HomeMy WebLinkAboutCDC-EDCpkt2021-04-05 Joint Meeting with P&ZTHE CITY OF
Anna
AGENDA
JOINT MEETING
PLANNING AND ZONING COMMISSION, ECONOMIC
DEVELOPMENT CORPORATION, & COMMUNITY
DEVELOPMENT CORPORATION
MONDAY, APRIL 5, 2021 @ 6:30 P.M.
The Joint meeting of the Planning and Zoning Commission, Economic Development Corporation, &
Community Development Corporation of the City of Anna will hold a meeting at 6:30 p.m. on Monday, April
5, 2021, at the Anna ISD Board Room located at 201 E. 7th Street, to consider the following items.
Call to Order and Establishment of Quorum
2. Invocation and Pledge of Allegiance
3. Neighbor Comments: At this time, any person may address the Planning &Zoning
Commission regarding an item on this meeting agenda that is not scheduled for public
hearing. Also, at this time any person may address the Commission regarding an item that
is not on this meeting agenda. Each person will be allowed up to 3 minutes to speak. We
are encouraging neighbors who wish to have their comments included, e-mail Lauren
Mecke, Planning Manager (LMECKE(cbannatexas.gov) by April 5, 2021, no later than 5:00
PM so it may be read into the record.
No discussion or action may be taken at this meeting on items not listed on this agenda,
other than to make statements of specific factual information in response to a citizen's
inquiry or to recite existing policy in response to the inquiry.
Items for Individual Consideration
4. Conduct a Public Hearing/Review/Discuss/Action on a recommendation regarding the Anna 2050
Comprehensive Plan.
5. Conduct a Public Hearing/Review/Discuss/Action on a recommendation regarding the Anna 2050
Downtown Master Plan.
6. Conduct a Public Hearing/Review/Discuss/Action on a recommendation regarding the Anna 2050
Parks, Trails, and Open Space Master Plan.
Adjourn
This is to certify that I, Lauren Mecke, Planning Manager, verify that this agenda was posted at a place
readily accessible to the public at the Anna City Hall and on the City Hall bulletin board at or before 6:30
p.m. April 1, 2021.
Lauren Mecke
Planning Manager
Persons with a disability
who want to
attend this meeting who may need assistance should contact
the City
Secretary, at 972-924-3325
two working
days prior to the meeting so that appropriate arrangements can be made.
PZ Agenda 04-05-2021 Page 4 o4 4 0osted 04-01-2021
Kimley»>Horn
MEMORANDUM
To: Anna Planning and Zoning Commission and CDC/EDC Board
From: Mark Bowers, ASLA, AICP, LEED AP BD+C
Kimley-Horn and Associates, Inc.
Date: April 1, 2021
Anna205O Comprehensive Plan, Downtown Master Plan and Parks, Trails and Open
Subject: Space Master Plan
Anna 2050 is a group of three important plans prepared to guide public decisions and investments,
private development and community projects in Anna for the next 30 years. It establishes three
interconnected plans —a Comprehensive Plan, a Downtown Master Plan and a Parks, Trails and
Open Space Master Plan —that will work together to make Anna a unique and sustainable community
for the future.
The Comprehensive Plan was identified as a top policy priority in the City's Strategic Plan 2020-2025-
2035. The current Comprehensive Plan was adopted in 2010. At that time, the City had about 8,200
residents. During the timeframe of that plan —through 2030—the City was expected to grow to a
population of about 35,000. In 2019, the population of Anna was estimated at 15,000, almost double
the number of residents in the city at the time the plan for 2030 was prepared. In addition to the
amount of growth, the community has also seen changes in the diversity of residents, in its job base
and in technology. The Anna 2050 Comprehensive Plan is designed to guide Anna's growth and
address anticipated trends through the year 2050.
This updated plan includes a discussion of Anna's Strategic Direction for the future, including a 2050
Vision Statement, Guiding Principles and Preferred Scenario which are intended to inform future
development decisions at the highest level. The plan then contains more detailed chapters focused
on specific topics, including Future Land Use, Economic Development, Housing, Mobility,
Placemaking, Parks Trails and Open Space (summary only), Downtown (summary only) and
Implementation. Each of these chapters include a unique set of policies and action items focused on
the particular chapter topic.
The current Downtown Development Plan was approved in 2015. As with the Comprehensive Plan,
changes in the community, and developer and property owner interest in Downtown Anna, have
driven the need for an updated plan to guide decisions for the years ahead. This updated plan
provides an overview of the history and existing conditions in Downtown Anna, establishes strategic
direction for Downtown (including a vision statement and policies specific to the study area) and lays
out recommendations related to future development, multi -modal mobility, parks, trails and open
space and placemaking. The final chapter focuses on specific actions that should be undertaken by
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Page 2
the City and its partners to implement the future vision for Downtown. The integration of this Anna
2050 Downtown Master Plan with the comprehensive plan means that the policies, priorities, and
investments are coordinated and unified with the plan for the overall community.
Anna Neighbors value and highly utilize the parks that exist in this community today. As major new
developments are completed, the City continues to add to this parks system. The Anna 2050 Parks,
Trails and Open Space Master Plan provides guidance for the location of future parks, the
appropriate level and type of improvements in each one and for the citing and services appropriate for
the major park facilities that will meet the needs of Anna's diverse and growing community. The
updated plan provides an overview of existing conditions along with specific recommendations for
Parks and Open Space, Trails and Sidewalls, Recreation Facilities, Recreational Programming and
an overall Operational Framework for the future parks system.
The Anna 2050 process has included a great deal of public involvement to date. The future vision
statements, policies and actions for all three plans were developed in alignment with feedback from
Anna's Neighbors. While all engagement activities with the general public were held virtually due to
COVID-19 restrictions, a significant amount of input was still received, with over 3,800 individual
responses and open-ended comments. Additionally, three hybrid face-to-face/virtual meetings were
held with a Comprehensive Plan Advisory Task Force (CPATF) and there were two joint meetings
with the Anna City Council, Planning and Zoning Commission, Parks Advisory Board, CDC/EDC
Board and the CPATF. These meetings focused on receiving feedback and direction from these
bodies related to existing conditions, background data, draft plans and plan recommendations. The
consultant team then incorporated this feedback and direction into the draft plans being presented.
This process has resulted in plan drafts that truly represent the community's goals and aspirations
and provide a comprehensive vision for the future of Anna.
Draft plans based on the input of Anna Neighbors and the professional analysis of the consultant
team and staff are now ready for discussion by City leaders. The Anna Parks Advisory Board
reviewed the Parks, Trails and Open Space Master Plan on March 29, 2021 and recommended the
plan for adoption. The Joint Planning and Zoning Commission and CDC/EDC Board public hearing on
April 5 will allow Anna's Neighbors another opportunity to provide feedback on the plan and for the
joint boards to consider making additional recommendation to City Council. The final public hearing
before the Anna City Council is scheduled for April 27th at Sue Rattan Elementary School. At that
time, Anna's Neighbors will have an additional opportunity to provide feedback on the draft plans prior
to the City Council's consideration for adoption.
CITY OF ANNA
Planning & Zoning Commission
April 5, 2021
Comprehensive Plan
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Conduct a Public Hearing/Review/Discuss/Action on a recommendation regarding the Anna 2050
Comprehensive Plan.
SUMMARY:
A comprehensive plan is a document which provides guidance for development and growth. The
plan is not a zoning ordinance or a map. Instead, the Comprehensive Plan provides
recommendations for land use, transportation, and infrastructure planning. Texas Local
Government Code Chapter 213 covers the legal statues for Comprehensive Planning in the state
of Texas. The purpose of planning is to "promote the public health, safety, and welfare" of
communities in Texas.
Comprehensive plans are important as they state the desired future for a community. This future
is derived by gathering feedback from various stakeholders through public meetings, discussion
with community leaders and local government staff. The Comprehensive Plan states the future
vision of the community and the actions necessary to achieve the vision.
Most comprehensive plans state a desired vision of a community within a 20 to 30 year window.
Despite the long range time frame for plans, a community should update the plan on a regular
basis as the future vision of the community will change due to economic issues, new stakeholders,
and growth. The update should include public input and address the change in future vision and
challenges faced by the community. Most updates are considered every five years and if the
community is in a high growth mode or undergoing rapid changes due to internal and external
forces, plan updates should occur every two to three years.
Although the Comprehensive plan is not required by the state, when a city adopts one, zoning
regulations must be adopted in accordance with the comprehensive plan. The Comprehensive
plan will be implemented through the Planning and Development Regulations and capital
improvements program. The zoning ordinance is what helps make the recommendations of the
comprehensive plan a reality through the designation of zoning districts with a list of development
regulations and desired uses. The subdivision regulations take development a step further by
describing how land should be subdivided, the placement of utility and access easements, and
infrastructure improvements. The plan recommendations for transportation facilities and urban
infrastructure are implemented through a capital improvements program (CIP). This program
prioritizes improvements and expenditures of local tax dollars needed to construct improvements.
Comprehensive Plans in Texas may be adopted or amended by ordinance and each city can
determine its own procedures for doing so. The adoption must take place in a public hearing
allowing the public the opportunity to provide their support or opposition to the plan under
consideration either by personal testimony or through a written record.
RECOMMENDATION:
The Comprehensive Plan is recommended for approval.
ATTACHMENTS:
Comprehensive Plan
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Table of Contents
Chapter
Chapter
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Introduction Strategic Future Land Use
Direction
Chapter Chapter Chapter
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Housing Mobility
Chapter Chapter
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Downtown Implementation
Placemaking
Economic
Development
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Parks, Trails,
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INTRODUCTION
The City of Anna has prepared this comprehensive plan as a guide for
accommodating the dynamic growth expected in the community in the
years ahead and to allow it to respond in an informed way to changing
circumstances and conditions. The current Comprehensive Plan was
adopted in 2010, when the City had about 8,200 residents. During the
timeframe of that plan —through 2030—the City was expected to grow to a
population of about 35,000.
In 2019, the population of Anna was estimated at 15,000, almost double the
number of residents in the community when the 2010 plan was prepared. In
addition to the amount of growth the community has experienced, it has also
seen changes in the diversity of its residents, in its job base and in technology.
This effort establishes a plan that will enable Anna to address not only the
growth that is expected in the coming years, but also to acknowledge these
trends and to extend the planning horizon to the vear 2050.
The Anna 2050 Comprehensive Plan was created through a process that
combined input from Anna's neighbors, vetted with professional expertise
and with decisions by a Comprehensive Plan Advisory Task Force and Anna's
elected and appointed leaders. Public input was received primarily online
due to restrictions on large group gatherings during the COVID 19 pandemic.
Beginning early and continuing throughout the process, online input was
used to engage community members who wanted to find information or
provide input on the plan.
In the late summer of 2020, a virtual community open house was scheduled
over several weeks, allowing Anna's neighbors to provide feedback related to
the future they desire for Anna through a series of virtual "engagement rooms."
A second virtual community open house was held in early 2021, allowing
Anna's neighbors to share their perspectives related to critical actions that
will be necessary to achieve the community's preferred vision. These virtual
sessions gave City Staff and the consultant team insights into the community's
concerns and ideas about Anna, both today and in the future.
A Comprehensive Plan Advisory Task Force was appointed by the Anna City
Council. The Task Force was made up of representatives from several of
Anna's Boards and Commissions, including the Anna City Council, Anna's
Planning and Zoning Commission, Community Development Corporation,
Economic Development Corporation and Parks Advisory Board, as well as
representatives from the Anna Independent School District, the Greater
Anna Chamberof Commerce and from several businesses and neighborhoods
that could provide insight and support for the varied interests and
perspectives held by all stakeholders in Anna. The Task Force was involved
throughout the process in order to build consensus about the plan's focus
and its approach to key issues and geographic areas.
Anna staff and a team of consultants provided professional expertise,
analysis and the knowledge of best practices for planning and development.
Staff's insights into past initiatives and current programs and policies
ensured that this plan reflects the experience and character that make Anna
unique. At the onset of the project, all City departments participated in a
State of the City work session, where they shared their department's plans
and policies as well as their unique expertise and perspectives.
ANNA 2050 COMPREHENSIVE PLAN
Kimley>>> Horn
The consultant team brought an understanding of the approaches other
communities use to address issues like those facing Anna, as well as
analytical tools to provide information on the specific implications of
development and investment choices. This ensured that the decisions made
for the future of Anna were made based on the best information available.
The Anna Parks Advisory Board, Community Development Corporation,
Economic Development Corporation, Planning and Zoning Commission and
City Council also provided direction at two joint work sessions and through
online surveys at key points during the process. The involvement of these
elected and appointed leaders gave the planning process the benefit of
the latest deliberations on topics already under discussion, reinforcing the
direction established by current decisions and using the plan to provide clearer
and more consistent direction for the future on important issues facing Anna.
The Comprehensive Plan contains ten chapters. This chapter sets the stage
for the information and policies that follow, and the second chapter provides
the components of Overall Policy Direction —the Vision Statement, Guiding
Principles and Preferred Scenario —that together describe the future the
Anna community hopes to achieve. Chapters 3 through 9 are Plan Strategies
that provide guidance on specific issues. These elements address:
Future Land Use, which primarily focuses on new, greenfield development,
but also includes recommendations and policies related to redevelopment
and maintenance of existing neighborhoods and business areas
Economic Development, with an overview of existing housing types
and values and attention to future market demand by various economic
Kimley>))Horn
sectors and specific tools for attracting business and expanding
economic development
Housing, with an overview of existing economic conditions and
attention to future housing trends and market demand by product type,
ownership category and demographics
Mobility, for people in vehicles, on bicycles and walking and including
updates to theCity's Master Thoroughfare Plan and Road Classifications
Placemaking, with discussions of citywide placemaking opportunities
and specific opportunities in three Key Centers
Parks, Trails and Open Space, which summarizes the complete Parks and
Recreation Master Plan that was developed as a part of the overall ,nna
planning process, with full details available in a separate report
Downtown, which summarizes the complete Downtown Master Plan
that was developed as a part of the overall Anna 2050 planning
process, with full details available in a separate report
These Plan Strategies, except for Downtown, address issues that affect
the entire city and set policies which, for the most part, apply throughout
the study area. Chapter 10, the last chapter, addresses Implementation.
The implementation recommendations are essential because any plan
requires action if a community is to successfully achieve its vision. The
implementation strategy includes six Action categories: capital investments,
education and engagement, financial incentives, partnerships, regulations/
guidelines and studies. Each of these will play a role in carrying out the Anna
Comprehensive Plan.
The information and materials developed throughout the planning process
are contained in a set of appendices, listed in the table of contents and
available as a separate document for those who wish to review them.
4. GUIDING ANNAS FUTURE
The Anna 2050 Comprehensive Plan, together with the Downtown Master
Plan and Parks and Recreation Master Plan, provide both the unified vision
for the future and the plans and implementation strategies necessary to
allow Anna to create the future its residents and property owners have
described. It will serve as a guide for decision -making so that Anna's limited
resources can be used effectively and efficiently for key public infrastructure
investments that will provide a return in the form of private sector development.
By adopting and implementing this plan, Anna's leaders are communicating
their commitment to shaping the character and vitality of the community
their children and grandchildren stand to inherit.
ANNA 2050 COMPREHENSIVE PLAN
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ROLE OF STRATEGIC DIRECTION
A Comprehensive Plan's Overall Policy Direction should include three
important components:
A Vision Statement A Preferred Scenario
A set of Guiding Principles
The describes the future that is desired by the Anna
community in terms of its physical, social and economic conditions. It is an
aspirational statement. It is not intended to describe the current situation;
instead, it is designed to create an inspiring image of the future that the
community seeks to achieve.
A Vision Statement should:
Describe where the community Be succinct and memorable
wants to go (i.e., the result, not Not be a laundry list of individual
the process to get there) topics
Guiding Principles provide overall guidance across plan components,
articulating the important general principles that should be followed in order
to achieve the Vision. These Guiding Principles apply at both the citywide
level and for smaller geographic parts of the community (like Downtown),
and they shape the more detailed policies that apply to each topical area,
such as mobility or urban design.
The Preferred Scenario is the graphic depiction of the future Anna
community as it would exist if these Guiding Principles are followed and
this Vision is realized. As with the Guiding Principles, the Preferred Scenario
provides overall guidance for investors and decision -makers. By illustrating
the general geographic development pattern which the Anna community
hopes to achieve, the Preferred Scenario establishes the basic framework
for the strategies that pertain to individual areas within the current city limits
and the Extraterritorial Jurisdiction (ETJ).
When the Preferred Scenario is detailed in the land use
diagram, it reflects the character of development and reinvestment the Anna
community wants. A set of "PlaceTypes" is used to describe the desired
character in particular places within the community. Instead of simply
indicating a single land use (such as single-family residential use at two units
per acre), the PlaceType describes the character of the development pattern
that could be attracted to various parts of Anna. Each PlaceType includes a
brief description and supporting images that define the places represented.
WHY DOES THIS MATTER?
This level of Overall Policy Direction is the foundation upon which the topical
and geographic policies and recommendations in a comprehensive plan
are based. It sets the overall framework for the plan's more specific policy
direction and informs stakeholders of what the plan seeks to achieve. Each
of the plan's strategy sections includes policies that should help the City
achieve its vision in a manner that is consistent with the guiding principles.
The Overall Policy Direction should be the basis for recommendations by city
staff and decisions by elected and appointed officials on a variety of actions
and investments that affect the future form and character of the community.
The Vision Statement for the Anna 2050 plans is presented below. It describes
the future Anna's leaders and community members want to see by 2050.
Anna 2050 Vision Statement
Based on heritage and built on innovation, by 2050 Anna is a diverse and
vibrant community, balancing big -city assets with a hometown character,
where neighbors of all ages, races and abilities enjoy a premier community
with the homes, jobs and community amenities they need to thrive.
As noted above, the Guiding Principles in a comprehensive plan should
provide overall policy direction that pertains to many or all of the plan's
topical areas. They should establish a basis for major decisions shaping the
community. Their broad statements of principle and direction are applied
and detailed in each of the topical Plan Strategies so that they can be put
into practice as a city considers individual decisions on development, capital
investments, public programs and other issues.
10 ANNA 2050 COMPREHENSIVE PLAN
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Kimley>>> Horn
A set of twelve Guiding Principles is presented below. These principles
reflect input from the Comprehensive Plan Advisory Task Force, Planning
& Zoning Commission, Parks Board, CDC/EDC Boards and City Council
through October 2020. They are not prioritized because they are all important
to Anna's future. They will be used to direct the individual Master Plans
(Downtown and Parks, Trails and Open Space) and Plan Strategies that will
be part of the final Anna 2050 Plan.
ANNA 2050 GUIDING PRINCIPLES
Today's leaders in Anna want the community to grow. But they want growth
that benefits Anna's current and future neighbors. This desirable growth:
Occurs where and when it can be supported by the public facilities
and services provided by the City of Anna and by other public entities
(including Collin County and Anna ISD) that Anna's neighbors need.
Maintains a healthy balance between old and new, and between
residential and non-residential uses.
Builds on Anna's heritage and history as the foundation of a unique 21st
century identity.
Offers many diverse, vibrant and distinctive destinations for work and play.
Attracts and keeps neighbors who are multi -cultural and multi -
generational and provides housing choices for people from a variety of
backgrounds, income levels and stages of life.
Creates a community with strong communication, shared core values
and connection between neighbors, as well as effective communication
between neighbors and the City government.
Includes businesses that serve and provide high -quality jobs to Anna's
residents, that expand the tax base and that establish Anna as an
important long-term employment center for the DFW region.
Makes Anna an education and training hub for people in Anna and the
surrounding region.
Promotes the health and vitality of existing Anna neighbors,
neighborhoods, businesses and infrastructure.
Provides neighbors with a range of flexible, practical and appropriate
mobility choices to their destinations using all modes of travel (car,
bike, walk, transit, and others).
Is resilient and adaptable in response to change and innovation, and
responsive in times of emergency or disaster.
Is efficient and effective in its use of resources and infrastructure -
fiscal, energy, water and natural assets.
The Anna 2050 process included the consideration of three alternative
futures or scenarios for Anna —Baseline, Centers and Compact. These
scenarios were developed based on input at the Joint Workshop held on
August 11, 2020. The Kimley-Horn team developed geographic diagrams
that reflect each of the alternatives, then analyzed their implications. The set
of indicators for this analysis was developed through discussion with Anna
City Staff. The three scenarios were analyzed by the Kimley-Horn team, and
the results were presented to the CPATF on October 13, 2020. The Task
Force members worked in teams to review this analysis, and their input and
recommendations led to the creation of a single Preferred Scenario. This
scenario is intended to achieve the Vision and follow the Guiding Principles
presented above.
Based on this direction, the Kimley-Horn team has developed this Preferred
Scenario, which depicts the desired pattern of growth, development and
reinvestment through 2050 and beyond. The scenario uses a set of PlaceTypes
to describe the character of places that exist or will be created in the
2050 Study Area (the existing incorporated City and the current ETJ). The
PlaceTypes are described generally below; the detailed descriptions of all
PlaceType are found in the Future Land Use Strategy (Chapter 3).
PLACETYPE DESCRIPTIONS
PlaceTypes are the "color palette" used to represent the different sorts
of places that could exist in the Anna community of the future. They
communicate what's important. Instead of referencing a single land use,
they describe the character of the place and the quality of the place to be
created —the mix of land uses, scale, how a pedestrian would experience
the area and other aspects. This approach also gives the community more
flexibility in addressing development proposals for specific properties and in
responding to changing market conditions.
The fifteen PlaceTypes below were used in the Alternatives Analysis phase of
this process. They are used here to depict the general Preferred Scenario for
future growth. In addition, they will be used at a smaller scale in the Future
Land Use element and other Anna 2050 Plan components to show a more
specific level of detail about appropriate future development. Each of these
potential PlaceTypes is summarized in the chart below. The details of each
PlaceType are provided in the Future Land Use Strategy, found in Chapter
3. Each PlaceType is represented by a set of characteristics, including the
name, tile color and abbreviation, a brief description, a discussion of primary
and secondary land uses and development densities and supporting images.
Kimley>))Horn
ANNA 2050 COMPREHENSIVE PLAN M§M7
RANCHING & AGRICULTURE (RA)
Character & Intent
Agricultural areas are characterized by very large tracts of undeveloped
land utilized for agricultural production, wildlife management, or ranching,
including the raising of livestock. There are opportunities for additional uses
that support the character and economic viability of agriculture.
RURAL LIVING (RL)
Character & Intent
Rural Living areas are characterized by very large lots, abundant open space,
pastoral views, and a high degree of separation between buildings. Lots are
typically larger than 5 acres in size and residential home sites are located
randomly throughout the countryside and the surrounding area. These lots
typically utilize private well water and septic systems.
\\\ ESTATE RESIDENTIAL (ER)
Character & Intent
Estate Residential areas are dominated by single-family housing on the
urban fringe in large lot development. Unlike rural living, home sites may be
in platted subdivisions that have water service, though they may have septic
wastewater treatment. Residential uses are oriented interior to the site. Lots
may or may not have farm and livestock restrictions. Lot sizes in the Estate
Residential Place Type range from acre to 2 acre lots.
SUBURBAN LIVING (SL)
\Character & Intent
Predominantly single-family housing on detached lots. Home sites are located
in platted subdivisions with all utilities, residential streets, and sidewalks.
\
CLUSTER RESIDENTIAL (CR)
Character & Intent
Cluster residential neighborhoods are intended to provide smaller single
family detached and attached residential lots. Home sites are located in
platted subdivisions with all utilities, residential streets and sidewalks.
URBAN LIVING (UL)
Character & Intent
Urban Living areas support a variety of different housing types in a compact
network of complete, walkable streets that are easy to navigate by car, bike,
or on foot. Housing types can include small lot, single family detached,
townhomes, duplexes, condominiums, or apartments, with a small amount
of local retail and neighborhood services to serve the neighborhood.
COMMUNITY COMMERCIAL (CC)
Character & Intent
Community Commercial development is typically characterized by
small, freestanding buildings containing one or more businesses. Unlike
larger shopping centers that may attract regional customers, Community
Commercial developments primarily provide services for residents of
surrounding neighborhoods. Business types may include restaurants, local
retail, medical offices, banks, and other retail and services.
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12 ANNA 2050 COMPREHENSIVE PLAN
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REGIONAL ACTIVITY CENTER (RAC)
Character & Intent
A Regional Activity Center is characterized by big box stores or multitenant
commercial uses. They are typically located at high volume intersections
and sometimes along both sides of a highway or arterial. Regional Activity
Centers are accessible primarily by one mode of travel — the automobile.
Buildings are typically set back from the road behind large surface parking
lots, with little or no connectivity between adjacent businesses. A small
amount of multi -family residential development may occur in these areas.
DOWNTOWN (D)
Character & Intent
Downtown is the traditional core of economic, entertainment, and community
activity for Anna. Downtown would also be an employment center and
shopping destination for residents of surrounding neighborhoods. Buildings
typically stand two or more stories with condominiums, apartments or offices
over storefronts. The design and scale of the development encourages
active living, with a comprehensive and interconnected network of walkable
streets. The historic character of Downtown is preserved.
ENTERTAINMENT CENTER (EC)
Character & Intent
Entertainment centers are emerging commercial centers planned or
developed on large sites, including movie theaters or event venues, and
based on an overall master plan. These centers include a horizontal mix
of uses including destination retail, restaurants, employment opportunities,
entertainment use, and commercial uses that serve a regional market.
These centers may include a variety of housing types. The master plan for a
regional entertainment center reinforces the interdependence of uses in the
development, even though the uses are typically designed as separate pods
or neighborhoods. The regional entertainment center may have a traditional
shopping mall, event center or lifestyle area as an anchor of the Place Type.
MIXED USE (MU)
Character & Intent
A Mixed -Use Center offers people the ability to live, shop, work, and play
in one community. They include a mixture of housing types and multiple
residential housing choices within close proximity to the goods and services
residents need on a daily basis. This Place Type typically includes a higher
intensity of uses developed in an urbane style that are supported by nodes
of activity. The design and scale of development in a mixed -use center
encourages active living, with a complete and comprehensive network of
walkable streets.
EMPLOYMENT MIX (EM)
Character & Intent
Employment Mix includes professional and service uses typically on smaller
sized parcels with lower intensities than business Campuses. This type of
development may support a variety of occupations including offices, research
and development facilities, medical clinics, and business incubators. These
uses are typically located with access to arterial thoroughfares, and street
frontage of the businesses are appealing and have an increased level of
aesthetics and landscaping.
PROFESSIONAL CAMPUS (PC)
Character & Intent
The Professional Campus Place Type generally provides office jobs and is the
location for major employers as well as smaller office or professional service
companies. This Place Type features large, master -planned campuses.
The sites are typically well landscaped and provide opportunities for many
employment uses such a corporate headquarters, institutional facilities,
university campuses, and medical campuses. They typically locate near major
transportation corridors and may include office parks or technology centers. ,
Kimley)))Horn
ANNA 2050 COMPREHENSIVE PLAN
MANUFACTURING & WAREHOUSE (MW)
Character & Intent
Manufacturing and Warehouse areas provide basic jobs and keep people
in the city during different working hours. The employee per square foot
of building space is usually low in these areas due to the large buildings
that are needed for storage and logistics. They typically locate near major
transportation corridors (e.g., highways and railways) and may include
manufacturing centers, warehousing, or logistic hubs.
PREFERRED SCENARIO DIAGRAM
The Preferred Scenario diagram depicts the anticipated geographic pattern
of development in the future Anna community if the Vision and Guiding
Principles are realized. It is shown on the next page. The Preferred Scenario
addresses the entire Anna Study Area (the current incorporated area and the
ETJ). It is a high-level, preferred diagram seleced by the Comprehensive Plan
Advisory Task Force indicating generalized future development patterns that
are further refined within the more detailed Future Land Use component of
this plan. The Future Land Use Plan provides final direction for future land
use decisions.
FUTURE DEVELOPMENT TRENDS AND POLICIES
The Preferred Scenario is based on several basic assumptions related to
future development trends and policies derived throughout the planning
process, including:
+ Existing development patterns in many parts of today's incorporated
city will not change. Existing residential, commercial and employment
areas of the city are expected (with some targeted investment) to remain
desirable and viable in 2050.
