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07-16-14 Comp Plan Steering Committee Agenda o t TOWN OF COMPREHENSIVE PLANNING 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. STEERING • MEETING AGENDA July 16, 1 WESTLAKE TOWN HALL 3 VILLAGE CIRCLE, 2 ND FLOOR WESTLAKE, TX 76262 COUNCIL CHAMBERS Work Session: 6:00 • Page 1 of 2 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. Work Session 1. CALL TO ORDER 2. UPDATE ON FOLLOW-UP ITEMS FROM COMMITTEE'S JUNE 18, 2014 MEETING: - REVIEW OF THE HOUSING PLAN - REVIEW OF THE ECONOMIC DEVELOPMENT PLAN - REVIEW OF REQUESTED ALIGNMENT CHANGE FOR DOVE ROAD WEST OF DAVIS - OVERVIEW OF INPUTS TO DATE - AGENDA FOR THE NEXT PUBLIC WORKSHOP AND COMMITTEE PARTICIPATION 3. ADJOURN CERTIFICATION I certify that the above notice was posted at the Town Hall of the Town of Westlake, 3 Village Circle, July 9, 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. Page 2 of 2 Housing Plan for Westlake, Texas •Housing In Westlake Today (Built and Pending) •Emerging Housing Markets •The Westlake Housing Challenge •The Westlake Housing Issues •Establishing Viable Sub-markets in Westlake •Sub-market Housing Options •A More Organic Housing Pattern Steering Committee July 16, 2014 Housing Presently Built •Large House •Large Lot (mostly) •Gated Community Steering Committee July 16, 2014 Housing Pending (Entitlements) •Smaller Lots •Other Price Points •Diverse Market Options Steering Committee July 16, 2014 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. Existing Housing Entitlements •Diversity of Product & Incoherent Form •Diversity of price point •Potential Land Use conflicts = lower price point NOTE: Spatial chaos and potential instability leads to weakening of price point advantage Housing Plan: Emerging Markets • Based on entitlements secured by existing landowners, the character of Westlake is likely to change over the coming years, as the town transforms into a mixed-use center. • The current housing stock attracts only a particular set of mature professional households. • Given Westlake’s quality schools, open space, topography, and access to employment, the town will begin to attract a variety of household types. • Market Trends support more diverse demand Existing Entitlements Steering Committee July 16, 2014 Housing Plan: Emerging markets Economic Demographics • The Westlake area is within a 30- minute drive of over 108 million square feet of office space. • This strong access, along with future employment growth in Westlake, supports a more diverse set of housing options. Major Employment Cores: Westlake, TX Area SOURCE: CoStar; RCLCO 3 1 2 4 5 Steering Committee July 16, 2014 Housing Plan: Emerging markets Current Westlake Housing Offerings • New home offerings in the Westlake area appeal to a narrow set of mature professional households. • Planned commercial uses will lead to more diverse housing offerings over the long-term, and attracting the highest quality employers will require it. New Home Offerings in Vaquero: Westlake, TX Steering Committee July 16, 2014 Housing Plan: Emerging Markets Executive Housing Corridor Summary • As the Westlake area continues its buildout and adds commercial uses, it will likely emerge as one of the premier executive housing corridors in the Metroplex. Median Home Value by Block Group: Dallas-Fort Worth Metroplex SOURCE: ESRI Steering Committee July 16, 2014 Housing Plan: Emerging markets Executive Housing Corridor Summary • About 90% of Westlake's affluent households are between 35 and 64 • Unlike other executive housing corridors, the Westlake area attracts a limited amount of young professionals and retirees. Households Earning over $200K by Age: Dallas Executive Housing Corridors SOURCE: ESRI Note: Westlake Executive Housing Corridor includes areas within a 15-minute drive of Westlake Town Hall. 0% 10% 20% 30% 40% 50% Under 25 25-34 35-44 45-54 55-64 65-74 75 and over Westlake Plano Las Colinas Central Dallas Steering Committee July 16, 2014 Housing Plan: Emerging Markets Executive Housing Corridor Summary • Given the planned addition of several million square feet of commercial uses, Westlake will likely have more diverse housing. • The addition of new commercial property will support greater product diversity. Steering Committee July 16, 2014 Housing Plan: Emerging Markets New Home Demand Summary Northeast Fort Worth Submarket SOURCE: MetroStudy Steering Committee July 16, 2014 Housing Plan: Emerging Markets New Home Demand Summary 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 • Given that the majority of new