5 12 24 Hicks Ventures Great Indoors Redev. ------Office 130,000 25 The Village at Spring Branch ------Single-Family +100 26 Transwestern - Westway Plaza ------Office Class A 312,000 Figure L-12 (Source: CDS 2011 Report & Houston Chronicle) Table L-4: Sample Development Projects (Source: CDS SBMD 2011 Report / SWA) *Note: Project Type is for convenient reference; ultimate uses may vary. • In addition to the current land use, new development projects are is seeing improvements to residential neighborhoods with the being proposed in the District. These projects will impact change construction of new single-family homes. In addition, most of the with respect to existing land value and usage, depending on the currently-proposed commercial projects are located at the Beltway scale and type of project. 8 and Clay intersection as well as near the North Post Oak and • As indicated in Figure L-12, the central core of Spring Branch I-10 intersection.

58 Beltway 8 Corporate Center (Panattoni Developmt)- c/o Kirksey Clay Beltway Complex (Transwestern)- c/o Odell 8 West Centre (Core Real Estate)- c/o Powers Brown Architecture • Demand for office space in west Houston is driving significant retail services and high-density residential units. The eventual new development. The effort is, in part, a continued growth of connection with transit of the Northwest Transit Center and the the Energy Corridor and associated energy companies. But this Northwest Mall site will introduce new opportunities for dramatic sub-market is also becoming a major, diversified activity cluster land use changes in the adjoining areas. with multiple focal developments. For example, the property • Equally substantial is the Memorial City and CityCentre node on Beltway-8 between Clay and Kempwood is advertised as where office, supplementary medical office space and supporting Westpoint Corporate Center, a Hines development that will retail is being constructed, which will ultimately strengthen Spring reinforce this business park node with other office projects Branch West. Furthermore, existing redevelopment is a factor that including 8 West Centre and Clay Beltway Complex. will energize the Long Point Corridor. Eventually, Long Point’s • Retail development is also likely to expand at the corner of commercial resurgence will be to support and service the local the 610 and I-10 interchange where the Northwest Transit residential market. The growth from an influx of new homeowners Center is currently situated and slated for major expansion. in neighborhoods will transform the character and value of Long With development of the future public transit lines and the Point to Spring Branch as an economic corridor. improvement of future bus networks, the Northwest Transit Center will act as an important regional hub and will start to drive new

Spring Branch Management District Comprehensive Plan 2015-2030 59 3.2 NEW DEVELOPMENT 3.2.2 Opportunity Sites

OPPORTUNITY SITES

LARGE TRACTS OF INDUSTRIAL NEAR OR ON HEMPSTEAD WILL THE 290 EXPANSION WILL CAUSE LIKELY TRANSITION 9 7 POPULATION TO GROW IN TO OTHER USES THE REGION + WILL DEMAND 9 SERVICES ALONG THE CORRIDOR 8 RE-IMAGINING THE HEMPSTEAD CORRIDOR BY IMPROVING ACCESS + ADDING THE POSSIBILITY FOR THE HIGH-SPEED RAIL MAY ALTER THE CURRENT USAGE ALONG IT

THE REVITALIZATION OF 9 THE NORTHWEST MALL AREA MAY BE INEVITABLE KARBACH WITH THE ROLE OF THE NEARBY NW TRANSIT POTENTIAL OPPORTUNITY CENTER FOR MIXED USE

SILOS ALONG LUMPKIN RD 4 ARE POTENTIAL 3 LONGPOINT HAS THE 6 REDEVELOPMENT POTENTIAL TO BE THE OPPORTUNITIES DISTRICT’S ‘MAIN STREET’

1 2 5

ANTICIPATED RIDERSHIP INCREASE AT THE NORTHWEST TRANSIT CENTER (A MAJOR TRANSIT HUB) WILL NECESSITATE LAND USE THE VACANT METRO NATIONAL SITE ON STRATEGIES FOR SURROUNDING AREAS IN THE DISTRICT THE NORTH SIDE OF THE KATY FREEWAY IS OPEN FOR DEVELOPMENT OPTIONS.

Figure L-13 (Source: SWA)

60 Map of the proposed high-speed rail as a regional transportation Memorial City and CityCentre act as substantial nodes that im- system to go through Hempstead Rd (Source: Houston Chronicle). pact growth patterns in Spring Branch. (Source: McConnell)

• There are a number of opportunity sites that have the potential future growth and development offer an unparalleled asset. to add value as transformational “hotspots”. As the economic • Metro National’s redevelopment site at I-10 and Gessner is stewards of Spring Branch, the District’s considered actions proposed as a mixed-use commercial office and retail center. The regarding these opportunity sites could dramatically change the project will have a catalyzing effect on the area and encourage outcome of what these areas become in the future and how they more redevelopment in the southwest sector of the District. These contribute to the vitality and sustainability of the entire community. include proximate properties that are under-utilized and vacant • The US290 expansion and the possible revitalization of the along and south of Westview and west of Gessner. Hempstead Corridor by way of the proposed, future high- • The importance of the current Northwest Mall site cannot be over- speed rail construction will introduce a new range of land stated. In time, it and the areas around it will become a regional use development patterns within the zone created by the two anchor with high employment served by superb connectivity and corridors. This zone will define the third and last of the three high-density, mixed uses. edges that bound the District. Large tracts of industrial land for

Spring Branch Management District Comprehensive Plan 2015-2030 61 3.3 GROWTH TRENDS 3.3.1 Development Growth Path

TANNER TIDWELL

290 OAK FOREST + GARDEN OAKS CLAY Legend SB Management District KEMPWOOD Proximate Open Space Connections GROWTH Proximate Regional Connections CULLEN SPRING FROM THE Major Highways HEIGHTS + BELTWAY-8 Growth Trends via Arterial Roads PARK BRANCH HAMMERLY DOWNTOWN 2010 LONGPOINT Population: 105K

2040 GESSNER BUNKER HILL BINGLE WIRT SILBER Population: 192K I-10 MEMORIAL CITYCENTRE PARK 83% ENERGY CORRIDOR MEMORIAL 2010 Jobs: CITY UPTOWN 79K 2040 Jobs: GROWTH 151K FROM MEMORIAL VILLAGE 71%

Figure L-14: Growth Patterns Source: CDS Market Study 2011

The figure above shows that Spring Branch is heavily influenced Corridor on the west. The many significant community amenities that by and depends on the vitality from Memorial Village in the south, surround the District (ie: Uptown, Memorial Park, Cullen Park, etc) Downtown and the Houston Heights in the east, and the Energy and the three major highways help to make it a superior, growth area.

62 EXISTING AND PROPOSED CAPITAL IMPROVEMENT PROJECTS (2013-2017)

In order for public and private investment to be optimized, capital improvement projects within the District that are proposed and prioritized by the municipality, should be coordinated with the District’s growth objectives and policies. Figure L-15 shows that the central core of Spring Branch should expect to receive most of the proposed projects. Insuring that capital projects and redevelopment opportunities are always aligned is critical to the District’s economic success.

Source: CDS Market Study 2011

Figure L-15 (Source: City of Houston)

Spring Branch Management District Comprehensive Plan 2015-2030 63 3.3 GROWTH TRENDS 3.3.2 Land Use Patterns of Change

DECADE OF IMPROVEMENT (RESIDENTIAL)

Legend SB Management District Earlier than 1950 1950’s 1960’s 1970’s 1980’s 1990’s Later than 2000

Projected New 608/ MF Units/ Total Projected Population: 759 Projected New 635/ SF Units/ Total Projected Population: 1,747 Unit Increase MF 3% Unit Increase SF 9.5% Figure L-16 (Source: HCAD) Source: CDS SBMD 2011 Report (2011-2017 Projection) • As mentioned in the Overview, the way to manage land use • According to the Figure L-16, many residences closer to the I-10 change is to understand first where change is likely to occur. and 610 interchange are older single-family structures, and most Once identified, the District can use its resources to guide and likely to be modified or replaced. However, as also indicated nurture the changes as an economic benefit to the community. from Figure L-16, newer homes are located towards the west The map above illustrates areas with residential tracts that have end of the District. These areas may see change in residential experienced structural improvements, not necessarily year of improvement. Nevertheless older residential areas in proximity construction. This includes residences that may have undergone to the Beltway 8 corridor south of the District and that are not redevelopment/ replatting. deed-restricted may well undergo redevelopment due to adjacent commercial/office development pressures.

64 RESIDENTIAL DEMOLITION + DEVELOPMENT CONCENTRATION (2004-2011)

Demolished Houses Developed Houses per Sq Mile per Sq Mile

Figure L-17: Overall Residential Demolition Concentration (Source: City of Houston) Figure L-18: Overall Residential Development Concentration (Source: City of Houston)

• Figure L-17 and Figure L-18 illustrate the respective change in homes) have been constructed in the last few years and are demolition and the change in construction over a period of seven creating a center of residential gravity for future residential years (2004-2011). There is a noticeable zone of demolition development. between Wirt and Silber along Westview. • The central zone of the District will likely remain predominantly • Paired with the concentration of new development in the same single-family residential. However, as new townhomes and region are new neighborhoods consisting of single-family and apartment construction increases near desirable amenities, townhomes emerging near the Northwest Transit Center. many people are shifting housing preferences from single-family • Further residential development is occurring in a central zone in detached to denser multi-family or single-family attached product. the District. These new residential areas (by Lovett and Intown

Spring Branch Management District Comprehensive Plan 2015-2030 65 LAND USE/ PROPERTY BUILDING AREAS LAND AREA LAND AREA TOTAL APPRAISED UNITS AVERAGE VALUE/ 3.3 GROWTHTYPE TRENDS(SQ FT in 000s) (SQ FT in 000s) (ACRES) VALUE (in 000s) UNITS 3.3.2 SingleLand Family Use DetachedPatterns of Change33,186.0 174,365.8 4,002.9 $2,850,226.4 18,262 $156,074 Single Family Attached 404.0 1,462.2 33.6 $22,710.2 161 $141,057 Single-Family Total 33,590.0 175,828.0 4,036.0 $2,872,936.6 18,423 $155,943 Multi-Family 19,218.1 28,061.8 644.2 $495,746.2 19,718 $25,142 DECADE OFCommercial* IMPROVEMENT (COMMERCIAL50,343.8 172,356.8+ INDUSTRIAL)3,956.7 $2,309,121.8 1,996 $4,132,908.0 Vacant Land ------51,508.3 1,182.5 $152,649.1 1,965 $77,684 Legend Utilities and Easements 4.4 5,588.9 128.3 $9,589.3 53 $180,930 SB Management District Exempt Total 1,827.8 50,945.5 1,169.5 $1,577.5 415Earlier than 1950 $3,801 TOTAL 104,984.0 484,289.2 11,117.8 $5,841,620.5 42,5701950’s 1960’s 1970’s 1980’s 1990’s Later than 2000

• Commercial and industrial properties conversions are more • Improved commercial properties are appearing along major dynamic compared to residential tracts. The age of commercial arterial corridors especially Blalock, Campbell, Bingle, Wirt, Post and industrial parcels is relatively new. Commercial and industrial Oak, and Long Point. The Gessner corridor and the Beltway 8 uses generally have longer life-spans. Industrial properties, in frontage have the possibility of significant infill development, particular, have a high chance of seeing development change if further redefining the character and economic value of the surrounding land values start to drive a change to a higher, more District’s west edge. intense land use.

66 BUSINESS CONCENTRATION + BUSINESS TYPES

Business Defintions: Trade - Wholesale, Retail Trade, Distribution, Shipping and Transport; Service - Entertainment, Food, Education, Healthcare, Administration; Light Industrial - Manufacturing; Heavy Industrial - Construction, Mining, Utilities. TRADE SERVICE

LIGHT INDUSTRIAL HEAVY INDUSTRIAL

Figure L-20: Overall Business Concentration (Source: SWA) Figure L-21: Business Concentration by Type (Source: SWA)

Sectors of commercial business are clustered by service types. In Figure L-20, business concentrations are shown towards the Total Projected Retail Jobs/ 137/ 4.7 AC south of the District along major corridors, principally I-10 frontage, Total added Acreage : Gessner, Longpoint, Blalock, Bingle, and Wirt. Total Projected OfficeJobs/ • Figure L-21 shows a breakdown of the concentration of Total added Acreage : 1,314 / 45 AC business by type. Although trade is light in the District, light industrial and heavy industrial users are located on the east Source: CDS SBM 2011 Report (Numbers are projected from 2012-2017) edge while the service sector is dominant in the south. With the expansion of the US 290 and the redevelopment of the Hempstead Corridor there may well be a shift as heavy industrial slowly moves away from Spring Branch.

Spring Branch Management District Comprehensive Plan 2015-2030 67 3.3 GROWTH TRENDS 3.3.2 Land Use Patterns of Change

LAND VALUE 2012 (DOLLARS PER SQ FT)

Legend (Land Value/ Total Land Area) Figures L-22.A and L-22.B SB Management District illustrate land values of the 0-1 dollars/sqft District in 2012 and 2015. 1-5 dollars/sqft This information supports 5-10 dollars/sqft 10-25 dollars/sqft the general expectation 25-50 dollars/sqft of higher values originally occured closer to I-10 / Memorial Villages and Beltway 8, and eventually appeared in the lower values area to the north, northeast, and east. Figure L-22.B on page 69 shows noticeable land value increase between 2012 and 2015.

Figure L-22.A (Source: HCAD)

68 LAND VALUE 2015 (DOLLARS PER SQ FT)

Legend (Land Value/ Total Land Area) SB Management District 0-1 dollars/sqft 1-5 dollars/sqft 5-10 dollars/sqft 10-25 dollars/sqft 25-50 dollars/sqft

Figure L-22.B (Source: HCAD)

Spring Branch Management District Comprehensive Plan 2015-2030 69 3.3 GROWTH TRENDS 3.3.2 Land Use Patterns of Change

POPULATION CONCENTRATION

Legend Demographics and cultural SB Management District characteristics are key

Least Dense Most Dense attributes of the District and will continue to contribute to its economic evolution. Figure L-24 highlights the key areas of population density being concentrated in the central core. Although there is a growing white population, the District is home to a large Hispanic population and a unique Asian population. It is important to note that as much as 8% of the Spring Branch population is undocumented and many of them live among six to eight people per unit in a multi-family residence. This significantly impacts the demand for and the types of retail development along Long Point.

Figure L-24 (Source: HGAC)

70 POPULATION ETHNICITY

HISPANIC AFRICAN-AMERICAN Legend SB Management District 20% 40% 60% 80% 100%

ASIAN CAUCASIAN

Figure L-25 (Source: HGAC) Investing in smaller local business and providing venues that support authentic experiences. Ultimately, cultural and demographic diversity social interaction with distinctive cultural variety is an opportunity will underpin the District’s attraction as a key location to live, work, strategy in Spring Branch. Young professionals as well as young and play. families are part of the growing population that will be attracted to

Spring Branch Management District Comprehensive Plan 2015-2030 71 3.3 GROWTH TRENDS 3.3.3 Corridor Use

GROWTH OF RETAIL ALONG CORRIDORS

Legend THE DISTRICT HAS THE PROSPECT TO BUILD TANNER SB Management District UP SAFE AND CLEAN RETAIL CORRIDORS North-South Commercial THAT CAN BRING QUALITY NATIONAL East-West Commercial Office Property RETAILERS AS WELL AS MULTI-CULTURAL LOCAL BUSINESSES. THESE WILL SERVICE THE GROWING RESIDENTIAL DEVELOPMENT BINGLE GESSNER CLAY BLALOCK IN THE DISTRICT.

290 KEMPWOOD Arterial streets that run through Spring Branch function moderately well with respect to traffic flow. However, most of them lack a sense of HAMMERLY continuity in terms of streetscape, pedestrian LONG POINT and automobile access and identity relating to (Refer Fig. 27) retail character. Certain retail trends differentiate east-west corridors from north-south corridors.

BELTWAY-8 North-south corridors are important through- fares allowing cars to get from point A to point SILBER

WIRT B, and between I-10 and US 290. East-west I-10 corridors, on the other hand, are more locally- focused and oriented towards local businesses. Their character is also more pedestrian. The Figure L-26 District has opportunities to create a better, more continuous road network in order to attract LONGPOINT national retailers and services along north-south streets (Gessner, Blalock, Bingle, and Wirt) and a re-imagined “main-street” along Long Point.

Figure L-27: Building setback conditions along Long Point are cited to negatively contribute to the image of Spring Branch. Addressing building setback opportunities through the utilization of parking lots for new commercial development may begin to exhibit a ‘main street’ approach.

72 LONG POINT CORRIDOR

HEMPSTEAD A signature street is very important to the sense of a WIRT

SILBER “District.” Long Point, currently, has a right-of-way that ANTOINE varies in width between 60 feet and 70 feet. In order to have 4 lanes and implement a wide sidewalk with Figure L-27a: Furthest east on Long Point Rd vegetation, the right-of-way would need to be 80 feet. Right-of-way acquisition is expensive. As an alternative, WIRT

BINGLE adjacent property owners could be asked to grant a public access easement for sidewalk widening and planting areas. Another option would be to narrow the vehicular Figure L-27b: Long Point Rd between Bingle + Wirt lanes to 2-thru lanes and 1-center continuous turning lane and repurpose the fourth travel lane as a widened sidewalk and planting area on both sides of the street. Another strategy to encourage the renaissance of the Long Point Corridor is to redevelop selected retail sites that have large expanses of obsolete parking lots that are BLALOCK HOLLISTER well suited for infill commercial retail. Were Long Point to be designated a “Transit Street,” the building line of 25 feet would be reduced to 10 feet. This would achieve two goals: first, provide more building space on the properties and second, create a more pedestrian scale to the street with street-fronting retail. Figure L-27 (a-d) shows sites with Figure L-27c: Long Point Rd between Blalock + Hollister large parking lots where this infill might occur. According to Figure L-27 (27a-d), building setbacks are as far back as 550 feet from the street curb. Greatly minimizing the GESSNER setback and transforming Long Point into a “boulevard” BUTTERCREST 1,000‘ with a planted central median will create a new District ‘main street.’

Figure L-27d: Furthest west on Long Point Rd SCALE

Spring Branch Management District Comprehensive Plan 2015-2030 73 3.4 LAND USE SCENARIOS 3.4.1 Land Use Opportunities + Constraints

SUPERNEIGHBORHOODS

Legend SB Management District Residential Areas outside SB Residential Areas within SB Westbranch Carverdale Langwood Spring Branch Central Fairbanks Spring Branch West Spring Branch North Spring Branch East

Figure L-28 Subdivisions and Residential Areas (Source: City of Houston & HCAD

The objective of this section, as reiterated in the overview, is to will highlight redevelopment opportunity areas and their beneficial provide tools to consider and possibly influence land use outcomes use(s). Figure L-29 depicts multiple levels of land use change ranging through targeted strategies when traditional land use controls from areas most likely to change to areas least likely to transition to are unavailable. This approach is dependent on evaluating all another uses(s). The edges of the District, in particular, the east edge development proposals, the locations where these developments as well as the major commercial corridors are prime opportunity are proposed and most critically, locations within the District areas for investment and will possibly see accelerated change. where municipalities (or the District) may be implementing capital improvement projects. Understanding where change is likely to occur

74 LAND USE OPPORTUNITIES + CONSTRAINTS

Legend SB Management District Level 1 Most Change TANNER TIDWELL Level 2 Moderate Change Level 3 Moderate Change Level 4 Least Change (Strong Neighborhoods) Major Commercial Corridors

CLAY Level 1 Change - Areas Not within subdivisions. Such areas may be publicly-owned tracts and/or old industrial KEMPWOOD tracts, which have not been subdivided.