Major planned developments previously coordinated between the
development community and the City of Anna (i.e. Mantua, Anna Town
Square, Villages of Hurricane Creek, etc.) are indicated in the Preferred
Scenario with their currently planned uses and densities.
Higher density residential PlaceTypes (i.e. Suburban Living, Cluster
Residential and Urban Living) would generally occur between the East
Fork of the Trinity River on the west and at the Future Leonard Avenue
on the east, where future expansion of sewer capacities can support
that level of density.
iA ANNA 2050 COMPREHENSIVE PLAN
The corridor along the Collin County Outer Loop from the East Fork of
the Trinity River to SH 121 would become a major employment district
centered on SH 5, with a variety of areas designated for Professional
Campus, Employment Mix and Manufacturing & Warehouse PlaceTypes.
Multiple future park investments will be focused on Key Centers (see
Key Centers below) and key green corridors along floodplain areas.
In these locations, park types and designs will be based on their
development context. This approach will provide Anna with more
diversity in new park types and an emphasis on access, amenities and
walkability (through a connected trail network) for the local community
and visitors.
Kimley>) Horn
PREFERRED SCENARIO DIAGRAM
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ANNA 2050 COMPREHENSIVE PLAN!'!!!
KEY CENTERS
The Preferred Scenario also reflects the desired direction for four key
Centers in Anna, each with distinct economic development opportunities.
This approach to creating unique centers within the community is intended
to allow for diverse development types in Anna so that each one has a
special market focus. As a result, these centers should not compete with
each other as individual developments. When considered as a whole, they
create a strong portfolio of assets for Anna.
75 Center
The US 75 corridor is expected to evolve into Anna's primary activity
center and will be a regional draw due to its combination of PlaceTypes—
Regional Activity Center, Community Commercial, Mixed Use and a range
of residential PlaceTypes. The 75 Center will be a major hub for shopping,
entertainment, healthcare, recreation, employment and living.
Downtown Anna
Throughout the visioning process, many stakeholders have expressed a
desire to celebrate and revitalize Downtown Anna. Stakeholders would like to
see a combination of infill, redevelopment, and reinvestment in a manner that
allows Downtown Anna to become not only a location where the community
comes together for events and activities, but also a place where people live
and work. The City is already catalyzing the Downtown area by investing in
the new Municipal Complex Campus, and small shops and restaurants are
beginning to be attracted to the older structures in the area. The primary
PlaceType within this Center is the Downtown PlaceType. It includes a range
of housing types and densities, as well as civic/governmental elements. It
also includes office and commercial uses that will lead to the development
of a unique, vibrant downtown. Walkability will be key so that people can
move freely within Downtown and connect to the area from the surrounding
community through a well -planned trail network.
Anna Business Center
The Anna Business Center establishes a significant employment hub along
the future Collin County Outer Loop from SH 5 to US 121. This employment
hub would be catalyzed by the existing Anna Business Park and would
expand employment -oriented PlaceTypes to include Professional Campus,
Employment Mix and Manufacturing & Warehouse. It is envisioned that
the core of the Center could continue to expand and support additional
employment -oriented development along the Collin County Outer Loop.
Westminster - Future Key Center
During theAnna 2050 development process, residents and other stakeholders
identified a longer -term opportunity to build upon the Westminster
community as a key Center, but market projections suggest this will be some
time beyond 2050. Future development in the area should attract visitors
who want to experience the quaint agricultural community center as a part
of the overall experience in Westminster. Additional destinations in this area
could be focused on the outdoors, sports and other sorts of entertainment.
These options could benefit from trails and other recreational activities along
the floodplain and could build on the existing assets of the Adventure Camp.
Entertainment Center, Community Commercial and Cluster Residential are
among the PlaceTypes that are envisioned to contribute to an entertainment
node along the SH 121 Corridor. Opportunities for a sports complex with
supporting restaurants and other commercial uses will be evaluated over
time, with the goal of drawing families to Anna for sports -related activities.
PREFERRED SCENARIO DIAGRAM CAPACITY
If all the properties in the Anna 2050 study area were developed according
to this Preferred Scenario Diagram, just over 200,500 residents, 77,100
housing units, and 72,500 jobs could be accommodated. The retail space
per capita would be 41.5 square feet, slightly below the national and North
Texas benchmarks of 46 and 52 square feet per capita, respectively. With a
ratio of jobs to population of 0.33, this ultimate development pattern would
need to include additional non-residential development areas to provide an
equal balance between employment and residential uses (using a benchmark
target of 0.48).
DEVELOPMENT BY 2050
The capacity of this Preferred Scenario will not be fully utilized within the time
horizon of the Anna 2050 plans. The population projections developed for
this project anticipate a population range of 42,000 to 84,000 in the planning
horizon year of 2050. To accommodate this anticipated population, only 21 %
(for the low end of the range) to 42% (for the high end) of the Preferred
Scenario's development capacity would be needed by 2050. This means
that much of the land in ranching, agricultural or rural use today will still be
in similar uses in 2050.
The Future Land Use Strategy detailed in Chapter 3 identifies the areas for
Kimley>>> Horn
16 ANNA 2050 COMPREHENSIVE PLAN
\\\\X\I\
development expected to occur by 2050. The strategy considers where
infrastructure is or will be available, and which parts of the Study Area have
projects already in the planning or design stages. Based on this analysis, the
Future Land Use Plan found in Chapter 3 identifies the PlaceTypes anticipated
throughout the Study Area by 2050. This plan anticipates development that
will accommodate almost 40,000 jobs by 2050.
The 2050 Future Land Use Plan reflects a desirable balance between
residential and non-residential development. The retail space per capita
is estimated at 54.3 square feet, very slightly higher than the national and
North Texas benchmarks of 46 and 52 square feet per capita, respectively.
With a ratio of jobs to population of 0.478, the development shown in the
2050 Future Land Use Plan provides a balance of jobs and residents that
almost exactly matches the benchmark target of 0.48.
These estimates of population, employment and housing are based on the
general assumptions depicted in the Preferred Scenario Diagram. They do
not represent caps or maximum levels of development far into the future. As
development continues, the specific uses, timing and density or intensity of
growth will affect the location and amount of population and employment
in Anna. These estimates will be refined in future updates to this plan,
ensuring that the development pattern continues to reflect the vision of Anna
neighbors for their community.
Kimley>))Horn
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FUTURE
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The Future Land Use Strategy is a critical tool that will help guide the City
along a path that ensures a predictable development pattern, fiscal stability,
and a high quality of life for residents. It provides parcel -level detail of the
physical development pattern that will be a key factor in achieving the
Strategic Direction established in Chapter 2. It is intended to inform and
assist City leaders in making important decisions regarding future land use,
zoning, capital improvements and other significant investments that will
contribute to Anna's long-term success.
It is important to note that Chapter 212 of the Texas Local Government Code
states that "A Comprehensive Plan shall not constitute zoning regulations or
establish zoning boundaries." The Future Land Use Map, therefore, should not be
regarded as a zoning map, which provides specific development requirements
on individual parcels. Instead, it is intended to guide City Staff in assessing
development proposals related to the appropriateness of land uses at specific
locations within the community, and the Planning and Zoning Commission and
City Council in decision -making related to specific zoning proposals. While
a property owner may choose to develop under existing zoning regulations
regardless of the recommendations of the chapter, if that owner makes an
application for rezoning, this chapter should provide important guidance related
to the City's approval or disapproval of the zoning proposal. Observance of the
recommendations in this Future Land Use strategy will be important to achieving
the desired future development pattern the community's stakeholders desire in
Anna. Significant deviation from this strategy could negatively impact the City's
infrastructure investments, municipal services, and economic resiliency.
This chapter lays out the land use and development policies that should be
considered as decisions are made related to zoning applications.
\
The following Land Use and Development Policies are intended to work in
conjunction with the Future Land Use Plan to establish the community Anna
neighbors hope to see in 2050. These policies were used to help guide the
development of the PlaceTypes and determine the appropriate locations
for each within the Future Land Use Plan. They are intended to inform
decisions related to new development, redevelopment, adaptive reuse of
existing buildings, design of the public realm, and the public investments
that support the desired character of each part of Anna.
LU 1. The City of Anna will use this Future Land Use Plan as its primary
policy document for decisions related to the physical development
and the desired future community character of Anna.
LU 2. Decisions on rezoning, the subdivision of land, project design, the
provision of incentives and other aspects of development should be
made consistent with the Future Land Use Plan.
LU 3. Public sector infrastructure investments will be made in accordance with
this plan to facilitate the desired supporting private sector investment.
LU 4. Investments by the private sector should be consistent with the Future
Land Use Plan's direction in terms of the scale, mix of land uses and
development character.
LU 5. New development and redevelopment in Anna will create a diverse mix
of housing opportunities for people so that they can reside in Anna at
all stages of their lives.
LU 6. New development and redevelopment in Anna should create a range
of locations for businesses that provide jobs for Anna residents,
opportunities for business growth and success, long-term economic
viability and the goods and services desired by Anna's neighbors and
residents of surrounding communities that choose to shop in Anna.
LU 7. Reinvestment by the City, Anna property owners and developers
will be encouraged to support the continued vitality of existing Anna
neighborhoods so that they continue to appeal to new generations
of residents.
LU 8. Anna property owners and developers will be encouraged to retain,
protect, and enhance existing cultural and historic assets to maintain
Anna's unique sense of place as the community continues to grow.
LU 9. The City will discourage development in areas where steep slopes,
flooding, exposure to toxins or pollutants or other hazards pose
a threat to the people who will live or work in the area and to the
investment they have made in their properties.
LU 10. The City, Anna Independent School District and Collin College will
coordinate planning for new residential development and new
educational facilities so that future facilities and developments are well
connected, mutually supportive and available at the appropriate time.
LU 11. The City will participate in regional programs and initiatives that result
in a more successful future development pattern for North Texas
and will use its Future Land Use Plan to position Anna to contribute,
thrive, and succeed within the region.
Kimley>>> Horn
20 ANNA 2050 COMPREHENSIVE PLAN
\\\\X\I\
LU 12. If zoning decisions by City Council show a consistent pattern of not
being in alignment with this Future Land Use Plan, the City should
conduct a review of the plan to determine if community values,
market conditions or other factors warrant a change to the plan's
Vision, Guiding Principles and Policies.
As stated in Chapter 2, PlaceTypes represent the different sorts of places
that Anna stakeholders hope to see in their community in the future. The
PlaceType descriptions below speak not only to a single land use in their
descriptions, but to many features of the place, including the uses, scale,
pedestrian experience and other factors. The following characteristics are
included in the description of each PlaceType:
PlaceType name and abbreviation
A color tile to show the color for the PlaceType on the Future Land
Use Map
A description of the character and intent associated with the PlaceType
Discussion of the land uses that are expected to be primary or
secondary components of the place that is created
+ Information on the range of development density or intensity expected
+ Supporting images that illustrate the character represented by the
PlaceType
Kimley>))Horn
RANCHING & AGRICULTURE (RA)
Character & Intent
Agricultural areas are characterized by very large tracts of undeveloped
land utilized for agricultural production, wildlife management or ranching,
including the raising of livestock. There are opportunities for additional uses
that support the character and economic viability of agriculture.
Land Use Considerations
Primary Land Use
Farming, ranching and wildlife management
Secondary Land Use
Single-family detached homes and supporting structures, agriculture related
tourism, local food production and distributed energy generation. Cluster
Residential may be permitted within a larger Ranching and Agriculture
property if an amount of open space equal to the platted lots is preserved
and water and wastewater requirements can be met.
Indicators & Assumptions
+ Lot size (range) typically greater than 10 acres
+ Platting and Utility Exceptions probable
ANNA 2050 COMPREHENSIVE PLAN
Kimley>>> Horn
RURAL LIVING (RL)
Character & Intent
Rural Living areas are characterized by very large lots, abundant open space,
pastoral views, and a high degree of separation between buildings. Lots are
typically larger than 5 acres in size and residential home sites are located
randomly throughout the countryside and the surrounding area. These lots
typically utilize private well water and septic systems.
Land Use Considerations
Primary Land Use
Single-family detached homes
Secondary Land Use
Agricultural land, civic and institutional uses, parks, open space and local
food production
Indicators & Assumptions
Lot size (range) 5-10 acres
+ Platting and utility exceptions possible
+ In areas immediately adjacent to parcels developed with higher density
residential products, similar product types may be considered for these
areas if water and wastewater requirements can be met by the developer.
Kimley>>Morn
ESTATE RESIDENTIAL (ER)
Character & Intent
Estate Residential areas are dominated by single-family housing on the
urban fringe in large lot development. Unlike rural living, home sites may be
in platted subdivisions that have water service, though they may have septic
wastewater treatment. Residential uses are oriented interior to the site. Lots
may or may not have farm and livestock restrictions. Lot sizes in the Estate
Residential Place Type range from 1/2 acre to 2 acre lots.
Land Use Considerations
Primary Land Use
Single-family detached homes
Secondary Land Use
Agricultural land, civic and institutional uses, parks and open space
Indicators & Assumptions
+ Lot size (range)'/2-2 acre lots
+ Platting and utility exceptions unlikely to be granted
+ In areas immediately adjacent to parcels developed with higher density
residential products, similar product types may be considered for these
areas if water and wastewater requirements can be met by the developer.
ANNA 2050 COMPREHENSIVE PLAN
Kimley)))Horn
SUBURBAN LIVING (SL)
Character & Intent
Suburban Living neighborhoods consist predominantly of single-family
housing on detached lots. Home sites are located in platted subdivisions
with all utilities, residential streets and sidewalks.
Land Use Considerations
Primary Land Use
Single-family detached homes
Secondary Land Use
Civic and institutional uses, parks and open space, neighborhood -serving
retail and office
Indicators & Assumptions
Lot size (range) 7,500 SF - 1/2 acre lots
Platting and utilities required
Kimley>>Morn
IF
CLUSTER RESIDENTIAL (CR)
Character & Intent
Cluster residential neighborhoods are intended to provide smaller single
family detached and attached residential lots. Home sites are located in
platted subdivisions with all utilities, residential streets and sidewalks.
Land Use Considerations
Primary Land Use
Single-family detached homes, townhomes and other single-family
attached homes
Secondary Land Use
Civic and institutional uses, parks and open space
Indicators & Assumptions
+ Lot size (range) 5,000 — 7,500 SF
ANNA 2050 COMPREHENSIVE PLAN
Kimley>>> Horn
URBAN LIVING (UL)
Character & Intent
Urban Living areas support a variety of different housing types in a compact
network of complete, walkable streets that are easy to navigate by car, bike
or on foot. Housing types can include single-family detached homes on
small lots, townhomes, duplexes, condominiums or apartments, with a small
amount of local retail and neighborhood services to serve the neighborhood.
Land Use Considerations
Primary Land Use
Small Lot, single-family detached homes, townhomes, duplexes,
condominiums and apartments
Secondary Land Use
Civic and institutional uses, parks and open space, retail and commercial
Indicators & Assumptions
Densities of 6-40 units per acre
Kimley>>Morn
COMMUNITY COMMERCIAL (CC)
Character & Intent
Community Commercial development is typically characterized by
small, freestanding buildings containing one or more businesses. Unlike
larger shopping centers that may attract regional customers, Community
Commercial developments primarily provide services for residents of
surrounding neighborhoods. Business types may include restaurants, local
retail, medical offices, banks and other retail and services.
Land Use Considerations
Primary Land Use
Retail and Commercial
Secondary Land Use
+ Civic and institutional uses
+ Indicators & Assumptions
+ Lot Size (Range) N/A
� + Typically 5 acres or less; 1 or 2 stories
ANNA 2050 COMPREHENSIVE PLAN
Kimley)))Horn
REGIONAL ACTIVITY CENTER (RAC)
Character & Intent
A Regional Activity Center is characterized by big box stores or multitenant
commercial uses. They are typically located at high -volume intersections
and sometimes along both sides of a highway or arterial. Regional Activity
Centers are accessible primarily by one mode of travel — the automobile.
Buildings are typically set back from the road behind large surface parking
lots, with little or no connectivity between adjacent businesses. A small
amount of multi -family residential development may occur in these areas.
Land Use Considerations
Primary Land Use
Retail, commercial, apartments and condominiums, offices, business park,
hotels, entertainment centers, retail, service and office uses
Secondary Land Use
Civic and institutional uses, parks and open space
Indicators & Assumptions
+ Lot Size (range) N/A
+ Typically 5 - 10 acres; 1 or 2 stories
Kimley>>Morn
DOWNTOWN (D)
Character & Intent
Downtown is the traditional core of economic, entertainment and community
activity for Anna. Downtown would also be an employment center and
shopping destination for residents of surrounding neighborhoods. Buildings
typically stand two or more stories with condominiums, apartments or offices
over storefronts. The design and scale of the development encourages
active living, with a comprehensive and interconnected network of walkable
streets. The historic character of Downtown is preserved.
Land Use Considerations
Primary Land Use
Retail, commercial, offices, hotels, entertainment centers, service and
office uses, small lot, single-family detached homes, townhomes, duplexes,
condominiums and apartments
Secondary Land Use
Civic and institutional uses, parks and open space
Indicators & Assumptions
Lot Size (range) varies from very small lots in historic area to larger lots where
properties have been assembled
ANNA 2050 COMPREHENSIVE PLAN
Kimley>>> Horn
ENTERTAINMENT CENTER (EC)
Character & Intent
Entertainment Centers are emerging commercial centers planned or
developed on large sites, including movie theaters or event venues, and
based on an overall master plan. These centers include a horizontal mix
of uses including destination retail restaurants, employment opportunities,
entertainment use and commercial uses that serve a regional market.
These centers may include a variety of housing types. The master plan for
a Regional Entertainment Center reinforces the interdependence of uses in
the development, even though the uses are typically designed as separate
pods or neighborhoods. The Regional Entertainment Center may have a
traditional shopping mall, event center or lifestyle area as an anchor of the
PlaceType.
Land Use Considerations
Primary Land Use
Retail, commercial, offices, hotels, entertainment centers, services and
office uses
Secondary Land Use
Condominiums, apartments, and work -force housing, civic and
institutional uses
Indicators & Assumptions
Lot Size (range) N/A
Kimley>))Horn
MIXED USE (MU)
Character & Intent
A Mixed Use center offers people the ability to live, shop, work and play
in one community. They include a mixture of housing types and multiple
residential housing choices within close proximity to the goods and services
residents need on a daily basis. This PlaceType typically includes a higher
intensity of uses developed in an urbane style that are supported by nodes
of activity. The design and scale of development in a Mixed Use center
encourages active living, with a complete and comprehensive network of
walkable streets.
Land Use Considerations
Primary Land Use
Retail, commercial, townhomes, apartments, offices, hotels and personal
service uses
Secondary Land Use
Civic and institutional uses, parks and open space
Indicators & Assumptions
Lot Size (range) N/A
ANNA 2050 COMPREHENSIVE PLAN
Kimley)))Horn
EMPLOYMENT MIX (EM)
Character & Intent
Employment Mix includes professional and service uses typically on smaller
sized parcels with lower intensities than business campuses. This type
of development may support a variety of occupations, including offices,
research and development facilities, medical clinics and business incubators.
These uses are typically located with access to arterial thoroughfares, and
street frontage of the businesses are appealing and have an increased level
of aesthetics and landscaping.
Land Use Considerations
Primary Land Use
Offices, professional service uses, office, parks and flex office
Secondary Land Use
+ Civic and institutional uses, parks and open space
+ Indicators & Assumptions
+ Lot Size (range) N/A
ti�
Kimley>>Morn
PROFESSIONAL CAMPUS (PC)
Character & Intent
The Professional Campus PlaceType generally provides office jobs and is the
location for major employers as well as smaller office or professional service
companies. This PlaceType features large, master -planned campuses.
The sites are typically well landscaped and provide opportunities for many
employment uses such as corporate headquarters, institutional facilities,
university campuses and medical campuses. They typically locate near
major transportation corridors and may include office parks or technology
centers.
Land Use Considerations
Primary Land Use
Higher education, research and technology, professional offices, medical,
restaurant and retail
Secondary Land Use
Civic and institutional uses, parks and open space
\\\\XIndicators & Assumptions
"'l Lot Size (range) N/A
ANNA 2050 COMPREHENSIVE PLAN
Kimley>>> Horn
MANUFACTURING & WAREHOUSE (MW)
Character & Intent
Manufacturing and Warehouse areas provide basic jobs and keep people in
the city during different working hours. The number of employees per square
foot of building space is usually low in these areas due to the percentage of
each building that is needed for storage and logistics. They typically locate
near major transportation corridors (e.g., highways and railways) and may
include manufacturing centers, warehousing or logistic hubs.
Land Use Considerations
Primary Land Use
Manufacturing, distribution centers, technology/data centers and flex office
Secondary Land Use
Logistics, retail and office uses, training facilities, civic and institutional uses
and parks and open space
Indicators & Assumptions
Lot Size (range) N/A
Kimley>))Horn
The Future Land Use Plan has been developed in alignment with the
Preferred Scenario Diagram (described in Chapter 2) based on detailed
discussions in multiple meetings with the Comprehensive Plan Advisory
Task Force and joint workshops with the Anna EDC and CDC, Parks Board,
Planning and Zoning Commission and City Council, as well as online input
from Anna neighbors. It is a graphic depiction of Anna's ideal land use
pattern for the year 2050. It should be used by the City, in conjunction with
the Land Use and Development Policies listed earlier in this chapter, to guide
future decisions on proposed zoning and development applications and
development standards.
no ANNA 2050 COMPREHENSIVE PLAN Kimley>>> Horn
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1. The information depleted on this Plan illustrates generalized
Future land uses and their relationships and is not intended to reflect
precise densities or property dimensions. A Comprehensive Plan
shall not constitute zoning regulations or establish zoning district
Parks and open spaces and public/semi-public uses, including
is and institutional uses, such as schools, police and fire stations,
aries, etc. are intended to be developed throughout the City, and
y be part of arty and use category.
\\DEVELOPMENT IMPLICATIONS
\
\The Future Land Use Plan provides ample opportunity for Anna to
\\accommodate the growth demands expected in the community through the
year 2050. The specific growth implications related to the Future Land Use
Plan are detailed below.
PROJECTED GROWTH —
As indicated in Chapter 2, the population projections developed for this
project anticipate a population range of 42,000 84,000 in the planning
horizon year of 2050. To accommodate this anticipated population, only
21 % (for the low end of the range) to 42% (for the high end) of the Preferred
Scenario's development capacity would be needed by 2050. This means
that much of the land in ranching, agricultural or rural use today will still be
in similar uses in 2050.
The areas that do experience new development and redevelopment,
however, will look much different than they do today. Consistent with the
Plan's Land Use and Development Policies and community feedback, the
2050 development pattern will offer a wider variety of choices in terms
of housing and business development. Exhibit 3.2 compares the mix of
PlaceTypes in Anna today with the mix of PlaceTypes expected by 2050
as illustrated in the Future Land Use Plan. The biggest change is in the
Ranching & Agriculture PlaceType. Since much of the future development
in the Future Land Use Plan occurs on land that is in agricultural use today,
the share of the Ranching & Agricultural PlaceType declines from 91% in
2020 to approximately 76% in 2050, but even with this reduction, Ranching
& Agriculture is still the most dominant PlaceType in 2050.
PlaceType
2020' 2050 PlaceType
Acres % of Study Area Acres % of Study Area
Ranching and Agriculture 39,119.13 91% 32,667.15 76%
Rural Living 1,213.80 3% 1,320.09 3%
Estate Residential 215.84 1% 1,411.10 3%
Suburban Living 467.13 1% 2,466.54 6%
Cluster Residential 631.10 1% 1,791.23 4%
Urban Living 10.33 0% 77.41 0%
Community Commercial 63.15 0% 515.68 1%
Regional Activity Center 51.82 0% 212.49 0%
Downtown 144.37 0% 144.37 0%
Entertainment Center - 0% 95.87 0%
Mixed Use - 0% 182.49 0%
Employment Mix - 0% 411.15 1%
Professional Campus - 0% 337.55 1%
Manufacturing and 163.32 0% 305.77 1%
Warehouse
Schools 176.69 0% 252.71 1%
Parks 647.00 2% 712.08 2%
Total 42,903.68 100% 42,903.68 100%
Exhibit 3.2: PlaceType Mix
ANNA 2050 COMPREHENSIVE PLAN
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Exhibit 3.2: PlaceType Mix
ANNA 2050 COMPREHENSIVE PLAN
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RESIDENTIAL MIX
Anna's neighbors have indicated a desire for an increased range in future
housing choices in Anna that would allow residents to age in place. The
mix of housing units anticipated in the Future Land Use Plan places Anna
on a path to achieving this objective. Exhibit 3.3 compares Anna's current
housing mix with the housing mix anticipated in the year 2050. Single-family
detached homes are the most common housing type in Anna today with a
94% share of the total housing supply, and they will continue to be the most
common in the future with an 79% share of the total housing supply
To support the community's desire for a range of housing options to support
Anna neighbors at all phases of their lives, a wider range in single family lot
sizes, townhomes, row houses, apartments and condominiums will provide
a larger share of the housing supply under the Future Land Use Plan than
they do today. These housing types are all important to meet the market
demand of young people beginning their adult lives, Millennials who want to
walk to restaurants, shops and entertainment, empty -nesters who no longer
want the demands of a house and yard and people whose age or abilities
make it difficult for them to drive. To achieve this range in housing, outreach
to the development community will be needed to inform a broader spectrum
of residential developers of the pent-up demand for more diverse residential
products in the community. Additionally, rezoning of existing parcels
should be considered to allow more diversity in housing as described in
the Comprehensive Plan PlaceTypes. In 2050, townhomes and row houses
will comprise approximately 10% of the housing units, and apartments and
condos will account for 11%.
Single Family Detached
6454
94%
22,171
79%
Townhomes
65
1%
2,866
10%
Multi -Family
321
5%
3,176
11%
Total
6,840
100%
28,213
100%
Exhibit 3.3: Residential Mix
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NON-RESIDENTIAL MIX
The Future Land Use Plan also encourages a development pattern that
establishes a range of locations for businesses that will provide jobs for
Anna residents, opportunities for business growth and success, long-term
economic viability and the goods and services desired by Anna's neighbors
and residents. By 2050, the Future Land Use Plan could accommodate
almost 39,000 jobs. Exhibit 3.4 compares the mix of jobs represented by
the Future Land Use Plan with the current mix of jobs in Anna. Currently,
almost 33% of jobs in Anna are in the service sector. By 2050, the Future
Land Use Plan indicates more than a tenfold increase in jobs, with a greater
focus on non -service -related jobs. This change in employment mix offers
Anna's future residents a wider range of job possibilities, including better
opportunities for jobs with higher pay and career potential.
Retail
% of Total
973.0 33%
% of Total
7,362.0 19%
Office
759.0
26%
11,525.0
42%
Public
761.0
26%
16, 669.0
8%
Industrial
446.0
15%
3,695.0
11%
Agricultural
16.0
1%
0.0
0%
Total
2955.0
100%
38,651.00
100%
KEY CENTERS
The Future Land Use Plan identifies three Key Centers in Anna, each with
distinct economic development attributes and opportunities. The goal is
to create centers that don't struggle to attract the attention of the same
consumer, the same tenant or the same dollars; each is meant to succeed
because of its unique character. These diverse centers will satisfy a broader
range of consumer needs and have the potential to draw from a larger
geographic area because of the mix of uses, activities and environments
they offer. Details related to the three Key Centers are included in the
following pages. Additional aspects of these centers related to Placemaking
and Parks, Trails and Open Space are detailed in Chapters 7 and 8.
75 Center
75 Center is located on the east and west sides of US75 from the Collin
County Outer Loop on the south to County Road 368 on the north. The most
intense development within this center will be concentrated between White
Street and County Road 370, with development to the north and south of
this location transitioning into the surrounding residential PlaceTypes. This
center will become a major regional draw and the most important center
of activity in Anna. Destinations for shopping, entertainment, healthcare,
recreation, employment and living in both vertical and horizontal mixed -use
environments would be envisioned in this center.
Defining Characteristics:
The PlaceTypes within the 75 Center will include a mix of commercial uses that
will support regional needs and offer a variety of jobs related to retail, personal
and professional services and healthcare. The center is envisioned to be the
preferred location for nationally- and regionally -focused businesses that the
community desires, such as national restaurant chains, retail establishments
and healthcare providers. Supporting these businesses will be higher density
residential uses to enable the employees of the businesses in the center to live
within walking or biking distance to their jobs if they choose. Locations within
the center would be connected through a comprehensive network of walkable
streets with amenities for walkers and cyclists and would provide pedestrian
connectivity to surrounding single-family residential neighborhoods.
