HomeMy WebLinkAbout10-29-14 Comp Plan Steering Committee Agenda
Mission Statement
Westlake is a unique community blending preservation of our natural environment and
viewscapes, while serving our residents and businesses with superior municipal and academic
services that are accessible, efficient, cost-effective, and transparent.
Westlake, Texas – “One-of-a-kind community; natural oasis – providing
an exceptional level of service.”
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TOWN OF WESTLAKE, TEXAS
Vision Statement
An oasis of natural beauty that maintains our open spaces in balance with distinctive
development, trails, and quality of life amenities amidst an ever expanding urban landscape.
COMPREHENSIVE PLANNING
STEERING COMMITTEE
MEETING
AGENDA
October 29, 2014
WESTLAKE TOWN HALL
3 VILLAGE CIRCLE, 2ND FLOOR
WESTLAKE, TX 76262
COUNCIL CHAMBERS
Work Session: 6 :00 p.m.
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Work Session
1. CALL TO ORDER.
2. REVIEW OF INPUT RECEIVED AT THE THIRD AND FINAL PUBLIC INPUT
MEETING.
3. DISCUSSION OF FINAL PLAN ELEMENTS AND PRESENTATION OF THE
PROPOSED COMPREHENSIVE PLAN TO THE PLANNING & ZONING
COMMISSION AND TOWN COUNCIL.
4. ADJOURN.
CERTIFICATION
I certify that the above notice was posted at the Town Hall of the Town of Westlake, 3 Village Circle,
October 22, 2014, by 5:00 p.m. under the Open Meetings Act, Chapter 551 of the Texas Government
Code.
_____________________________________
Kelly Edwards, TRMC, Town Secretary
If you plan to attend this public meeting and have a disability that requires special needs, please advise
the Town Secretary 48 hours in advance at 817-490-5710 and reasonable accommodations will be made
to assist you.
Steering Committee Meeting #4
(Pre-Joint Work Session)
Steering Committee Meeting #4
October 29, 2014
Agenda:
1.Recap: Purpose of a Comprehensive Plan
2.Recap: Sept. 10th Public Workshop
3.Recap: Three “Legs” of The Plan
4.The Planning Elements of The Plan
5.Moving Forward
Steering Committee Meeting #4
October 29, 2014
Recap: Purpose of The Comp. Plan
The Comprehensive Plan is a:
•Living document
•Guide for Policy/Decision Making
•Example: Council refers to The Plan when a development project needs
rezoning or platting to make sure it is in line with the publicly supported vision
for the future of Westlake.
Steering Committee Meeting #4
October 29, 2014
Recap: Purpose of The Comp. Plan
The Comprehensive Plan is a:
•Living document
•Guide for Policy/Decision Making
•Example: Council refers to The Plan when a development project needs
rezoning or platting to make sure it is in line with the publicly supported vision
for the future of Westlake.
A Planner’s Duty is to:
•Provide a Plan that promotes “sound development…public health and welfare”
(Texas Govt. Code Section 213.001), which
•Takes into consideration the extent of all existing entitlements and
development rights should they be realized in full or not.
Steering Committee Meeting #4
October 29, 2014
Recap: Purpose of The Comp. Plan
The Comprehensive Plan is a:
•Living document
•Guide for Policy/Decision Making
•Example: Council refers to The Plan when a development project needs
rezoning or platting to make sure it is in line with the publicly supported vision
for the future of Westlake.
A Planner’s Duty is to:
•Provide a Plan that promotes “sound development…public health and welfare”
(Texas Govt. Code Section 213.001), which
•Takes into consideration the extent of all existing entitlements and
development rights should they be realized in full or not.
Therefore, the Plan should be:
•General enough to give flexibility in decision making but
•Thorough enough to provide sufficient direction should the full extent of
entitlements be realized.
Steering Committee Meeting #4
October 29, 2014
Recap: Sept. 10th Public Workshop
•Major Challenges:
•Inevitable growth
•Limited capacity
Public response was generally accepting
•One written comment about public versus private trails
•Public consensus regarding Thoroughfares:
•SH 144 is a non-starter for east-west movement and
the Town needs to start planning for greater capacity
•“New” Dove Rd. has strong support as an alternative
to regional traffic on the pastoral section of Dove Rd.
•Steering Committee members were successful at
addressing all questions verbally
Steering Committee Meeting #4
October 29, 2014
Recap: Three “Legs” of the Plan
Major Challenges: Inevitable growth with limited capacity
Respond with The Plan, specifically:
1.Thoroughfare Plan –about capacity
2.Open Space Plan –about preserving character
3.Future Land Use Plan & Transfer of Development Square Footage –about
market responsiveness/growth management, preserving character, and
implementation
Steering Committee Meeting #4
October 29, 2014
Moving Forward
Steering Committee Roles
Planning Team Roles
Steering Committee Meeting #4
October 29, 2014
Joint Work
Session
Committee Role –
Introduction
Planning Team Roles
–Present Definitions,
Use of Plan, TDSF,
Case Study, Future
Updates
Potential Date:
1st week of Dec.
Moving Forward
Potential Date:
Beg. January
Steering Committee Roles
Planning Team Roles
Steering Committee Meeting #4
October 29, 2014
Joint Work
Session
Committee Role –
Introduction
P&Z Commission
Hearing for
Recommendation
to Council
Committee Roles -
Introduction, Present
Presentation,
Answer Questions
Planning Team Roles
–Present Definitions,
Use of Plan, TDSF,
Case Study, Future
Updates
Planning Team Role
–Assist with creation
of presentation,
Answer Questions
Potential Date:
1st week of Dec.
Moving Forward
Potential Date:
Beg. January
Steering Committee Roles
Planning Team Roles
Steering Committee Meeting #4
October 29, 2014
Joint Work
Session
Committee Role –
Introduction
P&Z Commission
Hearing for
Recommendation
to Council
Committee Roles -
Introduction, Present
Presentation,
Answer Questions
Town Council
Hearing for
Adoption
Committee Roles -
Introduction, Present
Presentation,
Answer Questions
Planning Team Roles
–Present Definitions,
Use of Plan, TDSF,
Case Study, Future
Updates
Planning Team Role
–Assist with creation
of presentation,
Answer Questions
Planning Team Role
–Assist with creation
of presentation,
Answer Questions
Potential Date:
1st week of Dec.