HAMMERLY Level 2 Change - Large tracts of industrial land within subdivisions that will likely LONGPOINT transition to a higher/ better use such as residential.

Level 3 Change - Residential WESTVIEW areas with mixed land use patterns and older I-10 constructed homes, which will likely transform to a higher density residential. BINGLE WIRT SILBER BUNKER HILL GESSNER BLTWY 8 BLTWY Figure L-29 Level 4 Change - Preserved Neighborhoods.

Spring Branch Management District Comprehensive Plan 2015-2030 75 3.4 LAND USE SCENARIOS 3.4.2 Land Use Decision Tree

2010 2020 2030 2040

EDGE + CENTER 1A: GRID/ NODE 1B: H.S. RAIL ON HEMPSTEAD+ 2040 SCENARIO 1 290 EXPANSION

MIXED

Legend SB Management District 2A: POLY-CENTRIC NODES 2B: CORRIDORS 2040 SCENARIO 2 Residential Commercial Moderate- Density Mixed Use

High-Density Mixed Use TIDWELL Sparse Commercial

CLAY Continuous Commercial HEMPSTEAD NW MALL NW MALL High-Speed Rail 290 SF

US 290 Hwy Expansion HAMMERLY MIXED US 290 Expansion Area LONGPOINT

Major Commercial Node GESSNER VOSS SILBER Community Center Node MEMORIAL CITY NW TRANSIT MEMORIAL CITY NW TRANSIT High-Density Mixed Use CENTER CENTER 3A: HIGH-DENSITY MIXED USE 2040 SCENARIO 3 Figure L-30: ‘Decision Tree’ Methodology; Refer to Table L-7 for ‘Scenario’ description. CENTERS

76 Projected Employment Growth 2012-2017 PROJECTED PROJECTED LAND USE NEW SF EMPLOYEES Industrial/ Flex 143,182 1,632,045

Medical Office 154,903 1,688,807 Multifamily Apt 737,209 675,414 Office 394,130 8,309,772 Retail 61,873 1,255,409 TOTAL/AVG 1,491,297 2,221

‘Decision Tree’ Scenario Description/ Intervention SCENARIOS DESCRIPTION / INTERVENTION

EDGE + Existing conditions in Spring Branch with a residential core and commercial or semi-commercial edges. CENTER

GRID/ NODE 2020 land use patterns identify community centers and commercial nodes on intersections along a grid (Scenario 1A).

HEMPSTEAD 2030 land use patterns continues with Scenario 1A and leverage the proposed high-speed rail and local transit along + 290 Hempstead and incorporates US 290 expansion (Scenario 1B). LEVEL 1 2040 2040 land use patterns illustrates the outcome of Scenario 1B. SCENARIO SCENARIO 1

POLY-CENTRIC 2020 land use patterns identify multi-centric commercial nodes on opportunity sites as Scenario 2A. NODES

CORRIDORS 2030 land use patterns continues with Scenario 2A and adds retail corridors along Gessner and Longpoint (Scenario 2B). LEVEL 2 2040 land use patterns illustrate the result of Scenario 2B. The outcome may be a strong single-family core and

2040 SCENARIO 2 SCENARIO 2 mixed-used residential with a variety of commercial centers, high-speed rail and the 290 completion. Legend HIGH-DENSITY 2030 land use patterns continues with Scenario 2B and adds high-density mixed-use centers at opportunity sites Trend Scenario MIXED USE (Scenario 3A). Modified Trend Scenario 2040 2040 land use patterns illustrates the outcome of Scenario 3A as a composite plan with the addition of the high-speed rail Polycentric Scenario SCENARIO 3 along Hempstead and the 290 completion . LEVEL 3 Dense Centers Scenario SCENARIO 3 Table L-7 Decision-Tree Description (Refer to Figure L-30) The District’s transformative character, from a predominantly single- All three scenarios depict change over a period 2010 - 2040. The family suburban community to a more dense, mixed-use community scenarios depict the following urban patterns: with distinctly identifiable neighborhoods, is key to its future vibrancy • Nodes of concentrated development located on major and long-term economic viability. The previous analyses of growth thoroughfares; trends as well as the general opportunities and constraints framework suggests a number of possible scenarios of growth and change • US 290 / Hempstead Redevelopment Corridor buttressed by in the future. Figure L-30 simulates some of the possibilities for high-speed rail and possibly some high capacity transit; future outcomes. These are not intended to be predictive but to be • Multi-centric nodes associated with the redevelopment of large instructive. As a policy-making tool, the scenarios illustrate some of land tracts that may or may not be located on freeways; the key dynamics driving growth and change in the District. Scenario 1 - 3 are illustrated on the opposite page and range from • Commercial corridors on selected major thoroughfares; and, a general urban trend model to more robust, urbanized models. • Major employment centers of mixed-uses at high-densities.

Spring Branch Management District Comprehensive Plan 2015-2030 77 3.4 LAND USE SCENARIOS 3.4.2 Land Use Decision Tree

LAND USE SCENARIOS

Long Point Rd has the opportunity to become the District’s signature road once redeveloped The US 290 expansion is a significant growth factor that borders the east end of Spring Branch to increase right-of-ways and include widened sidewalks (Source: METRO)

Scenario 1, the trend scenario, anticipates limited change in the Scenario 3 anticipates the development of major employment urban development patterns. Small commercial nodes redevelop concentrations on the periphery of the District characterized by on major thoroughfares and at major intersections in the interior of a wide mix of uses and built at very high densities. The eastern the District to support the predominant residential use. Commercial centers are served by high-capacity transit service with both local nodes grow along I-10 and also appear on US 290 as its and intrastate connectivity. On the west, the Memorial City center reconstruction is completed. expands north of I-10 into the District. Further to its north, and also situated on Gessner, is the US 290 employment center that develops Scenario 2 anticipates the growth of large, independent, polycentric as a result of the US 290 / Hempstead Corridor reconstruction. commercial nodes (ie: the office parks on Clay) and postulates mobility improvements to Long Point and Gessner that reinforce As indicated in the diagrams on page 76, Scenarios 2 and 3 have these roadways as the primary north / south and east / west some affinities based on the polycentric centers of Scenario 2 thoroughfares in the District. existing beside the much larger major employment concentrations illustrated in Scenario 3.

78 Finding opportunities to invest in areas of high priority particularly along Long Point will prove to maximize ROI for the District and developers while providing quality commercial activity for residents

Spring Branch Management District Comprehensive Plan 2015-2030 79

4.0 MOBILITY 4.0 INTRODUCTION + METHODOLOGY 4.1 EXISTING CONDITIONS 4.1.1 STREETS AND ROADWAYS 4.1.2 TRANSIT

4.2 KNOWN PROPOSED INTERVENTIONS 4.2.1 STREETS AND ROADWAYS 4.2.2 TRANSIT

4.3 FUTURE UNKNOWN AND RECOMMENDATIONS

4.4 STRATEGIES FOR THE FUTURE

Spring Branch Management District Comprehensive Plan 2015-2030 81 4.0 INTRODUCTION + METHODOLOGY

INTRODUCTION

One of the attributes most frequently cited by residents as a strength fully capitalize on its location, safe and convenient mobility options of Spring Branch is its proximity to major regional employment, to these activity centers must be available. Improving circulation entertainment, and retail hubs. Memorial City and the Uptown/ within the District is also important to allow residents and visitors Galleria area are located just to the south across IH 10, and most of to take advantage of all the available dining, retail, and recreational the District is within eight to ten miles of other major activity centers opportunities in Spring Branch. As the District continues to grow, including Downtown Houston, the Texas Medical Center, Greenway new and innovative strategies will be required to strengthen these Plaza, and the Energy Corridor. For the Spring Branch District to transportation connections.

CITYCENTRE

Figure M-1: Spring Branch is proximate to many regional centers Existing conditions along Long Point

82 METHODOLOGY

Work Locations of Mobility refers to one’s Spring Branch Residents ability to move unimpeded. Denisty of Workers from Spring Branch 0 - 25 Jobs per Square Mile Addressing mobility issues 25 - 100 Jobs per Square Mile requires an understanding of 100 - 200 Jobs per Square Mile 200 - 300 Jobs per Square Mile the patterns in which people 300 - 1700 Jobs per Square Mile and goods move around Freeways and Tollways Spring Branch Management District the region. For most people, the most frequently made trips are those between Miles 0 2 4 8 ¯ home and work. Figure M-2 shows where Spring Branch residents work. In addition to the District itself and nearby areas along US 290 and IH 10, major employment areas include Memorial City, CityCentre, Uptown, Downtown, Greenway Plaza, and the Texas Medical Center (TMC). Conversations with

Memorial City residents have indicated that Downtown Uptown/ Galleria these activity centers are also Greenway Plaza where they travel for many TMC entertainment, cultural, retail, and social activities.

Figure M-2: People who Live in Spring Branch (Source: H-GAC)

Spring Branch Management District Comprehensive Plan 2015-2030 83 4.0 INTRODUCTION + METHODOLOGY

Living Locations of Figure M-3 shows where Spring Branch Employees people who work in Density of People Who Work in Spring Branch 0 - 25 People per Sqaure Mile Spring Branch live. The 25 - 100 People per Square Mile largest concentrations 100 - 200 People per Square Mile 200 - 300 People per Sqaure Mile are within Spring Branch 300 - 400 People per Square Mile itself, indicating that Freeways and Tollways Spring Branch Management District many people both live and work within the District. The largest Miles 0 2 4 8 ¯ concentrations of employees from outside primarily come from areas north, south, and west of the District. Ensuring improved multimodal access to the places inside and outside the District to which Spring Branch residents and employees want to travel is the primary objective of the strategies discussed in this section.

Figure M-3: People who Work in Spring Branch (Source: H-GAC)

84 4.1 EXISTING CONDITIONS 4.1.1 Streets and Roads

STREET CONDITIONS

Long Point at Silber (left) and Campbell at Emnora (right)

Streets are central to mobility, whether it be by automobile, truck, transit, bike, or foot. A topic of great concern for many THERE ARE APPROXIMATELY 25 MAJOR ARTERIAL Spring Branch residents is the condition of the street pavement ROADS RUNNING ACROSS THE DISTRICT. THESE in the District. Figure M-4 shows the results of a comprehensive ROADS ARE DOCUMENTED AND CLASSIFIED ON THE assessment of pavement condition conducted by the City of FOLLOWING PAGES. Houston Public Works and Engineering Department in 2011 using high-tech scanning equipment. While some streets have been Source: SWA improved or rebuilt since then and others may have deteriorated, this assessment generally demonstrates the suboptimal pavement conditions in the District. Some frequently mentioned streets in poor condition include Long Point and Campbell, shown above.

Spring Branch Management District Comprehensive Plan 2015-2030 85 4.1 EXISTING CONDITIONS 4.1.1 Streets and Roads

PAVEMENT CONDITION

F H T

GESSNERDR

U R

S B

T A Pavement Condition Rating

O N

N K W TIDWELL RD E S

R (City of Houston PW&E) CEBRA ST CEBRA

B L TANNER RD V Pavement ConditionD Rating ¤£290 High (Good Quality) Medium-High Medium

PINEMONT DR Medium-Low W T Low (Poor Quality)C JE S PINEMONTS DR S T E Spring Branch ManagementR District B L Freeway or Tollway V D Major Thoroughfare W 43RD ST

CLAY RD

D Mile V 0 ¼ ½ L 1 ¯

ROSSLYN RD

T A

W HEMPSTEAD RD

K EMP ODD R WO W 34TH ST

ANTOINE DR

HOLLISTER ST

CAMPBELL RD

D D

R M 8 R A )" E

K L N C

G G

O N U

L I

A M

B L

R B

LY BLVD MER HAM

DACOMA RD

LONG POINT RD

W 18TH ST WIRT WIRT RD

NPOST OAK RD

BRITTMOORE RD BRITTMOORE WESTVIEW DR 610 B ¨¦§ UN

SILBER RD

L R

D OLD KATY RD KATY RD

WILCREST DR

P ECHOLN 10

I I ¨¦§ N N

T E

D DR N IAL VOSS RD VOSS MEMOR Figure M-4: 2010 Pavement Condition Assessment (Source: COH)

86 DEVELOPMENT TRENDS

New development along Kempwood (left) and Awty School Lane (right) Spring Branch is currently experiencing redevelopment in many multimodal connectivity within the study area as more destinations areas. This redevelopment is often occurring at higher density than with be within walkable or bikable distance of one another. the development it replaces, and as a result the number of residents and jobs in the District is projected to continue increasing. The 2010 Population: 105,292 Houston-Galveston Area Council (H-GAC) maintains a land use model that projects trends into the future, as seen in the changes Projected 2040 Population: 192,318 between the existing land use (Figure L-2) and projected 2040 land use (Figure L-3). The model predicts an increase of over 85,000 Increase: 82% residents and 70,000 jobs during this period, an increase likely to place additional demand on the transportation system in Spring 2010 Jobs: 79,237 Branch. Projected 2040 Jobs: 151,407 A significant amount of the projected growth is expected to be “Multiple Use,” which may include a mix of land uses in close Increase: 71% proximity. This may support the need to provide increased Source: H-GAC

Spring Branch Management District Comprehensive Plan 2015-2030 87 4.1 EXISTING CONDITIONS 4.1.1 Streets and Roads

2011 ROADWAY CONGESTION

airbanks N Houston Rd W Traffic congestion 2011 Roadway CongestionM o n ry Dr H-GAC Travel Demandt gModel to S Victory Dr o Vic m is a concern of e C ry

a R

r d ve Spring Branch

2011 Roadway Volume/Capacityr Rd R rk d 0% - 60% d residents in light of Yo W Little York R e ittl 61% - 80% W L Wheatley St 81% - 100% the development

C 101% - 120%

J they see occurring e 121% - 210% s

e Cebra St r Spring Branch Management District within the District,

B Cunningham Rd Cunningham

v W Tidwell R d W Tidwell Rd d especially at major Tanner Mile 0 ¼ ½ 1 ¯ ¤£290 intersections and along major

S Pinemont Dr

d Pinemont Dr

apel RdCampbell Gessner Dr Gessner R W e connections to T

C oor

J m

t e t

i s the surrounding r

t W

e 4

B 3

r rd

B S l

Hempstead Hwy d v t M lv d freeway system. B a

n ay Rd a

Cl Hollister g

g u n

m Based on the land o t EllaBlvd a W use projections,

E Kem wood Dr Bingle Rd T the regional travel p C

Campbell Rd W 34th St J e s t demand model "8 e ) r

l v projects future d

Hammerly Dacoma St roadway congestion. The model outputs

Blalock Rd W 18th St Long Point Rd for 2011 and 2040 r

WirtRd

e n

i can be seen in

n A Westview N Post Oak Rd Figures M-5 and

B u H n e k m M-6. Higher volume e 610 p r § st H ¨¦ e Silber ad i l H l w

Westview R y per capacity d ratios indicate 10 ¨¦§ greater likelihood Memorial Dr of congestion Figure M-5: 2011 Roadway Congestion (Source: H-GAC) occurring more often or more severely.

88 2040 PROJECTED ROADWAY CONGESTION

airbanks N Houston Rd W As expected, roadway 2040 Roadway CongestionM o n ry Dr H-GAC Travel Demandt gModel to S Victory Dr o Vic m volumes show increases. e C ry

a R

r d ve Among the north-south

2035 Roadway Volume/Capacityr Rd R rk d 0% - 60% d streets, which tend to Yo W Little York R e ittl 61% - 80% W L Wheatley St 81% - 100% have the highest traffic

T C 101% - 120% volumes in the area, J

s 121% - 210%

e Cebra St r Spring Branch Management District Brittmoore, Campbell

B Cunningham Rd Cunningham

v d W Tidwell Rd and Blalock see the Tanner Mile 0 ¼ ½ 1 W Tidwell Rd ¯ ¤£290 largest projected volume increases. In the east-

S Pinemont Dr

d Pinemont Dr

apel RdCampbell Gessner Dr Gessner R W e west direction, the largest T

C oor

J m

t e t

i s increases are projected r

t W

e 4

B 3

r rd

B S l

Hempstead Hwy d v t M lv d for Kempwood, Hammerly, B a

n ay Rd a

Cl Hollister g

g u n

m and Long Point. o t EllaBlvd a W Interestingly, the overall

E Kem wood Dr Bingle Rd T capacity constraints p C

Campbell Rd W 34th St J e s t are not projected to "8 e ) r

l v significantly impact the d

Hammerly Dacoma St overall congestion level. This is likely due to the

Blalock Rd W 18th St Long Point Rd improvements to US 290,

WirtRd the Hempstead Highway

Westview N Post Oak Rd Corridor, and other

B r

u D

n H e e

k m n Regional Transportation e

i 610 p r s o § t H ¨¦ e t Silber ad i n l H l A w

Westview R y Plan projects assumed

d by the model. Targeted 10 ¨¦§ congestion mitigation Memorial Dr projects will still be critical Figure M-6: Projected 2040 Roadway Congestion (Source: H-GAC) to area mobility particularly at key intersections and corridors.

Spring Branch Management District Comprehensive Plan 2015-2030 89 4.1 EXISTING CONDITIONS 4.1.2 Transit

2012 Average Weekday Bus Boardings 4,916 Within Spring Branch:

Percentage of Trips Internal to Spring Branch: 40-50%

Source: METRO 2014

Bus Route on Gessner Rd

90 LOCAL BUSES

Transit service within Spring Branch is provided by a network of local bus routes operated by the Metropolitan Transit Authority of Harris County (METRO). METRO also offers Park & Ride lots at West Little York, just north of the District, and Northwest Transit Center (TC), just to the southeast, with express bus service to major job centers.