home demand in the Northeast Fort Worth area is concentrated at prices below $500K. • However, by embracing alternative product types that maximize land value, the area will be able to attract a greater variety of affluent households (premium pricing with close proximity to employment core), while more value-priced products can be accommodated in areas to the north and west of Westlake. Westlake Target Households Employee Housing outside of Westlake Steering Committee July 16, 2014 Housing Plan: Emerging Markets New Home Demand Summary Annual New Home Demand Summary: Northeast Fort Worth Submarket, Homes Priced over $500K SOURCE: U.S. Census; RCLCO • Westlake’s quality of life will appeal to a variety of affluent market segments currently underrepresented in the area. • As commercial development intensifies, the Westlake area will also attract a larger proportion of affluent households without children. Steering Committee July 16, 2014 Housing Plan: Emerging Markets New Home Demand Summary Existing Westlake Households and Annual New Home Demand: Incomes over $200K, Homes Priced over $500K SOURCE: ESRI; MetroStudy; RCLCO • Affluent young professionals, empty-nesters, and retirees will be drawn to Westlake after commercial uses are added. • The inclusion of a diverse set of products will allow the town to capture these affluent households, and will help the town avoid traditional subdivision development. 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 Steering Committee July 16, 2014 Housing Plan: Market/ Policy Dilemma 1.Previous data establishes that emerging markets will include demand for more diversified housing products/ options. 2.Existing entitlements allow for accommodation of market demand but pattern of entitlements is not planned overall. 3.Right-to-Travel: Construction Industry Association vs. Petaluma California (1974) = refusal of projects on any basis that could be construed as elimination of housing by price is a violation of the constitutionally protected “Right-to-Travel”. 4.Unplanned emergence of market diversification weakens sub-markets that already exists. Steering Committee July 16, 2014 Housing Plan: Housing Objectives 1.Preserve value in a changing context: What is necessary to assure that Westlake continues to capture the higher-end market? Education, amenity, and context associations are essential to preservation of value. 2.Diversify the higher-income market to attract younger buyers: What can Westlake do to get more of these buyers in Town? They are buying nearby, but not in Westlake given the lack of product diversity. They are seeking quality in product and place, but not necessarily large lots. 3.Meet future housing needs of an aging population: How does Westlake provide high-quality products to accommodate life stage changes? Must they leave the community? 4.Mitigate value encroachment: As Westlake grows toward 170 and Keller, how do we keep this from eroding value overall by generating lesser comps? Steering Committee July 16, 2014 SU B - MA R K E T S Va l u e P r o t e c t i o n : C u r r e n t S u b - ma r k e t Yo u n g e r H i g h E n d Ol d e r , L i f e C y c l e C h a n g e Va l u e T r a n s i t i o n Visual Amenities/ Project Identity X Low Traffic, No Congestion X Project Separation X X X Strong Public Domain/ Community Identity X Land Use Continuity/ Stability X X Location Value Identity/ Market Continuity X X Access Quality/ Specialized Services/ Retail/ Entertainment X X Higher Density/ Greater Community over Greater Separation X High Security X X Low Maintenance X Commodious Interior Space for Acquisitions X Parks and Communal Activities X X Schools X Spatial Definition and Experiential Definition of Location X X X Commercial Separation X X Trails and Multi-modal Connectivity X X Steering Committee July 16, 2014 Housing Plan: Plan Strategy Submarket Establishment • Create an orderly distribution that composites a single, multi- faceted community. •Spatial definition of submarkets relative to market attractors, not competition. •Commercial separation. •Traffic Accommodation •Amenity, trail, open space distribution •Town identity to overcome market associations with external markets encroaching upon Westlake. Steering Committee July 16, 2014 Housing Plan: Residential Distribution Westlake Submarkets Steering Committee July 16, 2014 The configuration of sub markets (sub- markets strung out along Dove Road) without spatial definition will only corrupt each other. By a logical array about the Town Common, the sub markets can co exist and overall value is preserved. Existing