Potential Date:
Mid-January
Moving Forward
Potential Date:
Beg. January
Steering Committee Roles
Planning Team Roles
Steering Committee Meeting #4
October 29, 2014
Joint Work
Session
Committee Role –
Introduction
P&Z Commission
Hearing for
Recommendation
to Council
Committee Roles -
Introduction, Present
Presentation,
Answer Questions
Town Council
Hearing for
Adoption
Committee Roles -
Introduction, Present
Presentation,
Answer Questions
Use of Plan
after Adoption
Committee Roles -
Form on-going
advisory committee
like “United Kyle” or
“United Brownsville”
Planning Team Roles
–Present Definitions,
Use of Plan, TDSF,
Case Study, Future
Updates
Planning Team Role
–Assist with creation
of presentation,
Answer Questions
Planning Team Role
–Assist with creation
of presentation,
Answer Questions
Planning Team Role
–Consultation upon
request
Potential Date:
1st week of Dec.
Potential Date:
Mid-January
LAND USE PLAN
The land use districts shown on this map in no way modify the permitted uses and/ or conditions of use (FAR, building height, etc.) specified in any zoning or Planned Development
Ordinance approved by the Town of Westlake. These land use districts are intended to guide the Council in their evaluation of site plans submitted for their approval and/ or property
owner requests to transfer commercial square footage from one land use district to another when the legal mechanism for such transfer has been adopted by the Town of Westlake.
Views and Vista Define the
Experience of Westlake
Land Use Relationship to View Conditions: The View Shed Analysis discussed in the
Framework Plan section of this Comprehensive Plan identifies 5 view conditions as
follows:
1. Vista Points Zone: Sectors of Westlake from which the recognizable views,
generally considered typical of the Town, are attained. These are typically
northerly views from areas from areas along, and south of, Dove Road. These
elevations are generally higher than elevations along Highway 114. Views
identified by Planning Workshop participants as characteristic of Westlake’s
pastoral, picturesque, and rural identity are mostly seen from this zone and
the view is toward the north.
2. Vista Termini Zone: Areas of Westlake, generally north of Dove Road, where
land elevations equal or exceed elevation 690 to 700 ft. above sea level and
create promontory landforms that define the end point of any vista which in-
cludes them. In many cases, these are the land related objects viewed.
3. Vista Shade Zone: Areas of Westlake, generally along Highway 114 and
north of the vista termini (discussed above) that contain land elevations lower
than 690 – 700 ft. above sea level and are largely obscured from view by these
higher elevations in the foreground of any vista toward them.
4. View Shed Zone: Areas of Westlake that are not visually screened or ob-
scured by foreground land elevations and consequently lie within the vista at-
tained from the Vista Point Zone.
5. View Corridor Zone: Lineal views, usually along creek ways as they descend
in a northerly direction that are attained from the Vista Point Zone. These
views host the water bodies and wooded areas that are important visual as-
sets of the Town.
The Land Use Plan is a Management Tool that guides Town consideration of site development pursuant to zoning and Plan Devel-
opment Ordinances that have already been established but not yet built-out. Therefore, the Land Use Plan defines community types instead of repeating the land uses
already specified in the zoning and Planned Development Ordinances. The Community Types are distinguished by the desired character of future development within
them.
Community types are determined by their:
• Sensitivity to development as a result of the established views and vistas of Westlake;
• Proximity to adjacent residential and/or commercial land uses;
• Association with natural features;
• Continuity with intensity of existing development on adjacent sites.
LAND USE PLAN
Community Commercial 1 (CC1)
• Lies mainly along 114
• Transitional zone between highways and CC2 - 3
• Buildings can be somewhat taller than those in
CC2 – 3, except when within view corridor zone
• Project freeway identity with portals
• Parking to be hidden from freeway
Open Space (OS)
• Contains identifying landscape and waterways
• Intent to preserve vistas/view corridors while pre-
serving essence of pastoral setting
• Meant to be undeveloped/little development
• FARs should be similar to Deloitte
Town Core (TC)
• Serves viability of TC1 through supporting hospi-
tality, entertainment and office uses
• Portions in view shade zone may exceed 5 stories
• Portions in view shed or view corridor zones to
retain lower building heights
• More street engagement, more composed land-
scaping, and transitional FARs
Pastoral Community (PC)
• Large residential lot development
• Cluster development form surrounded by vast
open space (gross density same as traditional
large lot development)
• Preservation of current home values key to future
residential development
• Dominantly residential; some institutional and of-
fice at .1 to 1 FAR
Regional Commercial (RC)
• Most intense commercial district in Westlake
• Can accommodate buildings in excess of 8 stories
• Lies primarily along highways
• Wider streets, more intense parking/parking
structures, formal street landscaping
• Calls for over arching architectural continuity and
site design compatibilities
Community Commercial 3 (CC3)
• Commercial development in “office campus”- like
form
• Residential adjacency important issue
• FARs similar to Fidelity; building heights 4 stories
or less
• Water detention in form of retention ponds
Town Common (TCO)
• Defines the pastoral identity of Westlake
• A place for expression of civic-ness
• A place for events and gathering
• Experience the landmark landforms
• An open space supported by appropriate enter-
tainment and specialty uses
Community Commercial 2 (CC2)
• Commercial development in “office campus”-
like form
• Residential adjacency important issue
• FARs similar to Fidelity; building heights 4 sto-
ries or less unless in View Shade Zones
• Water detention in form of retention ponds
In some cases the appropriate district character is more intense than development permitted by existing zoning or Planned Development Ordinances. In other cases, ap-
propriate district character is less intense or comprised of a different development type. Where appropriate development is less intense, the land use plan encourages
the transfer of development square footage to locations within the Planned Development where development character can be more intense.
Therefore, the Land Use Plan is a strategy for potential redistribution of development square
footage so that:
• Needed road dedications are incentivized
• Desired open space is set aside and/or environmental preservation is incentivized
• More campus like development in locations closer to residential areas is incentivized
• Needed emergency facilities are incentivized
Incentives are necessary to manage future growth toward outcomes that fulfill the vision of future development as expressed by the residents of Westlake.