Figure M-7 shows the existing local bus network in Spring Branch. All of the major east-west routes in the existing system funnel into Northwest TC. Existing north-south routes are along Gessner and Antoine-Hempstead-North Post Oak on the west and east ends of the District. Central Spring Branch has no routes offering north- south connectivity. In addition, many routes stop short of potential Riders boarding and alighting at Long Point and Bingle connections with others, limiting the ability for them to function as is assured. Frequency and short waits also translate into convenient a network. The 45 Tidwell, for example, ends just short of Gessner transfers between routes, multiplying the destinations available to a where a connection to the 46 could offer access to Memorial City for rider within a reasonable amount of time. customers from the northeast. Existing routes within the District typically run every 30-60 minutes, Spring Branch is well connected to Northwest TC, one of the largest relatively low frequencies, in the weekday midday period. This hubs in the METRO bus system where local routes and peak hour indicates that they may not be adequately serving the diversity of trip express service to a variety of regional destinations are available. types necessary to make the system relevant to many people. Memorial City, to the southwest, also offers a number of bus During the weekday morning and afternoon peaks, frequency is connections. increased on most routes. Buses on Gessner, Kempwood, Long Point, and Antoine run every 15 minutes or less, a level of service A key aspect of transit service is not just where it travels but when considered “high frequency” and limiting people’s need to consult it is available. To show this, routes in Figures M-7 and M-8 are color the schedule to plan a trip. High frequency service is most likely coded by frequency, or how often buses run, during the weekday to appeal to a wide variety of potential riders. When implemented peak and midday periods, respectively. Frequency corresponds to in high-demand corridors, it generally achieves high ridership by usefulness, as a route with long waits between buses will not appeal attracting a diversity of people to transit. to as many people as one that arrives often enough that a short wait

Spring Branch Management District Comprehensive Plan 2015-2030 91 4.1 EXISTING CONDITIONS 4.1.2 Transit

EXISTING LOCAL BUS NETWORK - WEEKDAY MIDDAY

N METRO Local Bus H ×¿ o 44 u s Weekday Midday Frequency to S Victory Dr n R ¿ ×¿ Fairbanks N Houston Rd × 79 o 85 s s ly PR n Victory Dr Park & Ride W Little York R Acres PR d

d Rd Carver Homes W Little York R TC Transit Center TC W Little York Rd

Bus Route - 10 to 15 Minute Headway Wheatley St Bus Route - 16 to 30 Minute Headway

TC Jester Blvd Bus Route - 31 to 60 Minute Headway Major Thoroughfare or Freeway Spring Branch Management District

CebraSt Cunningham Rd Cunningham Bus Stop with 20 to 49 Daily Boardings Bus Stop with 50 to 99 Daily Boardings ×¿45 idwell R W Tidwell Rd W T d Tanner ×¿ Bus Stop with 100 or More Daily Boardings ¤£290 45 Miles Campbell Rd 0 0.25 0.5 1 ¯

Pinemont Dr Hollister

S Pinemont Dr ×¿40 ×¿46 Hempstead Hwy

d W 43rd St R ×¿50 Antoine Dr

g d Clay Rd n i v l

B ×¿50 B

Gessner Dr

a RosslynRd

g Brittmoore Rd Brittmoore n

o t Ella Blvd

×¿85 W

×¿23 ×¿36 Kempwood Dr ×¿23 W 34th St Mangum Campbell Rd ×¿36 )"8 d

l B ×¿58 ×¿58 E T C Hammerly J Hollister es ×¿58 Dacoma St te r B lvd Silber ×¿40 Point Rd W 18th St Long ×¿58 ×¿20 Wirt Rd ×¿85 ×¿71 Westview N Post OakRd

B Rd Campbell H u e n m ke p 610 st W 11th St r ea H § ¨¦ d ×¿72 i H l Westview Silber ×¿ l w 72 y ×¿20 R ×¿46 d Northwest N Kirkwood ×¿19 ×¿131 Katy Rd 131 ×¿131 10 TC ×¿ ¨¦§ ×¿20 r Memorial D Rd ×¿131 ×¿70 Barryknoll Ln Figure M-7: Weekday Midday Local Bus Frequency (Source: METRO)

92 EXISTING LOCAL BUS NETWORK - WEEKDAY AM & PM* PEAK PERIODS

N METRO Local Bus H ×¿ o 44 u s Weekday Peak Frequency to S Victory Dr n R ×¿ Fairbanks N Houston Rd o ×¿ 79 s 85 s ly PR Park & Ride n Victory Dr W Little York R Acres PR d

Carver Rd Carver Homes W Little York Rd TC Transit Center TC W Little York Rd

Bus Route - 10 to 15 Minute Headway Wheatley St Bus Route - 16 to 30 Minute Headway ×¿ TC Jester Blvd Bus Route - 31 to 60 Minute Headway 46 Major Thoroughfare or Freeway

Spring Branch Management District Gessner Dr Gessner

Pinemont Dr Hollister

S Pinemont Dr ×¿40 ×¿46 Hempstead Hwy

d W 43rd St R ×¿50

g d Clay Rd n i v l

B ×¿50 B

a RosslynRd

g Brittmoore Rd Brittmoore n

o t Ella Blvd

×¿23 ×¿36 ×¿36 ×¿23 W 34th St Mangum

Campbell Rd )"8 d ×¿85

l B ×¿58 ×¿58 E Hammerly T C r J Hollister e

D s

¿ Dacoma St te × e

58 r n B

i lvd

o t

n ¿ Silber ×36 A ×¿40 W 18th St

Wirt Rd

Westview ×¿20

B Rd Campbell H u e n Westview m ke ×¿ 610 ps 85 t W 11th St r ea H § ¨¦ d ×¿72 i H l ×¿ l Silber w 72 y ×¿20 R d ×¿71 ×¿46 ×¿58

N Kirkwood ×¿19 Katy Rd ×¿131 ×¿131 TC Northwest ×¿36 ×¿131 ¨¦§10 r Memorial D

Rd 610 ×¿131 ×¿70 IH Barryknoll Ln Figure M-8: Weekday Peak Local Bus Frequency (Source: METRO) * Varies by route but approximately (6-9am and 4-6pm)

Spring Branch Management District Comprehensive Plan 2015-2030 93 4.2 KNOWN PROPOSED INTERVENTIONS 4.2.1 Streets and Roadways

CITY OF HOUSTON MAJOR THOROUGHFARE AND FREEWAY PLAN

City of Houston Major The City of Houston maintains the Thoroughfare and Freeway Plan Major Thoroughfare and Freeway Proposed Throroughfare ROW Width 50 feet Plan that sets out the planned 60 feet 70 feet alignment, right-of-way width and 80 feet 90 feet number of lanes for thoroughfares 100 feet 110 feet within the City. Figure M-9 shows 120 feet planned right-of-way widths within To be widened Spring Branch Management District Tanner - 4 Spring Branch and where widening Freeway or Tollway Hempstead Hwy - 6 ¤£290 and potential property acquisition Miles 0 0.25 0.5 1 ¯ will be necessary to achieve those widths. Figure M-9 also notes the S Pinemont planned number of lanes for each Dr - 2 Hollister - 4 Clay Rd - 6 street after the name. Additional

Campbell Rd -4 lanes are desired to add capacity along Campbell, Bingle, Tanner, Hempstead Hwy - 8

Kempwood Dr - 4 2

- Clay, and Hempstead, but most

s i

l 6

l streets in the District are already as

- o

d Brittmoore 8 H

)" R e

Rd - 4 l

llc R - 4 - Rd Blalock wide as the plan proposes. In many

i B erly - 4 cases, right-of-way constraints Hamm and existing development make Hempstead Hwy - 6

Long Point Rd - 4 A any further widening costly or n

Wirt Rd 4-

n e impractical even if it were desired.

D Silber- 4

GessnerDr - 6

4 Therefore, other mobility strategies Westview - 4 N Post Oak Rd - 4

stview - 2 beyond street widening will have to We ¨¦§610 Westview - 4 Bunker Hill Rd - 4 be employed going forward.

Old Katy Rd ¨¦§10 - 4

Figure M-9: Proposed Thoroughfare Width

94 CITY OF HOUSTON CAPITAL IMPROVEMENT PROGRAM

Current and Recent Street-Related CIP Projects Project Est. Completion Tanner Road Paving: Gessner to Campbell 2015 NSR 465: Frontier, Tilson, Derrik area 2014 Kempwood Sidewalks: Hollister to Bingle 2013 Brittmoore Paving & Drainage: Hammerly to Clay 2014 Long Point Paving & Drainage: Pech to Hollister 2014 Long Point Overlay: Gessner to Hempstead 2014 NSR 449: Shady Villa, Glosridge, Larston areas 2014 Gessner Paving & Drainage: Long Point to Neuns 2016 NSR 435A: Stebbins area 2013 NSR 456: Mapleton area 2015 Storm Drainage System: Binglewood 2016 Drainage and Paving: Spring Shadows (North) 2017 Wirt Road Drainage and Paving: I-10 to Long Point 2015 WMR: Spring Shadows, Witte, Peppermill areas Not Available

NSR: Neighborhood Street Reconstruction WMR: Water Main Replacement Note: Intended for general reference only. List may not be complete. Figure M-10: CIP Projects Refer to City of Houston published CIP documents for complete project information. Source: City of Houston Capital Improvement Program 2014-2018 and The City of Houston maintains a five-year list of upcoming infrastructure 2013-2017 Table M-1: Current and Recent Street-Related CIP Projects reconstruction projects across the city, some of which include street and drainage improvements in Spring Branch. Primary emphasis is placed on achieving a state of good repair.

Spring Branch Management District Comprehensive Plan 2015-2030 95 4.2 KNOWN PROPOSED INTERVENTIONS 4.2.2 Transit

CITY OF HOUSTON COMPLETE STREETS POLICY

DRAFT

The City of Houston and Midtown Redevelopment Authority recently redesigned Bagby Street according to Complete Streets principles. The wide expanse of pavement (left) was narrowed at intersections to shorten the pedestrian crossing distance, better define the travel lanes, delineate on-street parking areas, and create small plazas (right). Photos: Walter P. Moore

In Fall, 2013, Houston Mayor Annise Parker signed an executive to be employed in the design of future street projects. This change order directing city departments to develop a Complete Streets of approach will support many of the goals that residents of Spring and Transportation Plan. The idea behind complete streets is that Branch have indicated they would like to see in the District. As a the design of public roadways should take into account all users, stakeholder in future Spring Branch projects, the Spring Branch including those driving or riding in cars, accessing transit, riding Management District will have the opportunity to advocate for street bicycles, using wheelchairs, and walking. While city policies and designs that advance the community’s mobility goals. procedures are still being updated to reflect this order, it seems clear that a larger toolbox of context-sensitive street treatments is likely

96 METRO TRANSIT SYSTEM REIMAGINING PROJECT

METRO has undertaken a project to “Reimagine” its transit network and the way local buses serve the region. Based on goals set forth by the METRO Board of Directors after an extensive stakeholder and public input process, a Draft Reimagined Network Plan has been developed and released for public comment. The Reimagined Network as proposed for Spring Branch is shown in Figure M-11. Frequent service, with buses running every 15 minutes or less all day, every day, is proposed for Gessner, Tidwell, Long Point, and Antoine. Kempwood sees 15 minute service during peak hours and service every 30 minutes other times. Westview, Hammerly, and Clay see service every 30 to 60 minutes. Routes are straighter and better connected, closing many of the missing links in the northern part of the district. The frequent Long Point and Gessner routes connect to Memorial City, and the Kempwood and Clay routes connect to the METRORail Red Line at Northline TC. Northwest TC is an even more significant hub in the Reimagined Network, and Spring Branch is connected to it by a number of routes.

While this plan represents a massive improvement over the existing network, and also includes significant improvement to service on Figure M-11: Draft Reimagined Network Plan in the Spring Branch Area weekends, a route providing north-south connectivity through central Spring Branch has not been proposed for the initial rollout. Route(s) on Blalock, Bingle, and/or Wirt could provide this important link for trips within the District.

Spring Branch Management District Comprehensive Plan 2015-2030 97 4.3 FUTURE UNKNOWN AND RECOMMENDATIONS

Bus Shelter Post Oak Boulevard UPTOWN DEDICATED BUS LANE TRANSIT PROJECT katy Uptown dEdiCatEd bUs lanEs projECt

NORTHWEST 10 TRANSIT ConnECtion to katy/Us 290 park and ridE lots CENTER proposEd The Project taps into the existing US 290 and IH-10 Katy Freeway wEst loop HOV lanes, allowing employees to use Park and Ride lots along (i-610) ElEvatEd these corridors. dEdiCatEd bUs lanEs

post oak boUlEvard dEdiCatEd bUs lanEs Uptown Houston will build Dedicated Bus Lanes in the median of a newly expanded and reconstructed Post Oak Boulevard from Rendering of proposed Post Oak bus lanes. Source: Uptown Houston 610 IH 610 to Richmond.

Currently in design for the Uptown Houston Management District is a project to rebuild Post UPTOWN post oak Oak Boulevard with center-running, dedicated bus lanes. This project promises to create a HOUSTON boUlEvard dEdiCatEd Rapid Bus Transit corridor between Northwest Transit Center and a new Bellaire Uptown Transit bUs lanEs Center at Westpark Drive via Post Oak Boulevard through the heart of the Uptown/Galleria area. As Northwest TC is well connected to Spring Branch, this corridor will provide residents with a fast, frequent link to the employment and other opportunities available in Uptown. 59 ConnECtion to Us59/wEstpark There is potential to consider a future extension of the line beyond the initial corridor for the BELLAIRE/ By constructing the Bellaire / Uptown Transit Center, the Project purpose of connecting to some of the major routes serving northwest Houston. An extension UPTOWN will tap into the existing Westpark Tollway and Southwest Freeway TRANSIT CENTER north to the Northwest Mall could create opportunities to better connect Spring Branch to a HOV lanes, allowing employees to use Park and Ride lots along variety of destinations. It would obviate the need to bring so many routes into Northwest TC, these corridors. Proposed Post Oak bus lanes. allowing them to serve other destinations instead. For example, a Long Point-Cavalcade route Source: Uptown Houston linking the Bus Lanes to METRORail could be envisioned. The extension has the potential to create transit-oriented development opportunities in the eastern portion of Spring Branch. thE plan woUld For more information on the Uptown 1. Preserve 6 existing auto traffic lanes Dedicated Bus Lanes Project, visit 2. Preserve all signalized left turn lanes www.uptown-houston.com, like us on 98 Facebook and follow us on Twitter. 3. Maintain existing signal operations 4. Add Dedicated Bus Lanes @UptownHouston 5. Remove buses from general traffic lanes 6. Enhance pedestrian access /UptownHoustonTX 7. Preserve Boulevard’s oak trees HIGH SPEED RAIL

The Hempstead Highway corridor and the parallel Union Pacific Railroad tracks have long been considered a likely location for future rail transit. Past studies by METRO, H-GAC, and the Gulf Coast Rail District have examined commuter rail concepts. Due to the cost and difficulty involved in gaining Downtown access for commuter trains, no commuter rail proposals have moved beyond the preliminary planning phase.

Most recently, a private organization known as Texas Central Railway has announced intentions to build a 200mph high speed rail line between Houston and Dallas. The potential alignments under consideration are shown at right and among them is the Hempstead corridor.

In any future rail transit project involving the Hempstead Corridor, the area around Northwest Mall is likely to become an important hub to provide connections to Uptown and Greenway Plaza. Such a hub would drive redevelopment in the adjoining section of Spring Branch, creating the opportunity for an urban center built around the rail station and the statewide connectivity it would provide.

High Speed Rail Alignment Alternatives. Map: Texas Central Railway

Spring Branch Management District Comprehensive Plan 2015-2030 99 4.4 STRATEGIES FOR THE FUTURE

STREET GRID CONNECTIVITY

While the City of Houston’s Major Thoroughfare Plan lays out a path for a strong street grid network of arterial streets planned for the Spring Branch area, many gaps and barriers remain. A full grid would provide travelers multiple choices when selecting routes to their destinations. A disconnected street grid forces all traffic, even for local trips, onto a few major thoroughfares, exacerbating congestion issues. Major barriers to completing the street grid include the rail corridor along Hempstead Highway where several major road have gaps. Silber Road dead ends at the railroad tracks, just short of Hempstead. Utility corridors such as the Centerpoint easement also form barriers. Opportunities exist in Spring Branch to connect local ROW Number of Median Name Width Lanes Lane Width Median Trees Tree Species Street Trees Tree Species Sidewalks Open Ditch Powerlines Bus stops CIP MTHF Plan and collector streets and relieve some pressure on the busiest Antoine Dr 80 4 10 Yes Crape Mrytle + Oak No Yes No No No Yes Sufficient intersections and roadway corridors. Possible connections Bingle Rd 100 6 11 Yes Live Oak + Pine Yes Live Oak Yes No Yes No Complete To be Widden Blalock Rd 100 4 12 Yes Crape Mrytle + Live Oak + Bold Cypress Yes Live Oak Yes No No Yes Complete Sufficient include: Brittmoore Rd 80 4 11 Turning Lane No Yes No Yes No Yes Sufficient Bunker Hill Rd 80 4 14 Turning Lane No Yes No No No Complete Sufficient Campbell Rd 70 2 12 No No Yes Yes Yes No Proposed To be Widden • Silber at Hempstead Clay Rd 100 4 10 Yes Red Maple + Water Oak + Pine Yes Live Oak Yes Yes Yes No Yes Sufficient • Tidwell/Tanner at Hempstead (under construction) Gessner Rd 100 6 11 Yes Magnolia + Crape Mrytle No Yes No Yes Yes No Sufficient Hammerly Blvd 80 4 11 Yes Crape Mrytle + Water Oak Yes Water Oak Yes No No Yes Yes Sufficient • Knoll at Hammerly Hempstead Hwy 100‐120 8 11 No No No Yes Yes No Complete Sufficient Hollister Rd 60‐70 2 11 No No Yes Yes Yes No Yes To be Widden • Lavern at Hammerly Kempwood Dr 100 4 11 Yes Crape Mrytle + Water Oak + Pines Yes Live Oak Yes No Yes Yes Yes Sufficient • Rosefield at Kempwood Long Point Rd 70 4 12 No No Yes No No No Yes To be Widden N. Post Oak Rd 80 4 10 No Yes Post Oak Yes No Yes Yes Complete Sufficient • Numerous streets at Centerpoint easement Neuens Rd 65 2 11 No Yes Crape Mrytle + Pine No Yes Yes No Yes N/A Pinemont 60 3 11 Turning Lane No No No No No No Sufficient Silber 80 4 11 No No Yes No Yes Yes Yes To be Widden Tanner Rd 60 2 11 No No Yes Yes Yes Yes Yes To be Widden W Tidwell Rd 100 4 12 No No Yes No No Yes No Sufficient Westview Drive 100 4 12 Yes Red Oak + Crape Mrytle Yes Live Oak + Red Oak Yes No No Yes Complete Sufficient Westview Drive 70 2 12 Yes Red Oak + Crape Mrytle Yes Live Oak + Red Oak Yes No No Yes Complete Sufficient Westview Drive 80‐90 4 11 Yes Red Oak + Crape Mrytle Yes Live Oak + Red Oak Yes No No Yes Complete Sufficient Wirt Rd 70‐80 4 11 Yes Oak + Pine + Bold Cypress Yes Oak Yes No Yes Yes Yes Sufficient Witte Rd 60 2 11 No No No Yes Yes Yes Yes N/A Table M-2: Street Inventory (Source: SWA Group)

100 INTERSECTION IMPROVEMENTS NEAR FREEWAY

Street intersections where major thoroughfares meet freeways serve as gateways into the District for all kinds of traffic. They also can be difficult to cross on a bike or on foot and will experience traffic increases as a result of recent and ongoing freeway widening projects and new development. Targeted improvements to these intersections to improve traffic flow, transit priority, and pedestrian and bicycle accommodations could improve access to Spring Branch while offering an opportunity to add aesthetic and safety treatments that enhance the District’s brand.