Allowable PlaceTypes:
Regional Activity Center, Community Commercial,
Professional Campus and Urban Living PlaceTypes:
COMPREHENSIVE PLAN
Mixed Use and
Downtown Anna*
Downtown Anna is located near the intersection of SH 5/Powell Parkway and
FM 455/White Street. The Study Area is generally bounded by Slayter Creek
on the west and Rosamond Parkway on the north, and follows Smith Street
on the east and Cunningham Boulevard on the south. The Future Land Use
Plan recommends the revitalization of Downtown Anna with a combination
of infill and redevelopment to transform Downtown into a place where the
community can come together for events and activities, as well as a place
where people can live and work.
Defining Characteristics:
The Downtown PlaceTypes will allow this center to transform into a unique
mixed -use center that will become the "heart" of Anna with new businesses
and residential neighborhoods built in a manner that accentuates Anna's
unique history, culture and spirit of place. Downtown is envisioned to
be the preferred location for unique, local businesses that align with the
community's desires for business establishments and experiences that are
unique to Anna. Downtown will be connected through a comprehensive
network of walkable, streets, with amenities and accommodations for
walkers and cyclists, and would have pedestrian connectivity to surrounding
single-family residential neighborhoods.
Allowable PlaceTypes:
Downtown PlaceType:
*Chapter 9 of this report is dedicated to the future vision for Downtown
Anna.
Anna Business Center
The Anna Business Center is located along the Collin County Outer Loop
from Slayter Creek on the west to County Road 418 on the east. Depending
on the future success of the center, it could be expanded to SH 121. This
center will build upon the success of the existing Anna Business Park.
Defining Characteristics:
This center is expected to be one of the primary employment centers in
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Anna, providing a range of jobs including logistics, light manufacturing,
warehouse, office and supporting retail for the employees working in the area.
A range of PlaceTypes is envisioned to allow synergies between businesses
that often collaborate but have distinct facility needs. This center has the
potential to be branded as a distinct area utilizing proven placemaking
techniques. Connectivity within this center will likely be achieved through
the development of a range of street types that are designed to support
PlaceType-dependent mobility needs that will range from pedestrian- to
semi -truck -oriented environments.
Allowable PlaceTypes:
Professional Campus, Employment Mix, Manufacturing & Warehouse,
Community Commercial, Mixed -Use PlaceTypes:
The following action items are recommended steps to achieving the land use
vision desired by Anna neighbors:
Action 3.1 Comprehensive Plan Checklist. Develop a Comprehensive Plan
checklist to be used as a tool for determining the consistency of
development proposals and zoning applications with the Anna
2050 principles and policies and to assist City Staff in making
recommendations to P&Z and Council.
Action 3.2 Mixed -Use Guidance. Establish policies to guide the appropriate
mix, intensity and design of mixed -use projects to help City Staff
evaluate the implication of these types of development proposals
Action 3.3 Fiscal Impact Analysis. Establish and utilize a fiscal impact
analysis process for major new development and redevelopment
so decision -makers can consider the costs and benefits to the
City and the community when they make determinations on
proposed projects.
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Action 3.4 Communication with Developers. Continue to work with the North
Texas development community, property owners, realtors and
brokers to inform these stakeholders about the new opportunities
resulting from Anna 2050 vision and development policies.
Action 3.5. Code Overhaul. Rewrite the City's development -related
ordinances to align them with the vision expressed in this
comprehensive plan and to accommodate the Future Land Use
Plan.
Action 3.6. Proactive Rezoning. Conduct City -initiated rezoning of
areas where such rezoning will remove an important barrier to
development or revitalization.
Action 3.7. Database Updates. Update the City's GIS platform and
database to incorporate the future land use pattern reflected in
this plan and develop supporting themes to assist in the day-to-
day implementation of the plan.
ANNA 2050 COMPREHENSIVE PLAN
•
S
Economic development is characterized by the sustained, unified actions
of policy makers and communities aimed at promoting and upholding the
standard of living and economic health of a community. It is a collaborative
effort between local governments and the private sector; therefore, it is
critical that the public and private sectors coordinate economic development
strategies in order to optimize outcomes.
Economic development includes improving the quality of life, creating jobs,
\\\\Nincreasing wealth and maintaining and expanding infrastructure. The results
of economic development efforts create a strong economy and opportunities
for all residents by creating a cycle of events that promotes a sustainable
tax base which, in turn, provides revenue to support additional services,
\ amenities and capital for reinvestment.
Anna's Economic Development Policies are presented below. They are
derived from the Anna Economic Development Type A and Type B Strategic
Plan, adopted by the economic development boards and the City Council.
These Policies will guide the development and implementation of Anna's
economic development strategies in the future.
ED 1. The City should maintain a successful economic development program
in order to achieve local, state and national recognition.
ED 2. The City should continueto strengthen its commercial and employment
base.
ED 3. The City should continue to foster and develop relationships with
businesses, partners and allies in order to retain and grow Anna's tax
base.
ED 4. Annawill create and nurture a positive identitythat differentiates the city
from surrounding communities, promoting its unique characteristics
through branding elements, unified marketing materials and first-
class development.
ED 5. Anna should work to transform Downtown into a vibrant district for
living, shopping and working.
ED 6. Anna should maintain policies, regulations and resources to improve
the quality of life in the city.
ED 7. The City should focus on efforts to improve the aesthetics and
appearance of the community through public and private investment.
ED 8. The City will partner with the CDC and EDC to develop first-class
infrastructure in Anna to support private development.
ED 9. The City will support efforts to increase a broad range of development
types in order to diversify the local tax base.
Anna's economic development program is currently implemented by two
economic development corporations —the Type A Economic Development
Corporation (EDC) and the Type B Community Development Corporation
(CDC). The Type B Corporation currently receives a 3/4 cent sales tax to fund its
operation while the Type A Corporation does not currently receive any sales
tax collections. Type A corporations have a focus on primary employers —
those companies whose product or service is sold to statewide, national
and/or international markets, bringing new dollars into the economy. Type
A corporations spend money on incentives for new jobs and investments,
workforce development and infrastructure. Type B corporations have a wider
range of options for their expenditures, including quality of life projects,
parks, sports venues and retail.
The combination of Type A and Type B corporations gives Anna a strong
source of funds to drive economic and community development initiatives.
Using these tools will create economic vitality that will result in:
Higher quality developments
Additional catalyst projects in the Downtown area
Mixed -use development along FM 455/US 75
Strategic public/private partnerships
Increased investment in physical infrastructure
Stronger regional partnerships
EXISTING CONDITIONS
In 1995, Anna began experiencing explosive growth in its transition from a
small, rural community to afast-growth suburb in the Dallas -Fort Worth (DFW)
Metroplex. Since 2000, Anna's population has increased 1,125%, causing it
to be ranked one of the six fastest -growing cities in North Texas since 2010
44 ANNA 2050 COMPREHENSIVE PLAN
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(Dallas Business Journal, Nov 29, 2018). Strong residential growth, a stellar
school district, a diversity of new projects and a prime location on US 75, SH
5, SH 121 and the future Collin County Outer Loop make Anna an excellent
choice for corporations and residents alike.
Regional Context
Texas has a rapidly growing population of nearly 30 million residents. Texas'
population centers around a triangle from Dallas -Fort Worth to Houston to
Austin/San Antonio. Substantial growth is expected to continue in these urban
areas for the foreseeable future, with the greatest population increases likely
to occur in adjacent outlying suburban cities like Anna. Anna is strategically
located at the northern gateway to DFW and perfectly positioned to capture
regional growth as it continues along US 75 and SH 121. Anna depends on
a healthy DFW region and its major economic drivers as it strives to achieve
a sustainable future. Those drivers include:
+ Favorable economic climate
+ Broad talent base
+ Available, quality Infrastructure
+ Affordable real estate opportunities
+ Quality of life
Population
Texas has experienced one of the highest growth rates in the nation. Texas'
four largest metro areas —Houston, DFW, Austin and San Antonio —have
provided most of this growth. Anna is located in Collin County, and over
the past two decades, Collin County, and particularly its northern cities,
has undergone one of the highest population growth rates in the U.S. For
example, Collin County is currently approaching a population of 1.1 million
people and estimates for 2025 are projected at 1.25 million.
According to an industry leading data and demographic provider, ESRI, Anna
has a 2020 population of 16,721 residents. A variety of growth scenarios was
analyzed to project future population. The results of the analysis reveal a
projected 2050 population within the range of 42,000 to 84,000 residents.
Full projections are included in Appendix 4.B.
Income
A community's median household income (MHI) is one of the most important
indicators of its economic health. Anna's MHI is $81,734, well above the DFW
Metroplex average of $70,779, but in the lower percentile of Collin County,
which has a MHI of $99,061. Anna has a moderate Per Capita Income of
$29,798 and an average household income of $92,641. A comparison of j
income levels between Anna, Collin County, DFW and Texas is included in
Appendix 4.B.
Age
Anna has a relatively young population, with a median age of 32.0, younger
than Collin County at 36.2 and Grayson County at 41.2. Anna's median
age increased from 2010 to 2020 (from 30.2 to 32.0), while Collin County's
increased by only about one year during that same decade. ESRI projects
that Anna's median age will be reduced to 30.4 by 2025, suggesting that
young families with children are expected to join the population.
Race and Ethnicity
Racial and ethnic composition across the United States is growing
increasingly diversified as net migration and higher birth rates continue
to drive change. The U.S. Census Bureau projects that the nation will be
minority -majority by 2060 and possibly as early as 2042.
Anna has a predominantly White Alone population base of 74.4%. The
Black Alone population makes up 9.4% of the total and Hispanic (any race)
represents 22.4%. The biggest racial difference between Anna and Collin
County is that only 1.6% of the population base in Anna is Asian Alone
compared to Collin County's 16.1%. A comparison of current and 5-year
projected racial and ethnic composition is included in Appendix 4.B.
Psychographics of the Community
Psychographics is the study of personality, values, opinions, attitudes,
interests and lifestyle traits in concert with traditional demographic
factors. Psychographics are developed using quantitative and qualitative
methodology to understand consumers' psychological attributes. This
includes a wide range of characteristics, from health, to politics, to technology
adoption. Each consumer's unique attitudes influence his or her lifestyle
choices, and these choices impact their purchasing decisions relative to
housing, clothing, food, entertainment and more.
The segmentation profile for Anna's Primary Trade Area (PTA) —the geographic
area most customers travel from in order to shop in Anna —is based on the
ESRI Tapestry lifestyle segmentation. Categorization based on these lifestyle
segments provides the type of insight that helps businesses and marketing
professionals identify potential customers and underserved markets. The full
descriptions of the top segments can be found in Appendix 4.C. The top
segments within the Anna PTA are summarized as follows:
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ANNA 2050 COMPREHENSIVE PLAN 0017
+ Up and Coming Families (36%) — Up and Coming Families is a
market in transition —residents are younger and more mobile and
ethnically diverse than the previous generation. They are ambitious,
working hard to get ahead and willing to take some risks to achieve
their goals. The recession has impacted their financial well-being, but
they are optimistic. Their homes are new and their families are young.
This is one of the fastest -growing markets in the country.
+ Middleburg (24.6%) - Neighborhoods transformed from the easy pace
of country living to semirural subdivisions in the last decade, when the
housing boom reached out. Residents are conservative, family -oriented
consumers. Still more country than rock and roll, they are thrifty but
willing to carry some debt and are already investing in their futures. They
rely on their smartphones and mobile devices to stay in touch and pride
themselves on their expertise. They prefer to buy American and travel in
the U.S. This market is younger but growing in size and assets.
+ Green Acres (21.4%) — The Green Acres lifestyle features country
living and self-reliance. They are avid do-it-yourselfers, maintaining
and remodeling their homes with all the necessary power tools to
accomplish the jobs. Gardening, especially growing vegetables, is also
a priority, again with the right tools, tillers, tractors and riding mowers.
Outdoor living also features a variety of sports: hunting and fishing,
motorcycling, hiking and camping and even golf. Self -described
conservatives, residents of Green Acres remain pessimistic about the
near future, yet are heavily invested in it.
4. MARKET DEMAND
RETAIL
Retail Trends
U.S. consumer spending continued to grow into 2020, but the platforms used
to deliver retail are becoming more complex. This change was accelerated
in 2020 due to COVID-19. Despite rumors of a pending retail collapse, the
sector is instead restructuring to adapt to consumer needs and preferences.
Evolution of Retail in a Post -Pandemic Environment
Traditional retail has changed forever. While historical factors included access
to large parking lots and proximity to other peer retailers, physical stores
are now only part of the equation. According to Cushman and Wakefield,
a retailer's network must also address other important elements, including
experience and design.
46 ANNA 2050 COMPREHENSIVE PLAN
+ Experience. While the Millennials are responsible for driving change
towards a desirable experience over a product, Baby Boomers are still
responsible for most consumer spending. Creating innovative ways of
interacting with consumers is key in the new age of retail.
+ Design. In order to survive going forward, the retail industry must
capture and hold the customer's attention through the design of its
physical stores. Designs should seek to be engaging with experiences
and attractive in presentation.
Anna's Trade Area
In April 2019, the Anna EDC conducted a Primary Trade Area analysis to
better understand the community's trade area. As has been described
earlier, a Trade Area represents the geographic area most customers travel
from to shop at a given location. The Trade Areas include a Primary and
Secondary Trade Area.
+ Primary Trade Area (PTA) — captures the closest and densest
clustering of 60%-70% of patrons
+ Secondary Trade Area (STA) — captures the closest and densest
clustering of 70% to 85% of patrons
Appendix 4.D. illustrates the boundaries of both the PTA and STA for Anna.
Retail Demand
As part of this planning process, Catalyst Commercial updated data within
the PTA to estimate current 2020 demand in square feet. To calculate
demand, Catalyst analyzed leakage within the PTA. "Leakage" or the "retail
gap" is a measure of the difference between potential demand in dollars and
the existing supply in dollars.
Retail demand for Anna can be traced to several sources. The primary driver
of retail demand is generally new household growth in an area. Typically, the
residential component of the community provides up to 80% of total retail
demand in a given market. Based on the existing population and median
household income within the PTA, there is a total Purchasing Power of over $3.6
billion. The total retail leakage within Anna's PTA for total retail trade and food
and drink is $218,828,918. The full demand analysis is included in Appendix 4.E.
Based on existing demand generators, there is nearly 205,000 square feet of
unmet retail demand in the PTA. The top categories of unmet demand are:
Department Stores Sporting Goods Stores
Clothing Stores Specialty Food Stores
Shoe Stores Furniture Stores
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Creating Successful Commercial Districts
Some of the hallmarks of quality retail developments throughout the DFW
area include:
+ High -quality design
+ An experiential environment
+ Regional accessibility
A mix of uses
+ Merchandise options
+ Activation
As the northern gateway to DFW via the US 75 and SH 121 corridors, Anna
should be poised to capture traffic headed into some of these regional
centers or perhaps draw tourists from the south. Anna currently has just
under 500,000 square feet of retail distributed across 54 buildings. Rental
rates remain strong at around $19 per square foot, with much higher rates
among primary retail locations like the FM 455/US 75 intersection. The
Northern Collin County Outlying City submarket saw 67,000 square feet of
absorption over the last twelve months, putting the submarket 12th overall
in terms of absorption in DFW according to Costar, a real estate information
provider. Anna has an opportunity to participate in the regional success of
the US 75 and SH 121 corridors and the future Collin County Outer Loop
with properly planned, cohesive and quality developments. See Appendix
4.E. and 4.F. for further discussion of Retail Demand and Retail Trends.
CORPORATE ATTRACTION
Office districts are becoming more intertwined with other community
functions for many reasons, including the appeal of actively dense
environments and the live -work -play lifestyle. The investment outlook for
both medical and suburban office space is indicated as good; however, DFW
has seen a great deal of new office space in recent years. Medical office, as
well as treatment facilities, are often a good fit in suburban areas where new
population growth is expected due to an increased supply of housing units.
This is evidenced by the new freestanding emergency room and planned
medical office development in Anna along US 75. As the population grows
and ages, the market will continue to drive the need for medical services and
space that will create quality jobs and a diversified tax base.
The trend of large company relocations to the DFW market in Texas has
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been unprecedented and is expected to continue for some time. Several key
factors that corporations consider when relocating include:
Distance to airports
Access to major transportation networks
Incentives
Presence/Synergies of similar industry makeup
Needed infrastructure (fiber, water, etc.)
Availability and price of land
Design/Features of development
Innovative areas
Access and composition to a broad range of quality housing
Office Demand
Almost 50% of the large company relocations to the DFW market have
been related to information/technology. Advances in videoconferencing
and teamwork software allow high -skill workers to split their time between
working from home and working in an office just a short drive away. There
is a relatively large portion of Anna's businesses that could leverage these
high -skill, high -demand, technologically driven jobs, including industries
such as Finance & Insurance (4.7% of the jobs in Anna), Real Estate, Rental
and Leasing (6.6% of the jobs), Professional, Scientific and Tech Services
(5.8% of the jobs) and Health Care & Social Assistance (8.2% of the jobs).
The full breakdown of businesses and employees in Anna, categorized by
their North American Industry Classification System (NAICS) categories is
included in Appendix 4.G.
COVID-19 negatively affected the office sector. Most of the labor force is
currently working from home, and distributed workforces will likely remain
a trend, which may prevent Anna from absorbing office space in the short
term. Anna currently has 64,800 square feet of office space, of which nearly
50,000 square feet has been built since 2nd Quarter 2017. While current
vacancy sits at 26%, this is likely a combination of natural absorption delay
and COVID-19 impacts that have stunted absorption. Rental rates remain
strong throughout Anna and the submarket at $29.83 and $29.18 per square
foot, respectively. Vacancy throughout the Outlying Collin County submarket
remains high at 18.3%, and net absorption has dissipated to 33,200 square
feet over the last 12 months (Costar).
ANNA 2050 COMPREHENSIVE PLAN
INDUSTRIAL ATTRACTION
Anna is well -positioned to capture industrial development given its regional
mobility assets and the availability of the EDC/CDC's 85-acre, shovel -ready
business park adjacent to the future Collin County Outer Loop and rail.
Millions of square feet of industrial space have been added to the DFW
market over the past decade, but deliveries of new space have slowed
recently. An indicator of Anna's strong industrial market can be observed
based on the Northern Collin County submarket rental rate of $10.90 per
square foot, which ranks second among all DFW submarkets. The overall
market and the Northern Collin County submarket are expected to remain
strong into the future as supply chains continue to evolve. With its south-
central location in the United States, DFW is in a particularly strong position
to experience continued growth in warehousing and distribution.
Access to infrastructure (water, sewer, roads, fiber, natural gas) gives an
advantage not only to the Anna Business Park, but to the entire city in terms
of its ability to attract industrial users. Based on market demand, Anna could
absorb approximately 50,000 - 100,000 square feet of industrial space per
year. See Appendix 4.H. for more information.
HOSPITALITY AND TOURISM
COVID-19 has had a negative impact on the hospitality industry. Hotel
development is dependent on two major sources to produce room nights in
a market —corporate demand and group demand, both of which have been
greatly curtailed due to COVID-19.
+ Corporate Demand hotel demand generated as a result of local
and proximate companies who have any number of business travelers
coming to their corporate office
hotel demand generated by a sales team who
presents a property as a good location to host a meeting or event that
includes guests required to travel to the property; group meetings can
be corporate in nature, but also include smaller groups for events such
as weddings, reunions, conferences and team sports
Other demand for hotel room nights can be generated by the property itself
based on amenities and offerings that create a desirable destination.
Hotel development should be planned for in conjunction with the presence
of corporate office or major destination development timing. Tourists can
be lured off US 75 with destination retail projects and attractions such as
a revitalized Downtown. Small local restaurants can also draw from the
highway, and a specialty restaurant that gets a reputation can be a huge
tourist attraction.
Based upon current industry trends and input from stakeholders, the
following economic development themes have been mentioned as part of
an economic development -oriented vision:
Create unique, quality developments
Create neighborhoods and commercial areas that continue to increase
in value over time
Create a phased approach that minimizes risk and maximizes returns
for the city and its neighbors
Encourage development that maximizes tax benefits for the City of
Anna
Preserve natural areas and protect open space
For an expanded discussion of these themes, see Appendix 4.1.
The CDC/EDC Board and City Council adopted a Comprehensive Economic
Development Incentive Policy in October 2020. Incentives for individual
projects are considered by the participating agencies on a case -by -case basis.
The key criteria for evaluation include amount of capital investment, type of
project, number of permanent jobs, wage levels and added tax value. Those
receiving incentives are required to enter into a performance agreement.
The following economic development tools are currently available to the City
of Anna under Chapter 380 of the Texas Local Government Code and the
provisions for Tax Increment Financing (Chapter 372, Subchapter A), Public
Improvement Districts (Chapter 311 of the Texas Tax Code) and Tax Abatements
(Chapter 312 of the Texas Tax Code). These techniques give cities a good
amount of flexibility in structuring the required performance agreements.
+ Tax Increment Financing (TIF). According to Chapter 311 of the
Texas Tax Code, the City may enter into economic development and
infrastructure reimbursement agreements to pay for improvements
within a geographic zone to attract new development. A Tax Increment
Reinvestment Zone (TIRZ) is created when a TIF project begins. The
City of Anna has three active TIRZs.
+ Tax Abatements. Chapter 312 of the Texas Tax Code allows the City of
Anna to designate tax reinvestment zones and negotiate tax abatement
agreements with applicants. These abatement agreements authorize
the appraisal districts to reduce the assessed value of the taxpayer's
48 ANNA 2050 COMPREHENSIVE PLAN
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property by a percentage specified in the agreement; the taxpayer pays
taxes on the lower assessed value during the term of the agreement.
The City of Anna has no active tax abatements.
+ Public Improvement Districts (PID). In accordance with Texas
Local Government Code Chapter 372, the City of Anna may create
a public improvement district to finance the cost of qualified public
improvements that confer a special benefit to a definable part of the
city or its extraterritorial jurisdiction. The City of Anna has three active
PIDs and created a PID Policy in 2020.
+ Triple Freeport Exemption. The City of Anna, Anna Independent
School District and Collin County offer a business personal property
tax exemption on inventory that is held within the State of Texas for
175 days or less from the date it was manufactured in, acquired in or
transported to the state. Freeport Exemption Application forms must
be submitted to the Central Appraisal District of Collin County no later
than April 30th of each year.
+ Grants. The City, EDC or CDC may provide a grant to encourage new
investment and reinvestment in the city and/or provide a foundation
through which business may locate and expand their operations. The
amount and duration of the grant may vary based on a determination by
the City Council and/or the EDC or CDC board. An example is the City's
COVID-19 Recovery Grant Program.
+ Fee Reductions/Waivers or Infrastructure Assistance. The City
may reduce or waive fees or assist with the cost or construction of
infrastructure in order to spur development.
+ Loans. The EDC or CDC may enter into a loan agreement with eligible
businesses as determined by their boards.
+ Property/Sales Tax Rebates. The City and/or EDC and CDC may
enter into an agreement to rebate property and/or sales taxes based
on the scope of the project.
The table below indicates the Key Centers in which each of these economic
development tools might be most effectively used.
ECONOMIC DEVELOPMENT TOOL
Tax Increment Financing (TIF)
X
DOWNTOWN
ANNA
BUSINESS
Tax Abatements
X
Public Improvement Districts
X
Triple Freeport Exemption
X
Grants
X
X
Fee Reductions/Waivers or Infrastructure Assistance
X
X
Loans
I
X
X
Property/Sales Tax Rebates
I
X
X
Kimley>>Morn
7. ACTION ITEMS
The Vision Statement, Guiding Principles and Policies contained in the Anna
2050 Plan will help to guide the development and implementation of the City's
economic development strategy by laying out a framework for the creation
and expansion of programs and capital improvements to help maintain the
fiscal sustainability and resiliency the community desires. The Action Items
below were informed by the Anna Economic Development Type A and Type B
Strategic Plan adopted by the EDC, CDC and the Anna City Council.
Action 4.1. Quality and Innovation. Support high -quality and innovative
economic development projects to advance economic
development goals, providing adequate resources for economic
development, coordinating economic oriented projects with
the EDC and providing supportive policies and regulations to
advance favorable projects.
Action 4.2. Adequate Resources. Provide adequate resources to
accommodate high -quality economic development initiatives
by aligning Capital Improvements Program (CIP) budgeting
with economic development projects to ensure available
infrastructure.
Action 4.3. Fiscal Alignment. Perform a fiscal analysis of the City's long-
term infrastructure investments to ensure future developments
are supported and fiscally responsible.
Action 4.4. Targeted Investment. Place greater emphasis on the Key
Centers, aligning resources, policies and investments with these
targeted investment areas.
Action 4.5. Business Database. Develop and maintain a database of
businesses in order to maintain communication and continuity
with its business allies.
Action 4.6. Positive Relationships. Develop a plan or program formaintaining
positive working relationships with nearby communities, regional
partners, state officials and national leaders.
Action 4.7. Branding Policy. Develop and maintain a branding policy to
ensure a singular and unified brand is communicated across
all departments and is represented on future internal and
external assets; evaluate every two to three years.
Action 4.8. Public Investment in Downtown. Develop a program and
identify funding for the implementation of the highest priority
public improvements in the Downtown area to catalyze
revitalization and advance Downtown as a place; review annually
to assess progress.
ANNA 2050 COMPREHENSIVE PLAN
Action 4.9. Standards and Regulations for Downtown. Adopt standards
and regulations to ensure high -quality Downtown development..
Action 4.10. Aesthetic Values and Strategy. Develop a plan to identify the
City's aesthetic values and to activate a strategy with the goal
of becoming a unique, progressive and sustainable city.
Action 4.11. Infrastructure Audit. Create and implement an infrastructure
audit program to ensure that the City maintains smart, resilient
and fiscally responsible infrastructure.
Action 4.12. Smart Ecosystem. Consider working with partner agencies,
including utility companies and telecommunications providers,
to commission a study exploring opportunities to expand
the digital infrastructure as necessary to enable a smart city
ecosystem that is well equipped for the future.
Action 4.13. Range of Development Types. Create design guidelines
and prototypes to encourage a broad range of first-class
development types.
ANNA 2050 COMPREHENSIVE PLAN
05
HOUSING
There are nearly 123 million households in the United States, and
approximately 2/3 of them are owner -occupied. The propensity to own a
home decreases with the age of the primary resident; consequently, most
renters are in their 20's and most homeowners are over 30 years of age.
Approximately 37% of those who rent live in multifamily housing, while the
remainder reside in traditional single-family homes, townhomes, condos
and other residential products.
Owner -occupied households represent 89% of the total in Anna, and while
owner -occupied units are typically dominant in suburban markets, the limited
number of renter -occupied units (579 units) can be a deterrent to corporate
uses and create barriers for the portion of the population that prefers to rent.
It is critical that future housing choices in Anna align with the community's
vision while protecting and revitalizing past choices. Although Anna's most
transformational growth will occur near existing neighborhoods, future
opportunities will also include mixed -use and infill options near Downtown.
It will be equally important to preserve and continue building out established
neighborhoods to create a complete community. As the community and
economy at large continue to evolve, flexibility will remain a key component
of success.
Changes in a city happen incrementally as individuals make economic
choices that shape and mold the community as a whole. One of the most
significant choices that individuals make in shaping a community is with
regards to their housing. This includes the typology, size, character and
distribution of housing choices among neighborhoods.
2. POLICIES
H 1. The City should encourage housing diversity in Anna to increase resiliency
and sustainability and to attract a broad range of housing options.
H 2. The City will work to maintain the integrity and quality of existing
neighborhoods through effective code compliance and other means in
order to protect and maintain housing stock and values.
H 3. The City should permit the use of innovative programs, design,
planning and construction methods that lower development costs while
maintaining or increasing present standards.
H 4. The City should maintain effective and efficient development regulations
and administrative procedures to minimize delays in the development
review process and in the issuance of development application approvals.
H 5. The City should work to avoid potential blighting influences within
residential areas through proactive land use planning. Where
unavoidable, the adverse impacts of conflicting land uses should be
minimized through performance criteria requiring adequate screening,
landscaping and other design features that promote land use
compatibility and appropriate land use transitions.