The Thoroughfare Plan is intended to address traffic potentially generated by fu-
ture development in accordance with existing zoning and Planned Development
Ordinances, should such levels of development actually occur. System connectiv-
ity must be established and linkages must be extended to minimize delay caused
by intersections that function at levels near congestion (Level of Service “D”) and/
or when street capacity is reached.
The Thoroughfare Plan identifies key connections and linkages which collectively
comprise a system of movement that:
• Distributes the traffic in such a way as to avoid future congestion, mini-
mize choke points, and discourage non-residential traffic encroachment
on residential streets;
• Facilitate crosstown trip making that doesn’t rely on Highway 114 or High-
way 170
• Provides a framework for orderly development.
The Thoroughfare Plan is composed of key connections (the arrowheads as shown
on the Plan) and linkages (the dashed lines shown on the Plan). Collectively,
connections assure that the thoroughfare system serves destinations within the
Town as well as points of ingress/egress to the Town. Linkages assure that there
is system continuity from east to west and north to south.
Not only does a sound system of well-connected street networks result in more
direct routes and shorter travel times, it provides more travel options to discour-
age non-local travel on sensitive existing roadways, like the easternmost portion
of Dove Road, beginning at the GlenWyck neighborhood. By providing more
connections and linkages, this section of Dove Road may remain a low-traffic pas-
toral street.
THOROUGHFARE PLAN
Town of Westlake - Proposed Thoroughfare Plan[
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LEGEND
Existing Roads
Water Features
Study Area Boundary
LINK TYPE
Existing
Proposed
Regional Arterial
Town Arterial
Pastoral Collector
Randol Mill
South
Connection
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Dove/170 Continuity
Pearson South Connection
Ottinger South Connection
Dove/170 Continuity
170 Connection
Ottinger/170 Continuity
170/114 Continuity
Pearson/114 Connection
0 0.2 0.40.1 Miles
Note: Future road alignment between
connection points is to be
determined by development site
design as site plans are submitted
for coordination of connection and
continuity.
114
114
170
377
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114
Future road alignment between connection points is to be determined by development site design as site plans are submitted for coordination of connection and continuity.
Therefore, final road alignments may differ from this plan.
Pastoral Collector Typical Section with and without Traffic Calming
THOROUGHFARE PLAN
Town Arterial Typical 4 Lane and 3 Lane Sections
Regional Arterial Section
Within this system of connections and linkages are three thoroughfare
system street types:
• Regional Arterials: Streets that serve regionally-oriented trips and the Regional
Community as defined in the Land Use Plan. Regional Arterials are Westlake’s
primary connection to regional roadways approaching and bordering Westlake
and provide continuity with the Town’s street network.
• Town Arterials: Streets that serve destinations within in the Town and provide
continuity with the regional system. Town Arterials are places where locally
originated and imported traffic comingle in the kind of robust flow to and from
desired local destinations that is typical of a vibrant Township.
• Pastoral Collectors: Streets gathering residential traffic as it moves to and from
residential neighborhoods. The Pastoral Collectors and the Regional Arteri-
als are transitional levels of connectivity ascending and descending from the
Town Arterial. This transition is what protects the Pastoral Collectors (residen-
tial streets) from commercial traffic encroachment and it is what keeps Town
based movement from being channeled through Regional Roadways (a condi-
tion afflicting many corridor Cities such as Allen, Texas).
The Thoroughfare system provides a robust framework of smaller streets, which is
more conducive to both pedestrian and cycling trails and allows the Town to consider
future enhancements such as local transit.
Westlake’s proposed arterial system is intended to provide sufficient capacity for regional traffic such that it mitigates the attraction of Pastoral Collectors for cut-through
trips. However, additional measures are proposed to discourage regional travel on Pastoral Collectors and to encourage appropriate residential speeds.
There are two types of traffic
calming measures:
• Vertical deflection: Measures that encourage appropriate motor vehicle
speeds through changes in the elevation of the pavement. Examples in-
clude speed bumps/humps and speed tables.
• Horizontal deflection: Measures that encourage appropriate motor ve-
hicle speeds through changes in direction. Examples include bulb-outs,
median islands and roundabouts.
• Town Trails: Primary pedestrian connection routes
between neighborhood trail heads (as described in
the Town Structure Plan) and bike/ pedestrian path-
ways to points of destination, such as shopping,
working, and/ or schools. Town trails are meant to
reduce locally generated vehicular trips and make
the Town more pedestrian friendly overall.
PARKS & OPEN SPACE PLAN
The open space configuration and land area thereof, shown on the open space plan in no way modifies the open space illustrated by any approved PD Plan or represented
by the language/standards of any PD Ordinance. In addition, the open space shown may be either public or private and an open space may not be available to public use or
access. This open space configuration and land area is meant to be a guide to the Council in their review of development site plans submitted for their approval, requests
by any property owner to amend/ revise any PD plan or PD Ordinance language, request a change of zoning, and/or requests to transfer commercial square footage from
one land use district to another; are submitted for Council approval (when the legal mechanism for such transfer has been adopted by the Town of Westlake).
The recreation and park facilities shown on the open space with parks plan in no way modifies the language of any approved PD Plan or Ordinance. The location of a public
recreation or park facility is to be determined through a cooperative Town/ property owner process which takes place as site plans, requests for amendment of any existing
Planned Development Ordinance, a request for rezoning, and/or requests to transfer commercial square footage from one land use district to another; are submitted for
Council approval (when the legal mechanism for such transfer has been adopted by the Town of Westlake).
Preservation of Open Space/Landscape HeritageThe Parks, Open Space, and Trails Plan is a vision of a connected and integrated natural
fabric that preserves the natural assets and pastoral vistas of Westlake while providing
the recreational opportunities necessary to serve the present and future population.
Therefore the Parks, Open Space and Trails Plan for Westlake considers passive open
spaces, whose primary effect is to preserve, active recreational parks, whose primary
effect is to serve the recreational needs of the permanent and daytime population, and
hybrid open spaces which have aspects of both preservation and recreation. More
specifically, the types of Open Spaces presented in the Plan include:
Passive Open Spaces
• Natural Preserves/ Landmark Landforms: Areas of relatively undisturbed land-
scape (sometimes a restored landscape) for the purpose of maintaining the
presence and health of natural systems (such as water flow), tree and other
vegetative communities, and ecotone diversity.