I-10 Katy Freeway and Gessner

ROW Number of Sidewalk Current The accompanying chart has Name Width Lanes Lane Width Median Trees Tree Species Street Trees Tree Species Sidewalks Open Ditch Powerlines Bus stops CIP MTHF Plan E/P Bike lanes Bayou /Channels Cross Street Rebuild Antoine Dr 80 4 10 Yes Crape Mrytle + Oak No Yes No No No Yes Sufficient Yes/Existing W138‐02‐00 No been developed to provide a Bingle Rd 100 6 11 Yes Live Oak + Pine Yes Live Oak Yes No Yes No Complete To be Widden No E115‐00‐00 No detailed inventory of the 25 major Blalock Rd 100 4 12 Yes Crape Mrytle + Live Oak + Bold Cypress Yes Live Oak Yes No No Yes Complete Sufficient Yes/Existing W140‐00‐00/ E115‐00‐00 No Brittmoore Rd 80 4 11 Turning Lane No Yes No Yes No Yes Sufficient Proposed W167‐04‐07 No arterial roads running through Bunker Hill Rd 80 4 14 Turning Lane No Yes No No No Complete Sufficient No W140‐00‐00 No the District. As Spring Branch Campbell Rd 70 2 12 No No Yes Yes Yes No Proposed To be Widden No E115‐00‐00/W140‐01‐00 No Clay Rd 100 4 10 Yes Red Maple + Water Oak + Pine Yes Live Oak Yes Yes Yes No Yes Sufficient Yes/Existing E115‐00‐00 No continues to make improvements Gessner Rd 100 6 11 Yes Magnolia + Crape Mrytle No Yes No Yes Yes No Sufficient No E115‐09‐00/W140‐06‐00 Yes on these streets, this baseline will Hammerly Blvd 80 4 11 Yes Crape Mrytle + Water Oak Yes Water Oak Yes No No Yes Yes Sufficient No W140‐13‐00/W140‐06‐00 Yes Hempstead Hwy 100‐120 8 11 No No No Yes Yes No Complete Sufficient Propsoed E115‐00‐00 No continue to be a quick reference Hollister Rd 60‐70 2 11 No No Yes Yes Yes No Yes To be Widden No E115‐00‐00/ W140‐06‐00 No for improvement proposals. The Kempwood Dr 100 4 11 Yes Crape Mrytle + Water Oak + Pines Yes Live Oak Yes No Yes Yes Yes Sufficient Yes/Existing E115‐08‐00 No Long Point Rd 70 4 12 No No Yes No No No Yes To be Widden Need W140‐00‐00/ W140‐06‐00 Yes information should be updated N. Post Oak Rd 80 4 10 No Yes Post Oak Yes No Yes Yes Complete Sufficient Yes/Existing Non No periodically to show the most Neuens Rd 65 2 11 No Yes Crape Mrytle + Pine No Yes Yes No Yes N/A No Non No Pinemont 60 3 11 Turning Lane No No No No No No Sufficient Yes/Existing Non No recent changes. Silber 80 4 11 No No Yes No Yes Yes Yes To be Widden No Non No Tanner Rd 60 2 11 No No Yes Yes Yes Yes Yes To be Widden No Non No W Tidwell Rd 100 4 12 No No Yes No No Yes No Sufficient No E117‐06‐00 No Westview Drive 100 4 12 Yes Red Oak + Crape Mrytle Yes Live Oak + Red Oak Yes No No Yes Complete Sufficient Yes/Existing W140‐01‐06/ W140‐00‐00/ No Westview Drive 70 2 12 Yes Red Oak + Crape Mrytle Yes Live Oak + Red Oak Yes No No Yes Complete Sufficient Yes/Existing W140‐06‐00/ W140‐04‐00/ No Westview Drive 80‐90 4 11 Yes Red Oak + Crape Mrytle Yes Live Oak + Red Oak Yes No No Yes Complete Sufficient Yes/Existing W138‐00‐00 No Wirt Rd 70‐80 4 11 Yes Oak + Pine + Bold Cypress Yes Oak Yes No Yes Yes Yes Sufficient Yes/Existing No Witte Rd 60 2 11 No No No Yes Yes Yes Yes N/A No W140‐01‐00/ W140‐00‐00 No

Spring Branch Management District Comprehensive Plan 2015-2030 101 4.4 STRATEGIES FOR THE FUTURE

STREET RECONSTRUCTION

Example of a substandard street with no sidewalks. Segments of Long Point are currently seeing improvements in its efforts to upgrade mobility.

Many of the thoroughfare and collectors streets in Spring Branch sufficient capacity, both for mobility and drainage, and multi-modal have aging infrastructure and poor pavement conditions. In many considerations to align with community goals. Well designed, cases roadways have been built without sidewalks and pedestrians attractive roads will support the level and quality of development have worn “desire paths” through walking along the roadside. With Spring Branch is seeking. the ReBuild Houston program reaching levels of funding that allow Based on stakeholder feedback, field observations, and the many more streets to be in design and under construction, there is roadway assessment by the City of Houston several corridors are an opportunity for Spring Branch to see significant improvements. priority candidates for reconstruction: While ReBuild Houston is developed on the basis of need, the current • Long Point Boulevard conditions of several corridors should meet the City’s prioritization • Campbell Road requirements including pavement quality, drainage needs and other • Hollister Road factors like transit needs and reported issues such as 311 notifications. When reconstructed, these corridors should be developed with • Silber Road

102 TRANSIT CORRIDOR STREET DESIGNATION

Gray Street (left) and Bagby Street (right) are examples of recently-improved sidewalks that provide wide pathways and tree shade, adding value to nearby neighborhoods and bettering the overall pedestrian network near downtown.

In 2009, the Houston City Council adopted an ordinance designating The Transit Corridor Ordinance is currently designated specifically a new type of street to be used in thoroughfare planning, the Transit for streets with fixed guideway transit, meaning light rail or bus Corridor Street. By allowing smaller setbacks from the right-of-way rapid transit, but has the potential to be expanded to include streets line and providing for an enhanced pedestrian realm, the ordinance with high-frequency bus service. Streets within Spring Branch that aims to create pleasant avenues to access transit. Except on Transit are proposed to have high-frequency bus service under METRO’s Corridor streets or with a variance, buildings must be set back from Reimagined Network, including Long Point, Gessner, and North the right-of-way line as much as 25 feet, with certain exceptions. When Post Oak, may be potential corridors where new standards such as that space in front of the building is used for parking, the street is a transit corridor could help support new development. typically less pleasant and engaging for pedestrians, as can be seen along Long Point today.

Spring Branch Management District Comprehensive Plan 2015-2030 103 4.4 STRATEGIES FOR THE FUTURE

NORTH-SOUTH BUS CONNECTIVITY BIKE/PEDESTRIAN MOBILITY + ACCESS TO TRANSIT

METRO’s Bikes on Buses program is increasingly popular. One way to leverage investments in transit, parks, and business districts is to improve bicycle and pedestrian access to those North-south bus route would connect other proposed routes through central Spring Branch amenities. Bicycles can expand the service area of transit, making The existing and proposed bus network in Spring Branch is services accessible to locations without it. Businesses can benefit primarily oriented in the east-west direction. A frequent north- from walking and cycling access as it frees up their parking. For south bus route through the middle of the District would enhance residents, attractive mobility options reduce traffic concerns. connectivity and enable east-west trips within Spring Branch to be Other districts in the city have had great success winning grants made more easily. There are several alignments that may be worth for projects that enhance bicycle and pedestrian access to transit. exploring for this connection. A Bingle route could connect south Walking and biking conditions in Spring Branch can certainly be to the neighborhoods in Southwest Houston where we know a improved, making this a strategy worth exploring. number of Spring Branch employees reside. This route would likely cross through Spring Valley which will require coordination and may Also by making bicycle connections to transit easier, safer and more limit overall route productivity. There may also be an opportunity to attractive, people’s ability to access more places in a reasonable extend a Chimney Rock route north through Spring Branch using a amount of time is enhanced. Key locations that would benefit from combination of Wirt Road and Bingle Road to connect to the highest this type of focus include Northwest TC, access to Gessner and density areas. Long Point, Northwest Mall and the area near Clay road and the Beltway where many connections may be possible.

104 BIKE/PEDESTRIAN MOBILITY + ACCESS TO TRANSIT CONCEPT: NEW STREET DESIGN STANDARDS By combining some of the aforementioned interventions and strategies, concepts for projects that enhance the Spring Branch community can be created.

The illustrations at left show how Long Point could be transformed based on the Complete Streets policy and Transit Corridor ordinance. A through lane in each direction provides for vehicle traffic with left turn lanes as appropriate to avoid blockage due to turning vehicles. Bike lanes make cycling a safe, attractive option for residents. Wide sidewalks with landscaping make strolling along the storefronts and shopping at local businesses an enjoyable experience. Attractive bus shelters make the short wait for METRO’s frequent Illustration M-1: Existing Long Point cross section illustrating the dominance of automobiles bus service even more pleasant.

This is a different approach to roadway design that may require in-depth conversations with area residents and businesses, but in many locations it is this type of approach that supports the long term economic development, livability, and durability of a neighborhood.

The City’s “Complete Streets” initiative seeks to incorporate many of the principles that promote multi- modality of local streets so that pedestrians, bicyclists and motor vehicles can all share the public ROW in a manner that is convenient and safe.

Illustration M-2: Potential Long Point concept showing a broad mix of travel modes

Spring Branch Management District Comprehensive Plan 2015-2030 105

5.0 PUBLIC REALM 5.0 INTRODUCTION + METHODOLOGY 5.1 PARKS 5.1.1 EXISTING CONDITIONS 5.1.2 STRATEGIES FOR THE FUTURE

5.2 OFF-STREET TRAILS [OFF-STREET TRAILS + TRIBUTARIES + CENTERPOINT EASEMENT] 5.2.1 EXISTING CONDITIONS 5.2.2 STRATEGIES FOR THE FUTURE

5.3 ON-STREET BIKE LANES 5.3.1 EXISTING CONDITIONS

5.4 ESPLANADES + SIDEWALKS 5.4.1 EXISTING CONDITIONS

5.5 PROPOSED PUBLIC REALM PLAN 5.5.1 DISTRICT + REGIONAL CONNECTIVITY

Spring Branch Management District Comprehensive Plan 2015-2030 107 5.0 INTRODUCTION + METHODOLOGY

INTRODUCTION

Spring Branch has significant opportunities to expand and enhance continuity and connectedness of the public realm in a community its public realm. The “public realm” is defined as any public-owned is an important indicator of quality of life. Great public realms define or public-accessed property, right-of-way, or easement. It includes where people desire to work and live. As a key corollary, they dedicated park lands, on-street and off-street bikeways and multi-use drive economic value by increasing property values, health and trails, recreational easements, sidewalks, and street esplanades. The environmental quality and social cohesion.

Potential Off-street Trails along Centerpoint Easement Opportunity of On-street Paths Improvement for Bike Routes Current projects that are underway for Esplanades around the District

108 METHODOLOGY

The key components of Spring Branch’s public realm are its parks realm for a dynamic Spring Branch community, today and in the and connecting networks of bike ways and multi-use trails. In the future. following pages, these existing park and connection networks are The details relating to the implementation of the recommended assessed for their adequacy based on industry standards and other strategies for the Public Realm can be found in “Section 6 empirical metrics. Where inadequacies exist, strategies are proposed Implementation.” to provide connected park space that creates a complete public

TRIBUTARY EASEMENT, CENTER- ON-STREET TRAILS + STREET 1 PARK DISTRIBUTION (Places) 2 POINT EASEMENT, OFF-STREET 3 TRAILS (Connections) R.O.W. (Connections)

Illustration P1: Public Realm Networks

Spring Branch Management District Comprehensive Plan 2015-2030 109 5.1 PARKS 5.1.1 Existing Conditions

PARKS AS PLACES

Agnes Moffitt Park Glenmore Forest Park playgrounds Moritz Pech Family Park PARKS ARE PLACES OF RECREATIONAL ACTIVITY WHICH, IN include Agnes Moffit, Carverdale, Freed, Haden and Schwartz Park. SPRING BRANCH, MAY BE REMOTE AND HAVE INADEQUATE CONNECTIVITY BY TRAILS, BIKE LANES OR SIDEWALKS. GOLF COURSE- The only golf course located in the District is the Pine Crest Golf Course. Although considered open space as a land While Spring Branch has numerous public parks, their number, use, it is under private control and is subject to redevelopment to size and distribution are not adequate. There are also many SPARK another land use. Parks, which make an important contribution to available park space in the community and provide a better distribution for more SPARK PARKS - SPARK Parks are a valuable community program convenient access. that helps transform school playgrounds and/or sportfields into community space that is open to the public after school hours in COUNTY PARKS - There are eight county parks in the District, three order to maximize usable park space. of which are in Harris County Precinct 3 and five of which are in There are a total of 32 parks in Spring Branch, of which 8 Precinct 4. are county parks, 11 are city parks, and 13 are part of the SPARK Park program. CITY PARKS- The Houston Parks and Recreational Department operates municipal parks within Spring Branch. Notable parks Source: SWA

110 PARK SPACE CLASSIFICATION STANDARDS

CLASSIFICATIONS TYPICAL DEVELOPMENT SERVICE AREA (sq mi) STANDARD NATIONAL RECOMMEN- PARK NAMES SERVICE AREA + POPULATION SERVED SIZE GUIDELINE DED HPARD I Pocket Parks SERVICE LL STANDARD Parks, which are considered Small Playgrounds, Picnic 1/4-mile Radius Less than 1.25 Acre/ .005 Acre/ Independence Park, Woodlawn, Moritz Pech 0.25 MI mini-parks, frequently created Tables, Site Furnishings, Serves 500-3,000 people 1 Acre 1000 1000 people Family Park, Bracher Park, Creek Drive on a single vacant lot or plantings. (Parking for people Park, Gessner Pocket Park small, irregular pieces of maintenance only) land.

II Neighborhood Parks 0.50 MI Parks that may range up to Open Space, natural habitat, 1/2-mile Radius 1 Acre to 2.5 Acre/ 1.0 Acre/ Agnes Moffitt Park, Nob Hill Park, 20 acres and serve as a walk trails, multi-use courts, Serves 3,000 to 10,000 15 Acres 1000 1000 people Carverdale Park, Freshmeadow Park, recreational and social space sports fields and covered people people Binglewood Park, Glenmore Forest Park for neighborhoods. They are picnic shelters, in addition to an integral and basic entity of pocket park programs a community. mentioned above. (On-street and maintenance parking)

III Community Parks 1.0 MI Community parks are larger Playground, multi-use courts, 1-mile to 5-mile Radius 16 Acre to 5 Acre/ 1.5 Acre/ Haden Park, Schwartz Park, Freed Park in size and usually serve trails, group picnic, open Serves 10,000 to 50,000 150 Acres 1000 1000 people several adjoining space and natural habitat, people people neighborhoods. Surrounding practice/game lights, site uses should be furniture and plantings. predominately single or multi-family residential while park visibility is clear.

IV SPARK Parks 0.50 MI SPARK Parks are developed Playground, multi-use courts, 1/2-mile Radius 1 Acre to 2.5 Acre/ 1.0 Acre/ Terrace Elementary, Spring Shadow as a way to increase park trails, group picnic, open Serves 3,000 to 10,000 15 Acres 1000 1000 people Elementary, Buffalo Creek Elementary, space in Houston by utilizing space and natural habitat, people people Hollibrook Elementary, Edgewood public school grounds into practice/game lights, site Elementary, Cedarbrook Elementary, neighborhood parks after furniture and plantings. Ridgecrest Elementary, Valley Oaks school hours. (In this case, Elementary, Woodview Elementary, Shadow SPARK Parks are considered Oaks Elementary, Springswood Middle part of the Neighborhood School, Pine Shadows Elementary, Parks category) Treasure Forest Elementary

TableV Esplanades, P-1 (Refer to Figure P-3, Figure P-4 and Figure P-5 for Service Area Diagram) (Source: SWA) Boulevards and Landscape Enhancements Gessner Rd, Campbell Rd, Clay Rd, Blalock Medians (Special Use with lighting, sculptures and Rd, Kempwood Dr, Westview Dr, Hammerly Areas) signage. Dr, Antoine Dr, Wirt Dr

These usually are long strips of vegetated areas dividing roadways. Spring Branch Management District Comprehensive Plan 2015-2030 111 5.1 PARKS 5.1.1 Existing Conditions

EXISTING PARK LOCATIONS (CITY/ COUNTY)

JOHNSON PARK INDEPENDENCE PARK

FRESH- MEADOW PARK

LEE PARK COUNTY PARK

SCHWARTZ CAMPBELL PARK WOODS PARK

Bauer Rd. Park Hammerly Blvd. Park MOFFITT PARK GESSNER SPRING BRANCH CREEK PARK PARK DRIVE PARK GLENMORE NOB HILL FOREST PARK FREED SITE BRACHER PARK HADEN PARK PARK MORITZ ANTOINE PECH FUTURE PARK PARK

HICKORY SHADOWS PARK

Figure P-1 (Source: COH)

112 EXISTING SCHOOLS WITH A SPARK PROGRAM *

Figure P-2 (Source: COH) * Includes Spring Branch ISD and Cypress-Fairbanks ISD facilities

Spring Branch Management District Comprehensive Plan 2015-2030 113 5.1 PARKS 5.1.1 Existing Conditions

PARK SERVICE AREAS

Legend SB Management District SPARK Parks City Parks County Parks Service Areas (Varies depending on Park Type) Areas of Open Space Sectors of Park Deficit

Areas of Opportunities

Figure P-3 (Source: SWA)

114 Total Park Acreage: 280 Total # of Parks: 32 Total SPARK parks: 13 Population served by Park 1/4-mile buffer: 68%

* Based on 2010 Population Census

Independence Park’s basketball pavilion (left) and playground (right)

• The park service radii is dependent on park typologies • Providing strategies to reduce the gap of neighborhoods not designated by the Houston Parks and Recreational Department. served by the parks requires analyzing and tapping into existing Pocket Parks allocate 1/4-mile radius for service areas while assets and later, if needed, acquiring new pieces to add to the neighborhood parks and community parks allocate 1/2-mile open space network. radius and 1-mile radius, respectively. • It is important to note that all parks shown in Figure P-1 (Existing • In analyzing areas of deficient park services, there are clear Park Locations) are existing parks and are assumed to meet all inadequacies in the northwest corner at Beltway-8, south central requirements as fully functional parks. Spring Branch and the southeast section.

Spring Branch Management District Comprehensive Plan 2015-2030 115 5.1 PARKS 5.1.2 Strategies for the Future

STRATEGY 1: FUTURE SPARK PARK COVERAGE

Legend SB Management District SPARK Parks City Parks County Parks S= Future SPARK Parks Service Areas for Existing Parks S Future SPARK Parks Service S Areas

S S S S S S S S S

Figure P-4: Future SPARK Park Coverage (Source: SWA)

• Strategy 1 is to consider all elementary schools as potential SPARK parks. • In Figure P-5, all elementary schools not presently under the SPARK Parks program are considered for future park space. It is evident that although there is some service coverage in the south central quadrant with potential SPARK parks, Spring Branch is still lacking substantial areas in its west and southeast quadrants. Table P-2: Recommended HPARD Standards within Spring Branch (Source: Houston Parks and Recreation Department - HPARD)

116 STRATEGY 2: ACQUISITION OF LAND FOR NEW PARKS

Legend SB Management District SPARK Parks C City Parks County Parks Future SPARK Parks C= Future Community Parks Service Areas for Existing Parks + C Future SPARK Parks

Figure P-5: Future Acquired Parks + SPARK Park Coverage Acquisition of suitable vacant property for Spring Branch parks • Strategy 2 calls for the acquisition of new park lands in locations developers to create new, needed public park space co-located where SPARK parks cannot satisfy the indicated deficiencies with and built in conjunction with new development projects. • The need for a new community park and neighborhood park • Even though existing pocket parks and neighborhood parks is indicated in the northwest quadrant and another community exceed HPARD standards (when SPARK parks are included), park in the southeast quadrant (Figure P-5). There are two eventually there will be a real need for new, dedicated community potential methods for achieving Strategy 2. The first method parks. As new park lands are added, it will be important to (Figure P-6) proposes opportunistic, short-term acquisitions of perform a comprehensive assessment of all the parks in the appropriate, undeveloped or under-developed properties. The District to insure that they are performing as an integrated, second method, also opportunistic but probably medium-term to complimentary park system. long-term, is a public/private partnership with private real estate

Spring Branch Management District Comprehensive Plan 2015-2030 117 5.2 OFF-STREET TRAILS + TRIBUTARIES + CENTERPOINT EASEMENT 5.2.1 Existing Conditions

TRAILS, TRIBUTARIES + EASEMENTS AS CONNECTIONS

Opportunity: Buffalo Bayou Park Trail conditions Possibility for trails along electrical easements: Washington + Old Dominion Trail in Falls Church, VA WITHOUT GREAT PARK AND OPEN SPACE CONNECTIVITY, A are provided by networks located in the street right-of-way and COMPLETE, AESTHETIC AND FUNCTIONAL PUBLIC REALM IS include on-street bikeways and sidewalks. NOT ACHIEVABLE. TRIBUTARIES A “connected” public realm enhances the value of park space Building tributary corridors as multi-functional open space, by providing a community the means of convenient access to a ecological layers and drainage ways contributes to the open larger, natural environment. These connections come in the form space system. It is particularly conducive for tributary easements of off-street trails and on-street bikeway and adjacent sidewalks. to provide an alternative, convenient network of off-street trails to The primary connections are off-street trails, whether existing or encourage Spring Branch residents to take trails and to connect to proposed. These include trails along bayou tributaries and other park destinations. easements such as those occupied by Centerpoint power lines. CENTERPOINT EASEMENTS Off-street trails are often an extension of the open space and can A 6-mile long Centerpoint easement traverses the District. It function as linear park space. They provide a dedicated pedestrian currently has a hike and bike trail along a very small portion that is way free and safe from vehicular traffic. The secondary connections about 0.68 miles long.