H 6. The City will continue to improve neighborhood parks to ensure that
they serve as focal points and gathering places for neighborhoods.
Both Collin County and Anna have experienced an increase in the number of
residential units developed over the last 10 years. Today, Anna has
approximately 5,343 households, more than double the number of
households present in 2010. The average size of the households has
remained steady over the past 10 years at around 3.1 persons and is
expected to remain constant over the next five years as well. Most of these
households (4,258) are classified as "Families."
Owner -Occupied Units
4,773 1,642,426
6,112 1,791,989
Less than $50,000
330
6.9%
68,913
4.2%
281
4.6%
59,077
3.3%
$50,000 to $99,999
239
5.0%
164,079
10.0%
171
2.8%
139,636
7.8%
$100,000 to $149,999
478
10.0%
205,098
12.5%
397
6.5%
179,020
10.0%
$150,000 to $199,999
831
17.4%
236,273
14.4%
813
13.3%
218,404
12.2%
$200,000 to $299,999
1,529
32.0%
395,429
24.1%
2,188
35.8%
452,920
25.3%
$300,000 to $499,999
1,175
24.6%
390,507
23.8%
1,913
31.3%
501,256
28.0%
$500,000 to $999,999
177
3.7%
147,671
9.0%
324
5.3%
198,712
11.1%
$1,000,000 or more
14
0.3%
34,456
2.1%
24
-
42,965
1 2.4%
Median (dollars)
$221,701
$235,567
$243,715
$266,332
Source: U.S. Census 2010, ESRI
The median home value of $221,701 in Anna is slightly lower than the median
home value of $235,567 throughout DFW, making it an attractive place for
young families to begin their lives.
Anna is expected to add 1,353 new households within five years, which
represents a 4.6% annual growth rate, significantly higher than the 1.8%
7m,2 ANNA 2050 COMPREHENSIVE PLAN
Kimley>>> Horn
growth rate expected throughout the larger MSA (Metropolitan Statistical
Area; a term used in the Census to refer to a defined geographical area with
certain characteristics). Based on projections, and using various land use
scenarios, the number of Anna households could increase to a range of
59,000 to more than 80,000.
MARKET TRENDS
Based on the prevailing demographics, new household demand is expected to
remain strong throughout DFW, which includes Anna. As development patterns
continue to expand outward along major interstates throughout the DFW
Metroplex, Anna is poised to harness a substantial amount of household growth.
While construction and new deliveries are likely to tighten due to COVID-19,
the Anna market is still expected to grow at a rapid pace. Temporarily limited
supply may put upward pressure on home prices, which would create additional
opportunities to introduce a broader range of product types. A growing regional
population will generate additional market demand for all household types,
adding wealth and fueling additional opportunities for new housing products.
OWNER -OCCUPIED DEMAND
To understand owner -occupied residential demand, Catalyst Commercial
calculated demand for the region and adjusted based on the estimated
capture rate —the portion of total housing demand in a region satisfied in one
market or geographical area —to reflect the historical percentage of homes
built in Anna. Collin County is projected to gain over 55,000 new households
over the next five years. Based on regional ownership trends and propensity
to move across all income categories, these projections show that Anna has
the potential to capture over 1,385 owner -occupied households annually,
based on a conservative capture rate. Of these households, over 75% of the
total new homes demanded will be valued above $250,000. Income levels
also show a moderate need for housing under $250,000.
To better understand the owner -occupied residential demand, this analysis
explored demand by income and by age groups. Different age groups
represent different preferences in home typologies and product type, further
nuancing the need for differentiated home choices. txnioa o.i outlines
owner -occupied market trends by age group.
/
Anna Annual Owner -Occupied Demand
/
/
250
/
200
■ Ages 25 - 34 /
/
/
z
150
■ Ages 35 - 54
/
100
■ Ages 55 - 64 /
50
/
■Ages 65+����
/
�
1
,
■.I`Iaa
/
Less than $100,000 $150,000 $200,000 $250,000 $350,000
$450,000+
/
$100,000 $156,,000 $200,000 $250,000 $356,000 $456,000
/
/
RENTER -OCCUPIED DEMAND
Market Trends
The Dallas -Fort Worth multifamily market has been experiencing a long
stretch of record high demand and high occupancies, with 2019 2nd
Quarter occupancies at 95.1% according to CBRE Research, a global real
estate market research firm. Due to COVID-19, however, vacancy rates
may increase temporarily, causing rent growth to decline since multifamily
hosts many residents that may be affected by the pandemic. Although the
result will likely be a decline in construction starts and the amount of square
footage under construction, deliveries should continue in a timely, yet
reduced, fashion. According to the Texas A&M Real Estate Center, "Given
the significant decrease in construction activity over the past two years, the
DFW apartment market should be poised better than other Texas MSAs to
weather the uncertainties of the COVID-19 crisis."
Market Demand
As has been noted, Collin County is expected to gain more than 55,000 total
new households over the next five years, with an annual demand for over
6,800 housing units based upon qualified incomes within the county. Based
on regional ownership trends and propensity to move across all income
categories, projections show that Anna has the potential to capture 585 new
renter -occupied units annually across all income categories. To determine
the capture rate, building permits were analyzed from the U.S. Census to
determine Anna's potential capture of the Collin County demand. Over 71%
of the total units demanded will be market rate product ($1,500+/month rents).
Income levels show a less significant demand for units priced under $1,500.
To better understand the demand scenario, the renter -occupied residential
demand was broken down by income categories and age groups. As is the
Kimley>))Horn
ANNA 2050 COMPREHENSIVE PLAN 53
case with the owner -occupied market, different age groups have different
preferences in home typologies and product type, requiring more refinement
in determining the types of homes that each group is searching for
outlines renter -occupied market trends by age group.
Anna Annual Renter -Occupied Demand
180
160
140
125
■ Ages 25 - 34
100
80 ■ Ages 35 - 54
60 ■ Ages 55 - 64
40
■ Ages 65+
20 on.J NU I` Mol
$500-$750 $750-$1,000 $1,000-$1,500 $1,50042,000 $2,000+
MONTHLY RENT
15. RESIDENTIAL SHIFTS
As has been referenced, growth in the region will create demand for a wide
spectrum of housing types. Markets that can cater to a broad audience
will create greater resiliency and capture a greater share of total demand;
therefore, policies that encourage more housing choices and minimize social
inequity will ensure the long-term viability of the community.
As Anna ages over the next few decades, a goal will be to incorporate
residential products and planned developments that will attract and retain
choice residents. Master planned communities can achieve that by offering
a broad range of product, including higher -density residential units, single-
family houses, senior housing and commercial developments. These master
planned developments can integrate a broad range of commercial services
to cater to residents of all ages, including grocery stores, restaurants, retail
shops and healthcare services. See Appendix 5.C. for a discussion of master
planned communities and another specific product type —senior housing.
ANNA 2050 COMPREHENSIVE PLAN
Successful communities evolve with time and prove their resilience through
a variety of economic cycles. They can meet both the current and future
needs of their residents. New development can contribute to resiliency and
economic stability through infill and net new development.
Anna is a community with an established residential base, but there is
still significant opportunity to bolster sustainability by taking advantage of
opportunities for infill development. Infill development is the use of vacant
or under-utilized property in areas that are already mostly developed.
Infill development should optimize existing infrastructure investments and
explore strategies to employ efficiencies in land utilization to create greater
economies in regards to costs of service and economic impacts. There
are several areas of Anna that are prime for infill development, including
Downtown and on tracts adjacent to or near established neighborhoods and
commercial corridors.
Aligning new residential development with broader housing choices and
amenities will help increase the diversity of existing housing stock in Anna,
help stabilize and improve the values of existing homes and expand the
housing options available to groups of people —first-time home buyers,
young families and seniors —allowing residents to enjoy their entire life cycle
in Anna. While single-family units have historically been the preferred housing
type for generations, housing preferences continue to undergo a dramatic
shift. Increasingly, people in both suburban and urban communities are
looking for more varied product types, such as townhouses, apartments,
age -restricted communities, rowhomes and brownstones, to meet a greater
diversity of needs, including a variety of lifestyle choices and financial
situations.
The following Action Items can help attract a choice population and
contribute to a sustainable future for the Anna community.
Action 5.1 Housing Study. Conduct a housing assessment to determine
the types of housing products that Anna can support and the
policies and actions that can improve the health and vitality of
Anna's housing stock.
Action 5.2 Database of Sites. Identify and maintain a database of sites
with available infrastructure suitable for residential development
based upon the adopted Future Land Use Plan.
Kimley>>> Horn
Action 5.3 Development Flexibility. Revise the zoning ordinance and other
related regulations to accommodate innovative and flexible land
development techniques that permit a variety of lot sizes and
housing types and promote context -sensitive development.
Action 5.4 Concentration of Rentals. Disperse high -density housing
to maintain neighborhood integrity, focusing on appropriate
locations around each of the four Key Centers.
Action 5.5 Evaluation Criteria. Create evaluation criteria for neighborhood
and housing quality through surveys that measure capital
improvements (CIP) spending, residential sales and values,
crime occurrences, code -related cases and actions, rental
concentrations and other factors.
Kimley>))Horn
or -Z's
.71
Mobility planning combines both engineering and planning principles to help
move people and goods to and from their destinations. The Mobility strategy
for the City of Anna establishes the City's transportation policy direction and
provides a long-term overview of the major transportation improvements that
will be necessary to support the Future Land Use Plan.
In this chapter, the City of Anna's thoroughfare network, crash history and
multimodal network will be evaluated to provide context on the existing state
of transportation. Developing a clear understanding of the existing conditions
helps to set a strong foundation for specialized Policies and Action Items that
will enable the City to achieve its future vision and goals.
The following policies were created to provide a direction for the City as it
strives to achieve its future mobility goals over the next 30 years:
M 1. The City of Anna will establish and maintain a well-connected network
of thoroughfares that supports the mobility needs of vehicles, bicyclists
and pedestrians.
M 2. The City will identify, design and implement safety improvements on
the roadways with the highest rate of crashes.
M 3. The City will develop a complete trails network that connects parks with
other major destinations.
M 4. The City of Anna will coordinate with Collin County Transit, NCTCOG,
and DART to provide residents with increased access to transit services.
M 5. The Public Works Department will update the City's right-of-way
requirements to obtain additional width at thoroughfare intersections
to allow for dedicated turn lanes and increased capacity.
M 6. The Planning & Development Department will revise the subdivision
ordinance to ensure that Minor Collectors are being properly utilized
in new residential developments and creating connectivity within
neighborhoods.
THOROUGHFARE PLAN NETWORK
A thoroughfare plan is an important tool that allows a city to preserve future
roadway corridors and to protect or acquire the necessary right-of-way to
establish the local thoroughfare network. To best serve the updated Future
Land Use strategy and the associated future demand, the comprehensive
planning process included a review and update of future thoroughfare
alignments and classifications. Local public comment, stakeholder input and
the Collin County Master Thoroughfare Plan were all taken into consideration
in the update of the plan.
Existina Facilities
Texas Department of Transportation (TxDOT) Facilities
There are multiple major highways that connect Anna to the region. The major
highways that run through the city are US 75/North Central Expressway,
SH 121/Sam Rayburn Memorial Highway and SH 5. Both US 75 and SH
5 run through the western section of the city; SH 121 extends northeast
from the southern city limit line in the eastern portion of the city. As for
east -west connections, two important roadways run perpendicular to US 75,
connecting with all of these highways'` —FM 455/White Street in the middle
of the city and the Collin County Outer Loop, which touches the southern
boundary of Anna near the midpoint.
City Facilities
Within Anna, the TxDOT roadways—SH 5/Powell Parkway and White Street/
FM 455 —function as arterials. The intersection of these two roads is a key
location in the city and the entrance to Downtown Anna. Other important
connectors throughout the City include FM 2862, The Collin County Outer
Loop Road, West Crossing Boulevard, Ferguson Parkway, Rosamond
Parkway, and County Road 371/376. shows a map of the existing
roadway network in the city of Anna.
58 ANNA 2050 COMPREHENSIVE PLAN
\�
Kimley>>> Horn
.1
Legend
Major N-S Roads
Major E-W Roads
Anna City Limits
Anna ETJ
L�l
7.
THOROUGHFARE PLAN UPDATES
The last Thoroughfare Plan created by the City of Anna was adopted in January
2010 as part of the 2030 Comprehensive Plan process. It took destinations
such as parks, schools, water towers and City Hall into consideration and
accounted for flood hazard areas in the planning of the network of future
roadways. This plan created many new thoroughfares around the city with a
curvilinear design. Since its adoption, development patterns have changed
around the city, regional agencies have updated their thoroughfare plans and
new projects have become more feasible, so an update of the plan is in order.
Updates to this plan can be organized into the following categories:
+ Connectivity Improvements — updates that are focused around
creating new roadway connections or realigning existing roadways to
realign the curvilinear design into a more grid -like pattern
+ Removals - the deletion of previous proposed new roads that are no
longer needed or conflict with new roads
+ Roadway Classification Revisions — upgrades or downgrades of a
road classification based on anticipated future use and function in the
city's overall network
>strian Improvements additions to Anna's
existing bicycle and pedestrian network to ensure connections to major
destinations
+ Improved Interactions with Highways — changes to the road
network's interaction with major highways as well as the addition of the
Collin County Outer Loop
Road Classifications
In addition to planning out the locations of future roadways, the Master
Thoroughfare Plan also sorts roadways into functional classifications. The
goal of a functional classification system is to balance the two major needs
of roadway users:
+ Mobility — the need to move large distances
+ Access the need to reach destinations
Roadway classification levels range from high mobility/low access highways
to low mobility/high access local roads. Figure 1 shows the relationship
between mobility and access in a functional roadway classification system.
Having a well-defined hierarchy in a road network helps to streamline the
design standards for roadways within a jurisdiction, making the road network
easy to navigate for users.
The City of Anna's 2010 Master Thoroughfare Plan defined three levels of
road classifications: Major Highways, Major Collectors and Minor Collectors.
This update of the Thoroughfare Plan uses these classification levels as a
foundation for determining the new roadway hierarchy. The new Master
Thoroughfare Plan for the City of Anna classifies roads into four types:
Highway, Major Arterial, Minor Arterial and Collector. For roads within the
boundaries of Downtown Anna, three context -specific road classifications
have been created to help reinforce the placemaking principles envisioned
for this plan.
Freeway
Major Arterial
Minor Arterial
o Major Collector
2
Minor Collector
U)
Local Street
Increasing Access
Exhibit 6.2: Conceptual Roadway Functional Hierarchy (Source: FHWA)
Highway
During the reclassification process, several steps were taken to update
the old hierarchy system. To start with, the Major Highway classification
was previously split into two types: Highway and Major Arterial. Under the
new plan, the Highway classification is reserved for Major Highways that
have consistent speeds of 55 mph or more and have, or are planned to
have, frontage roads for access. While these attributes all contribute to
similar highway designs, it should be noted that the Texas Department of
Transportation (TxDOT) and the Federal Highway Administration (FHWA)
each determine their own design specifications.
Major Arterial
Major Arterial roads provide mobility to nearby areas outside the city while
also providing access to major developments. Roads that were classified as
Major Highways or Major Collectors in the previous plan, but functioned as
arterials, were all candidates for reclassification to Major Arterials.
The cross section for Major Arterials is a six -lane divided design within 120
feet of total right-of-way (ROW) width (Figure 2). The 15 feet of parkway area
includes a 6-foot sidewalk buffered by a 4-foot planting strip along the back
of curb and 6 feet of space on the other side of the sidewalk.
60 ANNA 2050 COMPREHENSIVE PLAN
\\\\X\I\
Kimley>>> Horn
Exhibit 6.3: Major Arterial Cross Section
Minor Arterial
Minor Arterials were designated based on the current surrounding context
as well as future planned development. Minor Arterials provide connections
between major developments and neighborhoods and are best suited for
roads with moderate speeds.
The cross section for Minor Arterials is a 4-lane divided design within 90 feet
of total ROW width (Figure 3). The section plans for the 14 feet of parkway
area to be utilized as a 6-foot sidewalk buffered by 4-foot planting strips on
each side.
4' b' 4' 1212' 14' 12' 12' 4' 6' 4'
Sidewalk Drive lane Drive lane Planting strip Drive lane Drive lane Sitlewalk
Exhibit 6.4: Minor Arterial Cross Section
Collectors
Roads that are used primarily to connect neighborhoods to each other are
classified as Collectors. Collectors provide a high amount of access but
a low amount of mobility compared to arterials or highways. This usually
makes them lower in speed and ROW width. Within the Collector road
classification, two different subtypes have been identified: Major Collector
and Minor Collector.
A is an appropriate classification for a roadway with no
houses fronting on it. These roadways are designed within 80 feet of ROW
and assume a higher travel speed than a Minor Collector. The cross section
for a Major Collector is shown in Figure 4.
n
i
b' b' 4' 12' 12' 12' 12' 4' b' b'
Sidewalk I Drive lane Drive lane Drive lane Drive lane Sidewalk
Exhibit 6.5: Major Collector Cross Section
The Minor Collector designation is appropriate for roads that provide
mobility within a neighborhood but do not have houses fronting them. The
Kimley>>> Horn
cross section for Minor Collectors is a 3-lane undivided roadway within 60
feet of ROW (Exhibit 6.6). In addition to the two travel lanes (typically one in
each direction), the Collector cross section allows room for a 14-foot two-
way left turn lane. The 11 feet of parkway allows for a 5-foot green strip along
the back of curb and a 6-foot sidewalk adjacent to the green strip.
b' 5' 12' 14' 12' 5' 6'
Sidewalk Drive lane Center turn lane Drive lane Sidewalk
Exhibit 6.6: Minor Collector Cross Section
Local Roads
The local road designation applies to all other roads in the city. This cross
section is designed to provide users with a high amount of access. This
section has 31 feet of pavement width that allows one lane in each direction
and parking on both sides of the street. The full cross section for a local road
can be seen in Exhibit 6.7.
5'
Sidewalk
5'
8' 15' 8' 5' 5'
Parking lane Drive lane Parking lane Sidewalk
Exhibit 6.7: Local Road Cross Section
Downtown Street Types
As mentioned previously, three new street types were created specifically
for the roads within Downtown Anna. The goal of these new classifications
is to reinforce a pedestrian -friendly environment and foster an enhanced
sense of place within this special district. The three Downtown street types
are:
+ Downtown Arterial — designed specifically for SH 5/Powell Parkway.
This street type serves as the backbone for the Downtown area and
includes streetscape elements that establish the aesthetic character of
the area. The 15 feet of parkway allows for flexible uses such as street
cafes or street trees. It is important to note that a modification of the
design for SH 5/Powell Parkway will need to be cleared with TxDOT
since this roadway is part of the state highway system.
ANNA 2050 COMPREHENSIVE PLAN
1' a' 9' 12' 11' 1d 11' 12' aa' T
Sitlewalk Planting strip Drive lane Orive lane Planting strip Drive lane Orive lane
Exhibit 6.8: Downtown Arterial Cross Section
+ Downtown Type A — prioritizes pedestrian mobility with 12-foot
sidewalks on both sides of the street. This street type is meant for
roadways that have the greatest number of Downtown businesses
fronting on them. Creating a roadway cross section that maximizes
pedestrian comfort is intended to increase the amount of interaction
between people and the Downtown businesses. This cross section is
best suited for east -west roads that intersect with Powell Parkway.
11' 1' 4' 8' 11' 11' 8' 4' 1' 11'
Sidewalk Parking lane Drive lane Drive lane Parking lane Sidewalk
II I I
Exhibit 6.9: Downtown Type A Cross Section
+ Downtown Type B — meant for roadway access to Downtown parking
facilities. Pedestrian facilities are still accounted for in this street type,
but due to the limited amount of access to adjacent businesses, these
facilities are not as wide as the Type A street. This cross section applies
mostly to north -south roads that are parallel to Powell Parkway.
ANNA 2050 COMPREHENSIVE PLAN
6' 4' 15'
15' 4' 1 6'
Sidewalk Drive lane I Drive lane I Sidewalk
■
Exhibit 6.10: Downtown Type B Cross Section
FINAL NETWORK
The final roadway network incorporates the new functional classification
system. Exhibit 2 shows the proposed Master Thoroughfare Plan for the
City of Anna. Some of the roadways on this map are called out as also being
part of the on -street bicycle network. The multimodal section of this Mobility
Strategy describes how these roads will differ in cross section design.
Kimley>>> Horn
1 A ZU45 ITIASTEK
TMOK011GAFAKEDOWNTOWN
INSET MAP
c Major Highway
- Major Collector (80' ROW) -Existing
Anna City Limits Parks
Downtown Street Types
- Major Arterial (120' ROW) - Existing
- - - Major Collector (80' ROW) - New
- Proposed Downtown Core Lakes
Downtown Arterial
- - - Major Arterial (120' ROW) - New
Minor Collector (60' ROW) - Existing
Anna ETJ Streams
w
Downtown Type A
- Minor Arterial (90' ROW) - Existing
- - - Minor Collector (60' ROW) - New
Railroads
.
Downtown Type B
- - - Minor Arterial (90' ROW) - New
FORTH
5
455
I
I
f (1 1
75
1 1 1 ♦ ♦ 1
1 ► ♦
455 � ` _ r ♦ � I � �
♦ i. 2862 1 ♦ �, 1
I 1 1 �. 1 •
ti
f 455 p r r1
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WHITE 1
1 I
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J
According to the Center for Disease Control (CDC), motor vehicle crashes
are a leading cause of death in the United States, accounting for more than
35,000 fatalities in 2019. This is an alarmingly high number considering
that every motor vehicle crash is caused by human error and is therefore
preventable. The nationwide safety initiative Vision Zero operates with
the goal of reducing human error and preventing every death caused by
vehicular crashes.
CRASH HISTORY
It is a top priority for the City to address potential safety risks in its
transportation network. To identify these risks, crash history was examined
for potential trends in crash locations and contributing factors. Between
2015 and 2019, there were 1,397 total crashes in the city of Anna, resulting
in 8 fatalities and 56 serious injuries. Exhibit 6.12 below shows crash and
population trends over the last 5 years.
400 16,000
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Exhibit 6.12: Crash and Population Trends in Anna, TX (2015-2019)
Exhibit 6.13 shows a breakdown of contributing factors for these crashes.
Based on the data analyzed, the top five most common causes of crashes
in Anna are construction, slowing or stopping vehicles, distracted driving,
one -vehicle related crashes and losing control or skidding.
Top Five
Contributing
Factors for
Collisions
■ Construction — 32%
■ Slowing/Stopping —14%
■ Attention Diverted — 13%
■ One -Vehicle Related — 8%
■ Lost Control/Skidded — 6%
Exhibit 6.13: Top 5 Contributing Factors for Crashes
A crash heat map was created using data collected from TxDOT's Crash
Records Information System (CRIS). The heat map shown in Exhibit 3 uses
crashes that were reported from 2015-2019 in the City of Anna. The locations
of fatal crashes are also included on this map.
64 ANNA 2050 COMPREHENSIVE PLAN
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Based on the CRIS data collected forth is analysis, US 75/Central Expressway,
FM 455/White Street and SH 5/Powell Parkway stood out as corridors that
could benefit from further safety analyses. Specifically, the intersections in
the city with the highest crash rates are:
+ US 75 at FM 455, FM 283 and County Road 371/376
+ SH 5/Powell Parkway at FM 455/White Street
+ SH 121 at FM 455
+ SH 5/Powell Parkway at County Road 371/376
SAFETY RECOMMENDATIONS
Once the areas with the most safety problems were identified,
recommendations were created to mitigate these issues. These
recommendations include:
+ Partnership with TxDOT to develop a multi -year safety improvement
plan to fund and construct signals and other safety measures.
+ Developing safety countermeasures at high crash intersections
+ Conducting an access management and safety corridor study along
White Street from US 75 to SH 5
+ Adopting a citywide traffic calming program
Safety Countermeasures at High Crash Intersections
FHWA defines a specific list of proven safety countermeasures to help
mitigate safety problems along major roadways and intersections. For some
of these locations in the City of Anna, further study should be conducted to
determine which countermeasure would be appropriate.
For the intersection of SH 5/Powell Parkway and FM 455/White Street, a
roundabout is recommended to mitigate the high crash rate. There are
multiple reasons why this intersection should be a focal point in the city.
Both of these thoroughfares provide important access around the city and
to major commercial developments. Except for US 75, these two corridors
have the highest crash rates of all the roads within the city limits. These
factors lead to the conclusion that a roundabout would be a compatible
and appropriate solution to the observed safety problems. It is worth noting
that an installation of a new roundabout will need to be approved by TxDOT,
since both of these roadways are part of the state highway system.
Roundabouts are an effective traffic calming tool because vehicles must
slow down and yield to other vehicles moving through the intersection at
the same time. Since they are a less common type of intersection control,
ANNA 2050 COMPREHENSIVE PLAN
drivers have a heightened sense of awareness when they encounter one.
Roundabouts are not only a safe alternative, but also a good opportunity to
establish a sense of place. The location of this intersection at the southern
access point to Downtown Anna offers a unique placemaking design
opportunity as well The northern node of the intersection
could be designed with enhanced streetscaping to make it a major gateway
into Downtown. Exhibit 6.15 shows examples of how roundabouts have
been used for this purpose in other cities.
Exhibit 6.15: Roundabout Example Photos
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W WHITE ST
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Access Management
Access management refers to the strategy local governments can utilize to
control where roadway users enter and exit areas of high traffic demand,
such as commercial or employment centers. Good access management
minimizes crashes that are caused by vehicles making unsafe turning
movements, failing to yield to bicyclists and pedestrians or driving
unpredictably due to poor wayfinding design. By limiting the distance
between driveways, access management also creates a more comfortable
experience for pedestrians because a more continuous sidewalk network
is likely to be perceived as safer and more comfortable for users than one
frequently interrupted by driveways.
An access management study would benefit the FM 455/White Street corridor
due to its high number of crashes and its largely commercial context. This
study should evaluate the current number of access points per development
in the corridor, the current traffic demand, future traffic demand for planned
developments and the road's cross section design.
Traffic Calming
Traffic calming is a method of promoting responsible driving behavior
through street design without relying on traffic control devices such as
signals and signs or on police enforcement. Traffic calming programs can
be implemented at the local level to establish a formalized process for the
reporting of residents' traffic safety concerns so that the City can evaluate
these problem areas and design countermeasures. If implemented correctly,
these design strategies can reduce traffic speeds, the frequency and severity
of crashes and traffic noise levels.
It is recommended that the City of Anna implement a citywide traffic
calming program to help mitigate crashes that occur on neighborhood and
collector type roadways. The City should partner with local stakeholders
when developing this program to ensure that the measures included are
appropriate to the needs of the residents.
The goal of traffic calming is to slow vehicles down using a wide variety
of strategies. These strategies generally involve horizontal or vertical
deflections or increased visual awareness. Some of these commonly used
traffic calming techniques include:
+ Speed Humps, Tables or Cushions —forms of vertical deflection that
raise a portion of the road up by no more than 4 inches, accompanied
by striping or signage to warn motorists
+ Chicanes — a series of raised or delineated curb extensions on
alternating sides of a street that forms an S-shaped travelway
+ Traffic Circles — raised or delineated islands placed at intersections
that reduce vehicle speeds and raise driver awareness of other
oncoming traffic while moving through the circle
P' a set of curb extensions or edge islands placed on
either side of the street to narrow the center of the lane so that two
drivers must slow down to pass through simultaneously
+ Road Diets redesigning roads that have wider pavement widths
than the existing or projected traffic volumes require to accommodate
more modes of traffic; often involves the use of multiple traffic calming
measures to build a safer and more complete roadway
Planning for modes of transportation other than motorized vehicles is an
essential part of ensuring that the mobility system in the city of Anna is
comprehensive and comfortable. Multimodal planning is most effective
when taking into account the following elements:
+ Connection providing a network that has a high level of connectivity
with other facilities
+ Comfort — designing multimodal facilities that are separated from
vehicular traffic to maintain a high level of comfort for users
+ Continuity — prioritizing projects that close gaps in the existing
network before building new ones
+ Coherence designing signage and wayfinding elements in the
network that allow users to understand multimodal routes and
interaction with other modes
This section of the Mobility strategy will explain the recommendations related
to bicyclists, pedestrians and transit users in the city of Anna.