• Rural Ranch landscapes: Areas of culturally significant and/ or historic agricul-
tural activities that are part of the identity of Westlake.
• Greenway/ Creekway Corridor: Lineal open areas that preserve the flow-way
and bank conditions of Westlake’s distinctive creek environments. These usu-
ally lie within view corridors as identified in the view shed analysis discussed in
the Land Use portion of the Plan.
Hybrid Open Spaces
• Nature Trails: Interpretative pathways are means of
public access into natural preserves and other open
areas where interpretation is offered. Nature trails
are low impact, in terms of the disturbance they im-
pose upon natural landscapes, and provide an op-
portunity for a civilized encounter with the natural
condition.
TRAILS PLAN
The alignment and connection of trails, shown on the Trails Plan, that are not trails within a street right of way do not modify any approved PD Plan, PD Ordinance, or zoning.
Such trail alignments and connections are to be determined through a cooperative Town/ property owner process which takes place as site plans, requests for amendment
of any existing Planned Development Ordinance, and/or requests to transfer commercial square footage from one land use district to another; are submitted for Council
approval (when the legal mechanism for such transfer has been adopted by the Town of Westlake).
• Neighborhood Trails: Collection networks within neigh-
borhoods that gather household populations onto the
Town Trail system. Neighborhood trails are typically pri-
vately developed as part of the residential development.
Neighborhood Trails connect households with the trail
heads that are portals to the Town Trail system.
• Community Park: Central community park areas that provide opportunities for shared
community activities. These can include open fields for impromptu sport activities
as well as park bench areas, dog-park facilities, Pavilions, picnic areas, etc.
Active/ Recreation
• School Park: Group recreational facilities for organized activities such as team sports.
Recreational spaces developed by, or in conjunction with, schools allow dual use and
development of a better equipped facility.
• Neighborhood Park: Small recreation facilities serving the recreational needs of a
small population, typically children and their parents. Therefore, these facilities can
contain playgrounds and multipurpose space for unstructured child/ parent activi-
ties.• Regional Trails: Pass through pathways for regional
traffic that connect with the town trail system and
make Westlake a destination within the regional net-
work.
• Mini/ Urban Park: Vest pocket open spaces in urban-
ized areas for the use of daytime populations. These
will typically be provided by the private developer
and are meant to serve the physical/ mental health
needs of the workforce population.
• Town Center Public Gathering Space: Ceremonial gath-
ering space for the purpose of collective celebration
of seasonal, festive, corporate, fraternal, and other
social interactive events. Public gathering spaces are
fundamental for any center to meet the demands of
being a central location in terms of the Town life.
In addition, there are articulated points of trail convergence/ intersection which
serve to connect the trail types, thereby creating a pedestrian movement sys-
tem for Westlake. The points of trail convergence/ intersection are:
• Trail Hub: A trail Hub is a point of trail intersection where more than
two trails intersect. This convergence of movement makes such points
places of interchange. At the interchange points decisions have to be
made regarding route relative to destination.
• Trail Type Intersection: When a Town trail intersects with or converges
with a Regional Trail a trail head is recommended. It is at such locations
that destination decisions are made, that one needs to understand their
leaving the Town System and embarking on the Regional system which
will take them farther from home, and that traffic (both pedestrian and
bike traffic) may be heavier on the Regional system which poses a safety
concern.
• Neighborhood Trail to Town Trail Interface: Citizen Participants in the
Public Planning Workshop expressed significant concern that neighbor-
hood trail systems are protected from invasion by non-neighborhood
traffic. Yet participants want a complete trail system that connects their
house with natural, educational, and commercial destinations. There-
fore, a unique type of trail head is needed at places where the Town
System interfaces with (transitions to) the neighborhood system. Such
a trail head would be equipped with a portal that controls access be-
yond the point of interface, signage identifying the transition, the name
of the neighborhood being served, and orientation signage identifying
the distance to key destinations.
• Mid Trail Focal points and/ or Interpretative Stations: Because Preserva-
tion is one of the primary objectives of open space development, inter-
pretation of the natural setting is important. Therefore, key points of in-
terpretation (primarily along the Nature Trails) will be identified through
an interpretation program in association with the Westlake Academy.
This Park, Open Space and Trail Plan builds upon this typology of open space
and trail types to create a coherent and connected open space system, park,
and trail system. Once the types of facilities are identified, it is important to
define the level of service that the Town should maintain.
TOWN DESIGN STRUCTURE PLAN
The location of urban design elements, not located within a street right of way and shown on the Town Design Structure Plan, in no way modifies any approved PD Plan, PD
Ordinance, or zoning. The location of Urban Design Elements (other than those located within the a street right of way) is to be determined through a cooperative Town/
property owner process which takes place as site plans, requests for amendment of any existing Planned Development Ordinance, and/or requests to transfer commercial
square footage from one land use district to another; are submitted for Council approval (when the legal mechanism for such transfer has been adopted by the Town of
Westlake).
The essence of this Town Design Structure Plan is to visually pull together
the various landmark and thematic features installed by private (such as the
towers at Solana) and public (such as the bridges along Dove Road) parties
and create a unified identity for the Town. Therefore, the
Town Design Structure defines a typology of design that articulates hier-
archy, sequence, portal, focal point, and sub-district in visual terms. More
specifically, the Design Settings are:
• Streets: Streets are the primary experiential venue from which resi-
dents and visitors gather identifying images and impressions. Also,
streets are essential to understanding location and progress toward a
destination. There are three distinct streetscapes recommended for
Westlake that build upon the streetscapes already in place.
• Intersections: A key aspect of streets is the character of important
intersections. Important intersections include:
o Intersection of a Town Arterial with a Pastoral Collector: These
happen at places where Dove Road and the southern portions of
Roanoke Road intersect with new east/ west arterials.
o Intersection of a Town Arterial with another Town Arterial: These
happen in places where the two main east to west arterials of the
Town System are tied together by north/ south connectors.
o Intersection of a Town Arterial with a Regional Arterial: These hap-
pen where the east west Town Arterials intersect with a primary
commercial street of the Regional Community that connects with
Highway 114.