118 LOCATION OF EXISTING TRAILS

Legend SB Management District Total Existing Trail Length: 0.68 MI All Tributary Easements Population Served by Centerpoint Easement 1/4-mile buffer: 5.4% Off-street Trails * Based on 2010 Population Census

Watersheds: WHITE OAK BAYOU (WOB) BUFFALO BAYOU (BB) # of Tributaries WOB-8 TRIBS; 1 CHANNEL in Watershed: BB- 23 TRIBS Total Length of Tribs: 43.6 MI Existing Easement Acreage: 12

Figure P6 Source: SWA

CLASSIFICATIONS TYPICAL DEVELOPMENT SERVICE AREA (sq mi) STANDARD NATIONAL RECOMMEN- NEAREST CONNECTIVITY + POPULATION SERVED SIZE GUIDELINE DED HPARD VI Corridor Parks SERVICE LL STANDARD Varies and is dependent on a • Tributary Easements Trails, natural habitat, site 8 Acre/ 1 Acre/ Terry Hershey Park Hike and Bike Trail, well-established, network • Electrical Easements furnishings and plantings Can Vary 1000 1000 people White Oak Bayou Trail, Spring Branch Hike • Trail Corridors that connects to a regional people and Bike Trail open space grid

Table P-3 (Source: SWA 2014 and as indicated) S.B. CURRENT EASMENT • The current linkages to the park system are deficient. There are inadequate TOTAL easement connections. The only usable trail within Spring Branch is the Precinct 4 .10 Acre/ Spring Branch Hike and Bike Trail located on a Centerpoint easement. 1000 people

Spring Branch Management District Comprehensive Plan 2015-2030 119

NATIONAL RECOMMEN- S.B. DISTRICT ALL CURRENT ABOVE (+)/ GUIDELINE DED HPARD CURRENT EASEMENTS BELOW (-) SERVICE STANDARD EASEMENT AS FUTURE STANDARDS LEVEL TOTAL USE 8 Acre/ 1 Acre/ .10 Acre/ 1.72 Acre/ +1.62 Acre/ 1000 1000 people 1000 people 1000 people 1000 people people 5.2 OFF-STREET TRAILS + TRIBUTARIES + CENTERPOINT EASEMENT 5.2.2 Strategies for the Future

POTENTIAL TRAILS: 1/4-MILE BUFFER ZONE FOR POTENTIAL TRAILS ON EXISTING EASEMENTS

Legend Figure P-7 SB Management District illlustrates All Tributary Easements 1/4-mile buffer Centerpoint Easement for easements, Off-street Trails Off-Street Trail with 1/4-mile Buffer providing Tributary Easement with 1/4-mile neighborhoods Buffer with proximate, Centerpoint Easement with 1/4-mile convenient access. Clay Buffer

Hammerly

Long Point

Antoine Gessner

Potential Off-street Trail Length 38 MI Potential Population 89% Figure P-7 Served:

* Based on 2030 Population Projection 113,800

120 POTENTIAL CONNECTIONS TO EXISTING PARKS

StrategiesCLASSIFICATIONS to construct TYPICALan off-street DEVELOPMENT trail network SERVICE AREA (sq mi) STANDARD NATIONAL RECOMMEN- NEAREST CONNECTIVITY Legend + POPULATION SERVED SIZE GUIDELINE DED HPARD SB Management District will depend on the trail type. The trail network on VI Corridor Parks SERVICE LL STANDARD All Potential Off-street trails the CenterPoint easement has already been started Varies and is dependent on a with 1/4-mile Buffer • Tributary Easements Trails, natural habitat, site 8 Acre/ 1 Acre/ Terry Hershey Park Hike and Bike Trail, by• Electrical Precinct Easements 4. Its shortnessfurnishings in length and plantings belies thewell-established, network Can Vary 1000 White Oak Bayou Trail, Spring Branch Hike SPARK Parks 1000 people • Trail Corridors that connects to a regional people and Bike Trail All Public Parks importance it has in being in place and open toopen the space grid public. Building on this fact should be a priority for the Parks lacking Service Buffer District. For the trail network on bayou tributaries, an S.B. CURRENT EASMENT Parks with Potential Off-street opportunistic approach is the most practical. As and TOTAL Connectivity where drainage improvements are made to tributaries .10 Acre/ in Spring Branch, the District should actively pursue 1000 people partnerships with HCFCD to make trails an integral part of those improvements. Additionally, where there are opportunities to complete a local network connection, A both off-street and on-street, the District should exert its leadership to see that the linking tributary trail is constructed, hereby completing the local network.

Figure P-8

• Utilizing all existing tributary easements and Centerpoint easement (except NATIONAL RECOMMEN- S.B. DISTRICT ALL CURRENT ABOVE (+)/ those on private residential properties) for trails to connect existing off-street GUIDELINE DED HPARD CURRENT EASEMENTS BELOW (-) trails will start to formulate an integrated open space system, with priority SERVICE STANDARD EASEMENT AS FUTURE STANDARDS LEVEL TOTAL given to section ‘A’ indicated on Figure P-8 where the easement links three USE 8 Acre/ 1 Acre/ .10 Acre/ 1.72 Acre/ +1.62 Acre/ parks. 1000 1000 people 1000 people 1000 people 1000 people people • According to Figure P-7, there are many parks that fall within the 1/4-mile buffer, particularly, along the Centerpoint easement. Table P-4 (Source: SWA) • The areas lacking any linkages to the existing park network are indicated in the north along Tanner Road, Hammerly Boulevard, as well as some isolated parks along Gessner Road.

Spring Branch Management District Comprehensive Plan 2015-2030 121 5.3 ON-STREET BIKE LANES 5.3.1 Existing Conditions

MOBILITY CONNECTIONS

Scope for improved mobility along major bridges, highways (right- Memorial Parkway), and local streets (left)

A “CONNECTED” PUBLIC REALM LEVERAGES ALL THE PARK multi-use paths across the City. Many of the routes run through the AND OPEN SPACE ASSETS OF THE COMMUNITY. CONNECTIVITY Spring Branch District and the City is continuing to expand them. For DRIVES USAGE BY PEOPLE AND THEREFORE VALUE TO THE example, the pavement markings along Antoine are being revised to COMMUNITY. ON-STREET BIKEWAYS ARE KEY TO THE PRIMARY provide a 14 foot-wide outside lane. CONNECTIVITY NETWORK. STREET R.O.W. CONDITIONS + PUBLIC SAFETY DESIGNATED BIKE LANES The conditions of many of the bike routes, however, either need to be The City of Houston offers an interconnected bikeway network widened or improved with clear crossings for bicyclist and pedestrian including bike lanes, bike routes, shared lanes, and other urban safety.

122 EXISTING BIKE LANES AND TRAILS

Legend Shared Use Lane – a SB Management District roadway that is open to Shared Use Lane both bicycle and motor On-Street Bike Lane vehicle travel Signed Bike Route Off-Street Trails On-Street Bike Centerpoint Easement Lane – A portion of a roadway that has been designated for preferential or exclusive use by bicyclists by pavement markings and, if used, signs Signed Bike Route – a route for bicycles that has been designated by signs on a roadway open to both bicycle and motor vehicle travel Off-street Trail – a bikeway outside the travelled way and physically separated from motor vehicle traffic

Figure P-9 (Source: City of Houston)

Spring Branch Management District Comprehensive Plan 2015-2030 123 5.3 ON-STREET BIKE LANES 5.3.1 Existing Conditions

EXISTING ON-STREET BIKE LANES

Legend Total On-Street SB Management District 32 MI On-Street Bike Lane with 1/4-mile Buffer Bike Trail Length: Signed Bike Route with 1/4-mile Buffer Shared Use Lane with 1/4-mile Buffer Population Served by 1/4-mile buffer: 77%

* Based on 2010 Population Census

Figure P-10 (Source: SWA) Existing road conditions and bike lane on Clay Rd.

• The current on-street networks have the potential to benefit from wider rights-of-way and, ultimately wider bike lanes. The current conditions lack safety alongside oncoming traffic and often discourage safe bike trail usage.

124 EXISTING BIKE LANES + TRAILS

Legend Figure P-11 SB Management District illlustrates All Off-Street with 1/4-mile Buffer 1/4-mile buffer for All On-Street with 1/4-mile Buffer easements and SPARK Parks JOHNSON PARK on-street bike INDEPENDENCE All Public Parks PARK routes, providing FRESH- MEADOW neighborhoods PARK with proximate, convenient access. LEE PARK COUNTY PARK

HOLLIBROOK SPRING EL TERRACE EL SHADOW EL BUFFALO CREEK EL SCHWARTZ CAMPBELL PARK WOODS EDGEWOOD EL PARK COUNTY PARK CEDARBROOK EL COUNTY PARK RIDGECREST EL

MOFFITT GESSNER SPRING WOODS MS PARK TREASURE PARK PINE SPRING BRANCH CREEK FOREST EL PARK SHADOW DRIVE ANTOINE HOUSMAN EL EL PARK FUTURE PARK NOB HILL HADEN SITE PARK BRACHER FREED SITE PARK PARK VALLEY OAKS EL

SHADOW MORITZ OAK EL WOODVIEW EL PECH PARK

Total Bike Lane + Trail Length: 70 MI Potential Population Served: 100% Figure P-11 (Source: SWA) * Based on 2030 Projected Population 127,850

Spring Branch Management District Comprehensive Plan 2015-2030 125 5.4 ESPLANADES + SIDEWALKS 5.4.1 Existing Conditions

Street pavement beautification at the intersection of Long Point and Wirt Street median improvements along streets such as Bunker Hill and Blalock

ESPLANADES AND SIDEWALKS ARE A CRITICAL PART OF THE There are currently 3.1 miles of Adopt-an-Esplanade PUBLIC REALM INVENTORY. ESPLANADE BEAUTIFICATION IS projects currently active within Spring Branch. AN IMPORTANT PART OF MAINTAINING DISTRICT IDENTITY AND CHARACTER. ESPLANADES ARE ALSO POTENTIAL PUBLIC Source: SWA SPACE THAT MAY BE APPROPRIATED FOR OTHER PUBLIC USES SUCH AS SIDEWALKS AND / OR ON-STREET BIKE FACILITIES. OFTEN SIDEWALKS ARE THE PRIMARY MEANS OF PEDESTRIAN CONNECTIVITY TO IMPORTANT ACTIVITIES AND DESTINATIONS - WORK, SHOPPING, WORSHIP, AND RECREATION.

126 EXISTING ESPLANADE LOCATIONS

Legend SB Management District Existing Esplanades Esplanade Sections Maintained by the District

CLAY

KEMPWOOD

HAMMERLY

WESTVIEW WIRT SILBER ANTOINE GESSNER BLALOCK

Figure P-12 (Source: SBMD and SWA)

Spring Branch Management District Comprehensive Plan 2015-2030 127 5.4 ESPLANADES + SIDEWALKS 5.4.1 Existing Conditions

EXISTING STREETS WITH SIDEWALKS

Legend SB Management District ADOPT-AN-ESPLANADE + BEAUTIFICATION Major Thoroughfares with Sidewalks PROJECTS Spring Branch Management District has placed a priority for esplanade beautification and maintenance, monumentation, wall design, and waste management improvements. Altogether, 2,700 signs have been removed, 63 bridges have been repaired, and waterline replacements have resulted in a 13% decrease in water-related complaints.

STREET R.O.W. CONDITIONS Although there are significant upgrades in the District, existing sidewalks necessitate widening and re-paving to promote walkable neighborhoods.

Figure P-13 (Source: SWA)

• Beautification of esplanades are currently underway in many Total Esplanade parts of Spring Branch. Figure P-13 shows medians located Length: 47 MI along major roads, which, are maintained by the District as part of building district identity. Blalock Road and Wirt Road Total Sidewalk and major intersections along these roads are inclusive of the Length: 117 MI current esplanade projects. It will be especially important to Source: SWA expand esplanade improvements along major bike routes, particularly on east-west connections such as Clay Road. • In evaluating right-of-way conditions, major thoroughfares may also require improved sidewalks for pedestrians. Spring Branch currently has sidewalks along most arterial roads except for Hempstead.

128 1-4-MILE BUFFER ZONE FOR ALL SIDEWALKS + POTENTIAL AREAS OF CONNECTION

Legend Off-street Bike Trail– SB Management District a bikeway outside Sidewalk with 1/4-mile Buffer the travelled way and Off-Street bike with 1/4-mile Buffer physically separated JOHNSON PARK On-Street bike with 1/4-mile Buffer INDEPENDENCE MTHF with Esplanade from motor vehicle PARK traffic FRESH- SPARK Parks MEADOW All Public Parks PARK On-Street Bike Trail – A portion of

LEE PARK a roadway that has COUNTY PARK been designated for

HOLLIBROOK preferential or exclusive SPRING EL TERRACE EL SHADOW EL use by bicyclists by BUFFALO SCHWARTZ CREEK EL pavement markings CAMPBELL PARK WOODS EDGEWOOD EL and, if used, signs PARK COUNTY PARK CEDARBROOK EL COUNTY PARK RIDGECREST EL MOFFITT GESSNER SPRING WOODS MS PARK CREEK TREASURE PARK PINE SPRING BRANCH DRIVE FOREST EL PARK PARK SHADOW ANTOINE HOUSMAN EL EL FUTURE PARK NOB HILL HADEN SITE PARK BRACHER FREED SITE PARK PARK VALLEY OAKS EL

SHADOW MORITZ OAK EL WOODVIEW EL PECH PARK

Figure P-14 (Source: SWA)

Spring Branch Management District Comprehensive Plan 2015-2030 129 5.5 PROPOSED PUBLIC REALM PLAN 5.5.1 District + Regional Connectivity

DISTRICT CONNECTIVITY

Legend SB Management District Links (On and Off-street Trails) CTY Regional and Local Parks CO (CTY: City Parks, CO: County Parks)

SPARK Parks CTY Clay CO CTY Kempwood

CTY CTY Hammerly CTY CTY CO

COCTY CO CO CTY Long Point CTY CTY CO CO Westview CTY Bingle Post Oak Post Wirt Silber Antoine Blalock Gessner

Figure P-15 (Source: SWA) Linkages and connections promote a high quality of life by providing developing important public realm destinations, interconnectivity an alternative means of transportation for Spring Branch residents within the District is key for multiple users to have the flexibility to get via pedestrian trails, sidewalks, and bikeways. When locating and from point A to point B safely and conveniently.

130 REGIONAL CONNECTIVITY

Legend SB Management District Links (On and Off-street Trails) Regional and Local Parks (CTY: City Parks,

WHITE OAK CO: County Parks) BAYOU TRAIL Employment Centers CULLEN PARK

SPRING BRANCH

MEMORIAL MEMORIAL CITY + CITY PARK ENERGY CENTRE CORRIDOR UPTOWN

Figure P16 (Source: SWA)

As significant as connections within the District are, regional and points-of-interests such as employment centers, commercial connectivity is crucial between Spring Branch and other destinations areas, and valued recreational spots.

Spring Branch Management District Comprehensive Plan 2015-2030 131

6.0 IMPLEMENTATION 6.0 INTRODUCTION + METHODOLOGY 6.1 ACTION PRIORITY 6.1.1 INFRASTRUCTURE IMPROVEMENTS 6.1.2 COMMUNITY STABILIZATION + ENHANCEMENT 6.1.3 ECONOMIC DEVELOPMENT TOOLS 6.1.4 LONG POINT CORRIDOR TRANSFORMATION 6.1.5 STREET NETWORK MULTI-MODAL DESIGN + CAPACITY 6.1.6 TRANSIT 6.1.7 BIKEWAYS 6.1.8 PARKS + TRAILS 6.2 IMPLEMENTATION STEPS 6.2.1 INFRASTRUCTURE IMPROVEMENTS 6.2.2 COMMUNITY STABILIZATION + ENHANCEMENT 6.2.3 ECONOMIC DEVELOPMENT TOOLS 6.2.4 LONG POINT CORRIDOR TRANSFORMATION 6.2.5 STREET NETWORK MULTI-MODAL DESIGN + CAPACITY 6.2.6 TRANSIT 6.2.7 BIKEWAYS 6.2.8 PARKS + TRAILS

Spring Branch Management District Comprehensive Plan 2015-2030 133 6.0 INTRODUCTION + METHODOLOGY

INTRODUCTION

The introduction to this report stated that the Comprehensive Plan’s projects are indeterminate and are highly dependent on near-term primary purpose is to provide a blueprint for action. The Spring achievements. These projects will be identified and described in Branch Management District occupies a unique position to promote, future updates to the Comprehensive Plan. preserve, protect and enhance the assets of the District through insight and forethought. This is also its primary role and responsibility. The priority actions are founded on the market dynamics that are As the stewards and advocates for Spring Branch, the District and will continue to shape Spring Branch. More importantly, the possesses the means, the opportunity and the ability to leverage its priority actions recognize the realities of the broader circumstances resources (economic, social and political) to cause positive change in the District operates within every day and which require it to identify Spring Branch. opportunities and to proactively partner with private and public entities as platforms to implement these priority actions. By doing This final section identifies the priorities that have been identified so, the District can and will address and enhance the economic for immediate action. While long-term and short-term opportunities development and quality of life of the Spring Branch community. have been relayed throughout previous sections, the implementation section seeks to provide a set of actions with specific steps for focused action by the District over the next five years. Longer term

The Flea Market site, having been recently demolished, offers a prime redevelopment The Spring Branch Medical Center prior to its demolition in late 2014 opportunity

134 METHODOLOGY

The priority actions presented and described below are the outcome In the following pages, each priority action is presented in detail. of many months of review and evaluation, led by the Comprehensive The information includes a descriptive chart that notes each action’s Planning Committee of the Board of Directors. The functional opportunity, objective, and strategy and also accompanied by a planning components, the present and future circumstances related representative graphic / map. This is expanded upon by a series of to these components, and the opportunities and challenges they steps the District will need to take in order to implement each action present to Spring Branch, especially in light of the District’s vision, have been the key considerations. The resulting priority actions plan. It will be up to the District to evaluate the timeline and phasing have been vetted by the Board of Directors and the Spring Branch of each step, which will be dependent on opportunistic circumstances Community in public workshops. over the next five years. Supporting detailed information is provided in the Appendices. The priority actions are listed in alphabetical order of their functional planning components as presented in earlier sections of this report, i.e., Infrastructure, Land Use, Mobility and Public Realm (see four- listed components below). The reader will note that the Land Use component has been modified to address economic development strategies and community stabilization, which are not included in the other components. The priority actions are not ranked from highest to lowest priority as they all represent important actions in their own right. The explanation is practical. Because the priority actions are wide ranging, it is expected that the District will likely have all these actions in some stage of implementation at any one time, as circumstances and opportunities dictate.