Market Older & Younger Market Older & Younger Market Transitional Market : Incentivize return to residential use through commercial development sf. transfer mechanism. Younger Market : see note below. Close to Park, School, Trails Housing Plan Submarket Program Steering Committee July 16, 2014 Housing Plan: Alternative Products #1 Town Home Residences: Caruth Homeplace, Park Cities, Texas: Older Low Maintenance/ High Security Buyer. Product • Two to three story common wall Town Homes • Street facing carriage garage and entry courts • Prices range from $800,000 - $1.3+ Market Audience • 70% empty-nesters and retirees, 30% young single professionals and couples • Main purchase motivations include proximity to Highland Park Community, and reduced maintanance. Steering Committee July 16, 2014 Housing Plan: Alternative Products #2 Garden Residences: Westlake Towne Estates, Ft. Worth: Older High End, Low Maintenance Buyer. Product • Two to three story fee simple housing • Street facing carriage garage and entry courts • Prices range from $800,000 - $1M+ Market Audience • 50% empty-nesters and retirees, 50% young single professionals and couples • Main purchase motivations include security and limited home maintenance Steering Committee July 16, 2014 Housing Plan: Alternative Product #3 Montgomery Farm: Allen, Texas: Younger High End Buyer Product • Townhomes, 1-2 story Villas • Strong environmental ethic in home design and land planning. 40% community open space • Prices range from $600,000 - $1M+ Amenities • Specialty Shopping, Office Employment, Open Space, Trails, Public Art. • Access to Operating Farm, Tree Farm, Art Activities, Land Conservancy. Steering Committee July 16, 2014 Housing Plan: Alternative Product #4 Newman Village Plaza (52 x 135), Frisco: Young Professionals Singles and Couples Product • Two-story small-lot home, 3-4 units/acre • Rear-loaded garage • Product built around central plaza, which includes amenity center, parks, and trails • Prices range from $606,000 - $699,000 Market Audience • Young professional singles and couples • Empty-nesters and retirees looking for high-finish home with limited yard maintenance Steering Committee July 16, 2014 Housing Plan Alternative Product #5 Carillon Villas (47 x 110): Southlake: Young Professional Buyer Product • Two-story small-lot home, 5-6 units/acre • Garage (not shown) adjoins wall of master; rear load • Prices range from $589,000 - $686,000 Market Audience • Young professional singles and couples, empty nesters and retirees looking for high-finish home with limited yard maintenance Steering Committee July 16, 2014 Housing Plan: Alternative Product #6 Tuscan Village Age-Restricted Community: Lakeway, Texas 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 Amenities • Clubhouse, central park, library • Access to yacht club and marina in Rough Hollow, a nearby master-planned community Steering Committee July 16, 2014 Housing Plan: Alternative Product #5 East Shore: The Woodlands, Texas Product • Condo: $400,000 - $600,000+ • Estate Homes: $1.8M - $4M+ • Row Homes: $500,000 - $700,000+ 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 community and employment concentration Steering Committee July 16, 2014 Steering Committee Pre-Workshop Meeting #3-6 Pre-Workshop #3-5 July 16, 2014 AGENDA: 1.Review of Economic Development Plan 2.Review of Map Captions 3.Next Steps Pre-Workshop #3-5 July 16, 2014 Goals & Citizen Priorities Viewshed Analysis Land Use Plan Thoroughfare Plan Parks, Open Space, Trails Plan Urban Design Facilities Infrastructure Housing Economic Development Framework Plan Transitioning to the Plan Elements Pre-Workshop #3-5 July 16, 2014 Goals & Citizen Priorities Viewshed Analysis Land Use Plan Thoroughfare Plan Parks, Open Space, Trails Plan Urban Design Facilities Infrastructure Economic Development Housing Framework Plan Plan Elements Pre-Workshop #3-5 July 16, 2014 Economic Development Plan FACT: Westlake needs to see build-out at magnitude of entitlement in order to sustain proportionately low residential assessments it now enjoys. FACT: Office projects (Solana, Fidelity, etc.) have not built to density levels permitted by the PD ordinances. Pre-Workshop #3-5 July 16, 2014 Economic Development Plan FACT: Westlake needs to see build-out at magnitude of entitlement in order to sustain proportionately low residential assessments it now enjoys. FACT: Office projects (Solana, Fidelity, etc.) have not built to density levels permitted by the PD ordinances. Some only developed at .12:1 FAR opposed to what is entitled at .4:1 FAR 