TOWNSCAPE
TOWN DESIGN STRUCTURE PLAN
• Trails and Sidewalks: Like Streets, Trails are also an experiential venue with significant power to communicate
Town identity and orientation. This is accomplished with landscaping, signage, pedestrian furniture/ fixtures,
trail heads, signage, and street crossings. Key trail types include:
o On Street Bike Trails
o Street Parkway Trails
o Trails Engaging Neighborhoods
o Trails Through Open Spaces
• Edges: Edges are experience starting points; the recognition of which signals when the identifying visual im-
pressions will commence. Edges require points of connection. It would be difficult to have a Town Structure
without edges as a foundational element upon which to build the structure. Like places of arrival, edges are
places of beginning. Edge conditions include:
o Regional Edges (Highway 114)
o Neighborhood Edges
o Commercial Edges
o Open Space Edges
• Arrival and Focal Points: For points of arrival, points of focus/ interchange, or points of significance must be
recognizable in order to give meaning to the Town Structure. The Town Structure imparts information meant
to support recognition and without such demarcation to recognize, the cognitive structure fails its purpose.
Key Arrival and Focal Point conditions include:
o Town Common
o Southern Entry Points
o Highway 114 Entry Points
• Active Public Spaces: An important point of arrival/focus will be active pubic space (such as public plaza,
recreational parks, and city cultural assets). Therefore, such active open spaces should have identifying ele-
ments that visually connect them to the Town Structure. These identifying elements include monumentation,
paving, pathway connections, pedestrian furniture/ fixtures, information systems, lighting, and signage. Key
Active Public Space conditions include:
o Major Gathering Spaces
o Minor Gathering Spaces
o Recreational parks
• Passive Public Spaces: According to the Land Use Plan, Passive Open Space will be a significant visual expe-
rience acquired from streets, trails, and Vista Points throughout the Town. These passive open spaces are
the essence of Westlake’s identifying character. Therefore, it is important to maintain them in a condition
reflective of that identity. This essential character is rural which is manifest in fencing type (edge definition),
pathway alignment, pasture land to wooded land balance, and landscape materials. Key Passive Open Space
conditions include:
o Conservation Open Spaces
o Landmark Landforms
o Rural Heritage Areas
• Public Facilities: As Westlake grows it will likely need additional pubic facilities such as police and fire facili-
ties. These are opportunities to further reinforce the identity of Westlake through site placement, signage,
paving, landscaping, and pedestrian connection. Key Public facilities include:
o Police facilities
o Fire Facilities
o Municipal Facilities
• Site Open Space: As Westlake grows, the abundant openness of the landscape will begin to infill with devel-
opment. Therefore, it is important to establish minimum open space allotment areas within any site. While
recommended restrictions to building coverage (as specified in the Land Use Plan) accomplish most of this
goal, further clarification is justified in the Town Structure Plan. Key Site Open Space settings include:
o Parking Lots
o Site Landscaping
o Buffers
Within the Town Design Structure, and its framework of component parts (presented above) various design initia-
tives are needed that will, in their manifestation, create a coherent Urban Design Fabric for the Town; a fabric which
distinguishes Westlake from other cities, enhances value, and enriches quality of life. These design initiatives include:
• Pavement
• Lighting
• Signage
• Landscaping
• Information Systems
• Furniture
• Traffic Signalization
• Bridges
• Cross Drainage Structures
• Facilities and special features
• Traffic Calming
• Pedestrian Crossings
• Trail heads
• Portals
• Landscape Buffers/ Setbacks
• Major Monuments
• Minor Monuments
• Banners/ Flags
• Built Amenities/ Public Art
• Furniture
TOWNSCAPE
TOWNSCAPE
TOWNSCAPE
TOWNSCAPE
TOWNSCAPE
• The Town Common: A Town Hall in this location
would be perched high on one of Westlake’s
landmark land forms, visible to Highway 114
and 170, and connected with the central civic
activity space of the Town. A building design
that remembers the rural heritage of Westlake
is recommended.
• The site of the present Fire Station: Once
the new fire stations are built to better serve
Westlake’s residential and non-residential ar-
eas within an acceptable response time frame;
the Town could build its Town Hall on this civic
site. This would place the Town Hall in closer
relationship with the residential portions of
Westlake.
POLICE SERVICE AT BUILD-OUT
Westlake Additional Daytime Population 45,121
60% Population Reduction Due to Private Commercial Security 18,048
Current Keller Law Enforcement Employees per 1,000 residents 2.0
Law Enforcement Employees Needed at Current ratio 36
Westlake Build-out resident Population 7,000
National Average Law Enforcement Employees per 1,000 residents 2.2
Law Enforcement Employees Needed at National Ratio 15
Total Law Enforcement Employees Needed at Build-out 51
FIRE SERVICE AT BUILD-OUT (Residential Equivalent Method)
Commercial Square Footage at Build-out 18,000,000
Westlake Square Feet per Resident, Single Family Households 1,611
Commercial Equivalent Population at Single Family Household Conversion
rate 11,174
National Median (Pop.>25,000 res.), Firemen per 1,000 residents 1.25
Firefighters Needed at National Ratio 14
Westlake Build-out Resident Population 7,000
National Median (Pop.> 25,000 res.), Firemen per 1,000 residents 1.25
Firefighters Needed at National Ratio (less than current ratio of 9/ 1,000
pop.)9
Total Firefighters Needed at Build-out (using current 9 instead of 7)23
FIRE SERVICE AT BUILD-OUT USING ADDISON COMPARABLE
Commercial Square Footage 2013 28,600,000
Resident Population, 2013 15,179
Total Firemen, 2013 53
National Median (Pop.>25,000 res.), Firemen per 1,000 residents 1.25
Addison Firefighters Needed at National Ratio for Residential Population 19
Firemen Serving Non-residential Need 34
Non-residential Square Footage Per Fireman 841,176
Westlake Firefighters at National Ratio for Residential Build-out 9
Westlake Firefighters at Addison Commercial Ratio, for Commercial Build-out 21
Total Firefighters Needed at Build-out 30
The Plan recommends 3
possible locations for a
20,000 square foot Town
Hall facility:
• Entrada: Located adjacent to
public space within this develop-
ment place the Town Hall within
one of the Town’s major shop-
ping environments. The design
of the Town Hall will likely be in
keeping with the Tuscan/ Euro-
pean Village character of the En-
trada Development.