1. INFRASTRUCTURE 2. LAND USE / ECONOMIC DEVELOPMENT / COMMUNITY STABILIZATION AND ENHANCEMENT 3. MOBILITY 4. PARKS AND TRAILS

Spring Branch Management District Comprehensive Plan 2015-2030 135 6.1 ACTION PRIORITY

INFRASTRUCTURE LANDUSE / ECONOMIC DEVELOPMENT

6.1.1 INFRASTRUCTURE IMPROVEMENTS 6.1.2 COMMUNITY STABILIZATION + ENHANCEMENT A. IDENTIFY OPPORTUNITIES FOR PARTNERING / LEVERAGING A. SUPPORT COMMUNITY INTEGRITY PROGRAMS. INVESTMENTS IN PRIVATE AND PUBLIC PROJECTS THAT B. DEVELOP NEIGHBORHOOD INFRASTRUCTURE TOOLBOX. IMPROVE INFRASTRUCTURE AND PROVIDE A STRONG RETURN C. CONTINUE AND ELEVATE SAFETY AND SECURITY PROGRAMS BY HIRING PRIVATE ON INVESTMENT FOR THE DISTRICT. SECURITY WITH SBMD PATROL CARS. B. CONDUCT A REGIONAL DRAINAGE STUDY FOR THE WHITE 6.1.3 ECONOMIC DEVELOPMENT TOOLS OAK BAYOU WATERSHED. A. CREATE A PROJECT ASSESSMENT TOOL THAT PROVIDES COST/ BENEFIT ANALYSIS. C. LEVERAGE REBUILD HOUSTON. FOR “GO / NO GO” PARTNERING / LEVERAGING INVESTMENT BY THE DISTRICT IN ECONOMIC DEVELOPMENT PROJECTS. B. DEVELOP FUNDING MECHANISMS TO ASSIST IN THE IMPLEMENTATION OF PROJECTS. C. MAKE STRATEGIC ANNEXATIONS OF AREAS TO WEST AND NORTH / NORTHEAST TO SECURE THE DISTRICT’S NATURAL BORDERS.

6.1.4 LONG POINT CORRIDOR TRANSFORMATION A. ESTABLISH NEW CORRIDOR DESIGNATION / MAIN STREET PROGRAM FOR MORE SPECIFIC AND FLEXIBLE DEVELOPMENT REGULATIONS. B. LANDBANK PROPERTY ON LONG POINT AS PART OF IMPLEMENTING THE PILOT PROJECT(S). C. ESTABLISH INCENTIVES FOR ENHANCED STANDARDS FOR DEVELOPMENT. D. ADVOCATE FOR AND OBTAIN FUNDING FROM LOCAL STAKEHOLDERS TO PLAN AND DEVELOP A PILOT PROJECT IN THE VICINITY OF WIRT AND LONG POINT.

136 MOBILITY PUBLIC REALM

6.1.5 STREET NETWORK MULTI-MODAL DESIGN + CAPACITY 6.1.8 PARKS + TRAILS A. DEDICATE RESOURCES TO COORDINATE WITH CITY OF HOUSTON (COH) ON SUB- A. CREATE ONE TO TWO NEW URBAN PARKS. REGIONAL MOBILITY PLAN. B. EXTEND AND COMPLETE THE EAST - WEST CENTERPOINT TRAIL. B. IDENTIFY NEW ROADWAY CONNECTIVITY TO BETTER DISTRIBUTE TRAFFIC ACROSS AREA C. ESTABLISH NEW SPARK PARKS AT SCHOOLS. ROADWAYS. D. BUILD CRITICAL TRAIL LINKS TO KEY DESTINATIONS. C. ADD ADDITIONAL CAPACITY ENHANCEMENTS AT LOCATIONS WHERE DEVELOPMENT E. ENHANCE EXISTING PARKS. WILL ADD TO INCREASED PRESSURE ON CORRIDORS. F. COORDINATE WITH TIRZ 17, ENERGY CORRIDOR, TIRZ 16, BAYOU 6.1.6 TRANSIT GREENWAYS, COH BIKEWAY PLAN. A. COORDINATE WITH METRO FOR NEW NORTH / SOUTH ROUTES ENHANCING THE GRID OF ROUTES PROPOSED THROUGH METRO SYSTEM REIMAGINING. B. CONTINUE TO ADVOCATE FOR INCREASED FREQUENCIES AND SPANS ON NEW ROUTES. C. PURSUE FUNDING THAT LEVERAGES FUTURE UPTOWN BUS RAPID TRANSIT (BRT) PROJECT FOR TRANSIT-ORIENTED DEVELOPMENT (TOD) OPPORTUNITIES AND CONNECTIONS TO NORTHWEST TRANSIT CENTER. D. ENHANCE SUCCESS OF FUTURE TODS BY PROVIDING PUBLIC REALM IMPROVEMENTS AND DEVELOPMENT GUIDELINES AND INCENTIVES. 6.1.7 BIKEWAYS A. ENGAGE WITH CITY OF HOUSTON’S (COH) NEW BICYCLE MASTER PLAN TO SUPPORT THE DISTRICT’S BIKEWAY GOALS TO CONNECT EXISTING ON-STREET ROUTES, OFF-STREET ROUTES AND LOCAL AND REGIONAL DESTINATIONS. B. ENHANCE EXISTING ON-STREET BIKE ROUTES INCLUDING CLEANING, SWEEPING, SIGNAGE, INTERSECTION ENHANCEMENTS, STRIPING / WIDENING, REPAVING.

Spring Branch Management District Comprehensive Plan 2015-2030 137 INFRASTRUC6.1 ACTIONTUR PRIORITYE INFRASTRUCTURE 6.1.1 Infrastructure Improvements IMPROVEMENTS STREET PROJECTS DRAINAGE PROJECTS 6 NEEDING TO BE NEEDING TO BE CONDUCT A REGIONAL DRAINAGE ASSESSED ASSESSED STUDY FOR THE WHITE OAK BAYOU WATERSHED. TANNER TIDWELL

REBUILD HOUSTONLegend SB Management District 290 • COORDINATE WITDrainageH COH Projects needing ON Assessment DESIGN PLAN COMPONENT CLAY Programmed CIP Drainage Projects + OPPORTUNITY OF NEW CORRIDORProgrammed PRO CIP ThoroughfaresJECTS Projects Thoroughfare Projects needing Assessment Programmed CIP Neighborhood Projects KEMPWOOD SUBREGIONAL MCIPOBILI NeighborhoodTY needing Assessment PLANNING, REGIONAL DRAINAGE HAMMERLY

• COORDINATE WITH LOCAL COUNCIL MEMBER TO ENSURE DISTRICT

PRIORITIES ARE ADDRESSED BY BELTWAY-8 LONG POINT Spring WESTVIEW Valley FUNDING THE ACCELERATION OF 610 PRIORITY PROJECTS. I-10 • STREETS + DRAINAGE TO WIRT SILBER BINGLE

STABILIZE RESIDENCES AND ANTOINE BLALOCK GESSNER POST OAK

GATHER COMMUNITY SUPPORT PROGRAMMED PROGRAMMED CIP • CORRIDOR IMPROVEMENTS CIP STREET PROJECTS DRAINAGE PROJECTS

138 SPRING BRANCH COMP PLAN 2015 - 2030 ACTION PLAN #6 IDENTIFY OPPORTUNITIES FOR DIRECT INVESTMENTS IN PRIVATE AND PUBLIC PROJECTS THAT A B CONDUCT A REGIONAL C LEVERAGE REBUILD IMPROVE INFRASTRUCTURE AND DRAINAGE STUDY FOR HOUSTON PROVIDE A STRONG RETURN ON THE WHITE OAK BAYOU INVESTMENT FOR THE DISTRICT WATERSHED

Plan Component: Infrastructure Plan Component: Infrastructure Plan Component: Infrastructure PLAN COMPONENT Opportunity to partner with private and public project Opportunity to pursue resolution of Opportunity to improve prioritization + OPPORTUNITY developers to include enhancements that benefit the drainage issues in order to encourage of ReBuild Houston projects and Spring Branch community. and support future development. need areas.

To improve infrastructure that will support continued To identify causes and define potential To target street and drainage OBJECTIVE development and investment in Spring Branch, e.g., solutions for ponding and flooding issues improvements where local issues regional detention. within the District. exist.

Develop tools to allow district to partner with Complete study to inform and improve Provide input through council developers and other special districts on high return conversation with Flood Control District, member to accelerate priority STRATEGY projects in priority areas. residents, and developers. corridors and neighborhood need areas.

Potential Funding Costs: District funds, grants, flood Potential Funding Costs: District funds, Potential Funding Costs: District IMPLEMENTATION control and utility agency partnerships. flood control funds, grants. funds. COSTS + FUNDING SOURCES

EXAMPLE Conrad Sauer Memorial City TIRZ Project PROJECT W-140 Briar Branch

Spring Branch Management District Comprehensive Plan 2015-2030 139 6.1 ACTION PRIORITY LAND USE / ECONOMIC DEVELOPMENT 6.1.2 Community Stabilization + Enhancement

YEAR OF IMPROVEMENTS - COMMERCIAL

PLAN COMPONENT + OPPORTUNITY YEAR OF IMPROVEMENTS - RESIDENTIAL

VACANT LAND + PARKS

POPULATION CONCENTRATION

LAND VALUE

140 CONTINUE AND ELEVATE SAFETY AND SECURITY COMMUNITY INTEGRITY NEIGHBORHOOD YEAR OF IMPROVEMENTS - COMMERCIAL A B C PROGRAMS BY HIRING PROGRAMS INFRASTRUCTURE TOOLBOX PRIVATE SECURITY WITH SBMD PATROL CARS

Plan Component: Land Use Plan Component: Land Use Plan Component: Land Use Project: Deed Restrictions Project: Infrastructure Improvements Project: Safety PLAN COMPONENT Stabilize property values in the Stabilize the values of the community in areas Stabilize property values throughout the + OPPORTUNITY YEAR OF IMPROVEMENTS - RESIDENTIAL community so that higher values in need of minor infrastructure repairs. community and grow the perception and contribute to the vitality of the District as reality of “safe communities” for those a whole. investing in Spring Branch. Improve community integrity through By assisting the District in facilitating local Reducing crime statistics in high density advocacy of effective deed restrictions infrastructure repairs, improve the overall and commercial areas and minimizing OBJECTIVE and compliance. quality of life within Spring Branch. false perception of crime as a “problem” is essential to the safety factor in the District. VACANT LAND + PARKS Facilitate and support local initiatives with Create a program whereby SBMD provides Determine location-specific deterrents to appropriate information and contacts guidance on how the community can have crime and prepare a strategy to reduce or STRATEGY related to having, maintaining, and minor infrastructure repairs made quickly. eliminate causes of the crime; continue and enforcing deed restrictions. expand current crime reduction initiatives.

Monetary – minor Staff – minimal with website upgrades. Staff – minimal for oversight. Staff – moderate Monetary – moderate, for engineer Monetary – moderate annually, for IMPLEMENTATION Volunteer – intensive depending on participation. additional police and patrol service. POPULATION CONCENTRATION COSTS + FUNDING neighborhood and deed restriction Monetary – moderate to high for engineering Potential Funding Sources: SBMD annual SOURCES issue(s). design and construction work. budget. Potential Funding Sources: SBMD, Potential Funding Sources: City of Houston City of Houston Police Department; grants. Volunteer legal firms, grants. Public Works; Harris County Flood Control; SBMD on a cost-sharing basis; grants.

TARGET Deed Restriction Workshops Neighborhood Street Improvements Project Safety Enhancement Project PROJECT LAND VALUE

Spring Branch Management District Comprehensive Plan 2015-2030 141 6.1 ACTION PRIORITY LAND USE / ECONOMIC DEVELOPMENT 6.1.3 Economic Development Tools

TANNER TIDWELL Legend SB Management District Areas of Potential Redevelopment 290 High-value Development PLAN COMPONENT Nodes CLAY + OPPORTUNITY Employment Centers

Spring Branch and outlying areas of Influence

Potential Annexations KEMPWOOD

HAMMERLY

BELTWAY-8 LONG POINT WESTVIEW Spring Valley I-10 610 WIRT SILBER BINGLE ANTOINE BLALOCK POST OAK GESSNER

142 CREATE A PROJECT ASSESSMENT TOOL THAT PROVIDES COST/ BENEFIT ANALYSIS FOR “GO / NO DEVELOP FUNDING MAKE STRATEGIC ANNEXATIONS A GO” DIRECT INVESTMENT BY THE B MECHANISMS TO ASSIST IN C OF AREAS TO WEST AND NORTH DISTRICT IN PUBLIC AND PRIVATE THE IMPLEMENTATION OF / NORTHEAST TO SECURE THE PROJECTS PROJECTS DISTRICT’S NATURAL BORDERS.

Plan Component: Land Use Plan Component: Land Use Plan Component: Land Use PLAN COMPONENT Project: Project Assessment Tool Project: Investment + Financing Project: Strategic Annexations + OPPORTUNITY Maximize return on funds allocated to special Influence / promote the development of Influence redevelopment on SBMD’s borders projects by SBMD or others. projects that are beneficial to SBMD. to enhance the economic vitality of areas with poor / marginal investment.

Through a form of a project assessment tool, In order to influence and assist in the The objective is to increase reinvestment OBJECTIVE i.e a cost-benefit analysis, the purpose is to development of certain projects, a and redevelopment, and to prevent determine which special projects are worthy “toolbox” of funding mechanisms and negative effects in Spring Branch caused of SBMD funds and attention in order to financing tools must be created. by incompatible development on its border. appropriately leverage investments.

Create a cost-benefit analysis program that Deploy the “tool box” to be used Evaluate areas for annexation and gain assesses all costs involved in a proposed exclusively by SBMD or by SBMD in support from property owners and others STRATEGY project, and the ultimate tangible and intangible cooperation with property owners and whose support is needed to approve the benefits of that project if implemented properly. developers to develop projects that annexations. It will allow SBMD to prioritize the projects, advance the goals of SBMD. Specified Area Taxation. accordingly.

IMPLEMENTATION Staff – initially minor, then high Staff – moderate, for research, preparation Staff – high COSTS + FUNDING Financial Consultant - high and maintenance Monetary – minimal, for outside consultants SOURCES Potential Funding Sources: SBMD Potential Funding Sources: SBMD; to assist in evaluation process grants. Potential Funding Sources: SBMD

TARGET Project Assessment Project Banking Partners Project; Investor Hempstead Corridor Annexation Project; PROJECT Partners Project; Financing Beltway 8 Corridor; Mechanisms Project; Public Annexation Project Contributions Project.

Spring Branch Management District Comprehensive Plan 2015-2030 143 TRANSFOR6.1M ACTION LONGPOIN PRIORITYT CORRIDOR LAND USE / ECONOMIC DEVELOPMENT 3 6.1.4 Long Point Corridor Transformation ADVOCATE FOR AND OBTAIN FUNDING FROM LOCAL

STAKEHOLDERS TO PLAN AND TANNER TIDWELL DEVELOP A PILOT PRLegendOJECT IN SB Management District THE VICINITY OF WIRTLong AN PointD Corridor LONG 290 PLAN COMPONENT POINT. + OPPORTUNITY CLAY

ESTABLISH INCENTIVES FOR KEMPWOOD ENHANCED STANDARDS FOR

HAMMERLY

NEW CORRIDOR DESIGNATION/ LONG POINT BELTWAY-8

MAIN STREET PROGRAM FOR WESTVIEW Spring Valley

MORE SPECIFIC AND FLEXIBLE 610 I-10 DEVELOPMENT REGULATIONS. WIRT SILBER BINGLE BLALOCK ANTOINE GESSNER

LANDBANK PROPERTY ON LONG POST OAK POINT AS PART OF IMPLEMENTING

144 SPRING BRANCH COMP PLAN 2015 - 2030 ACTION PLAN #3 NEW CORRIDOR DESIGNATION / MAIN STREET LANDBANK PROPERTY ON LONG POINT A PROGRAM FOR MORE SPECIFIC AND FLEXIBLE B AS PART OF IMPLEMENTING THE PILOT DEVELOPMENT REGULATIONS PROJECT(S)

Plan Component: Land Use Plan Component: Land Use PLAN COMPONENT Project: Development Guidelines and Financial Incentives Project: Land Banks + OPPORTUNITY Redevelop the Long Point Corridor. Redevelop Long Point Corridor.

The objective is to Influence and promote Long Point Corridor’s The objective is to influence and promote Long Point OBJECTIVE redevelopment. Corridor’s redevelopment.

Create development guidelines and financial incentives that, when Acquire and hold available, suitable properties that can employed together in a redevelopment project, can help SBMD be redeveloped, the result being a major impact on the STRATEGY achieve its Long Point Corridor redevelopment goals. Long Point Corridor.

Staff – high, due to oversight Staff – high IMPLEMENTATION Monetary – moderate to high, due to consultant fees and hard Property Acquisition – very high COSTS + FUNDING cost contributions. Potential Funding Sources: SBMD bond sales; SOURCES Potential Funding Sources: SBMD; Other financing districts SBMD annual revenues. grants; SBMD annual revenues.

TARGET Flea Market Area Mixed Use Redevelopment Subdistrict; Flea Market Area Land Bank (for mixed-use PROJECT Long Point at Campbell Road Mixed Use Redevelopment redevelopment). Subdistrict.

Spring Branch Management District Comprehensive Plan 2015-2030 145 6.1 ACTION PRIORITY LAND USE / ECONOMIC DEVELOPMENT 6.1.4 Long Point Corridor Transformation (Cont.)

TANNER

Legend SB Management District

Pilot Project Area 290

CLAY

KEMPWOOD

HAMMERLY BELTWAY-8

WESTVIEW Spring Valley

I-10 WIRT SILBER BINGLE GESSNER ANTOINE BLALOCK POST OAK

146 ADVOCATE FOR AND OBTAIN FUNDING FROM C LOCAL STAKEHOLDERS TO PLAN AND DEVELOP A PILOT PROJECT IN THE VICINITY OF WIRT AND D ESTABLISH INCENTIVES FOR ENHANCED LONG POINT. STANDARDS FOR DEVELOPMENT.

PLAN COMPONENT Plan Component: Land Use Plan Component: Land Use + OPPORTUNITY Project: Pilot Projects Project: Master Plans Transform Long Point Corridor and adjacent areas. Redevelop Long Point Corridor and adjacent neighborhoods.