25% usage of entitlement density Continuation of this trend = deficient Ad Valorem Higher rate of taxation or reduce levels of service Pre-Workshop #3-5 July 16, 2014 2. Citizen Comments support build-out density Economic Development Plan 1. Build-Out Necessary for Ad Valorem Sufficiency Office = 14 mil. sq. ft. Retail = 3.5 mil. sq. ft. Hospitality/Entertainment = 2.0 mil. sq. ft. 3. Reinforcement/Perpetuation of higher price point residential Primary Outcome Economic Conditions to Attain Pre-Workshop #3-5 July 16, 2014 Primary Outcome Economic Conditions: 1.Corporate Center Locations •Corporate Headquarters = Higher Value Office Product •High value office product complements identity of Westlake & can be motivating force that maintains & drives property values •Highest caliber employers seeking innovative spaces and “lifestyle” locations in urban cores and suburban nodes – Westlake’s strong economic and demographic indicators support it •Flexible office programs that can absorb a variety of office development programs •Strong presence of executive housing as well as high-quality housing options for a variety of employees, including young affluent (jobs now seeking where talent is located vs. the other way around) •Can be driving force for change at other underutilized properties (IBM) •Office properties that fail to provide an attractive, vibrant environment for users risk losing its tenants to more competitive developments (Raytheon) Economic Development Plan Pre-Workshop #3 April 16, 2014 Primary Outcome Economic Conditions: 2.Specialty Retail Dominance, not Traffic Driven Retail 3.Higher Price Point Housing Options •Encourage younger buyers in high price point market, and •Provide options for older populations going through life transitions Traffic Driven Retail Req. $198-$200/sf in sales annually, High Sales Tax Generation, Dominate Highway Locations, Ubiquitous in Nature, Plate dominated (big box), Volume Sales, Price Sensitive (lower prices typical with large volume sales), Urgent Inventory Economic Development Plan Specialty Retail Req. $250-$350/sf in sales annually, Greater Ad Valorem Value, Unique in Nature, Smaller Plate, Specialized Sales, High Dollar in Smaller Volumes, Inventory for Shopping Pre-Workshop #3-5 July 16, 2014 Economic Development Plan Pre-Workshop #3-5 July 16, 2014 Economic Development Plan Target Recruitment (Strategy A-1) Sets foundation for Cluster Formation Attracts a corporate theme (ie. Richardson Telecom Corridor) Market identity supports higher quality public assets (ie. Galatyn Center in Richardson) Pre-Workshop #3-5 July 16, 2014 Economic Development Plan Cluster Formation (Strategy A-2) Work from existing business as base to align other business investment that vertically or horizontally expands the local base Pre-Workshop #3-5 July 16, 2014 Economic Development Plan Circulation and Information Networks (Strategy A-3) Ensure increased traffic does not negatively affect value distribution needed to attract higher end office users in commercial areas, not just along Highway frontage Circulation system needs to function and be special Provide enhanced availability of information infrastructure for large volumes of electronic transactions/exchanges Pre-Workshop #3-5 July 16, 2014 Economic Development Plan Proximities (Strategy B-1) History has shown: Places of greater value located nearest the temple, the command centers, market attractors, etc. Therefore… Determination of value has much to do with Proximity Pre-Workshop #3-5 July 16, 2014 Economic Development Plan Identity (Strategy B-2) Aggregate image of place established by experience and expectation of experience Preservation of distinct identity will serve as an asset for attracting continued residential value Pre-Workshop #3-5 July 16, 2014 Economic Development Plan Amenity/Recreation (Strategy B-3) Important components of perceived quality of life Public and Private Domain Amenities to give general perception of a place Example: Glen Lakes Golf Course vs. Caruth Homeplace Pre-Workshop #3-5 July 16, 2014 Economic Development Plan Association (Strategy C-1) Associations are potential connections…collective affiliations = community cohesion “Community Building” through internal associations = high price point Pre-Workshop #3-5 July 16, 2014 Economic Development Plan Education (Strategy C-2) Educational offerings directly affects the value of residential areas Education as an on-going community awareness Pre-Workshop #3-5 July 16, 2014 Economic Development Plan Land Use Context (Strategy C-3) Allow residential and non- residential