BICYCLE & PEDESTRIAN
The DFW Regional Veloweb is a network of 1,876 miles of off-street shared -
use paths (trails) designed bythe North Central Texas Council of Governments
(NCTCOG) for multi -use trip purposes by bicyclists, pedestrians and other
non -motorized forms of transportation. The Veloweb serves as the regional
expressway network for active transportation uses, such as walking and
cycling, and improves overall pedestrian connectivity. In order to support
regional bicycle and pedestrian connectivity, the City of Anna should prioritize
trail projects identified as part of the NCTCOG Veloweb. Exhibit 6.18 shows
the full hike and bike network proposed in this plan. The elements shown on
68 ANNA 2050 COMPREHENSIVE PLAN
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this map include the NCTCOG Veloweb network, the new proposed trails
network and the proposed on -street bicycle network.
This trail network is the backbone of Anna's trails system and will be
supported by completed streets. Since Anna still has opportunities to build
and enhance its infrastructure system, the bicycle and pedestrian network
can be constructed with modified versions of the previously proposed cross
sections to work around right-of-way constraints. The Hike and Bike Network
Map in Exhibit 6.18 shows exactly which roadways will be part of this active
transportation network. below shows how each cross section
can be modified to accommodate bicycle facilities.
---------- Major Arterial Sidepath/Shared-Use Path (120' ROW) ----------- ;
•
------------------------------------------------------------------------------ - - - - --
------------ Minor Arterial Sidepath/Shared-Use Path (90' ROW) ------------
i1�IQ,ll�li� 1
------------------------------------------------------------------------------
--------------- Major Collector Buffered Bike Lanes (80' ROW)---------------;
------------------------------------------------------------------------------ - - - - --
--------------- Minor Collector Buffered Bike Lanes (60' ROW) ---------------;
�1 1in
------------------------------------------------------------------------------ - - - - - -
In addition to the Regional Veloweb network, local trail connections'
independent of roadway alignments should be evaluated to support
connectivity to major destinations such as parks and schools. The Parks,
Trails and Open Space Master Plan has more information on specific
destinations and trail alignments the City of Anna should prioritize over the
next 30 years.
TRANSIT
According to FHWA, public transportation provides people with access to
employment centers, community resources, medical care and recreational
opportunities in their communities. It benefits those who choose to ride as
well as those for whom transit is the best or only option, such as individuals
with disabilities, hearing and sight impairments or low-income households.
Public transit provides a basic mobility service to these persons and to all
others without access to a car.
Other Regional Transit Programs
Collin County Transit is a service provided by the City of McKinney,
the McKinney Urban Transit District (MUTD) and the Denton County
Transportation Authority (DCTA). Currently this service operates as a taxi
voucher program available to its participating cities: Celina, Lowry Crossing,
McKinney, Melissa, Princeton and Prosper. There are three programs
allowing residents who have the highest amount of need for transit services
to access these taxi vouchers. They are:
+ The Older Adult Program
+ The Individuals with Disabilities Program
+ The Low -Income Transit Subsidy Program
Although Anna is not eligible to join this transportation authority, this does
not mean residents will never be able to have access to similar benefits. If
Anna were to develop a program to mirror what McKinney has established,
this would provide a large benefit to residents who could qualify for these
programs. It is recommended that the City partner with Collin County and
NCTCOG to learn more about how they might be able to gain access to this
or a similar service.
Future DART Light Rail
Dallas Area Rapid Transit (DART) is the main transit authority for the City of
Dallas and the surrounding area. One of the primary elements of the DART
system is the light rail network. Though the light rail does not currently extend
as far north as Anna, DART does own the main rail line right-of-way that
Kimley>))Horn
ANNA 2050 COMPREHENSIVE PLAN 69
TRAILS MAP
VAN ALSTYNE
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Anna ANNA 2050 COMPREHENSIVE PLANs'!!�
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runs north -south through Downtown. This alignment extends north from the
existing Red Line, which currently terminates in Plano at the Parker Road
Station. The City could consider partnering with DART and other orginizations
to coordinate future expansion of this rail line.
All of the policies in the Mobility Strategy need to be supported by
recommended actions in order to ensure that they are implemented. The
following is a list of Action Items related to the Mobility policies in this plan:
Action 6.1. Thoroughfare Plan. Review the Master Thoroughfare Plan
every five years and update it as necessary.
Action 6.2. Design Standards. Adopt flexible design standards that
complement the City's future PlaceTypes.
Action 6.3. Capital Improvements Plan. Develop a Capital Improvements
Plan (CIP) that reflects the roadway alignments and cross
sections presented in this plan, including multimodal facilities.
Action 6.4. Pavement Maintenance. Prioritize pavement maintenance
projects on major roads and roads with multimodal facilities.
Action 6.5. Roundabout Study. Conduct a feasibility study for the
construction of a roundabout at the intersection of FM 455/
White Street and SH 5/Powell Parkway to calm traffic and
reduce intersection -related crashes in the area.
Action 6.6. Corridor Study. Conduct an independent corridor study of FM
455/White Street from US 75 to SH 5/Powell Parkway to further
address safety issues, such as poor access management.
Action 6.7. Traffic Calming. Create a citywide traffic calming program to
identify and construct speed management devices as future
projects.
Action 6.8. Railroad Crossings. Perform an analysis of existing railroad
crossings to enhance safety and consider the potential
implementation needed for quiet zones.
Action 6.9. Sidewalks. Prioritize the closing of sidewalk gaps along major
roads to establish a connected pedestrian network.
Kimley>))Horn
Action 6.10. Veloweb. Coordinate the construction of City trail projects with
projects identified on the NCTCOG Regional Veloweb network,
where appropriate.
Action 6.11. Bicycle Network. Construct a network of on -street bicycle
facilities as shown in the Master Thoroughfare Plan to support
the off-street trails network.
Action 6.12. Collin County Transit. Partnerwith Collin County and NCTCOG
to create a transit program providing subsidies for older adults,
individuals with disabilities and low-income residents.
ANNA 2050 COMPREHENSIVE PLAN
7-j
07
PLACEMAKING
Placemaking helps establish a city as a desirable place to live and guides the
selection of site amenities that support its vision. It is placemaking that will
distinguish Anna from other communities within the DFW Metroplex. When
people have a choice about where to live, they seek out the places that offer
community, connection and a higher quality of life. These places tend to
emerge where a city and/or a developer takes advantage of the attributes
of the surrounding area —topography, vegetation, land uses, building form —
and utilizes those attributes to create a place that is distinct from anywhere
else in the region.
Placemaking provides essential social and economic value that can set
Anna apart as unique and special. The Anna 2050 Comprehensive Plan
establishes policies that will help identify and define the key distinctive areas
in the city. As key places are identified and further invested in, these centers
serve to attract residents to the area and foster a strong sense of ownership
and community pride. Ultimately, placemaking positions the community to
realize its potential as a place people identify as uniquely Anna.
POLICIES
P 1. The City of Anna will work with developers to create unique destinations
that build off existing areas of cultural or architectural distinction to
attract residents and businesses.
P 2. The City of Anna will create a hierarchy of streets that meets the needs of
pedestrians, bicyclists and automobiles and respects the architectural
character of the surrounding area.
P 3. The City of Anna will encourage the development of parks, open space
and trails by utilizing land within floodplains to create connections
across Anna.
PLACEMAKING OPPORTUNITIES
In addition to Anna's natural attributes of floodplains and native prairies,
there are several key components that can be utilized to contribute to the
overall quality and image of the city. Through continued investment and
focused development in these areas, Anna can set itself apart as a unique
and desirable place to live or work.
ANNA 2050 COMPREHENSIVE PLAN
CORRIDORS
As the community has expanded, commercial corridors have developed
along US 75 and FM 455 and are expected to grow along SH 5, SH 121
and the Collin County Outer Loop. These areas provide a placemaking
opportunity from a regional perspective because they have the potential
to attract outside businesses and residences to the city. In addition, there
is a hierarchy of corridors within the city of Anna, as identified in Chapter
6: Mobility Strategy, that helps define a distinct public realm. From the
major highway connections that run through the city in each direction, to
floodplain and rail corridors, these linkages provide Anna with the ability to
create unique places of interest and lasting value. The best way to achieve
placemaking is not just with signage, banners or entry monuments, but also
with the design of streets and trails, the siting and design of buildings and
the use of streetscaping and strategically located open space. Utilizing these
techniques will greatly enhance the overall mobility network and provide for
alternative modes of transportation.
Everyone who lives, visits or travels through a city develops a perception
of the community based on the streets they travel and the places they are
linked to. The public realm influences people's perception of a city and how
desirable it would be to live or work there. Street types and needs will vary
based on their location within Anna, but site amenities can be chosen to
support individual centers and the overall vision for the community.
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DISTINCTIVE NEIGHBORHOODS AND
NEIGHBORHOOD REINVESTMENT
As Anna looks to create a community that is healthy and vibrant, it is important
to recognize the characteristics in the existing neighborhood fabric that
contribute to its overall identity. To create and support neighborhoods that are
distinctive compared to other areas of the city or region, the community should
emphasize natural features such as topography, vegetation, water features or
green space and use specific design elements to create a special character.
While there are several key neighborhoods throughout the community where
improvements and upgrades should continue, the historic Downtown should be
uniquely highlighted due to its significance in the community and its potential
to attract investment. The old gridded network of streets, adjacent open
spaces and public plazas and diverse uses, along with public infrastructure
and historic structures, all play their part in forming a place that is unique to the
community and providing a framework to build upon. The health and vitality of
the city can be measured by the investment that occurs in the Downtown area
and the city's success in establishing itself as a place of intrinsic value.
There are several challenges in Anna's older neighborhoods that will require'
reinvestment. The City should consider adopting incentive programs to help
address these issues and to help channel reinvestment into those areas. In
addition, the community should consider investments that would make older
neighborhoods more attractive and accessible. This could include upgrades
to sidewalks and the installation of street trees and street lighting. The City
should identify vacant parcels and promote infill development within the
area. Finally, revisions to the zoning ordinance and city codes that would
allow alternative housing types and greater flexibility in the range of available
housing choices should be considered.
Kimley>))Horn ANN,
PUBLIC SPACES
Places for community gathering are a central element in placemaking
and urban vitality and celebrate the essence of Anna and its community
members. Examples of such spaces, which may be of public or private
ownership, include parks of various sizes, plazas and areas within the public
right-of-way where people gather. These spaces may be located Downtown,
in floodplain areas or dispersed throughout the city, but wherever they locate,
they contribute to the identity of their respective neighborhood or district.
As the city grows, continued investment in public spaces is necessary to
sustain and improve the level of service that public spaces provide. The
creation of public space should be a collaborative endeavor that involves
community input and design consideration, because the development of
these spaces serves multiple interests.
Public spaces come in various forms and serve different functions in different
areas. Large community parks can serve as gathering spaces and provide
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accommodations for major events. Smaller neighborhood park venues can
be used as event spaces for more frequent neighborhood activities and
programmed events. Public plazas and markets can host civic events and
smaller but more active and pedestrian -friendly environments. Additionally,
publicly owned open spaces can work in unison with privately owned, public
open spaces (POPOS) to provide multiple venues for major events in the
community. Floodplains provide an opportunity for linear public spaces that
can stretch across and connect different neighborhoods and types of places.
Because of their value, it is important to provide access and linkages to
public spaces via roadways, sidewalks and trails. If physical infrastructure
is necessary (e.g. bridges, trails, sidewalks), these improvements should
be enhanced using architectural materials that reflect the character of their
surroundings. Amenities like seating and planting should also be provided to
improve usability and strengthen character.
Kimley>>> Horn
A focal element of the Preferred Scenario, as reflected in the Land Use
Strategy in Chapter 3, is the community's desire to manage growth, focusing
on specific district centers. As the city grows and development is dispersed
throughout the city, these Key Centers are intended to become a series of
centerpieces for the community. By implementing placemaking strategies,
these areas can become the foundation of the community, where each
center is positioned to succeed on its own and contribute to the overall
vitality and success of Anna.
75 CENTER
With a future focus on Community Commercial, Regional Activity Center
and other high -density residential PlaceTypes (see Chapter 3 for additional
information on PlaceTypes), this center will serve a regional audience,
but should still be easily identified as part of the city of Anna. A modern
aesthetic that draws from historical elements found throughout the city
would be appropriate for this center. Building facades in the 75 Center
should create an active and engaging public realm and encourage walking
and the use of alternative transportation. Amenities for public transit and
bicycle infrastructure should be included at key intersections/focal points.
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DOWNTOWN ANNA*
In the Downtown area, architectural elements and site amenities should
reflect the history of the community, especially the history of the Downtown
district. This center should have human -scaled architecture, walkable
streets, public gathering spaces, attractive amenities and eye-catching
detail. Key intersections and focal points should include amenities for public
transit and infrastructure for bicycles.
*Chapter 9 of this report is dedicated to the future vision for Downtown
Anna.
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ANNA 2050 COMPREHENSIVE PLAN
ANNA BUSINESS CENTER
Center 3, the Anna Business Center, should be established as an area that
would be attractive to existing or incoming businesses. A cohesive design
aesthetic will go a long way in making the center feel established, even as
new businesses continue to move in. A modern industrial feel would be
appropriate for this district. Human -scaled architecture may be difficult to
achieve due to the uses that this district may attract, but should be attempted
wherever possible, especially where the building faces the street. Public
transit and bicycle facilities should also be accommodated within this center.
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The following Action Items are tangible steps that the City of Anna should
take to implement placemaking measures:
Action 7.1 Neighborhood Design Guidelines. Develop or update design
guidelines that support Placemaking in key PlaceType areas and
the use of natural areas and resources in the design of Anna
neighborhoods and amenities.
Action 7.2 Employment Center Design Guidelines. Create design
guidelines that ensure that employment centers are developed
with the character that attracts highly -skilled, high -income
workers.
Action 7.3 Gateway Design Study.. Conduct a Gateway Image Study to
determine the appropriate characteristics for the development
and amenities at the major entrances to Anna.
Action 7.4 Historic Preservation Plan. Develop a Historic Preservation
Plan for Anna to identify those buildings and neighborhoods that
should receive local protection and state and national recognition.
Action 7.5 Historic Preservation. Establish a partnership among private
interests to support historic preservation in Anna.
Action 7.6 Placemaking and Wayfinding Strategy. Develop a Placemaking
and Wayfinding Strategy that uses City branding to welcome visitors,
identify historic landmarks and gateways and link together existing
character areas through the use of a combination of environmental
graphics, print materials and web -based information.
Action 7.7 Performing Arts. Identify opportunities to host performing arts
events in publicly owned spaces, including parks, streets rights -
of -way and public buildings.
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08
PARKS, TRAILS
AND OPEN SPACE
d
77
PURPOSE OF THE PLAN
The City of Anna is presently at a turning point and has the opportunity
today to set the vison for the future of parks and open space within the city.
There are currently a number of high -quality parks and open spaces that
serve the existing population, but the city is expected to grow exponentially
in the coming years. There will need to be strategic improvements to the
current recreation system so that outdated components can be replaced
as needed and so that the system can adapt to evolving demographics and
trends. With this update to the comprehensive plan, strategies are provided
to implement these improvements and replacements based on feedback
from the community throughout the process and on previous planning
efforts and accomplishments. These recommendations provide detail as to
how enrichment and improvement of the Anna parks and recreation system
can take place so that the needs of Anna neighbors will be met, both today
and as the community grows.
PARKS AND RECREATION MASTER PLAN AND
TEXAS PARKS AND WILDLIFE DEPARTMENT
This portion of the Anna 2050 Plan has been adapted and expanded as part
of the City's Parks and Recreation Master Plan, a separate document and
contains more detail than this chapter, particularly with regard to recreation
facilities, recreation programming and staffing/operations. The Parks
was prepared so that it meets the criteria
necessary for submittal to the Texas Parks and Wildlife Department (TPWD)
to gain project priority for potential grant consideration for park, recreation
and open space improvements. It conforms to the Master Plan Guidelines
established by TPWD.
RELATED PLANNING EFFORTS
A city's parks and recreation amenities make an important and positive
contribution to the quality of life in a community and to its future. Adherence
to the Vision Statement and Guiding Principles developed for the Anna 2050
Plan (see Chapter 2) will make this community a special place in the years
ahead. Specific references in the Guiding Principles to issues related to parks,
trails and open space indicate a desire to ensure that the growth envisioned
for the city "...benefits Anna's current and future neighbors..." and:
Occurs where and when it can be supported by the public facilities
and services (including schools) that Anna's neighbors need.
Offers many diverse, vibrant and distinctive destinations for work
and play.
hnal+h and 1litniii— of existing Anna neighbors,
neighborhoods, businesses and infrastructure.
Is efficient and effective in its use of resources and infrastructure —
fiscal, energy, water and natural assets.
COMMUNITY ENGAGEMENT AND FEEDBACK
As part of the development of this strategy for parks, trails and open
space in Anna, a complete needs assessment was performed. The results
and recommendations in this plan are based on an extensive process of
community engagement activities related to the assessment and included
the use of a project website and community input obtained through focus
groups, stakeholder meetings, community wide public meetings, online
survey, creating an in-depth profile of demographics of the Anna area and
examining national and local recreational trends.
This plan takes a look at Anna's future and identifies the current Level of Service
(LOS) as well as the upgrades needed to achieve the LOS recommended for
future growth. General findings from the LOS analysis include:
Anna has a sufficient inventory of outdoor components for its current
population; however, the anticipated growth will require new facilities.
Amenities are currently concentrated in a few locations, primarily on
the east side of US 75.
Anna is lacking in both indoor and outdoor facilities and the recreational
offerings typically associated with these types of facilities.
Although Anna has a series of high -quality trails within its parks, these
trails are not a well-connected network that allows people to get to
parks or other desired destinations from throughout the city.
A set of minimum standards for park development has not been
documented for the City of Anna in the past.
82 ANNA 2050 COMPREHENSIVE PLAN
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PT 1. The City of Anna will create an exemplary parks and recreation system
to provide Anna neighbors access to recreation close to home.
PT 2. The City of Anna should work with developers to create
unique destinations that build off existing areas of cultural or
architectural distinction to attract residents and businesses (see also
Chapter 7, Placemaking).
PT 3. The City of Anna should encourage the development of parks,
open space and trails by utilizing land within floodplains to create
connections across the community (see also Chapter 7, Placemaking).
PT 4. The City will maintain the level of staffing necessary to care for Anna's
parks and recreation facilities and assets, and to provide recreational
programming and services suitable for the community.
PT 5. The City of Anna will expand its inventory of recreation facilities,
including planning and design for an indoor recreation facility.
PT 6. The City of Anna will pursue planning and design for an outdoor sports
complex to support the needs of Anna neighbors who want to play
sports closer to home.
PT 7. The City of Anna will pursue planning and design for additional trail
connections making important linkages to identified destinations
throughout the city.
PT 8. The City of Anna will pursue planning and design for an outdoor space
within Downtown that will become a destination and a gathering space
for Anna neighbors and visitors.
The City of Anna presently has a variety of park, special use and trail facilities
in its system to meet the recreational needs of the citizens. There are
approximately 119 acres in seven developed parks, trails and other facilities.
Some of the parkland is made up of undeveloped City -owned property that
could be developed for park use.
The location of each of the existing park is shown on the Parks and Open
Space Map and Trail facilities are shown on the Trail Map. An amenity
summary is included in the following table. A detailed inventory of parks is
located in the Appendix of the Parks and Recreation Master Plan.
The city is also served by recreational facilities at Anna Independent
School District sites and at several private recreational facilities owned
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and maintained by homeowner associations (HOAs) for the enjoyment of I
their residents. The Private Open Space Map identifies each school district,
private school and HOA recreation site and the recreational amenities offered
at each location.
Name
Bryant Park
Address
Co Rd 371
Size
5 Acres
X
Anna, TX 75409
Slater Creek Park
W Rosamond Pkwy
77 Acres
X
X
X
X
X
X
X
X
X X X
Anna, TX 75409
Johnson Park
N Sherley Rd
3 Acres
X
X
X
X
X X
Anna, TX 75409
Sherley Heritage Park
101 S Sherley Rd
1 Acre
X
X
X
X
X
X
X
X X X
Anna, TX 75049
Natural Springs Park
Anna, TX 75409
29 Acres
X
X
X
X
X
X
X X X X
Lakeview Park
Anna, TX 75409
9 Acres
X
X
X
X
X
X X
Greer Park
6th St
25 Acres
X
X
X
Anna, TX 75049
Pecan Grove
Anna, TX 75409
15 Acres
X
Creekside
Anna, TX 75409
21 Acres
X
Oak Hollow
Anna, TX 75409
8 Acres
X
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- 'BLUE RIDGE
Community feedback provided essential background to the needs
assessment completed with this plan update. A Level of Service was
established as part of this exercise based on two specific measures:
Population -based Assessment — provides a ratio of acreage to population
Pedestrian Shed -based Assessment — provides a geographic range of
where certain parks and/or open space may be needed, measured against a
standard quarter -mile radius for typical maximum pedestrian walk
A complete description of the needs assessment process is contained in
the Appendix.
STANDARDS AND PARK CLASSIFICATIONS
In order to provide adequate parks, recreation and open space facilities for
Anna residents, a set of accepted industry standards and criteria should
be followed. For purposes of this planning effort, the parks in the city were
categorized and classified based on park design concepts and standards
identified by the National Recreation and Park Association (NRPA). Park
classification types in Anna include:
■Classification,
Bryant Park
Undeveloped Park
5 Acres
Slater Creek Park
Community Park
77 Acres
Johnson Park
Neighborhood Park
3 Acres
Shirley Heritage Park
Special Use Park
1 Acre
Natural Springs Park
Community Park
29 Acres
Lakeview Park
Neighborhood Park
9 Acres
Greer Park
Undeveloped Park
25 Acres
Pecan Grove
Undeveloped Park
15 Acres
Creekside
Undeveloped Park
21 Acres
Oak Hollow
Undeveloped Park
8 Acres
Anna Developed: 119 Acres (7.1 per 1,000)
Anna Undeveloped: 74 Acres
Anna Total: 193 Acres (11.5 Acres per 1,000)
NRPA Typical Community: 9.9 Acres per 1,000
Thefollowing is a population -based assessment for each parktype, providing
a ratio of acreage to population, measured against NRPA standards and
like -sized communities.
Kimley>>> Horn
NEIGHBORHOOD PARKS
Neighborhood parks serve a variety of age groups within a limited area or
neighborhood. They range in size from 1 to 15 acres and generally serve
residents within a quarter- to half -mile radius. The neighborhood park typically
includes areas for active recreation activities such as field games, court
games, playgrounds, etc. Passive recreation activities may include walking,
viewing, sitting and picnicking. There are two parks of this type in Anna:
Johnson Park: 3 Acres
Lake View Park: 9 Acres
..A Recommended LOS
2020 Population Estimate
1.5 Acres for every 1,000 residents
16,721 (ESRI)
2020 Target LOS
25 Acres
2020 Provided LOS
12 Acres
2050 Population Projection
84,000
2050 Projected Target LOS
42 Acres
COMMUNITY PARKS
A community park is a large and much more versatile type of park developed
to serve the broader community. These parks can be oriented to provide
both active and passive recreational facilities for all ages. A community
park can serve several neighborhood areas and can usually be accessed
conveniently by automobile. A community park typically ranges in size from
approximately 25 to 300 acres. In Anna, there are two community parks:
Slayter Creek Park: 77 Acres
Natural Springs Park: 29 Acres
..A Recommended LOS111
2020 Population Estimate
residents
16,721 (ESRI)
2020 Target LOS
84 Acres
2020 Provided LOS
106 Acres
2050 Population Projection
84,000
2050 Projected Target LOS
420 Acres
ANNA 2050 COMPREHENSIVE PLAN
SPECIAL USE/LINEAR PARKS
Special Use Parks cover a broad range of specialized park and recreation
facilities, often with a single major use. Golf courses, historical sites,
community center sites, theme parks, water parks and other special use
facilities fall into this category. These parks also include neighborhood or
community park elements, but with amenities that have a regional appeal
to visitors from outside the boundaries of the city. Linear parks are usually
much longer than they are wide in terms of their configuration. Examples
include parks or trails within old railroad beds, utility corridors, floodplain
areas or excess or abandoned right-of-way.
Because special use parks vary by size and type from city to city, there is not a
specific recommended level of service. In Anna, there is one park of this type:
+ Sherley Heritage Park: 1 Acre
UNDEVELOPED PARKS
Undeveloped parks are tracts of land, typically City -owned, which could be
improved for park purposes. There are several of these tracts in Anna:
+
Bryant Park: 5 Acres
+
Greer Park: 25 Acres
+
Pecan Grove: 15 Acres
+
+
Creekside: 21 Acres
Oak Hollow: 8 Acres
Total: 74 Acres
PARKS "ON PAPER"
During the planning process associated with this plan, several developments
were in the planning stages and included future parkland dedication as
part of the project. These projects are being closely followed by staff and
integration of the parkland into the parks system is expected. At the time
of this report, specific amenities, acreages and the timing of improvements
is unknown. Conceptual plans and recommendations for these spaces are
detailed in the Parks Master Plan.
+ The Woods at Lindsey Place: 22 Acres (Future Park/Current Plat)
+ Villages of Hurricane Creek: 148 Acres (Future Park/Current Plat)
+ Anna Crossing: 28 Acres (Future Park/Current Plat)
ANNA 2050 COMPREHENSIVE PLAN
NATURAL/OPEN SPACE
These are natural areas, generally left undisturbed, but not necessarily
characterized as land preservations. No organized, active recreational uses
are typically accommodated in these areas; they are primarily intended for
passive recreational use.
SERVICE AREA MAP
The map on the following page illustrates the service areas for neighborhood
and community parks found within the Anna parks system. The service areas
indicated on the map are consistent with the guidelines established by NRPA.
Special use parks and facilities do not have defined service areas as they are
considered to offer amenities and services that appeal to the entire resident
population of the city. Open spaces also do not have defined services areas.
In some cases, the actual service area of any park may be larger if the
park includes amenities of regional appeal. Smaller service areas are also
possible where major roadways act as barriers to park access. The service
areas identified are as follows:
Neighborhood Park-1/4 mile (5-minute walk)
Community Park —Up to 3 miles
In park planning, a pedestrian shed is an area that is centered on a specific
destination, surrounded by a larger area, typically circular for planning
purposes, that represents separation from the central destination. A pedestrian
shed is measured in both distance and walking time. For purposes of this
plan, the distance is a quarter -mile and the walking time is five minutes. Areas
that fall outside of the pedestrian shed are considered undeserved areas
because residents that live there are more than a five-minute walk away from
a city park. For planning purposes, a circle is used to identify the pedestrian
shed, but it should be understood that physical barriers, both man-made and
natural, can alter the serviceability of a park space; it is not only a matter of
distance. Neighborhood design is a common factor that can either help or
hinder the accessibility of parkland. Connectivity to open spaces from Anna's
neighborhoods was highly requested in the citizen feedback.
Kimley>>> Horn
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10 Minute Walk
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BLUE RIDGE
GAPS IN SERVICE
The current offering of neighborhood parks is shown to have a gap of
approximately 13 acres when a ratio of 5 acres per 1,000 residents is applied.
This gap is present when comparing the standard to the acreage in developed
parks; however, the city has a surplus of undeveloped parkland, appropriately
sized to serve as neighborhood parks. These properties, currently functioning
as open space in the neighborhoods where they are located, should be
improved with typical neighborhood park amenities to truly serve Anna
neighbors with the minimal level of service amenities described in this report.
As the City looks to expand the park system and acquire ortransition properties
into parkland, it should also be remembered that even though an undeveloped
park is within a five-minute walk of a neighborhood, it cannot provide the same
level of service as a developed park. This should be taken into account as land
is being acquired for parkland purposes and slated for parks improvements.
Undeveloped parks do, however, provide a great opportunity for the City to
improve its service, either to the community or a particular neighborhood, with
the addition of the appropriate amenities. Further analysis and focus areas for
new development is located in the Parks and Recreation Master Plan.
TRAILS AND SIDEWALKS
Trails and sidewalks are important components of Anna's parks and
recreation system. They serve many functions relating to mobility,
connectivity, recreation, leisure, quality of life and wellness, all of which are
\\\vital to fulfilling the vision of the Anna community. In studying Anna's system
of trails and sidewalks, several factors are worth noting for the future:
+ Connections. Missing segments of trails that could improve
connectivity in the trail network should be installed, and trails to key
destinations in Anna and in adjacent cities should be provided.