The objective is to prove that through careful assessment, design By influencing and promoting redevelopment along the Long and redevelopment, revitalization can be achieved in a specific, Point Corridor, the District will benefit from a centralized retail mixed-use subdistrict that had previously hosted commercial and pedestrian experience (“Main Street”). OBJECTIVE buildings and homes with little revitalization expectation, and that this project can be used as a model for other areas in Spring Branch.

Redevelop a specific subdistrict, using various SBMD tools, in a Create purpose-specific master plans to address various manner that successfully transforms the commercial uses and aspects of redevelopment. STRATEGY adjacent neighborhoods.

Staff – high Staff – high, due to supervision IMPLEMENTATION Monetary – high due to property acquisition and consulting Monetary – moderate, due to cost of consultants for Steps 1-2. COSTS + FUNDING Potential Funding Sources: SBMD land banking program; SOURCES Private investors/ developers and homebuilders; grants and public agencies.

TARGET Ridgecrest / Long Point Mixed Use Revitalization Project Land Use Master Plan; Infrastructure and Mobility Master PROJECT Plan; Beautification Master Plan

Spring Branch Management District Comprehensive Plan 2015-2030 147 6.1 ACTION PRIORITY MOBILITY 6.1.5 Street Network Multi-Modal Design + Capacity

TANNER TIDWELL

Legend SB Management District PLAN COMPONENT Potential Roadway Connections 290 CenterPoint Easement + OPPORTUNITY SB Management District CLAY Intersections on Highways Intersections on Hempstead Road Capacity Enhancements High-value Development KEMPWOOD Nodes

HAMMERLY

BELTWAY-8 LONG POINT WESTVIEW Spring Valley

I-10 610 WIRT SILBER BINGLE BLALOCK ANTOINE GESSNER POST OAK

148 ADD ADDITIONAL CAPACITY DEDICATE RESOURCES TO IDENTIFY NEW ROADWAY ENHANCEMENTS AT LOCATIONS CONNECTIVITY TO BETTER A COORDINATE WITH COH ON B C WHERE DEVELOPMENT WILL ADD SUB-REGIONAL MOBILITY DISTRIBUTE TRAFFIC TO INCREASED PRESSURE ON PLAN ACROSS AREA ROADWAYS CORRIDORS

Plan Component: Mobility Plan Component: Mobility Plan Component: Mobility Opportunity to partner on subregional Opportunity to improve circulation Opportunity to improve traffic operations with PLAN COMPONENT mobility plan to define needs and within the district by constructing street targeted capacity enhancements at key locations. + OPPORTUNITY possible cross sections for major connections to enhance the grid. thoroughfare corridors.

Develop high-level concepts for Relieve pressure from major Improve traffic operations in areas where multimodal street classifications, thoroughfares and intersections by increased development is creating strain on OBJECTIVE taking into account District context and providing alternate routes to serve local existing street capacity. priorities. trips.

Advocate for the Spring Branch area Include study of street connections within Identify priority locations for development of in an upcoming subregional mobility subregional mobility study. projects in coordination with COH, TxDOT, and planning project, leveraging large HCTRA. STRATEGY number of ReBuild Houston needs assessment area.

Monetary - Total Study $300-400K w/ Staff - Moderate Staff - Moderate percentage as matching local funds. Potential Funding Sources: Potential Funding Sources: COH Capital IMPLEMENTATION Potential Funding Sources: Regularly- TIP funds (requires match); COH Capital Improvement Program; TxDOT (IH 10); HCTRA COSTS + FUNDING programmed COH planning funds; Improvement Program. (Beltway 8). SOURCES potential to accelerate projects by partnering with COH and H-GAC (requires matching funds).

Heights & Northside Mobility Study Tanner Road & Hempstead Highway Energy Corridor IH 10 intersection project; EXAMPLE (2014); connection Upper Kirby District street expansions PROJECT East End Mobility Study (2011)

Spring Branch Management District Comprehensive Plan 2015-2030 149 MOBILITY:6.1 TR ACTIONANSI PRIORITYT MOBILITY

6.1.6 Transit POTENTIAL NORTH/ SOUTH 5 LINES

COORDINATE WITH METRO TANNER TIDWELL FOR NEW NORTH / SOUTHLegend SB Management District ROUTES ENHANCING PotentialTHE N-S Routes Transit Center 290 PLAN COMPONENT GRID OF ROUTES PROPOSED CLAY + OPPORTUNITY Note: These routes are not currently part THROUGH METROof SYan approvedSTEM system and are being recommended by the District. REIMAGINING: KEMPWOOD

TARGET CORRIDORS ARE: HAMMERLY • BINGLE ROAD • BLALOCK ROAD • WIRT ROAD BELTWAY-8 LONG POINT WESTVIEW Spring Valley

CONTINUE TO ADVOCATE FOR 610 I-10 TC INCREASED FREQUENCIES ON NEW ROUTES. WIRT SILBER BINGLE BLALOCK GESSNER ANTOINE POST OAK

BLUE ROUTE GREEN ROUTE RED ROUTE 30 MINS. 60 MINS. 10-15 MINS.

SPRING BRANCH COMP PLAN 150 2015 - 2030 ACTION PLAN #5 COORDINATE WITH METRO FOR NEW NORTH / SOUTH ROUTES ENHANCING THE GRID A B CONTINUE TO ADVOCATE FOR INCREASED OF ROUTES PROPOSED THROUGH METRO FREQUENCIES AND SPANS ON NEW ROUTES SYSTEM REIMAGINING

Plan Component: Mobility Plan Component: Mobility Opportunity to improve transit connectivity within Spring Branch, Opportunity to improve transit mobility by making local bus PLAN COMPONENT enabling more convenient local trips within the District and better service a more attractive option for more Spring Branch residents + OPPORTUNITY links to other areas. and visitors through shorter wait times and quicker connections. To also expand mobility choices for a diverse demographic. To help plan, implement, and market a north-south bus route To increase frequency of service on local bus routes serving connecting through the center of Spring Branch, potentially on Spring Branch; for example, upgrading 60-minute routes OBJECTIVE Wirt, Bingle, and/or Blalock, filling the gap in north-south service (Westview, Hammerly, Clay) to 30 minutes and 30-minute routes between Gessner and Antoine. (Kempwood) to 15 minutes.

Advocate for inclusion of a route in a future update of METRO’s Based on performance of the new bus routes implemented transit service plan as additional bus system resources become through METRO System Reimagining, advocate for improved STRATEGY available through the 2012 referendum. frequency on those with above-average productivity. Potentially pursue grant funding for launch.

Monetary - approx. $1.5 million per year per route (2014) Monetary - Cost for routes vary Additional capital costs based on new bus stop infrastructure (approx. $0.5-2 million per route - 2014) IMPLEMENTATION required. Potential Funding Sources: METRO operating funds COSTS + FUNDING Potential Funding Sources: Job Access for Reverse Commute SOURCES (JARC) grants; METRO operating funds and additional revenue from 2012 referendum

EXAMPLE Launch of 75 Eldridge in partnership with Energy Corridor Regular Transit Service Plan updates PROJECT District. N-S : Bingle route is a priority METRO Transit System Reimagining project

Spring Branch Management District Comprehensive Plan 2015-2030 151 6.1 ACTION PRIORITY MOBILITY 6.1.6 Transit (Cont.)

PLAN COMPONENT + OPPORTUNITY

Existing Situation

Potential Situation with Transit

152 PURSUE FUNDING THAT LEVERAGES FUTURE UPTOWN BRT PROJECT FOR ENHANCE SUCCESS OF FUTURE TODS BY C TRANSIT-ORIENTED DEVELOPMENT (TOD) D PROVIDING PUBLIC REALM IMPROVEMENTS AND OPPORTUNITIES AND CONNECTIONS TO DEVELOPMENT GUIDELINES AND INCENTIVES NORTHWEST TRANSIT CENTER

Plan Component: Mobility Plan Component: Mobility PLAN COMPONENT Opportunity to leverage investments being made by the Uptown Opportunity to promote and incentivize high-quality development + OPPORTUNITY District, TxDOT, and METRO in a high-quality transit connection around transit that enhances quality of life for all Spring Branch between Northwest Transit Center and Uptown. residents and visitors.

To connect Spring Branch to a central node in the METRO To create safe, pleasant connections to transit from Spring OBJECTIVE Transit System, capitalizing on the mobility and access benefits Branch neighborhoods and destinations. Northwest Transit Center provides.

Pursue infrastructure connections that enable improved Provide attractive streetscape and public realm including multimodal access to the Northwest TC. sidewalks, street trees, safe intersection crossings, and bus stop amenities along and connecting to major transit corridors. STRATEGY Provide design guidance and incentives to developers in accordance with this vision.

IMPLEMENTATION Monetary - To be determined. Monetary Unknown COSTS + FUNDING Potential Funding Sources: Economic development grants. Potential Funding Sources: Grant funding; District funds. SOURCES Downtown Living Initiative Greater East End Management District sidewalk and EXAMPLE East End pedestrian realm improvements Streetscape Improvements PROJECT Westchase Complete Streets project

Spring Branch Management District Comprehensive Plan 2015-2030 153 6.1 ACTION PRIORITY MOBILITY MOBILITY:6.1.7 BIK BikewaysEWAYS

CIVIC NODES + POINTS EXISTING ON-STREET 5 OF INTEREST BIKE NETWORK ENGAGE WITH COH’S NEW BICYCLE MASTER PLAN TO TANNER TIDWELL SUPPORT THE DISTRICT’S Legend BIKEWAY GOALS TOSB Management District High-Value Development Nodes 290 PLAN COMPONENT Existing Schools + OPPORTUNITY CLAY Existing Bikeways (Includes signed routes that may be below standards) Trails along Channels ROUTES AND LOCACenterPointL AND Trail REGIONAL DESTINATIONS KEMPWOOD

HAMMERLY

ENHANCE EXISTING

BELTWAY-8 LONG POINT WESTVIEW Spring ROUTES INCLUDING Valley 610 CLEANING, SWEEPING, I-10 SIGNAGE, INTERSECTION WIRT SILBER BINGLE ANTOINE BLALOCK ENHANCEMENTS, STRIPING/ GESSNER POST OAK WIDENING, REPAVING.

154 SPRING BRANCH COMP PLAN 2015 - 2030 ACTION PLAN #5 ENGAGE WITH COH’S NEW BICYCLE MASTER ENHANCE EXISTING ON-STREET BIKE ROUTES PLAN TO SUPPORT THE DISTRICT’S BIKEWAY INCLUDING CLEANING, SWEEPING, SIGNAGE, GOALS TO CONNECT EXISTING ON-STREET A B INTERSECTION ENHANCEMENTS, STRIPING / ROUTES, OFF-STREET ROUTES AND LOCAL AND WIDENING, REPAVING REGIONAL DESTINATIONS

Plan Component: Mobility Plan Component: Mobility PLAN COMPONENT Opportunity to include Spring Branch vision for bikeway Opportunity to improve on-street bike facilities to make them more + OPPORTUNITY connectivity in city-adopted plans. comfortable and attractive for a wider range of people wishing to travel by bike.

Influence City of Houston Bicycle Master Plan to include desired To improve the condition and safety of existing on-street bike OBJECTIVE bikeway connection to and within Spring Branch, e.g., park facilities (bike lanes, signed bike routes) within Spring Branch. connections, CenterPoint corridor.

Provide input into planning process, both by submitting Review facilities versus standards and identify deficiencies. STRATEGY comments from the District and by encouraging residents and Review state of maintenance and develop maintenance plan. businesses to engage, as well.

IMPLEMENTATION Staff - Moderate Staff - Moderate COSTS + FUNDING Potential cost to implement or partner to implement future Can be funded through district sources or through partnerships SOURCES projects. with the City of Houston or others.

EXAMPLE Energy Corridor District Bicycle Master Plan Energy Corridor District Bicycle Master Plan PROJECT Clear Lake Bicyclist and Pedestrian Study Clear Lake Bicyclist and Pedestrian Study

Spring Branch Management District Comprehensive Plan 2015-2030 155 6.1 ACTION PRIORITY PUBLIC REALM PPaARKRKSs6.1.8 ANand ParksD +TRt TrailsRAILailsS

EXISTINGeXisting CENTERPOINTcenterpoint 4 TRAILtrail

TANNERtanner TIDWELLtidwell CRcREATEeate ONoneLegendE TOto TWOtWo PLAN COMPONENT SB Management District + OPPORTUNITY NEWneW URuRBAbanN PExistingARKaRK CenterPointSs INin Easement Trail 290 COconNJJUNunctionCTIONProposed WIWith CenterPointTH Easement Trail TO WHITE Proposed Channel Trails Along CLAYclay OAK TRAIL PRIPRiVVATEate DdeEVEVeloExistingLOPMP ChannelsmentENT Proposed Park Service Areas to white (conRad saueR + leVy oak trail PPaARRKK MODmodelEL OoR ASas Aa KEMPWOODkemPwood stand alone). HAMMERLYhammerly

EXTENDeXtend AandND CcomOMPLPleteETE THtheE CEcenteRPointNTERPOINT TRtRAIailL.. BELTWAY-8 beltway-8 LONGlonG POINTPoint WESTVIEWwestview Spring 610 Valley 610 I-10i-10 TOto CULLENcullen PARKPark + WIRT ENERGYenerGy wirt SILBER silber BINGLE binGle BLALOCK ANTOINE blalock CORRIDOR anotine GESSNER Gessner POST OAK

corridor Post oak DISTRICT

SPRING BRANCH COMP PLAN 2015 - 2030

156 ACTItIONON PLAN #4 A CREATE ONE TO TWO NEW URBAN PARKS B EXTEND AND COMPLETE THE EAST - WEST CENTERPOINT TRAIL

Plan Component: Public Realm Plan Component: Public Realm PLAN COMPONENT Co-locate new park space with private development, semi-private Construct a paved hike and bike network that connects important + OPPORTUNITY development or city park plan (Houston Parks and Recreation open spaces. Department - HPARD).

Develop a centrally-located or site-specific park that can be Provide a link between the regional park on the west (Cullen used for individual recreation, organized sports, and/ or passive Park) to White Oak Bayou on the east with a connector to enjoyment. Conrad Sauer Detention Pond / Proposed Park and Memorial OBJECTIVE City including areas south of I-10. The plan utilizes the existing Create identifiable District parks with broad appeal to users and CenterPoint easement as a backbone for a regional trail network accessible by appropriate trail connections. in Spring Branch (see page 152 north-south connections).

Strategy I: Partner / leverage park development by purchasing Gain approval from CenterPoint and seek public funding. property and co-creating a District park in conjunction with private Seek leadership and support from Precinct 4 and other partnering development. groups to build / fund trail portions / all of the project. Strategy II: Participate and influence District park creation early on STRATEGY in a private development venture through economic incentives.

Strategy III: Advocate for a public park development with Houston Parks Board (HPB) and City (HPARD).

Staff - Minimal Staff - Minimal IMPLEMENTATION Potential Funding Sources: Potential Funding Sources: District funds, County Precinct 4 COSTS + FUNDING Strategy I: District Funds. funds, Grants (TPW, TIP), Non-profit funds, CenterPoint. SOURCES Strategy II: 380 Agreements; District Funds.

Strategy III: City grants, County Precinct 4 funds. Levy Park - Midway Developers + Upper Kirby District City of Addison, Texas, Powerline Trail EXAMPLE Conrad Sauer Detention Park - MetroNational + TIRZ#17 PROJECT Waterwall Park (Uptown)

Spring Branch Management District Comprehensive Plan 2015-2030 157 6.1 ACTION PRIORITY PUBLIC REALM 4 PARKS6.1.8 AN ParksD + TR TrailsAIL (Cont.)S

ESTABLISH NEW SPARK TANNER TIDWELL PARKS AT SCHLegendOOLS. SB Management District Existing Channels BUILD CRITICALProposed Channel Trails 290 CenterPoint Trail TO WHITE TRAIL LINKS TAreasO KEY of Potential Neighborhood Parks CLAY OAK TRAIL Potential SPARK Parks DESTINATIONS:Improvement of Important Existing Park 1a “Conrad Sauer Park” • W140: 1b “W140 Basin Park” KEMPWOOD 2a Potential Shadowdale on-street trail CENTERPOINT connection to W140 TRAIL PARK” / 2b Potential N-S Trail between Westview HAMMERLY and Campbell

2B • NORTH / SOUTH TRAILS: 2A

TO CULLEN BELTWAY-8 LONG POINT PARK + WESTVIEW ENERGY Spring Valley CORRIDOR 610 WESTVIEW + CAMPBELL 1A 1B I-10 WIRT SILBER ENHANCE EXISTING BINGLE BLALOCK ANTOINE GESSNER POST OAK

SPRING BRANCH COMP PLAN 2015 - 2030 158 ACTION PLAN #4 ESTABLISH NEW BUILD CRITICAL ENHANCE EXISTING COORDINATE C SPARK PARKS AT D TRAIL LINKS TO KEY E F PARKS WITH PLANNING SCHOOLS DESTINATIONS INITIATIVES

Plan Component: Public Plan Component: Public Realm Plan Component: Public Plan Component: Realm Increase park space Connect the incomplete off-street Realm Improve, maintain Public Realm PLAN COMPONENT in areas with deficiency pedestrian system through existing and provide programmatic Coordinate with other + OPPORTUNITY (Northwest and Southeast waterways and drainage channels. diversity for existing city and supportive plans and District areas). county parks. initiatives.

In order to establish more Providing access to parks, nodes, The purpose is to equip the Partner with others to parks in park-deficient areas, and important landmarks depends Spring Branch community improve and build the the SPARK park program on a well-connected trail network with well-maintained com- public realm. OBJECTIVE promotes community parks that provides the community with an munity amenities such that to be developed on school alternative means of transportation these parks act as assets grounds. (ie: pedestrian and bike) through that attract and promote new linear greenways. investment in the District.

Work with Super Develop important off-street trail Locate essential parks that Combine resources to Neighborhoods, local groups corridors with Harris County Flood require upgrades and fund maximize benefits and and SBISD, to locate schools acceleration of priority park reduce costs. STRATEGY Control District: that currently do not have 1. W140 Trail: a. “Conrad Sauer improvements through City SPARK Parks and strategize Park;” b. “W140 Basin Park.” and County Capital Improve- opportunities to develop 2. North-South Trails: a.Shadowdale ment Projects (CIPs). parks in areas where there is Dr.; b. Trail between Westview + a need. Blalock.

IMPLEMENTATION SPARK Park Grant: Staff - Minimal City Capital Improvement Staff – Minimal COSTS + FUNDING http://sparkpark.org/ Potential Funding Sources: Projects, COH and Harris SOURCES TIRZ#17 CIP, District funds, HGAC, County Precinct 4 CIPs, Park Bayou Greenways Initiative. Set-Aside Funds/grants.

*NOTE: A city-wide City of Houston Bikeway plan is currently being developed. It will benefit the District to advocate for important bike routes as part of the planning process.