uses to work in each others’ favor without compromising each others’ value Pre-Workshop #3-5 July 16, 2014 Economic Development Plan 38 Specialized Tactics 11 Initiative Types Example: Strategy A-2: Cluster Formation: Tactic A-2-3: Initiate an incubator business program that allows emerging corporations to stay within Westlake. Pre-Workshop #3-5 July 16, 2014 TACTIC ALLOCATION Ph y s i c a l P r o j e c t (P u b l i c ) Ph y s i c a l P r o j e c t (P r i v a t e ) Pu b l i c L e a d e r s h i p Pr i v a t e l e a d e r s h i p Or d i n a n c e Di s t r i c t D e s i g n a t i o n Po l i c y / p l a n Pu b l i c P r o g r a m / O r g . Pr i v a t e P r o g r a m / O r g . Jo i n t P r o g r a m / o r g . In c e n t i v e / A g r e e m e n t TACTIC B-1-1: Expand Frontage X X X X X TACTIC B-1-2: Value Distribution X TACTIC B-2-1: 114 Design Standards X X X TACTIC B-2-2: Const. Qual. Standard X X X TACTIC B-2-3: Pub. Activity Space X X X X TACTIC B-2-4: Activity Anchors X X X TACTIC B-3-1: Comm. Micro- climate X X X TACTIC B-3-2: Pub. Entertainment X X TACTIC B-3-3: Ped. Ground Plane X X X X TACTIC C-1-1: Image Campaign X X TACTIC C-1-2: Comm. Activities X X X TACTIC C-1-3: Membership Orgs. X X X TACTIC C-2-1: Education platform X X X TACTIC C-2-2: Education Discovery X X X X X X TACTIC C-2-3: School Location Prog. X X X X TACTIC C-3-1: Land Use Plan X X X TACTIC C-3-2: Land Use Sequence X X X TACTIC C-3-3: Rezone Isolated Tract X X TACTIC ALLOCATION Ph y s i c a l P r o j e c t (P u b l i c ) Ph y s i c a l P r o j e c t (P r i v a t e ) Pu b l i c L e a d e r s h i p Pr i v a t e l e a d e r s h i p Or d i n a n c e Di s t r i c t D e s i g n a t i o n Po l i c y / p l a n Pu b l i c P r o g r a m / O r g . Pr i v a t e P r o g r a m / O r g . Jo i n t P r o g r a m / o r g . In c e n t i v e / A g r e e m e n t TACTIC A-1-1: Corporate Assessment X X X TACTIC A-1-2: Recruitment Agenda X X TACTIC A-1-3: Corporate Incentives X X X TACTIC A-1-4: Alliance Leverage X X TACTIC A-1-5: Relocation Program X X X TACTIC A-1-6: Fill Input Gaps X X X TACTIC A-2-1: Supply/ Product Assess X X TACTIC A-2-2: Corp. Expand Program X X TACTIC A-2-3: Incubator Business X X X TACTIC A-2-4: Public marketplace X TACTIC A-2-5: Stabilize Inputs X X X TACTIC A-2-6: Alliance Connection X X TACTIC A-3-1: Street/Land Develop. X X X TACTIC A-3-2: Corp. Locate on Trail X X X X TACTIC A-3-3: Corp. on Town Artery X X X X TACTIC A-3-4: Street Estate identity X X X X X TACTIC A-3-5: Optic Utilities X X X X X TACTIC A-3-6: Information Platform X X Economic Development Plan Pre-Workshop #3-5 July 16, 2014 Economic Development Plan Implementation Private Public Public/ private Funding Sources Contributions of business & Industry Individual Endowment Fees and Assessments Appreciation Loans Capture of Ad Valorem Appreciation Special Assessment Venue and Special Taxes Obligation and Revenue Bonds Fees and Assessments Operational Funds Grants Abatements Contributions to Equity Reimbursement Administration Non-profit Corp. Interest and/ or Purpose Related Committees, Task Forces, and Organizations Agencies/Offices Commissions Appointed Committees Joint Councils, Boards, Task Forces Legal Vehicles Contracts  Agreements Ordinance Resolution Policy Council approved contacts and agreements License Agreements Pre-Workshop #3-5 July 16, 2014 Economic Development Plan Existing Conditions: •Buildings were designed for single-use, not multi-tenant •No exit strategy once main tenant vacated Potential Users: •Single-Tenant Users requiring LESS adaptation •Office •Education •Users requiring MORE adaptation •Multi-tenant “creative” office •Senior living •Medical or Wellness Opportunities on Surrounding Property: •Use of open space in center and around edges to densify this core and create synergies among uses, depending upon primary use •If not developed as office, existing commercial elements should be managed by hotel or future education/residential owner and serve as amenity Pre-Workshop #3 April 16, 2014 Solana IBM Re-Use Economic Development Plan Pre-Workshop #3 April 16, 2014 User Description Economic Development Potential Examples Primary Outcome Economic Conditions Addressed Single-Tenant Office Find Tenant that can utilize an entire floor or floors Enhances area occupancy, provides stability, and contributes to IBM (former tenant) • Corporate location • Housing • Retail Multi-Tenant Office Adapt building to accommodate multiple tenants, particularly tenants seeking “creative office” space. • Highest caliber employers seeking innovative spaces • Having