+ Trail Master Plan. Alignments in a Trail Master Plan should be reevaluated
as some connectivity priorities may have changed since its adoption.
+ Trail Types. Although a hierarchy of trail surface options is desired,
there is an increased desire for soft -surface trails, off-street, multi -use
trails and even paddling trails.
+ Trail Amenities. A variety of trail amenities, such as mile markers,
parking, restrooms and directional signage should be provided, with
an increased emphasis on pedestrian -scaled lighting, restrooms and
security/safety enhancements, specifically.
+ Communication. Communication with users should be improved
through website maps and tools, social media presence and in park/
on -trail signage (including contact information for any management or
operational issues).
The Parks and Recreation Master Plan prioritizes four trail alignments for
consideration by the City in the near future to better serve the community:
Neighborhoods to Downtown
Slayter Creek Park to Natural Springs
Oak Hollow to Lakeview
Anna Crossing to Downtown
Each of these alignments is illustrated in the Master Plan.
ANNA RECREATION FACILITIES AND PROGRAMMING
Although the City does have recreational offerings currently offered by third
party organizations, there is not a formal City recreation program. A formal
recreation program would include, but not be limited to, diverse types and
sizes of recreation facilities, recreational programming and activities, staff
and special events. Anna does not currently have assets in all of these areas,
but this plan recommends building on the existing assets in order to create
a solid and recognizable recreation program.
As Anna continues to grow, it will be important to add and/or expand facilities
to meet the needs of the community. Phasing additions to the parks and
recreation system will be key to continued success for Anna.
Facilities
Two new facility groupings are recommended for the City of Anna in the
future —one type providing indoor programs and activities and the other
providing outdoor programs and activities. An indoor facility could provide
areas for children, adults and seniors, multi -purpose space, gymnasium
space and aquatics/an indoor pool. A desire for this type of facility was at
the top of the priority list based on community feedback. An outdoor sports
and events complex was also important based on the input received. The
community would like a facility that could accommodate one or more of the
following: sports fields, trails, aquatics and water play activities, playgrounds,
a skate park and/or festival/open space.
It is possible to combine some or all of the two facility groupings on the
same site, and land currently owned by the City should be considered as an
option. Although it would appear to be economical and efficient to group the
outdoor recreation elements in one area, if this is not possible due to physical
constraints (size, topography, flood hazards) or for other reasons, alternate
locations should also be evaluated. Each grouping should be explored and
planned for the best possible placement and design.
88 ANNA 2050 COMPREHENSIVE PLAN
Kimley>>> Horn
Programming
Recreation programming generally comes in four main forms: individual
sports/exercise, team sports, special events and artistic activities.
Recreation programming should not be confused with recreation facilities.
Recreation programming involves activities on or within recreation facilities
that are organized, coordinated, operated and/or sponsored by the City; it is
not simply about having a location for these activities.
Anna has the opportunity to provide a portfolio of recreation programming
that will meet the needs of the community. A core set of programming and
phased expansions could include exercise and fitness (indoor), special events
(detailed further below), gymnastics/tumbling/cheerleading, basketball and
court sports, aquatics and arts and crafts.
An essential component to building a strong recreation program is providing
dedicated parks and recreation staff to build and operate it. These needs are
addressed in the . Until additional indoor
or outdoor facilities are constructed, programming can be added to existing
facilities. Partnerships to provide additional competitive or tournament -level
sports in Anna should be pursued to bring more activity into the local system.
SPECIAL EVENTS
The City currently hosts several special events throughout the year. High -quality
special events are not only essential to a strong parks and recreation system,
they are also important for overall quality of life and for economic development.
Anna's special events showcase the community's warm and friendly hometown
spirit. As a potential sports and event complex is planned and designed, as
more parks amenities are provided and as dedicated parks and recreation staff
are added, new special events could be included in the set of existing events.
STAFFING
With the limited number of parks and recreation facilities currently in
Anna, the existing organization focuses primarily on parks maintenance;
there is very little staffing for needs such as recreation programming,
special events, parks planning or administration. As the number of parks
and recreation facilities increases and recreation programming begins to
develop, the staffing requirements for these additional functions, and for
parks maintenance to address new parks, must be reviewed. The idea of
a separate Parks and Recreation Department and a revised organizational
structure should be considered as well. The Parks and Recreation Master
Plan includes a detailed, step-by-step plan for this staffing increase and the
administrative structure, including an approach to phasing in the changes.
Kimley>>> Horn
The identification and emphasis on the Key Centers illustrated in the Future j
Land Use Plan (see Chapter 3) is a key plank in the community's overall /
strategy for targeting its investments to build upon important existing assets. /
As the city grows and development becomes more dispersed, these Key /
Centers will become focal points in the community. Placemaking strategies, /
including the manner in which parks and open spaces are provided, will be
critical to the success of each of the centers.
75 CENTER
The 75 Center is designed to serve and attract a regional audience with
Community Commercial, Regional Activity Center and other high -density
residential PlaceTypes (see Chapter 3 for additional information). The built
environment in this center should be supported by parks and recreation
amenities to benefit residents, visitors and customers as well as connections
to the surrounding community. Trails and linear parks can serve this purpose
in some areas, and it will be very important to incorporate a pedestrian -
scaled east -west crossing over US 75. This crossing can be incorporated
into an existing vehicular bridge, but should be comfortable for pedestrians
and should provide a clear separation from automobiles on the adjacent
roadway. This bridge could be designed as a gateway feature visible from the
main lanes of the highway. Further trail connections should be made to and
from this bridge to allow Anna neighbors to access not only the 75 Center,
but also both sides of the city. This center also provides opportunities for
retail -supportive open spaces and plazas that would invite visitors to spend
time outdoors after enjoying a restaurant or visiting a shop. ,
ANNA 2050 C
DOWNTOWN ANNA*
The Downtown area is the heart of Anna and has the potential to become the
place that all Anna neighbors call their own. It can include a combination of an
open space, a plaza and a series of well -designed streets and sidewalks that
connect various parts of the center together. The history of Downtown can be
celebrated through thoughtful design. Pedestrian -scaled connections from
the Downtown Core to Sherley Heritage Park can provide both a physical and
an emotional connection to the past. Pedestrian -scaled improvements should
be used to emphasize connections from the new City Hall Complex to the
Downtown Core. Downtown's central location also makes it a great location
for community amenities such as a community/recreation center, library or
an appropriately scaled sports complex and for special events and activities.
*Chapter 9 of this report is dedicated to the future vision for Downtown
Anna.
ANNA BUSINESS CENTER
Trail connections to the Anna Business Center will allow both neighbors
and employees to access this center in multiple ways. This center is an
important asset for the future of Anna, and it is important to pay attention to
the amenities provided and the environment created so that it will compete
well with employment centers elsewhere in the North Texas region.
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Kimley>>> Horn
The following Action Items were identified as the five highest priority tangible
steps that the City of Anna can implement in developing the new parks and
recreation system in Anna. Additional Action Items and recommendations
are presented in the Parks Master Plan as well as the implementation chapter
of this report.
Action 8.1. City -Owned Properties. Expand or enhance City -owned park
and recreation properties that have the potential to better serve
the surrounding residents or that could become a wellness and
enjoyment destination for the community at large.
Action 8.2. Property Acquisition. Acquire developable properties utilizing
the key service criteria.
Action 8.3. Open Space Standards. Incorporate standards, where
appropriate, to evaluate new private development proposals on
their efforts to provide outdoor open space with amenities and
community gathering places.
Action 8.4. Missing Segments. Complete missing trail segments and
locate sources for funding the construction of these sections
to improve network connectivity and provide links to key
destinations in Anna and adjacent cities.
Action 8.5. Feasibility Studies. Complete feasibility studies for each major
facility described in the Parks and Recreation Master Plan —
sports complex, recreation center, aquatic center; potentially
racket sports facility, concrete skate park, special use pad.
Kimley>))Horn
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14
A VIBRANT DOWNTOWN
A vibrant downtown isan important part ofathriving community. Itcontributes
to the city's image and vitality and is a reflection of its values and quality of
life. The downtown area in a city often includes buildings and other structures
and a street pattern that provide a historical connection to the original town
center and, in fact, to the roots of the community. Many Anna neighbors feel
the general character of the Downtown area should be preserved, where
appropriate, and that future development should complement and enhance
the existing Downtown assets.
In Anna, the potential for Downtown to become an important center for
living, doing business and gathering for community celebrations is so strong
that a separate Downtown Master Plan was completed in conjunction with
the Anna 2050 planning process. This master plan is described later in the
chapter. Please see the nna 2f Downtown Master Plan report for more
detailed information and recommendations.
A Vibrant Downtown:
Sustains high -quality employment
Impacts bond rating positively
Can be utilized as a recruitment tool for industry
Stimulates the economy
Addsjobs
Is an economic driver
Increases tourism
Is a good investment
ANNA 2050 COMPREHENSIVE PLAN
STUDY AREA
Anna is located in northern Collin County, along US 75, approximately 10
miles north of McKinney and 45 miles northeast of Dallas. Anna is currently
15 square miles in size, including the Downtown Study Area, which is
approximately 1.3 square miles. The entire planning area, including the ETJ,
is 61 square miles.
As shown in the diagram below, previous plans have defined Downtown as
the irregularly -shaped area bounded by Hackberry Lane on the north, South
Easton Street on the east, FM 455/East White Street on the south and Slayter
Creek on the west. The primary arterial roadways that bisect the Downtown
area are SH 5/Powell Parkway, which runs north to south, and FM 455/White
Street, which runs east to west. The DART railroad right-of-way runs north
to south through Downtown, parallel to Powell. Most of the historic part of
what this plan refers to as the Downtown Core is located along Fourth Street
adjacent to the railroad.
Early in the study process, community feedback, comprehensive research
and detailed analysis confirmed that the boundaries of the study area for this
plan should be expanded from the limits used in the 2015 Anna Downtown
Development Plan. The new boundaries capture several tracts of land
that have the greatest potential to impact and contribute to the core, both
geographically and economically, and to improve the district's long-term
viability as an interconnected and sustainable downtown. The delineation
of this area was informed by existing features and boundaries, community
feedback on housing types and commercial activities and considerations
for future development. For this Downtown plan, the boundaries of the study
area remain irregularly shaped, but have generally been extended to Slayter
Creek on the west, Rosamond Parkway on the north, Easton Street on the
east and Cunningham Boulevard on the south.
Kimley>>> Horn
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BRIEF HISTORY OF DOWNTOWN
The town of Anna was originally the location of a railroad stop on the Houston
& Texas Central Railroad (H&TC; later the Southern Pacific Railroad). The
stop was initially established circa 1872. There was not a community with
buildings or population, however, until more than a decade after the stop
was initially installed, but with the opening of a post office in 1883, the arrival
of about 20 residents, and the establishment of a school that same year in
the home of one of the residents, the town was born. Anna was most likely
named after the daughter of one of the H&TC railroad officials according
to research done by resident Chester A. Howell and described in his 1985
publication A Town Named Anna. The original buildings, all of them wooden
\\structures until 1904, were located on the west side of the railroad, backing
towards the tracks. The town was officially incorporated in 1913.
HENSIVE PLAN
Anna was an early 20th Century railroad town, and some of the remnants of
those times remain. There are several old one-story brick buildings with mixed
architectural styles along Fourth Street and a few other historic structures
throughout the area. The railroad remains a focal element of Downtown. It
is surrounded by Sherley Park, the Sherley & Bros. Hardware Store and the
Anna Train Depot. Vehicular access in the district is provided via a gridded
network of streets, but pedestrian improvements are very limited; most of
the roadways do not have sidewalks. There are several neighborhood parks
in the Downtown area, and there are opportunities to link these spaces
together as the city grows. On the northern and southern ends of the district
there is land that is undeveloped and of a different character than the more
traditional core; however, these undeveloped areas are in close proximity
to the Downtown Core and will contribute to the district by presenting the
potential for catalytic growth and investment.
This portion of the Anna 2050 Plan identifies specific policies crafted to make
Downtown a better place to live, do business, visit and enjoy. Based on a
study of physical and market conditions and a robust community engagement
process, this plan is intended to be responsive to the community's needs.
It is a policy document designed to target public investment and leverage
public sector initiatives. Strategic Policies of the plan include:
Policy 1. The City of Anna and the CDC/EDC should make the identified
Catalyst Areas the highest priority for public focus and investment
for landowner/private developer partnerships in order to spur
development, economic growth and reinvestment in Downtown.
Policy 2. The CDC/EDC should continue to market, promote and incentivize
Downtown as a top -priority location for locally -owned small
businesses and restaurants, as well as for the services that support
entrepreneurial businesses and nearby residents.
Policy 3. The City of Anna, in partnership with other Downtown stakeholders,
should establish a Downtown entity to ensure the continued
success of programming efforts and to market and promote it as a
center for locally -owned businesses.
Policy 4. The City of Anna should encourage development of and prioritize
community gathering spaces, with major public spaces located in
the Identity Points identified on the maps within this plan.
Policy 5. The City of Anna should secure funding and prioritize the design
and construction of multimodal facilities in the public realm
Kimley>>> Horn
according to the street types established in this plan, including
streets with sidewalks and trails, to encourage walkability and
connectivity throughout the district and to nearby neighborhoods
and destinations.
Policy 6. The City of Anna should use its regulatory powers, guidelines
and incentives to remove regulatory barriers to provide for a more
diverse range of uses and housing choices for the community,
achieve the desired character of the area, create housing that
allows residents to age in place and improve market adaptability.
Policy 7. The City of Anna should continue to invest in Downtown through
the construction and maintenance of parks, trails and paths to
ensure outdoor activities and natural areas are targeted as assets
for the community, and should use parkland dedication or fees
to ensure that parks, trails and paths are provided as part of new
development, redevelopment and adaptive reuse projects.
Policy 8. The Anna Historical Society should continue to work closely
with the City to ensure that historical assets and the character of
Downtown is preserved and celebrated.
Policy 9. The City of Anna should utilize the Municipal Campus site to
develop an outdoor public plaza and gathering space that knits
together the pedestrian infrastructure along its perimeter and
throughout Downtown, creating an attractive and active pedestrian
environment for daily activities, community events and festivals.
Policy 10. The City of Anna should use branding and high -quality
improvements in the public realm to transform Downtown into a
unique and identifiable place in Anna.
Policy 11. The City of Anna, CDC and EDC should reinforce the Downtown
as a mixed -use environment, with the character and development
intensity described in this plan, to accommodate a diversity of
uses and building types and provide economic stability and a
diverse tax base.
Kimley>))Horn
Framework Plan
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ANNA 2050 COMPREHENSIVE PLAN
\VISION STATEMENT
In the early days of settlement, the Anna Train Station was the central
place for trading goods, hearing the latest news, celebrating events and
connecting with friends and family. During the late 20th Century, much of
Anna's attention shifted to new neighborhoods and shopping centers, but
Downtown places like Spurlock's Malt Shop carried on the tradition of unique
local gathering places. As Anna looks to the future, it is focusing once again
on the original Downtown area.
Downtown Anna's future expands the traditional role of the Anna Train
Station, creating a larger area where Anna neighbors find local goods and
services, enjoy gathering in diverse indoor and outdoor spaces, and come
together to celebrate and strengthen the unique character of the Anna
community.
CHARACTER FRAMEWORK/FOCUS AREAS
During the planning process, two distinct character areas were identified
within the overall Downtown —the Downtown Core and the Downtown
Neighborhood. These two sub -areas are reflected in the Downtown Map on
the next page. The boundaries of these areas reflect differences in the key
attributes in each one and the feedback from the community as to potential
housing types and commercial uses. Stakeholders recognized that the
Downtown Core is distinctive from the remainder of the study area, but that
the Downtown Neighborhood also contributes to a better overall district.
Downtown Master Plan Themes
The Downtown Master Plan is a separate document containing a more
comprehensive strategy for the future of Downtown; it was completed as
part of this effort. Strategizing for the Downtown Master Plan update started
early in the Anna 2050 planning process. Securing input from Anna neighbors
and Downtown stakeholders was a priority. By combining the Downtown
engagement activities with the overall Anna 2050 Comprehensive Plan
process, the planning team was able to provide a wide range of interactive
opportunities for the community, including the key Downtown stakeholders
(property and business owners, developers and community leaders) who
will play an important part in any revitalization effort.
Throughout the development of both plans, the planning team employed
an ongoing engagement process that allowed the community to define
problems, brainstorm ideas, respond to design concepts and create
solutions and strategies to fashion a vision that is unique to Downtown Anna.
Stakeholder interviews, a charrette, an online survey and two stakeholder
workshops all informed the final plan. From this effort the theme of the
Downtown emerged as follows:
Downtown Core
The Downtown Core is envisioned to be the heart of the community. There
are possibilities for outdoor recreation and entertainment, local boutiques
and shops and restaurants that spill out onto the sidewalk. This portion
of the district is bounded by Powell Street/FM 455 on the south, Slayter
Creek on the west, Hackberry Lane on the north and Easton Street and East
Hackberry Lane generally on the east.
At the center of Downtown lies a historic gridded street network with a
collection of modest buildings and structures that speak to Anna's heritage
as an early 20th Century railroad town. Included in its collection of important
structures and places, both old and new, are the Municipal Campus, the
Train Depot building, Sherley Heritage Park, the water tower and the First
Christian Church of Anna.
The Downtown Core is intended to become the community's major
gathering space and a place where special events and activities are held.
As an example, the new Municipal Campus, adjacent to Fifth Street and
Powell Parkway, has been designed with a public open space and provides
an opportunity to connect to other parts of the district to help make it the
center of civic life. As this area becomes more active, it will be essential to
plan for event management for the programming and maintenance of the
space in order to make it a successful location.
98 ANNA 2050 COMPREHENSIVE PLAN
Kimley>>> Horn
Downtown Neighborhood Area
The area that surrounds the Downtown Core —the Downtown Neighborhood —
is characterized by a different development pattern, with larger block sizes
containing single-family residences and undeveloped land. This area is
critical since it surrounds and feeds into the Core and provides the largest
catalytic sites for Downtown development. The Downtown Neighborhood,
with its Mixed Use and Urban Living PlaceTypes, is intended to provide a
transition from the Downtown Core to the rest of the community.
The Downtown Neighborhood includes several key elements that are
important to the district. On the north, Anna Elementary School and Slayter
Creek Park are well -used public facilities that draw people to Downtown
and provide linkages to the community through the Slayter Creek pedestrian
trails and the open space along the creek. Slayter Creek provides an
opportunity to create linkages along the western boundary and throughout
the Downtown Core. Geer Park and Johnson Park on the east are currently
undeveloped but are planned as neighborhood parks. It will be important to
create linkages between these facilities and new development so that they
can serve as an enhanced amenity for the area. In addition, there are key
gateway areas along SH 5 in the Downtown Neighborhood at the northern
and southern entrances to the district. Once developed, the Downtown
Neighborhood will establish new linkages to the surrounding community to
facilitate a healthy multimodal network, open space and trail connectivity,
improved walkability and enhanced connections to the Downtown Core.
Framework Plan - Neighborhood District
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ANNA 2050 COMPREHENSIVE PLAN
\ DOWNTOWN FRAMEWORK/CHARACTER AREAS
\Throughout the formulation of the Downtown effort, research and analysis was
conducted that informed the Strategic Direction of the plan. The Downtown
\Framework and Illustrative Plan below compile that information into a single map.
\\Within the Downtown Core and Downtown Neighborhood, five distinctive
Character Area classifications have been developed in order to distinguish
\\and define the diverse development pattern that exists in varied locations
and to understand the opportunities that they provide. These areas are
designated as Retail Center, Catalyst Areas, Adaptive Reuse/Infill, Intown
\Residential, and Transitional Development. Because each area is unique
and contributes to the makeup of Downtown in different ways, a wide range
\\of development, housing, office, retail and recreational amenities can be
combined to achieve the vision of a diverse and vibrant Downtown. A more
\ comprehensive analysis of each Character Area can be found in the Anna p Y
2050-.FUVV I I LVVV I 1 1. eia,. described below.
DOWNTOWN MASTER PLAN
The Downtown Master Plan was developed through a parallel process
with the Anna 2050 Comprehensive Plan and is a stand-alone document on
which this chapter is based. It describes and details a more comprehensive
study of character areas, mobility, historic resources, parks, trails and opens
space and provides further recommendations as it relates to the Downtown
Core study area, placemaking and implementation strategies.
The provides a detailed outline that will enable
the City to fulfill its hopes and aspirations for this very unique part of the
community. The City can utilize the Implementation Matrix to ensure that the
recommended short-term, mid-term and long-term Actions are completed
and its goals are met. With continued adherence to the recommendations
and implementation strategies outlined in the plan, ongoing community
support and strong, visionary leadership, the community will be able to
achieve its overall vision for a vibrant and sustainable Downtown Anna.
IMPLEMENTATION
Success in implementing this vision for Downtown Anna in 2050 will require
a continued coordination with Downtown property owners, organizations,
operators and developers. It will also require an adequate allocation of staff
and financial resources to ready the Downtown environment for private
sector investment and prioritization of Downtown Anna as a resource that
receives continued attention. As the Downtown grows and evolves, it will
\Nx", N be essential to revisit the plan periodically —at least every five years —and
X\ update it as needed so that it remains relevant and serves as an instructive
tool for managing and capitalizing on the opportunities created and to ensure
the future for Downtown that the community wants to achieve.
The following is a list of the highest priority Action Items for achieving the
community's vision of a vital and substainable Downtown. For a full list of all
action items, please reference the Downtown Master Plan.
Action 9.1. Zoning Alignment. Carry out a City -initiated rezoning of all or
portions of the Downtown Core, using techniques such as a
Form Based Code, Planned Development ordinance or zoning
overlay to codify the community's vision and align zoning in the
Downtown area with the Anna 2050 Future Land Use Plan and
the Downtown Master Plan.
Action 9.5. Downtown Street Types. Implement the new Downtown Street
Types and proactively redevelop roadways that are critical to
optimizing reinvestment in the Downtown Core.
Action 9.8. Downtown Parking. Conduct a study and develop a strategy
for providing public parking to serve future development in the
Downtown area, which could include on -street parking, various
temporary solutions and one or more public parking lots or
centralized parking facilities to be constructed as development
occurs.
Action 9.13. Programming Space. Enhance the Downtown street network
and open spaces to accommodate more programming
opportunities.
Action 9.19. Sidewalk and Trail Connectivity. Identify, prioritize and
implement sidewalk and trail projects that knit together and
enhance the Downtown Core and provide safe routes for
pedestrians from the neighborhoods surrounding Downtown
to Anna Middle School and to Downtown restaurants, shops,
open spaces, civic and institutional places and other important
destinations.
Action 9.24. Incentives. Create and promote an incentivized process/
program for Downtown development, which may include tax
incentives, rebates, a public improvement district, cash grants,
tax increment funding, TIRZ, and other performance -based or
value -capture programs.
Action 9.35. Public Investment in Downtown. Develop a program and
a strategy for funding construction of the highest priority
improvements to Downtown infrastructure and the public realm
in order to attract new businesses and residents, promote
revitalization and restoration and develop a unique character
and identity for the Downtown district..
100 ANNA 2050 COMPREHENSIVE PLAN
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Kimley>>> Horn
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0
\The vision in the Anna 2050 Comprehensive Plan reflects the desires and
aspirations for the future of the community from the perspective of many
different stakeholders. The Plan:
Addresses a variety of basic issues and requirements —land use,
economic development, housing, mobility, parks and open space and
others —that will affect the community's ability to plan for and achieve
that vision
Informs capital improvements planning, because the character of
development —land use type and development density —is important
in determining how, where and when to invest city resources in costly
infrastructure
Provides a basis for the review of zoning and development applications
for consistency with the way the community envisions the future
Helps identify changes in existing development regulations, such as
zoning and subdivision ordinances, that are necessary to support the
\ 11. The Implementation Strategy will be used as a plan of action for achieving
the community's vision for the future.
\ 12. The Implementation Strategy will be a reference for City officials in the
making of decisions affecting physical development within Anna.
13. The City Council's annual City of Anna Strategic Plan will conform to the
Anna 2050 Comprehensive Plan.
14. The Implementation Strategy will be a tool for capital projects planning.
15. City departments will be encouraged to use the Anna 2050 Plan and the
Implementation Strategy as input for planning and budgeting.
16. City Staff will routinely track progress on plan implementation and report
regularly to the City Council.
102 ANNA 2050 COMPREHENSIVE PLAN
The Vision Statement and Guiding Principles were developed early in the
planning process and set the direction and tone for the remainder of the
project. The Vision Statement for the Anna 2050 Plan is:
Based on heritage and built on innovation, by 2050 Anna is a diverse and
vibrant community, balancing big -city assets with a hometown character,
where neighbors of all ages, races and abilities enjoy a premier community
with the homes, jobs and community amenities they need to thrive.
A set of Guiding Principles provided a foundation for the remainder of the plan
and will continue to serve as a reference for City leaders as they deliberate
on policies, programs, capital investments and development applications
(see Chapter 2, Strategic Direction). These principles also tie together the
interrelated elements represented in the chapters of this document, which
address a variety of topics related to the physical development of the
community —the development of land and buildings and the infrastructure to
support it as well as the use of the city's natural areas.
Fulfilling the community's vision for the future will depend upon more than
simply adopting a plan. There must also be a clearly articulated strategy for
implementation. This strategy must be translated into a coordinated and
comprehensive approach that includes not only the list of specific tasks or
actions to be taken, but a recognition of the amount of time and resources
needed, an indication of the parties that will be involved in getting the job
done and a system for monitoring and adjusting the plan as needed over time.
CITY'S ROLE
The City will play a major role in executing the Anna 2050 Plan. In the
beginning, the City will need to take the lead in informing the community of
the outcome of the planning process. At all stages of plan implementation
the City will be responsible for prioritizing actions, developing a work
plan, allocating staff resources, identifying and obtaining funding (which
may require voter approval of bond programs in the case of major capital
improvements), coordinating with partner agencies and organizations and
monitoring progress.
Kimley>>> Horn
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PARTNERS
The City will need to collaborate with a variety of other individuals, agencies
and organizations from both the public sector and private sector to achieve
the community's 2050 vision. These individuals, agencies and organizations
include:
Governmental/Quasi-Governmental Agencies
Governmental and quasi -governmental agencies are very important to a
community's ability to accomplish its goals. They control funding, provide
educational resources and perform economic development functions.
These agencies include:
Collin County
North Texas Council of Governments (NCTCOG)
State of Texas, including the Texas Department of Transportation, Texas
Parks and Wildlife Department, Texas Commission on Environmental
Quality and others
Federal government, including the Department of Transportation,
Environmental Protection Agency, Department of Commerce
and others
Independent School Districts (ISDs), including the Anna ISD, Blue Ridge
ISD and potentially others if property within the ETJ is annexed
Anna Economic Development Corporation/Community Development
Corporation (EDC/CDC)
Private Sector Entities
Private sector entities are critical in the delivery of goods and services to
the community and to the creation of jobs. They increase the local tax base
by making investments in their businesses, and they can play a key role
in attracting other business to the community. They also control land and
capital that will be required for new development and improvements to
existing properties. Among these private sector partners are:
+ Businesses and business owners
+ Landowners/Property owners
+ Real estate developers and brokers
+ Financial institutions
Non-profit Organizations and Civic/Community Associations
Non-profit agencies and organizations often fill gaps that the local
government cannot address as easily because of its many and diverse
priorities and due to funding limitations. Often they focus on a specific j
aspect of community life (such as business or charitable support) or an area /
of special interest (such as recreation or the arts). Their members contribute /
time and talent to issues important to them. Homeowners associations and /
similar neighborhood groups can be articular) effective partners for the /
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City in communicating with the broader community and keeping an eye out /
for potential problems before the become bigger issues. The commitment /
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and passion of these groups also makes them enthusiastic cheerleaders for /
the community. Examples of these organizations include: /
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Greater Anna Chamber of Commerce /
Anna Area Historical Preservation Society /
Faith -based organizations /
Arts and cultural organizations
/
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Athletic leagues /
+ Civic groups /
Anna Neighbors /
The ongoing involvement of Anna neighbors will be important to the /
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fulfillment of the community's 2050 vision. These individuals, their families /
and friends bu maintain and invest in their homes and neighborhoods and /
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support their schools. They volunteer to serve on boards and commissions, /
take art in community events and become involved in arts cultural and /
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recreational groups. They can organize and educate themselves and provide /
critical support for issues and initiatives that affect them and contribute to /
the success of the community.