FACILITIES & TOWN HALL PLAN
The Emergency Facilities and Town Hall location shown on this Facilities Plan, in no way modifies any approved PD Plan, PD Ordinance, or zoning. Emergency Facilities shall
be sited/located as determined through a cooperative Town/ property owner process which takes place as site plans, requests for amendment of any existing Planned De-
velopment Ordinance, and/or requests to transfer commercial square footage from one land use district to another; are submitted for Council approval (when the legal
mechanism for such transfer has been adopted by the Town of Westlake).
The Emergency Facilities and Town Hall Plan is a Level of Service Identification Tool that assures the permanent and daytime
populations of Westlake that emergency services in response to catastrophe/endangerment/crime will be available within a
reasonable time frame (service area) and that sufficient municipal facility space is available to maintain local governance. It
is unlikely that a future Westlake, which is considerably bigger (in terms of emergency services demand) than the neighbor-
ing communities from which the Town purchases emergency service, can continue to provide that service to standards of re-
sponse time that the future population of Westlake would find satisfactory. Therefore, the Emergency services portion of the
Comprehensive Plan determines how many policemen and fire
fighters will likely be needed to serve the residential and non-
residential sectors of the Town. The process of determination
applies national standards while also considers comparable cit-
ies (such as Highland Park and Addison, Texas). The Plan deter-
mines that Westlake (at build-out) will need 27 fire fighters and
51 law enforcement personnel. These service personnel can be
accommodated in 2 fire station/ police station dual service facili-
ties (one serving primarily the non-residential and the other, with
EMS capability, serving primarily the residential area) located so
that most of the town residential and non-residential fabric falls
within a 5 minute response time “Service Area” (the circles on
the Facilities Plan).
The Plan also addresses the Town’s
need for Town Hall space to conduct
the functions of governance. Many
of the administrative demands to be
placed upon the agencies and political
officials of Westlake will come from
activities related to development.
Because the currently approved en-
titlements allow commercial prop-
erty owners to build more than 25
million square feet of non-residential
space; it is clear that the commercial
component of the Town will require
the greatest governmental capacity.
Therefore, the Facilities Plan address-
es future need for a Town Hall.
The Plan recommends the Town Common location as such a location for the Town Hall fa-
cility as it is more in line with the citizen input received at Public Input Workshop 1 and 2.
The permeable pavement BMP incorporates a porous pavement section whose
surface can have an appearance similar to concrete or asphalt. The subsurface can
consist of a stone course with enough voids where runoff is temporarily stored as
it infiltrates into the subsoil.
Permeable Pavers Rain Barrels and Cisterns
Riparian Buffers
Riparian buffers are areas along a stream protected from development to physi-
cally protect and separate it from future disturbance and encroachment. It can
also provide flood storage and stream ecosystems and habitats. This BMP is aimed
at preservation of streams, lakes, and wetlands and the integrity of ecosystems
and habitats.
Storm Water Management
The Town has striking vistas and topography that frames two major drainage wa-
tersheds, Marshall Branch and Tributaries as well as Kirkwood Branch and Tribu-
taries. These watersheds are not only the key to storm water management for the
Town but also support the natural landscape and ecosystem that gives the Town
its distinctive visual character. ). It is through the following BMPs that these miti-
gation efforts can be accomplished:
• Rain Gardens/bio-retention cells
• Elimination of Curb and gutter
• Bio-swales
• Green parking
• Infiltration Trenches
• Inlet protection devices
• Permeable pavement
• Permeable pavers
• Rain barrels and cisterns
• Detention/Retention
Rain Gardens/Bio-retention Cells
Elimination of Curb and Gutter
By implementing this BMP, new roadways are designed and constructed without
curb and gutters to allow for infiltration by increasing sheet flow and reducing
runoff volumes. Runoff could be left to flow to bio-swales (see description below)
or bio-retention cells (see description above). This will help prevent erosion and
also maintain predevelopment runoff conditions.
Bioswales Green Parking Design
Infiltration Trenches
Infiltration trenches are rock-filled ditches with no outlets that collect runoff and
allow it to infiltrate into the soil increasing storm water infiltration and pollutant
removal. This BMP is restricted to sites/areas where potential ground water con-
tamination, soils, and clogging are of concern.
Inlet Protection Devices
This BMP is used to separate sediments, oil, grease,
trash, and other storm water pollutants from the run-
off in areas where pollutants are more likely to occur at
higher concentrations.
Permeable Pavement
STORM WATER & WATER CONSERVATION PLAN
How the natural streams and floodways within the Town are addressed as development occurs will have a large impact on the degree to which the Town can retain those
characteristics it wishes to preserve, how well it can interlace community districts, and ultimately the preservation of the Town’s visual character. Best Management Prac-
tices (BPMs) can also serve as the underpinning of sustainability efforts with regard to water use and conservation.
Vegetated Filter Strips
This BMP consists of utilizing bands of dense vegetation planted downstream of a
runoff source and are used for treating runoff from roads and highways, driveways,
parking areas, roof downspouts, and other impervious areas. Additionally they can be
employed along streams and/or open vegetated waterways to treat runoff from adja-
cent riparian areas.
Storm Water Detention
Water Conservation Practices
The Town’s current and future water consumption could be driven by a wide variety
of needs that could include domestic, commercial, industrial and institutional users.
BMPs can be adopted that will improve water use efficiency for the Towns operation
of the system as well as for the end user customers.
The following BMPs could drive the Town to achieving those goals:
• Appoint Conservation Coordinator
• System Water Audit & Water Loss
• Water Conservation Pricing
• Prohibition of Wasting Water
• School and Public Education
• Water Survey of Customers
• Landscape Irrigation Ordinance
• Water Fixture Ordinance
• Water Wise Landscape Design & Conversion Programs
Putting BMP into Action
There are programmatic and policy initiatives that are needed to implement BMP.
These include:
• Appoint Conservation Coordinator
• System Water Audit & Water Loss
• Water Conservation Pricing
• Prohibition of Wasting Water
• School and Public Education
• Water Survey of Customers
• Landscape Irrigation Ordinance
• Water Fixture and Toilet Ordinance
• Water Wise Landscape Design & Con-
version Programs
HOUSING PLAN
The Housing submarket configuration and lot size recommendation for such configuration, in no way modifies any approved PD Plan, PD Ordinance, or zoning nor does it
give any area currently entitled additional residential entitlement. The transition of existing non-residential areas to a residential use or the amendment of the permitted
lot size/ unit density of any Planned Development Ordinance or zoning which permits a residential use; shall be determined through a cooperative Town/ property owner
process which takes place as site plans , requests for amendment of any existing Planned Development Ordinance, and/or requests to transfer commercial square footage
from one land use district to another; are submitted for Council approval (when the legal mechanism for such transfer has been adopted by the Town of Westlake).