flexible office programs that can absorb a variety of office programs enhances clustering capabilities • Corporate location • Housing • Retail Senior Living Courtyard cut-out produces “donut” that accommodates multiple types of residential uses Addresses need to accommodate Westlake residents seeking to age in place • Continuing Care Retirement Community • Classic Residence by Hyatt • Housing Education Convert building to education use which can effectively utilize large floorplates and additional FAR availability New education model that is collaborative with industry – catalyzes demand for additional high-quality corporate entities Highland Mall – Austin Community College • Corporate location • Housing Medical • Center for Wellness • Specialized Medicine Facility Become premier destination for specialized medicine or wellness programs • Cooper Fitness Center – Craig Ranch (McKinney) • Aspire Health Spinal – Central Expy & Meadow Road (Dallas) • Housing Town Civic & Cultural Facility Economic Development Plan Pre-Workshop #3 April 16, 2014 Single Tenant Office Education Multi-Tenant Office Medical / Wellness Senior Housing Ca t a l y z i n g P o t e n t i a l Risk Economic Development Plan Mitigating Risk: • Predictability: The Comprehensive Plan and resolution of future land use conflicts move in direction supportive of proposed use • Financing: City’s role in securing financing for project could be critical (pledging public improvements that serves as equity to new owner) • Market: growth in high income and workforce populations substantiate demand generators for most uses Next Steps: •Adaptive re-use costs need to be better understood to gauge feasibility of residential, medical, and multi-tenant office uses Pre-Workshop #3 April 16, 2014 Solana IBM Re-Use Economic Development Plan Pre-Workshop #3 April 16, 2014 Solana IBM Re-Use - Education user is a low-risk scenario that serves an economic development role and could help Westlake embrace 21st century learning model and its enhance its “knowledge-based community” brand Conventional education model can be disconnected Economic Development Plan Pre-Workshop #3 April 16, 2014 Integrative education is an alternative model to conventional education delivery and career preparation. Colleges would like the property’s room for growth and FAR, and would like large floor plates. Map Captions to Address Conceptual Plan Concerns Pre-Workshop #3-5 July 16, 2014 Thoroughfare Plan: 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. 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. Map Captions to Address Conceptual Plan Concerns Pre-Workshop #3-5 July 16, 2014 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). Map Captions to Address Conceptual Plan Concerns Pre-Workshop #3-5 July 16, 2014 Open Space with Parks Plan: 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). 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). Map Captions to Address Conceptual Plan Concerns Pre-Workshop #3-5 July 16, 2014 Urban Design Plan: The location of urban design elements, not located within a street right of way and shown on the Urban Design 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). Facilities 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 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). Map Captions to Address Conceptual Plan Concerns Pre-Workshop #3-5 July 16, 2014 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). Schedule of Next Steps 1.Steering Committee Pre-Workshop Meeting – TBD 2.Public Workshop #3 – August 1.Introductory Presentation •Steering Committee to open/present portion •Run through each element very briefly •Approximately 30 min. 2.Stations per Element •Planning Team member at each station with 2-3 Steering Committee members •Public to walk to each station on their own •Answer questions and take comments •Approximately 1 hour 3.Reconvene for final comments and next steps Pre-Workshop #3-5 July 16, 2014 Schedule of Next Steps Pre-Workshop #3-5 July 16, 2014 Schedule of Next Steps 1.Steering Committee Pre-Workshop Meeting – TBD 2.Public Workshop #3 – August 1.Introductory Presentation •Steering Committee to open/present portion •Run through each element very briefly •Approximately 30 min. 2.Stations per Element •Planning Team member at each station with 2-3 Steering Committee members •Public to walk to each station on their own •Answer questions and take comments •Approximately 1 hour 3.Reconvene for final comments and next steps 3.Joint Work Session – Date TBD 4.Council Approval – Date TBD Pre-Workshop #3-5 July 16, 2014