Spring Branch Management District Comprehensive Plan 2015-2030 159 6.2 IMPLEMENTATION STEPS

INFRASTRUCTURE LANDUSE / ECONOMIC DEVELOPMENT

6.2.1 INFRASTRUCTURE IMPROVEMENTS 6.2.2 COMMUNITY STABILIZATION + ENHANCEMENT A. IDENTIFY OPPORTUNITIES FOR PARTNERING / LEVERAGING A. SUPPORT COMMUNITY INTEGRITY PROGRAMS. INVESTMENTS IN PRIVATE AND PUBLIC PROJECTS THAT B. DEVELOP NEIGHBORHOOD INFRASTRUCTURE TOOLBOX. IMPROVE INFRASTRUCTURE AND PROVIDE A STRONG C. CONTINUE AND ELEVATE SAFETY AND SECURITY PROGRAMS BY HIRING RETURN ON INVESTMENT FOR THE DISTRICT. PRIVATE SECURITY WITH SBMD PATROL CARS. B. CONDUCT A REGIONAL DRAINAGE STUDY FOR THE WHITE 6.2.3 ECONOMIC DEVELOPMENT TOOLS OAK BAYOU WATERSHED. A. CREATE A PROJECT ASSESSMENT TOOL THAT PROVIDES COST/ BENEFIT ANALYSIS C. REBUILD HOUSTON. FOR “GO / NO GO” PARTNERING / LEVERAGING INVESTMENT BY THE DISTRICT IN ECONOMIC DEVELOPMENT PROJECTS. B. DEVELOP FUNDING MECHANISMS TO ASSIST IN THE IMPLEMENTATION OF PROJECTS. C. MAKE STRATEGIC ANNEXATIONS OF AREAS TO WEST AND NORTH / NORTHEAST TO SECURE THE DISTRICT’S NATURAL BORDERS. 6.2.4 LONG POINT CORRIDOR TRANSFORMATION A. ESTABLISH NEW CORRIDOR DESIGNATION / MAIN STREET PROGRAM FOR MORE SPECIFIC AND FLEXIBLE DEVELOPMENT REGULATIONS. B. LANDBANK PROPERTY ON LONG POINT AS PART OF IMPLEMENTING THE PILOT PROJECT(S). C. ESTABLISH INCENTIVES FOR ENHANCED STANDARDS FOR DEVELOPMENT. D. ADVOCATE FOR AND OBTAIN FUNDING FROM LOCAL STAKEHOLDERS TO PLAN AND DEVELOP A PILOT PROJECT IN THE VICINITY OF WIRT AND LONG POINT.

160 MOBILITY PUBLIC REALM

6.1.5 STREET NETWORK MULTI-MODAL DESIGN + CAPACITY 6.1.8 PARKS + TRAILS A. DEDICATE RESOURCES TO COORDINATE WITH COH ON SUB-REGIONAL MOBILITY PLAN. A. CREATE ONE TO TWO NEW URBAN PARKS. B. IDENTIFY NEW ROADWAY CONNECTIVITY TO BETTER DISTRIBUTE TRAFFIC ACROSS B. EXTEND AND COMPLETE THE EAST - WEST CENTERPOINT TRAIL. AREA ROADWAYS. C. ESTABLISH NEW SPARK PARKS AT SCHOOLS. C. ADD ADDITIONAL CAPACITY ENHANCEMENTS AT LOCATIONS WHERE DEVELOPMENT D. BUILD CRITICAL TRAIL LINKS TO KEY DESTINATIONS. WILL ADD TO INCREASED PRESSURE ON CORRIDORS. E. ENHANCE EXISTING PARKS. 6.1.6 TRANSIT F. COORDINATE WITH TIRZ #17, ENERGY CORRIDOR, TIRZ 16, BAYOU GREENWAYS, COH BIKEWAY PLAN. A. COORDINATE WITH METRO FOR NEW NORTH / SOUTH ROUTES ENHANCING THE GRID OF ROUTES PROPOSED THROUGH METRO SYSTEM REIMAGINING. B. CONTINUE TO ADVOCATE FOR INCREASED FREQUENCIES AND SPANS ON NEW ROUTES. C. PURSUE FUNDING THAT LEVERAGES FUTURE UPTOWN BRT PROJECT FOR TRANSIT- ORIENTED DEVELOPMENT (TOD) OPPORTUNITIES AND CONNECTIONS TO NORTHWEST TRANSIT CENTER. D. ENHANCE SUCCESS OF FUTURE TODS BY PROVIDING PUBLIC REALM IMPROVEMENTS AND DEVELOPMENT GUIDELINES AND INCENTIVES. 6.1.7 BIKEWAYS A. ENGAGE WITH COH’S NEW BICYCLE MASTER PLAN TO SUPPORT THE DISTRICT’S BIKEWAY GOALS TO CONNECT EXISTING ON-STREET ROUTES, OFF-STREET ROUTES AND LOCAL AND REGIONAL DESTINATIONS. B. ENHANCE EXISTING ON-STREET BIKE ROUTES INCLUDING CLEANING, SWEEPING, SIGNAGE, INTERSECTION ENHANCEMENTS, STRIPING / WIDENING, REPAVING.

Spring Branch Management District Comprehensive Plan 2015-2030 161 6.2 IMPLEMENTATION STEPS INFRASTRUCTURE 6.2.1 Infrastructure Improvements

IDENTIFY OPPORTUNITIES FOR DIRECT INVESTMENTS IN PRIVATE AND CONDUCT A REGIONAL LEVERAGE REBUILD A PUBLIC PROJECTS THAT IMPROVE B DRAINAGE STUDY FOR C INFRASTRUCTURE AND PROVIDE A THE WHITE OAK BAYOU HOUSTON STRONG RETURN ON INVESTMENT FOR 1B WATERSHED THE DISTRICT

• Develop tools, potentially with help from an • Identify funding sources to • Review current prioritization of economic development consultant, to identify conduct a regional drainage ReBuild Houston projects. high-ROI investments. study. STEP 1 • Partner with other special district CIPs that have direct benefits for Spring Branch.

• Identify priority areas for investments to occur. • Conduct regional drainage study • Consult the public on local in partnership with Harris County priority corridors and areas. STEP 2 Flood Control District

• Engage with developers and other special • Use results of study to inform • Engage council member to districts to execute projects. conversations with HCFCD, influence project prioritization. STEP 3 residents, and developers about issues and potential improvements.

162 LAND USE / ECONOMIC DEVELOPMENT

6.2.2 Community Stabilization + Enhancement

CONTINUE AND ELEVATE SAFETY AND SECURITY COMMUNITY INTEGRITY NEIGHBORHOOD A B C PROGRAMS BY HIRING PROGRAMS INFRASTRUCTURE TOOLBOX PRIVATE SECURITY WITH SBMD PATROL CARS

• Identify and post information on • Solicit input from community organizations • Identify locations with high- District’s website concerning deed regarding specific pavement and drainage reported incidence of crime. STEP 1 restrictions and avenues of assistance deficiencies; review Rebuild Houston by other entities including legal. program and project status.

• If appropriate and interest exists, • Prepare agreements for community • Increase patrol car, bicycle and promote deed restrictions workshops organizations to monitor problem areas after foot police and private security STEP 2 by professional specialists. the improvements have been completed. presence, in community parks and hike/bike trails.

• Engineer to investigate severity of the • Identify community leaders who STEP 3 reported problems. will be responsible for hosting semi-annual meetings.

• Engineer to prepare brief recommendation, • Review crime statistics and STEP 4 with cost estimate and specific objectives, to community revitalization activities correct the problem. to determine success of the program.

• SBMD and community organizations • Ongoing monitoring and STEP 5 to contact proper agency to request community reporting. corrections.

Spring Branch Management District Comprehensive Plan 2015-2030 163 6.2 IMPLEMENTATION STEPS LAND USE / ECONOMIC DEVELOPMENT 6.2.3 Economic Development Tools

CREATE A PROJECT DEVELOP FUNDING MAKE STRATEGIC A ASSESSMENT TOOL FOR B MECHANISMS TO ASSIST IN C ANNEXATIONS OF AREAS “GO / NO GO” DIRECT THE IMPLEMENTATION OF TO WEST AND NORTH / INVESTMENT BY THE PROJECTS NORTHEAST TO SECURE THE DISTRICT DISTRICT’S NATURAL BORDERS

• Identify general types of high-benefit / Strategy I: Develop relationships with credible • Identify geographic areas that could be cost-intensive projects SBMD may wish bankers who are favorable to Spring Branch or should be annexed. STEP 1 to undertake. development projects.

Strategy II: Develop relationships that would be instrumental to the District’s development projects • Determine the amount of funds through Investor Open House events. • Evaluate each area for: development available for special projects over the risks, such as crime and drainage Strategy III: Identify existing funding mechanisms next 5 years. issues; opportunities related to mobility available to developers in Spring Branch, i.e. STEP 2 and drainage improvements; positive TIRZ, In-City MUD, SBMD bonds. development potential; and additional Strategy IV: Identify available funds at City of management costs. Houston, Harris County departments, and other • Engage a financial consultant to create public entities. • Identify key stakeholders. a template for a cost-benefit analysis, Strategy I: Understand the bankers’ parameters with project examples, some showing and requirements. STEP 3 positive results and some showing Strategy II: Understand the investors’ parameters negative results. and requirements. Strategy III: Prepare a summary explaining how • Apply the analysis to potential SBMD to establish each mechanism, how it operates, • Meet key stakeholders to enlist their projects. and the benefits to a developer. support. STEP 4 Strategy IV: Prepare a summary explaining how funds can be accessed. • With assistance from financial • Enlist support from elected officials and STEP 5 consultant, rank the projects as to annex desired areas through the proper financial desirability. process.

164 6.2.4 Long Point Corridor Transformation

NEW CORRIDOR DESIGNATION / MAIN STREET LANDBANK PROPERTY ON LONG POINT AS PART PROGRAM FOR MORE SPECIFIC AND FLEXIBLE A B OF IMPLEMENTING THE PILOT PROJECT(S) DEVELOPMENT REGULATIONS

Identify site-specific redevelopment opportunities. Assess ability of and methods for SBMD to raise substantial funds STEP 1 for property acquisition. Determine “how much and when”.

Create relationship with landowners or developers by sharing plans Determine eligibility criteria for a property to be acquired. STEP 2 for Long Point Corridor Redevelopment.

Solicit support of landowner or developer to allow SBMD to Determine available properties and acquisition information. STEP 3 suggest development guidelines for the property.

Create financial incentives tools, i.e. tax abatements, direct SBMD Prepare a conceptual plan for the redevelopment. STEP 4 funding, grants, etc. tailored to the specific project.

Obtain agreement from landowner(s) or developer(s) to adopt Through the project assessment tool, determine of the property is STEP 5 development guidelines for the property. a recommended investment.

Secure financial incentives. Secure acquisition funds and purchase property; Enlist a STEP 6 developer to improve the property though a partnership / development agreement.

Spring Branch Management District Comprehensive Plan 2015-2030 165 6.2 IMPLEMENTATION STEPS LAND USE / ECONOMIC DEVELOPMENT 6.2.4 Long Point Corridor Transformation (Cont.)

ADVOCATE FOR AND OBTAIN FUNDING FROM LOCAL ESTABLISH INCENTIVES FOR ENHANCED C STAKEHOLDERS TO PLAN AND DEVELOP A PILOT D STANDARDS FOR DEVELOPMENT PROJECT IN THE VICINITY OF WIRT AND LONG POINT

Assess need for residential neighborhood redevelopment assistance Strategy I: Analyze existing corridor land uses. and assess composition and site plans of adjacent non-single family Strategy II: Analyze existing corridor mobility patterns, street homes along Long Point and Wirt Roads. conditions, drainage capacities, sidewalks conditions and open STEP 1 space needs. Strategy III: Analyze existing conditions of building exteriors, landscaping, lighting and signage. Strategy I: Prepare a practical conceptual plan that addresses the If there is a need, determine homes and commercial establishments needs of existing businesses, desired businesses, and adjacent that can be purchased, and at what price; Using planning neighborhoods. assessment tool and criteria adopted by SBMD, prepare a conceptual plan for Long Point Redevelopment. Strategy II: Prepare a practical conceptual plan that corrects existing STEP 2 problems and strives to achieve higher results (i.e., Complete Streets).

Strategy III: Create a conceptual plan that identifies opportunities to improve conditions of building exteriors, landscaping, lighting and signage.

Determine property acquisition and redevelopment costs; use project Strategy I: Include “pedestrian opportunities” within the corridor, and assessment tool to determine financial viability of the project. connected to adjacent neighborhoods, in the conceptual plan; Identify STEP 3 funding sources for conceptual plan. Strategy II/III: Identify funding sources for the conceptual plan.

If Step 3 is acceptable, acquire through land banking properties identified in Step 2; enlist and assist developers to redevelop Long Point and Wirt Road blocks in a mixed-use manner that enhances STEP 4 the values and desirability of targeted neighborhoods; sell acquired / targeted properties to homebuilders for development as new housing.

166 MOBILITY

6.2.5 Street Network Multi-Modal Design + Capacity

DEDICATE RESOURCES IDENTIFY NEW ROADWAY ADD ADDITIONAL CAPACITY CONNECTIVITY TO BETTER A TO COORDINATE WITH B C ENHANCEMENTS AT LOCATIONS COH ON SUB-REGIONAL DISTRIBUTE TRAFFIC WHERE DEVELOPMENT WILL ADD MOBILITY PLAN ACROSS AREA ROADWAYS TO INCREASED PRESSURE ON CORRIDORS

• Meet with COH Planning & • Pursue Subregional Mobility Plan • Pursue Subregional Mobility Plan to identify Development Department to and ensure local and collector street priority projects. discuss opportunities to include connectivity is included in scope in STEP 1 Spring Branch in an upcoming order to identify priority projects. mobility planning project.

• Coordinate with council member, • Coordinate with community to identify • Coordinate with community to identify local COH, and H-GAC to identify locally desired connections. areas of concern. STEP 2 potential funding sources.

• Participate in the execution of the • Identify funding sources for priority • Identify funding sources for priority projects. STEP 3 study. projects.

Spring Branch Management District Comprehensive Plan 2015-2030 167 6.2 IMPLEMENTATION STEPS MOBILITY 6.2.6 Transit

PURSUE FUNDING THAT LEVERAGES FUTURE ENHANCE SUCCESS OF FUTURE TODS BY A UPTOWN BRT PROJECT FOR TRANSIT-ORIENTED B PROVIDING PUBLIC REALM IMPROVEMENTS AND DEVELOPMENT (TOD) OPPORTUNITIES AND DEVELOPMENT GUIDELINES AND INCENTIVES CONNECTIONS TO NORTHWEST TRANSIT CENTER

• Coordinate with METRO and COH on access improvements in • Pursue grant opportunities to enhance the public realm STEP 1 the vicinity of Northwest Transit Center. along major transit corridors.

• Pursue grant opportunities to improve the pedestrian realm and • Create development guidelines in accordance with the STEP 2 bicycle infrastructure. District’s vision.

• Work with COH to develop TOD-supportive development policies • Partner with developers and potentially provide direct STEP 3 that the District can help support. incentives to encourage adherence to the guidelines.

168 6.2.6 Transit (Cont.)

COORDINATE WITH METRO FOR NEW NORTH C / SOUTH ROUTES ENHANCING THE GRID OF D CONTINUE TO ADVOCATE FOR INCREASED ROUTES PROPOSED THROUGH METRO SYSTEM FREQUENCIES AND SPANS ON NEW ROUTES REIMAGINING

• Work with METRO staff to identify preferred route and costs. • Actively assess performance of Reimagined routes STEP 1 against METRO service standards.

• Coordinate with the Spring Branch community, stakeholders, • Work with METRO staff to identify routes with demand STEP 2 and Memorial Villages and special districts as necessary to build for additional frequency and/or span of service. support.

• Identify grant opportunities and local funds to implement route. • Advocate for inclusion of additional frequency and/or STEP 3 span in future updates to METRO’s Transit Service Plan.

Spring Branch Management District Comprehensive Plan 2015-2030 169 6.2 IMPLEMENTATION STEPS MOBILITY 6.2.7 Bikeways

ENGAGE WITH COH’S NEW BICYCLE MASTER ENHANCE EXISTING ON-STREET BIKE ROUTES PLAN TO SUPPORT THE DISTRICT’S BIKEWAY INCLUDING CLEANING, SWEEPING, SIGNAGE, A GOALS TO CONNECT EXISTING ON-STREET B INTERSECTION ENHANCEMENTS, STRIPING / ROUTES, OFF-STREET ROUTES AND LOCAL AND WIDENING, REPAVING REGIONAL DESTINATIONS

• Identify local priorities for bicycle connections. • Inventory existing bicycle facilities and evaluate relative to STEP 1 best practices (National Association of City Transportation Officials, Institute of Transportation Engineers, etc.)

• Engage in Bicycle Master Plan stakeholder group. • Develop a list of priority improvements. STEP 2

STEP 3 • Identify funding for capital and maintenance improvements.

170 PUBLIC REALM

6.2.8 Parks + Trails

EXTEND AND COMPLETE THE EAST - WEST CREATE ONE TO TWO NEW URBAN PARKS A B CENTERPOINT TRAIL

• Strategy I: Identify strategic sites and allocate District funds to • Confirm partnering route and prepare plan and purchase property. updated budget for proposed trail extension. • Strategy II: Identify potential development sites on private land that STEP 1 may be used as District park space. • Strategy III: Work with the City to assess possible park sites for purchase and/ or improvement.

• Strategy I: Partner with developer to determine park program. • Develop agreement with CenterPoint for the proposed trail. • Strategy II: Incentivize developers to include park development in STEP 2 selected projects. • Strategy III: Coordinate with from the City to determine park location and program.

• Strategy I: Draft plan and allocate funds for park construction. • Obtain Design, Permitting and Approvals. STEP 3 • Strategy II/III: Draft plan for park construction.

Spring Branch Management District Comprehensive Plan 2015-2030 171 6.2 IMPLEMENTATION STEPS PUBLIC REALM

6.2.8 Parks + Trails (Cont.)

C ESTABLISH NEW SPARK D BUILD CRITICAL TRAIL LINKS E ENHANCE F COORDINATE WITH PARKS AT SCHOOLS TO KEY DESTINATIONS EXISTING PARKS PLANNING INITIATIVES

• Work with school leader- • 1. W140 Trail: Support and • Fund the acceleration of • Actively maintain the ship to apply with SPARK collaborate with TIRZ#17 in an city park improvements capacity to review Park Program: effort to monitor progress of through COH CIP and consider plans STEP 1 Elementary Schools - W140 Trail. A portion of the trail Assessment Tool in areas and initiatives by Westwood, Spring Branch, maintenance will be a part of with high potential for other partners on an Tiger Trail, Lion Lane, Pan- the District’s responsibility. residential investment/ on-going basis. da Path; • 2. North-South Trails: Partner reinvestment. Middle Schools - with Harris County Flood • Collaborate with Harris Landrum, Northbrook, Control District (HCFCD)and County Precinct 4 to Spring Oaks; Houston Parks Board (HPB) to identify county parks that High Schools - assess potential North-South need upgrades. Northbrook, Springwoods. trails and along drainage channels and prepare plan.

• Once a school is selected • 1. W140 Trail: Work with • Collaborate with City to • Actively promote by SPARK Committee on HCFCD and possibly TIRZ#17 locate city parks that key priority actions an annual basis, parks may and other partners for future require improvement for Spring Branch STEP 2 take up to 18 months to be extension of trail to Campbell and monitor progress of with other partners completed (1-3 year process Road. COH CIP 2017-2021. to influence plans in total per school). • 2. North-South Trails: and initiatives in Strategy I: Once plan is ap- order to optimize proved, seek funds by partner- partnering opportu- ing with Bayou Greenways and/ nities, and to maxi- or other initiatives to begin con- mize benefits and struction. reduce costs. Strategy II: Work with HCFCD, COH and TIRZ#17 to design and construct the trail.

172 Under-utilized easements are alternative ways of providing critical trail linkages between important nodes and neighborhoods

Spring Branch Management District Comprehensive Plan 2015-2030 173