The Housing Plan is a value preservation strategy that seeks to protect
Westlake’s unique position as a place for high value residential as the Town grows. Howev-
er, Westlake’s present day status as a retreat away from the rapid urban expansion of Dallas
and Ft. Worth will see dramatic change as the Town becomes surrounded by, and central to,
the emerging urban condition. In this setting, Westlake will become attractive to multiple
housing markets and price points. In addition, current Zoning and Planned Development
Ordinances grant residential rights to various land owners for significantly smaller lots and
rental units. These residential entitlements are embedded in the sub-districts of various
Planned Development Ordinances, resulting in a random and dispersed pattern of residen-
tial land use.
This lack of clear residential organization in discrete sub-market clusters ultimately weakens
Westlake’s attractiveness for the high price point residential communities it now hosts.
There are four housing objectives for the Town of Westlake addressed in the Housing Plan:
1. Preserve value in a changing context. Assuring that Westlake continues to capture
the higher-end market.
2. Diversify the higher-income market to attract younger buyers. Facilitating West-
lake’s attraction to more of these younger/ high end buyers.
3. Meet future housing needs of an aging population. Promoting high-quality residen-
tial products to accommodate life stage changes of current Westlake residents so
they can continue to live within their community.
4. Mitigate value encroachment. As Westlake grows toward 170 and Keller, protecting
the Westlake market from the effects of closer association with lesser price point
areas.
Existing housing entitlements do not accomplish the above objectives. Various products
and price points are incoherently distributed across the Town, and several land use con-
flicts exist, both of which can lead to instability and degradation of value and price point
advantage. The recommended strategy to accomplish the above objectives involves the
establishment of distinct submarkets within the Town that create an orderly distribution of
varying uses within a single, multi-faceted community. The purpose of the submarkets is to
provide commercial separations, accommodate traffic, and overcome any associations with
external markets encroaching upon Westlake. Submarkets will have a spatial definition
relative to market attractors rather than competition, and will be separated and connected
by thoughtfully distributed amenities, trails, and open spaces.
R-1 = 1 ac.
PD 3-5 = 5,000 if
detached, 0 if
attached
R-2 = 2 ac.
R-1, PD 3-1, & PD4 = 30,000 –1 ac +
PD 1-3 = 23,500,
average = 30,000
PD 1-2 = 400 (322 lots)
R-5 = 5 ac.
PD 3-1 = 20,000
PD 3-1 = 12,000 –15,000
PD 3-6 = 6,000 –12,000
PD 3-9 = 248 MF.
R-1 = 1 ac.
NOTE: Spatial chaos and potential
instability leads to weakening of
price point advantage
Existing Housing Entitlements
New Home Demand
Annual New Home Demand: Northeast Fort Worth Submarket: 2015 –2030
SOURCE: ESRI; MetroStudy; RCLCO
0 3
107
594
340
606
0
100
200
300
400
500
600
700
Less than $150K $150,000 - $199,999$200,000 - $249,999$250,000 - $349,999$350,000 - $499,999 $500,000 and above
Westlake Target
HouseholdsEmployee Housing outside of Westlake
HOUSING PLAN
Housing Market Potential in Westlake Supports a Plan
Based on Creating Clearer Sub-market Identity:
The majority of northeast Tarrant County’s new housing demand is concentrated at
prices below $750,000. While this area contains almost 14,000 households earning
over $200,000, Westlake is capturing a small portion of this demand because it offers
predominantly large-lot products that appeal only to a certain type of buyer. The in-
clusion of more product types will allow Westlake to capture more of these affluent
households, and thus, higher-quality employers, while employee housing priced un-
der $750,000 (or higher) can be accommodated in areas outside of Westlake.
In particular, Westlake’s quality of life will appeal to affluent households without chil-
dren, encompassing 57% of total demand for homes over $500,000 north of Southlake
Boulevard. These households will be more motivated by Westlake’s strong access, site
aesthetics, and access to employment and retail when compared to households with
children, who are largely motivated by the presence of the Westlake Academy.
Young professionals and young families, classified as households age 25 to 34, will
generate annual demand for more than 15 new homes priced over $1 million in the
area north of Southlake Boulevard. According to the U.S. Census, Westlake currently
contains just three affluent households between the ages of 25 and 34. Retirees will
be another large source, with demand for more than 11 homes per year over $1 mil-
lion. With just 17 current affluent retiree households in Westlake, the area is likely to
see a strong increase in households over age 65 as commercial uses are added and
mature professional households age in place.
In light of articulated objectives and market potential, the Westlake Housing Plan ar-
ticulates a clearly residential dominant sector of the Town, within which are clearly
defined, spatially defined, amenity-supported sub-markets. The value distribution es-
tablished by the Housing Plan can preserve and protects areas of greatest value and
allow Westlake to also attract a younger, high-price point market.
Tuscan Village Age-Restricted Community:
Lakeway, Texas
Montgomery Farm, Allen, Texas:
Younger High End Buyer
Caruth Homeplace, Park Cities, Texas:
Older Low Maintenance/ High Security Buyer.
East Shore, The Woodlands, Texas:
Mixed Market
Existing Westlake Households and Annual New Home Demand: Incomes over $200K, Homes Priced over $500K
SOURCE: ESRI; MetroStudy; RCLCO
3
64
34
17
71
109
44
54
0
20
40
60
80
100
120
Young Families (25-34)Mature Professionals (35-54)Empty-Nesters (55-64)Retirees (65+)
Existing Westlake HH, Incomes over $200K Annual New Home Demand: North of Sotuhlake Blvd.