MONITORING AND UPDATING THE PLAN
Progress towards plan implementation should be monitored by City Staff on
an ongoing basis to ensure that there is movement in a positive direction, that
momentum is maintained and that adjustments are made to the plan as needed.
The City should review the Implementation Plan and the relevant regulations and
work programs regularly to ensure that policies, funding and staff resources are
being allocated appropriately to fulfill the community's vision. The City Council
should be briefed at least annually on the findings of this review.
It is important to remember that no plan, regardless of how thorough, can
anticipate every possible situation that may occur after adoption. For this
reason, the community should revisit the plan periodically —perhaps every five
years or so —to determine whether it needs to be updated to reflect conditions
as they change, community values as they evolve or an unexpected opportunity
that is presented.
Kimley>>> Horn
ANNA 2050 COMPREHENSIVE PLAN 103
\ APPLICATIONS INCONSISTENT WITH THE PLAN
A zoning request that conflicts with the plan but deserves consideration
\\does not have to be denied just because of this inconsistency. If the Planning
and Zoning Commission and the City Council feel that the zoning application
\would provide a significant public benefit, it can be approved; however, in
\ p g p pp
\\order for the City to protect itself and its interests, the Council may want to
make the reasons for the approval a art of the public record. Preferably,
pp p p Y,
\ this type of situation would not be a regular occurrence, but as has been
\\ alluded to information is neverperfect, communities are not static and
\
\\market opportunities come and go, so the future cannot be predicted with
100% certaint • however, if applications like this are received and approved
y, pp pp
\ fairly often, this may suggest that a plan update or a change in zoning or
\ other types of regulations is in order.
STAFFING
As the city of Anna continues to grow, it will likely be necessary to hire and
assign staff specifically to addressing comprehensive planning functions —
tracking progress, monitoring codes and ordinances, reviewing applications
for plan conformance, etc. In the beginning, a single planner may be able
to perform these duties, but as development activity increases over time,
creating a separate comprehensive planning division may become a more
annrnnriata ctnffinn ctrn anv
Successful implementation of the Anna 2050 Comprehensive Plan will
require all of the following:
Committed City leadership
Support from the community
Cooperation and communication between the City of Anna and its
stakeholders —other governmental/quasi-governmental agencies,
private sector partners, non-profit and civic/community groups and
Anna neighbors
The coordination of projects with public and private sector partners,
particularly projects related to investments in infrastructure
The elimination of obstacles to achieving the vision, such as ordinances,
standards or processes that are contrary to plan implementation
The City of Anna will depend on the cooperation and resources of partner
agencies, which can be instrumental in providing the infrastructure necessary
to support new development, and private sector developers and property
owners, who hold the land and capital needed to carry out the plan.
City Staff will have the responsibility for monitoring progress on the
2050 Plan. The Implementation Matrix was developed as a tool for both
staff and elected officials (Appendix 10.A). It represents a plan for the steps
required for implementation. It is organized around a set of plan strategies and
includes a supporting set of Action Items for each strategy, plus information
as to the type, applicability and timing of each one, whether assistance from
any outside entity will be required and how costly each one will be.
The most important part of the Implementation Strategy is a set of Action
Items. These Action Items function like a to-do list for the many parties that
will play a part in implementing the plan. Terms and concepts important to
understanding the matrix are defined below.
+ Action Item. An Action Item is a specific task that needs to be
completed to achieve the goals of the plan.
Each Action Item in the matrix is further described by a set of characteristics
that define what kind of action it is and where and when the action is likely
to be applied. A brief explanation of this concept and each of the categories
is as follows:
+ Type of Action. This column indicates one of several categories that
describes the nature of the Action Items. This type of categorization
could allow those responsible for implementing the Anna 2050
Plan to assemble similar or related items together for more efficient
implementation or to ensure that steps that must be completed before
a specific Action Item can be accomplished are programmed in the
right order. Each Type of Action category is described below.
Capital Investments. The repair and construction of major public
facilities and utilities represent long-term investments in the
community and should be coordinated with the Future Land Use
portion of the Anna 2050 Plan in order to make the best use of the
resources required to complete them, including public funds. These
projects must be designed to serve both the short-term needs of
residents and businesses and to accommodate future growth.
Actions of this type include both the acquisition of the necessary
land and the construction of the physical assets.
104 ANNA 2050 COMPREHENSIVE PLAN
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Kimley>>> Horn
» Education and Engagement. Anna's neighbors, businesses,
non -profits and agency and institutional partners will all need to
understand the impacts of adopting the new Anna 2050 Plan in
order to see the community in a new way. Engagement with these
parties will be important, not only in the days immediately following
adoption of the plan, but also as time goes by. This ongoing process
will draw upon the energy, ideas and enthusiasm of these same
parties. All means of education and engagement should be used to
reach them.
» Financial Incentives. Financial incentives can be an important
tool in the attraction of desirable development. Fee reductions or
waivers, quicker processing of plans and permits, tax abatements
and infrastructure investments are all options the City can use to
attract the type of development the community envisions.
» Organizational/Operational Changes. Among the
recommendations in a comprehensive plan may be staff additions/
changes or modifications to city or department procedures. These
organizational or operational changes can be an important part of
successful plan implementation.
» Partnerships. At any given time, a city has a list of programs and
projects they would like to implement. Often, the cooperation of
other parties and agencies is necessary in the form of joint planning,
coordination, the provision of land orfunding, construction of physical
assets, project management, etc. Collaborative partnerships with
outside entities can give programs and projects a better and more
timely chance of success.
» Regulations and Guidelines. Public and private construction and
development projects are typically governed by a set of regulations,
particularly the zoning and subdivision ordinances, aimed at
protecting community health, safety and welfare. The application of
these ordinances is important to creating and maintaining a desirable
community. In some instances and locations, a set of guidelines may
apply as a means of preserving existing assets or creating a unique
place or environment. Guidelines are strong recommendations, not
requirements, but they should be observed unless there is a valid
reason. If a city finds that existing regulations and/or guidelines
prevent the implementation of important aspects of a comprehensive
plan, there may be a need to create, refine, amend or repeal them.
Many cities do not have the staff resources to devote to the rewriting
of codes and the creation of guidelines. In these cases, they often
engage consultants to assist with this process.
Studies. Public projects can be both complicated and costly to
execute, so to be certain that public funds are used in the most
responsible and effective way, the study of a topic or project may be
necessary. These studies often require the use of outside expertise.
+ Key Center/Citywide. Not all Action Items will be relevant to all projects
and locations, so it is important to understand where each one will
apply. The matrix includes a column that denotes whether each Action
Item is most applicable to one or more of the Key Centers identified
in the Future Land Use Plan or whether it applies to multiple locations
across the city.
+ Timing. This characteristic indicates the general time frame for initiating
an action, defined here relative to the date of adoption of the Anna
2050 Plan.
Short-term
0-5 years
Mid-term
6-10 years
Long-term
More than 10 years
Ongoing
Underway, in process or occuring/will occur on a
continuing basis
+ Responsible Parties. These are the individuals or organizations
responsible for completing an Action Item. Depending on the Action
Item, one entity may bear the full responsibility or that organization
may take the lead with support from other individuals, agencies or
organizations.
+ Relative Public Sector Cost. This is a general indication of the City's
level of financial responsibility for completing an item, ranging from $
(relatively low cost) to $$$$ (approximate cost in excess of $1 million).
$
Up to $150,000
j
$$
$150,000 to $500,000
$$$
$500,000 to $1 million
$$$$
More than $1 million
Kimley>>> Horn
ANNA 2050 COMPREHENSIVE PLAN
Below is a list of specific Action Items that should be undertaken in order to
implement the Anna 2050 Plan.
Action 10.1. Staff Resources. Identify City of Anna Staff who will be most
involved in implementing the Anna 2050 high priority actions
and inform them of the Guiding Principles, Policies, Action
Items and how to use the plan in their daily operations.
Action 10.2. Department Use. Encourage City departments to refer to
the Implementation Matrix in the preparation of their annual
budgets and work plans.
Action 10.3. Review/Revise Regulations. Review the zoning ordinance,
subdivision ordinance and other pertinent regulations and
guidelines, as well as other plans —utility master plans,
Capital Improvements Plans, the plans of partner agencies,
etc. —for conformance with Anna 2050 and revise, rewrite or
adapt as necessary.
Action 10.4. Consistency Review. Evaluate an application's conformance
with the Anna 2050 Plan in the review of zoning requests and
other development proposals using a checklist and/or section
of each staff report to provide the conclusion of the evaluation.
Action 10.5. Communicate Progress. Inform Anna neighbors, partners
and other stakeholders about steps taken and steps to come
in the implementation of the Anna 2050 Plan.
Action 10.6. Progress Tracking and Annual Report. Monitor progress
on plan implementation in a continuous and ongoing way, and
present a report on the status of plan implementation to the
City Council and other pertinent boards and commissions on
at least an annual basis.
Action 10.7. Comprehensive Plan n i ng Staff. Create and staff aCom prehen sive
Planning section within the Planning & Development Department
responsible for long-range planning issues and other related
duties, including tracking progress on plan implementation,
monitoring and managing necessary updates to codes and
ordinances, reviewing zoning and development proposals for
consistency with the plan, managing amendments to the plan to
reflect new priorities and opportunities and preparing an annual
report on the status of implementation.
A city cannot undertake all its planned Action Items at one time for a number
of reasons. Some will require extensive planning and may need to be
coordinated with other Action Items or even other projects not included in
the Plan. Others may require financial or staff resources that are
not currently available. The full list of Action Items identified throughout this
planning process, organized by Plan Strategy, is included in Appendix 10.A.
Below are the Action Items selected from the full list as having the highest
priority in terms of implementation. These Action Items were chosen based
on input from the CPATF, the responses in the online community survey and
the expertise of City Staff and the consultant team. They are not prioritized
within the list, but represent the broad range of Action Items the City should
begin to work on as soon as is feasible in order to make the best use of
the time, resources and partnerships available and to build on existing
community support developed through the Anna 2050 planning process.
3. FUTURE LAND USE
Action 3.1. Comprehensive Plan Checklist. Develop a Comprehensive Plan
checklist to be used as a tool for determining the consistency of
development proposals and zoning applications with the Anna
2050 principles and policies and to assist City Staff in making
recommendations to P&Z and Council.
Action 3.3. Fiscal Impact Analysis. Establish and utilize a fiscal impact
analysis process for major new development and redevelopment
so decision -makers can consider the costs and benefits to the
City and the community when they make determinations on
proposed projects.
Action 3.5. Code Overhaul. Rewrite the City's development -related
ordinances to align them with the vision expressed in this
comprehensive plan and to accommodate the Future Land Use
Plan.
Action 3.6. Proactive Rezoning. Conduct City -initiated rezoning of
areas where such rezoning will remove an important barrier to
development or revitalization.
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106 ANNA 2050 COMPREHENSIVE PLAN
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4. ECONOMIC DEVELOPMENT
Action 4.1. Quality and Innovation. Support high -quality and innovative
economic development projects to advance economic
development goals, providing adequate resources for the
economic development, coordinating economic oriented
projects with the EDC and providing supportive policies and
regulations to advance favorable projects.
Action 4.3. Fiscal Alignment. Perform a fiscal analysis of the City's long-
term infrastructure investments to ensure future developments
are supported and fiscally responsible.
Action 4.4. Targeted Investment. Place greater emphasis on the four Key
Centers, aligning resources, policies and investments with these
targeted investment areas.
Action 4.7. Branding Policy. Develop and maintain a branding policy to
ensure a singular and unified brand is communicated across all
departments and is represented on future internal and external
assets.
Action 4.10. Aesthetic Values and Strategy. Develop a plan to identify the
City's aesthetic values and to activate a strategy with the goal
of becoming a unique, progressive and sustainable city.
5. HOUSING
Action 5.1. Housing Study. Conduct a housing assessment to determine
the types of housing products that Anna can support and the
policies and actions that can improve the health and vitality of
Anna's housing stock.
Action 5.2. Database of Sites. Identify and maintain a database of sites
with available infrastructure suitable for residential development
based upon the adopted Future Land Use Plan.
Action 5.3. Development Flexibility. Revise the zoning ordinance and other
related regulations to accommodate innovative and flexible land
development techniques that permit a variety of lot sizes and
housing types and promote context -sensitive development.
Action 5.5. Evaluation Criteria. Create evaluation criteria for neighborhood
and housing quality through surveys that measure capital
improvements (CIP) spending, residential sales and values,
crime occurrences, code -related cases and actions, rental
concentrations and other factors.
Kimley>))Horn
6. MOBILITY
Action 6.2. Design Standards. Adopt flexible design standards that
complement the City's future PlaceTypes.
Action 6.3. Capital Improvements Plan. Develop a Capital Improvements
Plan (CIP) that reflects the roadway alignments and cross
sections presented in this plan, including multimodal facilities.
Action 6.4. Pavement Maintenance. Prioritize pavement maintenance
projects on major roads and roads with multimodal facilities.
Action 6.8. Railroad Crossings. Perform an analysis of existing railroad
crossings to enhance safety and consider the potential
implementation needed for quiet zones.
Action 6.9. Sidewalks. Prioritize the closing of sidewalk gaps along major
roads to establish a connected pedestrian network.
Action 6.10. Veloweb. Prioritize the construction of trail projects that
are identified in, or complement, the NCTCOG Regional
Veloweb network.
7. PLACEMAKING
Action 7.1. Neighborhood Design Guidelines. Develop or update design
guidelines that support Placemaking in key PlaceType areas and
the use of natural areas and resources in the design of Anna
neighborhoods and amenities.
Action 7.2. Employment Center Design Guidelines. Create design guidelines
that ensure that employment centers are developed with the
character that attracts highly -skilled, high -income workers.
Action 7.3. Gateway Image Study. Conduct a Gateway Image Study to
determine the appropriate characteristics for the development
and amenities at the major entrances to Anna.
Action 7.4. Historic Preservation Plan. Develop a Historic Preservation
Plan for Anna to identify those buildings and neighborhoods that
should receive local protection and state and national recognition.
Action 7.5. Historic Preservation. Establish a partnership among private
interests to support historic preservation in Anna.
Action 7.6. Placemaking and Wayfinding Strategy. Develop a Placemaking
and Wayfinding Strategythat uses City branding to welcome visitors,
identify historic landmarks and gateways and link together existing
character areas through the use of a combination of environmental
graphics, print materials and web -based information.
ANNA 2050 COMPREHENSIVE PLAN
7
Action 7.7. Performing Arts. Identify opportunities to host performing arts
events in publicly owned spaces, including parks, streets rights -
of -way and public buildings.
8. PARKS, RECREATION AND OPEN SPACE
Action 8.1 City -Owned Properties. Expand or enhance City -owned park
and recreation properties that have the potential to better serve
the surrounding residents or that could become a wellness and
enjoyment destination for the community at large.
Action 8.2 Property Acquisition. Acquire developable properties utilizing
the key service criteria.
Action 8.3. Open Space Standards. Consider incorporating standards,
where appropriate, to evaluate new private development
proposals on their efforts to provide outdoor open space with
amenities and community gathering places.
Action 8.7. Trail Opportunities. Explore additional areas for trails through
wooded and riparian corridor areas.
Action 8.10 New Connections. Install additional trail and sidewalk
connections utilizing the Capital Improvements Program and
grants funding when available; priorities recommended in the
Parks and Recreation Master Plan include Neighborhoods to
Downtown, Slayter Creek Park to Natural Springs, Oak Hollow
to Lakeview and Anna Crossing to Downtown.
Action 8.19. Priorities. Establish priorities for citywide facility development.
Action 8.22 Incentives. Establish development incentives for the
construction of new recreation facilities.
9. DOWNTOWN
Action 9.1. Zoning Alignment. Carry out a City -initiated rezoning of all or
portions of the Downtown Core, using techniques such as a
Form Based Code, Planned Development ordinance or zoning
overlay to codify the community's vision and align zoning in the
Downtown area with the Anna 2050 Future Land Use Plan and
the Downtown Master Plan.
Action 9.5. Downtown Street Types. Implement the new Downtown Street
Types and proactively redevelop roadways that are critical to
optimizing reinvestment in the Downtown Core.
108 ANNA 2050 COMPREHENSIVE PLAN
Action 9.8. Downtown Parking. Conduct a study and develop a
strategy for providing public parking to serve future development
in the Downtown area, which could include on -street parking,
various temporary solutions and one or more public parking
lots or centralized parking facilities to be constructed as
development occurs.
Action 9.13. Programming Space. Enhance the Downtown street network and
open spaces to accommodate more programming opportunities.
Action 9.19. Sidewalk and Trail Connectivity. Identify and prioritize
sidewalk and trail projects that knit the Downtown Core
together and provide safe routes for pedestrians from the
neighborhoods surrounding Downtown to Anna Middle School
and to Downtown restaurants, shops, open spaces, civic and
institutional places.
Action 9.25. Incentives. Create and promote an incentivized process/
program for Downtown development, which may include tax
incentives, rebates, a public improvement district, cash grants,
tax increment funding and other performance -based or value -
capture programs.
Action 9.36. Public Investment in Downtown. Develop a program and
a strategy for funding construction of the highest priority
improvements to Downtown infrastructure and the public realm
in order to attract new businesses and residents, promote
revitalization and restoration and develop a unique character
and identity for the Downtown district.
10. IMPLEMENTATION
Action 10.3. Review/Revise Regulations. Review the zoning ordinance,
subdivision ordinance and other pertinent regulations and
guidelines, as well as other plans —utility master plans,
Capital Improvements Plans, the plans of partner agencies,
etc. —for conformance with Anna 2050 and revise, rewrite or
adapt as necessary.
Action 10.4. Consistency Review. Evaluate an application's conformance
with the Anna 2050 Plan in the review of zoning requests and
other development proposals using a checklist and/or section
of each staff report to provide the conclusion of the evaluation.
Action 10.5. Communicate Progress. Inform Anna neighbors, partners
and other stakeholders about steps taken and steps to come
in the implementation of the Anna 2050 Plan.
Kimley>>> Horn
Action 10.6. Progress Tracking and Annual Report. Monitor progress
on plan implementation in a continuous and ongoing way, and
present a report on the status of plan implementation to the
City Council and other pertinent boards and commissions on
at least an annual basis.
Action 10.7. Comprehensive Plan n i ng Staff. Create and staff aCom prehen sive
Planning section within the Planning & Development Department
responsible for long-range planning issues and other related
duties, including tracking progress on plan implementation,
monitoring and managing necessary updates to codes and
ordinances, reviewing zoning and development proposals for
consistency with the plan, managing amendments to the plan to
reflect new priorities and opportunities and preparing an annual
report on the status of implementation.
Kimley>))Horn
manna
Kimley>>> Horn
Expect More. Experience Better.
_'I'I■ ®STRATEGIC
PROLOGUE catalyst COMMUNITY
PLANNING
SERVICES la terra tutlio'" SOLUTIONS
CITY OF ANNA
Planning & Zoning Commission
April 5, 2021
Downtown Master Plan
AGENDA ITEMS:
Conduct a Public Hearing/Review/Discuss/Action on a recommendation regarding the Anna 2050
Downtown Master Plan.
SUMMARY:
The Downtown Master Plan is an area plan that focuses on the redevelopment and revival of
downtown Anna.
This plan expands upon the Comprehensive Plan to guide development of downtown.
RECOMMENDATION:
The Downtown Master Plan is recommended for approval as submitted.
ATTACHMENTS:
Downtown Master Plan
manna
2050
DOWNTOWN
MASTER PLAN
Kimley>>> Horn
Expect More. Experience Better.
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PROLOGUE catalyst. COMMUNITY
PLANNING SOLUTIONS S E R V IC
E S Id tdiid Studio` . -
oE
A SHERLEY & BRO• 'HARDVARF STD F'
LEWIS AND PA I ULINA VERLEY MOVE
TO
NORTH TEXAS FROM KIENTUCKY ABOUT 1853.
WHEN THE _TOWN 'of ANNA WAS
ESTABLISHED IN 11872, THEIR GRANDSONS,
.BROTHERS ANIDREW. AND FRED SHMEY,
-OPENED A HARDWARE STORE. IN 1894 THEY
BUILT THIS STRUCTURE TO HOUSE THE.,
BUSINESS i IT REMAINED IN THE FAMILY AFTER
THE STORE CLOSED IN 1979. OVER TIME THEY
WERE UNDERTAKERS As WELL AS PURVEYORS
OF -FURNITURE, FARMING IMPLEMENTS AND
MACHINERY WAGONS -
I WAGONS, COTTON, GRAIN AND
GROCERIES. WAGON -WEIGHING 'SCALES
IN
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THE ORIGINAL CANOPY AND PAINTED SIGNS.
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`RECORDED' TEXAS HI STORK LANDMARK- I 99s,
Table of Contents
Chapter
01
Introduction
Chapter
2
Strategic
Direction
0
Chapter
Implementation
Strategy
Kimley>>)Horn
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A VIBRANT DOWNTOWN
A vibrant downtown isan important part ofathriving community. Itcontributes
to the city's image and vitality and reflects its values and quality of life.
+ Sustains high -quality
employment
+ Impacts bond rating positively
+ Can be utilized as a recruitment
tool for industry
STUDY
AREA
+ Stimulates the economy
+ Adds jobs
+ Is an economic driver
+ Increases tourism
+ Is a good investment
The City of Anna is located in northern Collin County, along U.S. Highway 75,
approximately 10 miles north of McKinney and 45 miles northeast of Dallas.
The city limits contains approximately 15 square miles and Anna has a total
planning area of 61 square miles. The Downtown Study Area is slightly over
1.3 square miles.
As shown in the diagram below, previous plans have defined Downtown as
the irregularly -shaped area bounded by Hackberry Lane on the north, South
Easton Street on the east, FM 455/East White Street on the south and Slayter
Creek on the west. The primary arterial roadways that bisect the Downtown
area are SH 5/Powell Parkway, which runs north to south, and FM 455/White
Street, which runs east to west. The DART railroad right-of-way runs north
to south through Downtown, parallel to Powell. Most of the historic part of
what this plan refers to as the Downtown Core is located along Fourth Street
adjacent to the railroad.
Early in the study process, community feedback, comprehensive research
and detailed analysis confirmed that the boundaries of the study area for this
plan should be expanded from the limits used in the 2015 Anna Downtown
Development Plan. The new boundaries capture several tracts of land
that have the greatest potential to impact and contribute to the core, both
geographically and economically, and to improve the district's long-term
viability as an interconnected and sustainable downtown. The delineation
of this area was informed by existing features and boundaries, community
feedback on housing types and commercial activities and considerations
for future development. For this Downtown plan, the boundaries of the study
area remain irregularly shaped, but have generally been extended to Slayter
Creek on the west, Rosamond Parkway on the north, Easton Street on the
east and Cunningham Boulevard on the south.
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6 ANNA 2050 DOWNTOWN MASTER PLAN
\\
Kimley>>> Horn
BRIEF HISTORY OF DOWNTOWN
The town of Anna was originally established as a railroad stop on the Houston
& Texas Central Railroad (H&TC; later the Southern Pacific Railroad) in 1872.
There was not a community with buildings or population, however, until more
than a decade after the stop was installed. With the opening of a post office
in 1883, the arrival of about 20 residents, and the establishment of a school
that same year in the home of one of the residents, the town was born. Anna
was most likely named after the daughter of one of the H&TC railroad officials,
according to research done by resident Chester A. Howell and described in
his 1985 publication A Town Named Anna. The original buildings, all of them
wooden structures until 1904, were located on the west side of the railroad,
facing the tracks. The town was officially incorporated in 1913.
BRIEF HISTORY OF DOWNTOWN
As an early 20th Century railroad town, some of the remnants from that
era still remain. There are several old one-story brick buildings with mixed
architectural styles along Fourth Street and a few other historic structures
throughout the area. The railroad remains a focal element of Downtown. It
is surrounded by Sherley Park, the Sherley & Bros. Hardware Store, and the
Anna Train Depot. Vehicular access in the district is provided via a gridded
network of streets, but pedestrian improvements are very limited; most of
the roadways do not have sidewalks. There are several neighborhood parks
in the Downtown area, and there are opportunities to link these spaces
together as the city grows. On the northern and southern ends of the district
there is land that is undeveloped and of a different character than the more
traditional core; however, these undeveloped areas are in close proximity
to the Downtown Core and will contribute to the district by presenting the
potential for catalytic growth and investment.
PLAN FOUNDATION
The Downtown District is a valuable asset to the city, and as such, has been
part of several community plans and visioning efforts in the past. These
efforts included valuable analysis, goals and recommendations which
describe the future aspirations for Downtown. Building on these studies, the
Anna 2050 Downtown Master Plan recognizes the significant contributions
and role they play in realizing the future of the District. The following section
briefly describes some of the most important content from those plans as
they relate to the Downtown.
The Anna Downtown Development Plan was adopted by the City Council
on July 28, 2015, as an amendment to the 2010 Comprehensive Plan. It
included the following as objectives:
+ Provide a clear vision and blueprint for future growth and development
+ Establish and define downtown boundaries suitable for future growth
+ Provide a vision for the character and appearance of future buildings
+ Provide a vision and layout for future streets, rights -of -way (ROW), and
city blocks
+ Promote an increased variety of commercial uses including mixed -use
buildings
+ Design a pedestrian and bicycle friendly (park and walk) streetscape
and built environment
+ Improve the interconnectedness, accessibility, lighting, and condition
of the streetscape
+ Increase available on -street parking
+ Establish Downtown as a destination with activities suitable for
all generations
+ Designate public spaces, parks, monuments, signature elements, and
focal points
+ Commission and institutionalize public art (statues, murals, art walls, etc.)
+ Develop an integrated wayfinding marker and signage system
+ Plan to incorporate multimodal transit (train, bus) into the Downtown fabric
+ Outline required improvements to utility infrastructure — especially storm
water drainage
The City of Anna Strategic Plan - Vision 2035, was adopted in 2019. A core
principle of that plan describes Anna as having a "vibrant Downtown" in
2035 and identifies the means towards achieving it as:
1. Successful retail businesses — small niche and locally owned
2. Variety of restaurants — national and local
Kimley>))Horn
ANNA 2050 DOWNTOWN MASTER PLAN 7
3. Activities for evening, weekends, and daytime
4. Civic Center serving as a community focal point and destination
5. Music businesses and venues
6. Open community space available for community events and festivals
7. Easy access with convenient parking
8. Adult activities and opportunities - evening and weekends
9. Effective wayfinding signage system
10. Walkable and pedestrian friendly Downtown
The recently adopted 2020 Economic Development Strategic Plan describes
a series of economic development goals intended to help achieve its targeted
outcome. Goal 5, "Transform Downtown Anna into a vibrant district" is
further detailed with objectives to achieve that goal as follows:
Objective A) Work closely with the downtown Master Plan consulting
team to incorporate key ideas and components to create a
strong downtown district
Action i) Explore opportunities to improve signage, upgrade
infrastructure, expand landscaping, increase design
standards, update parking, and other infrastructure
projects (e.g. restore water tower, etc.)
Objective B) Increase the number of small businesses in Downtown Anna
Objective C) Recruit residential and commercial projects that align with
the downtown vision
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COMMUNITY ENGAGEMENT
Strategizing for the Downtown Master Plan update started early in the Anna
2050 planning process. Securing input from Anna neighbors and Downtown
stakeholders was a priority. By combining the Downtown engagement
process with the overall Anna 2050 Comprehensive Plan process, the
planning team was able to provide a wide range of interactive opportunities
to the community, including the key Downtown stakeholders (property and
business owners, developers and community leaders) who will play an
important part in any revitalization effort.
Throughout the development of the both the Anna 2050 Plan and the
Downtown Master Plan, the planning team employed an ongoing engagement
process that allowed the community to define problems, brainstorm ideas,
respond to design concepts and create solutions and strategies to fashion a
vision that is unique to Downtown Anna. Stakeholder interviews, workshops
and an online survey all informed this final plan.