Potential households attracted to Westlake with alternative product
preferences
Potential households attracted to
Westlake with alternative product
preferences
Product
• Two to three story common wall
Town Homes
• Street facing carriage garage and en-
try courts
• Prices range from $800,000 - $1.3+
Product
• Estate Homes: $1.8M - $4M+
• Condo: $400,000 - $600,000+
• Row Homes: $500,000 - $700,000
Product
• Townhomes, 1-2 story Villas
• Townhomes have rear-loaded garage;
Villa products contain front- and rear-
loaded garages
• Prices range from $270,000 - $600,000
Product
• Townhomes, 1-2 story Villas
• Strong environmental ethic in home
design and land planning. 40% com-
munity open space.
• Prices range from $600,000 - $1M+
Market Audience
• 70% empty-nesters and retirees, 30%
young single professionals and couples
• Main purchase motivations include
proximity to Highland Park Community,
and reduced maintenance
Concept
• 169-acre enclave on the eastern edge
of Lake Woodlands, located near The
Woodlands Town Center
• Close proximity to employment core
and town center, offering a variety of
housing types
• Serves as a transitional district between
mostly residential sections of the com-
munity and employment concentration
Amenities
• Clubhouse, central park, library
• Access to yacht club and marina in Rough
Hollow, a nearby master-planned com-
munity
Amenities
• Specialty shopping, office employment,
open space, trails, public art.
• Access to operating farm, tree farm, art
activities, land conservancy.
a. Traffic Driven Retail:
i. Ubiquitous in Nature: Appear over and over along major traffic corridors.
ii. Plate Dominated: Typically big box retailers.
iii. Volume Sales: Move large volumes of product.
iv. Price Sensitive: High volume sales are related to price. Therefore lower prices are typical.
v. Urgent Inventory: Typically sell hardware, groceries and/ or dry goods of a type that is
tailored to drive in - drive out demand patterns. Things needed on the way home, etc.
b. Destination/ Specialty Retail:
i. Unique in Nature: Typically location specific because they depend on loyal patronage.
ii. Smaller Plate: Smaller operations, often associated with an anchor.
iii. Specialized Sales: Target specialized product sales (such as the Art of Shaving store in
North Park or specialty Jewelers)
iv. High Dollar: Generally sell a more expensive product in smaller volumes.
v. Inventory for Shopping: Inventories are geared to the shopper who is prepared to spend
more time in the shopping environment.
ECONOMIC DEVELOPMENT PLAN
The Economic Development Plan is a multi-tiered strategy that employs 35 tactics in 9 different initiative areas, to accomplish three primary Economic Development out-
comes. The Economic Development outcomes are:
1. Corporate Center Locations (A): It is determined that the higher value office products are generally those developed as corporate headquarters. Most speculative
office product must be accomplished within cost thresholds determined by rent capabilities and that most corporate headquarter facilities are built to higher stan-
dards, driven by corporate self-image. Much of the current office development generally viewed as having attained a “Westlake” level of quality is for corporate
headquarters purposes (such as Solana and Fidelity Investments).
2. Destination/Specialty Retail Dominance (B): Traffic driven retail tends to dominate the landscape of Highway/ Freeway locations. Traffic driven retail and destina-
tion/ specialty retail have important differences that relate to value. These are:
Destination/ Specialty retailers tend to bring greater value from and ad valorem perspective, while traffic driven retailers may generate more sales tax (due to their volume
sales). Therefore, promoting a dominance of destination/ specialty retail is an economic development target of the Economic Development Plan.
3. Higher Price Point Housing (C): Of paramount concern to citizen participants in the Public Planning
Workshops is maintenance of residential value as the Town builds out. In addition, participants
want to see younger buyers present in the higher price point market select Westlake as a place to
live. Finally, the older population of Westlake will face life transitions over the next few years but
they desire to continue residence in their Town. This means that other high price point housing
options are needed in the housing inventory of the Town. Tactics aimed at attracting higher price
point housing are presented in this Economic Development Plan and a Plan for spatial definition
of Housing Submarkets within Westlake is presented in the Housing Plan Element.
The interrelationship if these three outcomes requires that the Economic Development Plan be broad (spanning from office to residential initiatives). Corporate Centers
located within Westlake enhance the Town’s desirability for executive housing and more generally preserves the contextual assets that support higher residential value and
quality of life. Relocation literature reveals that quality of life is among the most important selection criteria for corporations and their executive leadership. At the same
time, concentrations of wealthier residents promote an identity favorable to sustaining destination/ specialty retail/ entertainment and the proximity of such retail/ enter-
tainment enhances attractiveness to higher price point housing markets. Therefore, it can be said that a reciprocal relationship exists between the three desired economic
development outcomes and it would be difficult to achieve meaningful success in one area of outcome without achieving success in the other areas.
These Economic Development Outcomes are attained through 9 Economic Development Initiatives. Each of the 9 Economic Development Outcomes is fa-
cilitated by one or more of the Economic Development Initiatives (as illustrated on the Economic Development Plan Circle of Economic Development.
The 9 Economic Development Initiatives are:
1. Target Recruitment: Promoting Corporate Location through Targeted
Recruitment of desired corporate residents for Westlake.
2. Cluster formation: Working from existing business as a basis, and reach-
ing out to align other business investment that vertically or horizontally
expands the local base.
3. Circulation and Information Networks: Providing vehicular, pedestrian,
and information pathways to facilitate information exchange, transac-
tion, commuting, social interface, and quality of life.
4. Proximities: Value is largely determined by closeness to something that
is valuable or reinforces locational distinction.
5. Identity: Selection decisions are heavily influenced by identity which has
market relevance.
6. Amenity/ Recreation: Promoting higher value Retail Specialization and
Housing Price Point through enhancement/ enrichment of the public
domain and preservation of the identifying landscape and characteristic
views of Westlake.
7. Associations: Associations differ from identity because identity is experi-
ential while associations are potential connection. Associations refer to
the collective affiliations that make for community cohesion.
8. Education: Constant education in an environment of passive and ac-
tive measures intended to continually educate and raise the awareness
of the Town population. Education is on-going community awareness,
flowing from mentorship to better traditional schools (giving more edu-
cation options to Westlake residents).
9. Land Use Context: Promoting Higher Price Point Housing Options through
creation of an organic association of Land Uses and a clear definition of
residential sub-markets.
These nine Economic Development Initiatives are comprised of 35 specific actions, called Economic Development Tactics. The Economic Development Tactics are listed on
this presentation board under the Economic Development Initiative they support.