CITY STAFF WORKSHOP
On November 16, 2020, the consultant team met with City Staff to discuss
key issues and obtain input on mapping intended to memorialize existing
conditions and features of the Downtown and provide a framework for future
discussions. In addition to providing feedback on Downtown boundaries,
City Staff weighed in on several maps as they analyzed the following:
+ Existing land uses + Ratio of improvements by parcel
+ Thoroughfare Plan + Parcel ownership
+ Catalyst sites + Historical assets
+ Public facilities + Parks, trails, and open space
This data formed the basis for discussions throughout the public
engagement process.
8 _J ANNA 2050 DOWNTOWN MASTER PLAN
Kimley>>> Horn
STAKEHOLDER SURVEY
As part of the public engagement process, an online survey was conducted
from November 20, 2020, through December 13, 2020. This survey was based
on preliminary stakeholder ideas and the analysis of existing conditions done
for the overall Anna 2050 project. The specific questions were designed to
elicit input about particular aspects of Downtown's development, programming
and character. The results of the survey were used to structure a workshop
session for Downtown stakeholders in January 2021. Together, the survey and
the stakeholder workshop shaped this detailed Downtown Master Plan.
The Downtown survey was designed by Strategic Community Solutions,
reviewed by the other members of the Kimley-Horn consultant team, and
reviewed and approved by City of Anna Staff. It was distributed to several
groups of individuals using a variety of means:
+ Emails were sent to Downtown property owners and stakeholders
identified by the Economic Development Department
+ Emails were sent to individuals who had provided a contact email address
as part of their involvement in earlier Anna 2050 online engagement
+ Emails were sent to all participants in the Anna 2050 Joint Workshops
(City Council, Planning and Zoning Commission, Parks Board, EDC/
CDC Board and Comprehensive Plan Advisory Task Force)
+ Announcements about the survey were distributed through
e-newsletters sent by the City and the Anna Chamber of Commerce
+ Announcements were posted on the City's website and distributed
through its social media channels
A total of 130 participants responded to the survey, commenting on a
wide array of topics and issues related to Downtown. Through this effort,
major themes and conclusions emerged that helped frame the Downtown
Master Plan, its Priorities and Action Items. The full survey with participants'
responses is found in Appendix 1 of this report.
Draft Survey Maps
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Anna ANNA 2050 COMPREHENSIVE PLAN
Kimley>>> Horn
ANNA 2050 DOWNTOWN MASTER PLAN 9
Major themes and conclusions derived from the survey include:
+ Downtown as a unique, local gathering place is supported
+ General agreement was expressed on the Downtown Core and
Downtown Neighborhood boundaries
+ People want more places to eat and drink
+ Events and festivals are desired
+ The most comparable nearby downtown is in McKinney
+ Four locations are recognized as very important historical sites —the
Anna Train Depot, Spurlock's Malt Shop, the First Christian Church of
Anna and the Sherley & Brothers Hardware Store
+ Biking and walking trails are a high priority
+ Mobility responses support improvement to identified intersections as
well as pedestrian and biking trails
+ The neighborhood around Downtown is seen as a place for varied
residential choices and for mixed -use development
STAKEHOLDER WORKSHOP
On January 7, 2021, following the online engagement effort, a virtual
Stakeholder Workshop was held via Zoom. This session provided an
opportunity for stakeholders to actively engage with the consultant team,
weigh in on critical Downtown issues and build consensus on key topics
in a collaborative, virtual environment. In total, in addition to the consultant
team and City Staff, 23 community leaders, developers and business and
property owners attended the session.
During the Stakeholder Workshop, participants were first given the task of
evaluating the Downtown Core boundaries and identifying what key attributes
contribute to the Core. They were then asked to evaluate the neighborhood
that surrounds the Core, which adds to and feeds into it. The group was
in general agreement with the proposed boundaries, and consensus was
formed around the approach and understanding of what makes those areas
unique and defines them as a place. Both focus areas —the Downtown Core
and the surrounding Downtown Neighborhood —and their key attributes are
described in further detail in the Character Framework section of this report.
Following the first segment of the workshop, breakout sessions were held
in which stakeholders worked in smaller groups to discuss and tackle 10
key issues that relate to Downtown. Participants discussed an overarching
question pertaining to their topic, agreed on a summary statement or key
concept, determined what locations are the most critical to the issue and
discussed what investments or actions would need to be made in order to
realize the vision. The topic areas, overarching questions, and a summary
of themes of each group's discussions are described below and can be
reviewed in more detail in the Appendix:
1. Downtown Outside: How should parks, trails, plazas, public art,
natural areas, and open spaces contribute to Downtown Anna's
character?
"Create a pedestrian friendly downtown supported by activated
spaces."
2. Food: How should food (production, purchase, cooking, dining, etc.)
fit in Downtown Anna?
"We all need to eat - Downtown Anna should have something
local for everybody's taste and budget."
3. Spending Money and Time: What shops, events and activities
should people find in Downtown Anna?
"Anna is a place that accommodates small, medium and larger
business. Small businesses that can thrive and cater to weekday,
weekend and weeknight crowds including retail/commercial,
offices, residential. That supports creation of a hub or destination,
leading to long-term sustainability."
4. Getting to and From: Where and how do people and vehicles arrive in
Downtown, travel inside the area, and park vehicles when necessary?
"Parking lots should be on the outside of downtown. Showcase
your businesses, hide your parking"
5. Municipal Complex Campus: What investments and developments
should this project catalyze?
"Investments in the municipal complex should catalyze the
creation of destination restaurants, retail and entertainment
establishments that reflect the unique character of Anna"
6. Downtown Living: What residential options should be available in
the Core and the Neighborhood and who are the target markets?
"Living options should be provided in the Downtown Anna Core
and Neighborhood that support a spectrum of future residents
including single professionals, young families and empty nesters
that desire the lifestyle offered in a vibrant neighborhood with a
denser range of mixed housing types"
7. Downtown Work: What non-retail/restaurant businesses and
business support services should be encouraged and attracted to
the Core and the Neighborhood?
"Downtown should have spaces & services so people working
from their homes in Anna can find everything here they need to
be successful."
10 ANNA 2050 DOWNTOWN MASTER PLAN
\�
Kimley>>> Horn
8. Catalyst Concept: What Place Types and Development Concepts
Make sense on the Catalyst Sites?
"We need Catalyst projects that create a sense of destination for
people one hour or more away."
9. Finding Your Way: What wayfinding signage is needed to help
people reach Downtown destinations and what Gateways or similar
features will let them know they've arrived?
"Signage around town that directs people to downtown -
Welcome signs at the major gateways so that it is clearer where
the boundaries are - Within downtown, streetscaping elements
should be implemented to help establish a unique character to
the area"
10. Enticing Visitors: What events, experiences and places will put
Downtown Anna on the map for visitors from TX and the US?
"Create scalable, multi -functional programmable pedestrian
spaces that are enticing to visitors and Anna neighbors."
Downtown Core District
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COMMUNITY CONTEXT/EXISTING CONDITIONS
ANALYSIS
Early in the process, a thorough analysis of the existing Downtown conditions
was conducted. The planning team collected and analyzed a large set of
data and facts about Downtown to better understand the starting point for
Anna's future and where the area was headed. This information included
a review of existing land uses, parks, trails and open spaces, mobility,
historic resources, improvement data, vacant parcels, property ownership
and public facilities. All information on existing conditions, with revisions
identified during the process, is found in Appendix II of this document. It
represents a snapshot of the existing conditions in Downtown.
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ANNA 2050 DOWNTOWN MASTER PLAN 11
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ON THE OTHER SIDE OF THE RAILROAD TRACKS ORIGINALAINED IN ITS 00 FEET
WEST OF THIS SITE.
IN THE EARLY 1960'5, THE RAILROAD PLANNED TO TEAR THE
DEPOT DOWN SO A LOCAL BUSINESSMAN ACQUIRED IT, HE
MOVED IT TO HIS FARM 2 MILES WEST Of TOWN AND USED IT
TO STORE HAY.
THE FARM WAS PURCHASED BYA DEVELOPER IN THE LATE 1990's
AND THE DEPOT WAS IN JEOPARDY OF BEING DESTROYED. THE
ANNA AREA HISTORICAL PRESERVATION SOCIETY WAS
FOUNDED ON FEBRUARY 12, 2004 WITH A GOAL TO RESCUE,
RELOCATE AND RESTORE THE DEPOT. THE HPS IN 2007 AND MOVED TO A DTEMPT WAS
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LOCATION WEST OF DOWNTOWN NEAR THE POWELL
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In the early days of settlement, the Anna Train Station was the central
place for trading goods, hearing the latest news, celebrating events, and
connecting with friends and family. During the late 20th Century, much of
Anna's attention shifted to new neighborhoods and shopping centers, but
Downtown places like Spurlock's Malt Shop carried on the tradition of unique
local gathering places. As Anna looks to the future, it is focusing once again
on the original Downtown area.
Downtown Anna's future expands the traditional role of the Anna
Train Station, creating a larger area where Anna neighbors find local
goods and services, enjoy gathering in diverse indoor and outdoor
spaces, and come together to celebrate and strengthen the unique
character of the Anna community.
CHARACTER FRAMEWORK
During the planning process, two distinct character areas were identified
within the overall Downtown —the Downtown Core and the Downtown
Neighborhood. These two sub -areas are reflected in the Downtown Map on
the next page. The boundaries of these areas reflect differences in the key
attributes in each one and the feedback from the community as to potential
housing types and commercial uses. Stakeholders recognized that the
Downtown Core is distinctive from the remainder of the study area, but that
the Downtown Neighborhood also contributes to a better overall district.
Downtown Core
The Downtown Core is envisioned as the heart of the community. There are
possibilities for outdoor recreation and entertainment, local boutiques and
shops and restaurants that spill out onto the sidewalk. This portion of the
district is bounded by FM 455/White Street on the south, Slayter Creek on
the west, Hackberry Lane on the north and Easton Street and East Hackberry
Lane generally on the east.
At the center of Downtown lies a historic gridded street network with a
collection of modest buildings and structures that speak to Anna's heritage
as an early 20th Century railroad town. Included in its collection of important
structures and places, both old and new, are the Municipal Complex, the
Train Depot building, Sherley Heritage Park, the Hardware Store, the water
tower, and the First Christian Church of Anna.
The Downtown Core is intended to become the community's major
gathering space and a place where special events and activities are held.
As an example, the new Municipal Complex, adjacent to Fifth Street and
Powell Parkway, has been designed with a public open space and provides
an opportunity to connect to other parts of the district to help make it the
center of civic life. As this area becomes more active, it will be essential to
plan for event management for the programming and maintenance of the
space to make it a successful location.
14 ANNA 2050 DOWNTOWN MASTER PLAN
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Kimley>>> Horn
Downtown Neighborhood Area
The area that surrounds the Downtown Core —the Downtown Neighborhood —
is characterized by a different development pattern, with larger block sizes
containing single-family residences and undeveloped land.
Downtown Core District
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Transitional Development
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Identity Point
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NORTH
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11 ELM GROVE Downtown Street Types
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This area is critical since it surrounds and feeds into the Core and provides
the largest catalytic sites for Downtown development. The Downtown
Neighborhood, with its Mixed Use and Urban Living Place Types, is intended
to provide a transition from the Downtown Core to the rest of the community.
Downtown Neighborhood District
R1 Downtown Street Types
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Kimley>>Morn
ANNA 2050 DOWNTOWN MASTER PLAN 15
\\ The Downtown Neighborhood includes several key elements that are
\important to the district. On the north, Anna Elementary School and Slayter
\\Creek Park are well -used public facilities that draw people to Downtown
\and provide linkages to the community through the Slayter Creek pedestrian
trails. The open space along the creek also provides an opportunity to
p p g p pp Y
\ create linkages along the western boundary and throughout the Downtown
\ \ \ Core. Geer Park and Johnson Park on the east are current) undeveloped
ed
p but are planned as neighborhood -serving parks. It will be important to
\\ ment so that the \ create linkages between these facilities and new development p
\parks function as an enhanced amenity for the area. There are also key
\
\\gateway areas along SH 5/Powell Parkway in the Downtown Neighborhood
at the northern and southern entrances to the district. Once developed,
\the Downtown Neighborhood district will provide a link to the surrounding
\ g p g
\community and support a healthy multimodal network, open space and
\
trail connectivity, improved walkability, and enhanced connections to the
Downtown Core.
STRATEGIC POLICIES
This Downtown Master Plan identifies specific policies crafted to make
Downtown a better place to live, do business, visit, and enjoy. Based on a
study of physical and market conditions and a robust community engagement
process, the plan is intended to be responsive to the community's needs.
It is a policy document designed to target public investment and leverage
public sector initiatives. Strategic Policies of the plan include:
Policy 1. The City of Anna and the CDC/EDC should make the identified
Catalyst Areas the highest priority for public focus and investment
for landowner/private developer partnerships to spur development,
economic growth, and reinvestment in Downtown.
Policy 2. The CDC/EDC should market, promote and incentivize Downtown
as a top -priority location for locally -owned small businesses and
restaurants, as well as for the services that support entrepreneurial
businesses and nearby residents.
Policy 3. The City of Anna, in partnership with other Downtown stakeholders,
should establish a Downtown entity to ensure the continued
success of programming efforts and to market and promote it as a
center for locally -owned businesses.
Policy 4. The City of Anna should encourage development of and prioritize
community gathering spaces, with major public spaces located in
the Identity Points identified in this plan.
Policy 5. The City of Anna should secure funding and prioritize the design
and construction of multimodal facilities in the public realm
according to the street types established in this plan, including
streets with sidewalks and trails, to encourage walkability and
connectivity throughout the district and to nearby neighborhoods
and destinations.
Policy 6. The City of Anna should use its regulatory powers, guidelines
and incentives to remove regulatory barriers to provide for a more
diverse range of uses and housing choices for the community,
achieve the desired character of the area, create housing that
allows residents to age in place and improve market adaptability.
Policy 7. The City of Anna should continue to invest in Downtown through
the construction and maintenance of parks, trails and paths to
ensure outdoor activities and natural areas are targeted as assets
for the community, and should use parkland dedication or fees
to ensure that parks, trails and paths are provided as part of new
development, redevelopment and adaptive reuse projects.
Policy 8. The Anna Historical Society should continue to work closely
with the City to ensure that historical assets and the character of
Downtown is preserved and celebrated.
Policy 9. The City of Anna should utilize the Municipal Complex site to
develop an outdoor public plaza and gathering space that knits
together the pedestrian infrastructure along its perimeter and
throughout Downtown, creating an attractive and active pedestrian
environment for daily activities, community events and festivals.
Policy 10. The City ofAnnashoulduse branding and high -quality improvements
in the public realm to transform Downtown into a unique and
identifiable place in Anna and develop wayfinding signage.
Policy 11. The City of Anna, CDC and EDC should reinforce the Downtown
as a mixed -use environment, with the character and development
intensity described in this plan, to accommodate a diversity of
uses and building types and provide economic stability and a
diverse tax base.
DOWNTOWN FRAMEWORK
Throughout the formulation of the Downtown effort, research and analysis was
conducted that informed the Strategic Direction of the plan. The Downtown
Framework and Illustrative Plan below compile that information into a single
map. Detailed analysis and recommendations of the overarching data is
broken into key segments in the Strategic Direction section that follows.
Kimley>>> Horn
16 ANNA 2050 DOWNTOWN MASTER PLAN
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CHARACTER AREAS
Within the Downtown Core and Downtown Neighborhood, five distinctive
Character Area classifications have been developed to distinguish and
define the diverse development pattern that exists in varied locations and to
understand the opportunities that they provide. These areas are designated
as Retail Center, Catalyst Areas, Adaptive Reuse/Infill, Intown Residential,
and Transitional Development. Because each area is unique and contributes
to the makeup of Downtown in different ways, a wide range of development,
housing, office, retail, and recreational amenities can be combined to
achieve the vision of a diverse and vibrant Downtown.
The Character Area classifications are intended to reflect the general
character of the place and do not represent zoning recommendations.
Because a mix of uses is needed to provide for the compact Downtown
district that is desired, zoning will need to align with the prescribed building
types and land uses that help create the urban fabric.
Building types should complement each other while providing the richness
and diversity that is needed for a vibrant Downtown. Primary building
types represent the types of buildings that are envisioned to be the most
prevalent in each character area, with the secondary building types being
envisioned to support the primary character, or in some cases to be utilized
to provide transitions to existing developments at the edges of the character
areas. Also, as development gets closer to the primary core, density should
increase appropriately to accommodate that urban fabric.
While the building types may vary, the standard of quality should be set
and maintained as consistently high by establishing certain parameters
and following through as the district grows. To realize the ultimate vision for
Downtown, future zoning decisions should be consistent with the Anna 2050
and Downtown plans, and development decisions and public infrastructure
projects should be based on the Future Land Use Plan. In particular, the
City should consider incorporating a specific set of zoning standards —
Form -Based Code, Planned Development, Overlay District or other set of
regulations —to establish detailed design guidelines and ensure high -quality
development in harmony with the community's vision and the Future Land
Use Plan. These types of regulations have been found to reinforce the public
realm, elevate the walkability, consistency, compatibility, and quality of
the neighborhood environment and to provide adjacency predictability to
support economic investment. ,
ANNA 2050 DOWNTOWN MASTER PLAN 17
Downtown Framework Plan
Retail Center
In the heart of the Downtown Core, the Retail Center is located along both
sides of Fourth Street and on the blocks between Fourth and Fifth Streets.
It extends from just east of Powell Parkway to west of Sherley Street. This
area is comprised of old storefront buildings that provide a walkable urban
environment. Future land use decisions should complement the Retail
Center and reinforce the multimodal atmosphere that accommodates a wide
array of Downtown activity.
The following primary building types are appropriate in the Downtown Core:
(Mixed -use, storefront retail and restaurants, urban residential)
The following secondary building types are appropriate in the Downtown Core
(Churches, Civic Structures):
18J ANNA 2050 DOWNTOWN MASTER PLAN
Kimley>>> Horn
Downtown Framework Plan At
ELM GROVE
Downtown Street Types
' Downtown Arterial
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Catalyst Areas
Dispersed throughout the southern and central areas of Downtown, several
locations adjacent to major intersections (FM 455 and SH 5) or places of
activity (Municipal Complex) provide sufficient land size for Catalyst Areas
to emerge. These four areas have been identified for redevelopment or new
development based on several factors, including the size of each area, and its
potential to spur activity, contribute to the urban fabric and to serve as a unique
Downtown anchor or signature neighborhood. Investment in these areas will
show confidence and commitment to Downtown and could help catalyze
further economic growth in the district. Partnerships and financial incentives
may be required to attract investment to these sites.
The following primary building types are appropriate in the Catalyst Areas
(Mixed -use, office, storefront retail, restaurants, urban attached residential)
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The following secondary building types are appropriate in the Catalyst Areas
(Churches, Civic Structures, Accessory Structures, Open Spaces, Parking
Garages, detached residential, cottage residential):
Kimley>))Horn
ANNA 2050 DOWNTOWN MASTER PLAN 19
Downtown Framework Plan
ANNA 2050 DOWNTOWN MASTER PLAN
Adaptive Reuse/Infill
The Adaptive Reuse/Infill areas are generally centered along Fourth Street (east
and west of the Retail Center area), Powell Parkway and White Street. While
the Catalyst Areas are generally larger sites that, alone or in combination with
adjacent sites, have the ability to accommodate large scale developments, the
Adaptive Reuse/Infill areas are made up of smaller lots situated along corridors
or in districts that are expected to increase in activity over time. As these areas
become more attractive for new investment, they can be adapted to establish
new uses (i.e. home conversion to a small business) or be redeveloped with
new building types altogether. While there may be some new development
on these sites, they are not expected to be aggregated with other sites for
redevelopment purposes. Future Land Use decisions should accommodate
the existing neighborhood fabric, while encouraging a transition to a more
active environment and a more diverse building stock.
The following primary building types are appropriate in the Adaptive Reuse/
Infill areas (Mixed -use, office, storefront retail, restaurants, urban attached
residential, detached residential):
The following secondary building types are appropriate in the Adaptive Reuse/
Infill areas (Churches, Civic Structures, Accessory Structures):
Kimley>>> Horn
Intown Residential
Downtown Anna contains several pockets of historic residential fabric
that surround the Downtown Core, defining the character of this area and
supporting it as a unique and diverse district. As the community grows over
time, reinvestment in the Intown Residential areas will remain essential in
maintaining and elevating the quality of each neighborhood. These areas, along
with surrounding undeveloped parcels, can provide the critical residential base
necessary to support the businesses envisioned for Downtown. Additionally,
there is an opportunity to provide a wide range of more urban housing products
that could accommodate people at all stages of their lives. Future land use
decisions in this area should emphasize sound neighborhood placemaking
principles, such as walkable streets and amenitized open spaces, to reinforce
civic life and allow neighbors to maintain connections throughout their
community.
The following primary building types are appropriate in Intown Residential
(Detached residential):
The following secondary building types are appropriate in Intown Residential
(Churches, Civic Structures, Accessory Structures, Open Spaces):
Downtown Framework Plan
ELM GROVE
Downtown Street Types
IDowntown
Arterial
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Downtown Type D
Kimley>>)Horn ANNA 2050 DOWNTOWN MASTER PLAN 21
Transitional Development
In the far northeast and southwest portions of the Downtown Neighborhood,
there are large undeveloped parcels of land identified as Transitional
Development areas. The term "transitional" refers to the vision that these
areas may change over time from higher density residential products toward
the Downtown Core, to lower density, detached residential products on the
district's edges that blend better with the developments in the surrounding
community. As with the Intown Residential areas, these Transitional areas are
envisioned to support a range of housing types for people at all stages of
their lives. These lots have the unique potential to provide additional linkages
to the Downtown Core, and once developed, may provide a wide array of
building types to support the district. Though not classified as Catalyst Areas
as described above, these areas may very well become catalytic in nature and
help spur economic growth within the area. Because of the desire for flexibility
to maximize the development potential in each of these areas, future land use
decisions should emphasize the placemaking elements that define the public
realm and reinforce the natural and cultural amenities in the area.
The following primary building types are appropriate in the Transitional
Development areas (Mixed -use, office, storefront retail, restaurants, urban
attached residential, detached residential, cottage residential):
The following secondary building types are appropriate in the Transitional
Development areas (Churches, Civic Structures, Accessory Structures, Open
Spaces, Parking Garages, detached residential, cottage residential):
Downtown Framework Plan
22 ANNA 2050 DOWNTOWN MASTER PLAN Kimley>>> Horn
MOBILITY
A key contributor to a vibrant and healthy downtown is the transportation
network that provides access to and from the district. The mobility network
should accommodate and prioritize sufficient multimodal infrastructure so
that the streets are safe for all who walk, ride, or drive in Downtown Anna.
As the City seeks to create a district that provides diverse opportunities for
living, working and entertainment, streets should be designed to reinforce
those goals.
Downtown Street Types
Downtown Street Network
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The Master Thoroughfare Plan completed as part of the Anna 2050 j
Comprehensive Plan highlights Downtown Anna as a special district and
adds several new street types unique to this area. These streets require
right-of-way to accommodate large pedestrian walkways on each side of the
road for access to Downtown businesses, as well as on -street parking to
serve those businesses and narrow vehicle travel lanes for increased safety.
The first type is the Downtown Arterial street, which is designed specifically
for the sections of SH 5/Powell Parkway and FM 455/East White Street that
run through the Downtown. The cross section is designed with a divided
four -lane layout for mobility but emphasizes an urban core context and
focuses on speed management and pedestrian accommodations. Since this
road is owned by the Texas Department of Transportation (TxDOT),
coordination will be required to ensure that the roadway functions meet the
needs of both the State and the City.
■■
■■
DOWNTOWN ARTERIAL
Fourth Street is envisioned as a signature street in Downtown Anna and a
primary location for communitywide activities and events. While its primary
function is as a Type A Street, because of the critical connection it provides
to Sherley Park and Geer Park, it should be designed as a festival street east
of Powell Parkway. A festival street is designed to act as a typical downtown
street on most days but has the flexibility to be closed to vehicular traffic and
transformed into a major outdoor venue during festivals or civic events. The
design of this street is intended to accommodate vehicular traffic while also
encouraging pedestrian activity by slowing traffic speeds using pedestrian
volume, street design, landscaping, lighting and special material selections
to help influence driver behavior and contribute to the quality of place. Street
design should also focus on the flexible use of right-of-way to allow vehicles,
pedestrians, and bicycles to utilize the street equally. For ease of transition
into a festival street during events, the design should also incorporate
removable bollards, electrical connections and tie downs for tents and rolled
curbs to accommodate unobstructed pedestrian movements between the
sidewalk and the street.
ANNA 2050 DOWNTOWN MASTER PLAN 23
No
DOWNTOWN TYPE A
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A third street type, Downtown Type B, is laid out for streets that are adjacent
to an open space, civic space with large building setbacks or a railroad on
one side. This street type takes advantage of wide right-of-way sections
that have larger sidewalks and tree -lined streets that maintain a pedestrian-
� friendly environment, while also giving drivers a pavement section that is
\\wide enough in each direction to allow for passing and accommodates
angled on -street parking.
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\ DOWNTOWN TYPE B
24 ANNA 2050 DOWNTOWN MASTER PLAN
Downtown Type C is envisioned to be the most prevalent type in Downtown
Anna and is laid out for narrower streets that provide cross access between
developments. This street type has buffered sidewalks that maintain a
pedestrian -friendly environment while giving drivers adequate pavement in
each direction to allow for passing and on -street parking.
DOWNTOWN TYPE C
As a result of discussions and workshops with Downtown stakeholders, a new
vision for Interurban Street was created. It is recommended that Interurban
between Fourth Street and Fifth Street become a pedestrian -only street.
This segment of roadway has the same right-of-way width as a Downtown
Type D street, but because of its adjacency to the Municipal Complex
and Fourth Street and its current role as a secondary roadway, it should
be redesigned to reinforce the creation of a pedestrian -friendly, walkable
Downtown. This fifth street type is intended to catalyze the development of
a unique outdoor atmosphere, to drive economic activity and to establish
a Downtown center for pedestrians that otherwise would not exist. It also
provides an intimate, pedestrian -only venue for small events, festivals, or
musical performances, or that can be utilized in conjunction with the festival
street during major Downtown activities. The design for a street of this type
will require specific attention to the aesthetics of the right-of-way, often
using pavers, landscaping, outdoor lighting, seating and public art.
Tr
DOWNTOWN TYPE D
Kimley>>> Horn
Traffic Calming
Traffic calming is a method of promoting responsible driving behavior through
street design without relying on traffic control devices such as signals and
signs oron police enforcement. Traffic calming programs specific to Downtown
Anna should be identified as a part of the citywide study recommended in the
Anna 2050 Comprehensive Plan. Downtown stakeholders should be involved
in developing the citywide program to ensure that the measures included are
appropriate to the needs of the Downtown area.
Powell Parkway & White Street Roundabout
Both SH 5/Powell Parkway and FM 455/White Street are currently built
as two-lane arterial roads but are slated for a redesign in the future. The
intersection of these two major roads has one of the highest crash rates
in the city. To help mitigate safety concerns, a roundabout is proposed at
this intersection. Roundabouts provide many benefits to traffic circulation
and safety. This proposed traffic circle could also present an opportunity
to create a gateway at the southern entrance to Downtown using enhanced
streetscaping and signage improvements.
Kimley>))Horn
/
/
/
/
/
MULTIMODAL ELEMENTS
Pedestrian and Cyclist j
Having a pedestrian -friendly environment in Downtown will be essential
to its economic success. Local roads throughout Downtown are currently
constructed as two lanes of asphalt with bar ditches along the edges.
Sidewalks are minimal and located primarily along Fourth Street, where they
serve the old buildings in the Downtown Core. With the new Downtown street
types in place, the goal is for every street to have sidewalks on both sides.
Additionally, an extension of the existing Slayter Creek Park trails network
into Downtown is planned, providing nearby residents with access to the
area without requiring them to use a car to get there. These trails also have
the potential to connect to the overall park system, creating a greenbelt with
Downtown at its core. Additional information about the future trails network
in the City of Anna is contained in the Parks and Recreation Master Plan.
Transit
Public input indicated that interest is mixed among Anna residents on the
possibility of transit in their city. Dallas Area Rapid Transit (DART) owns the
rail line that runs north to south in the eastern part of the Downtown district,
along with an undeveloped parcel adjacent to it. Currently, DART's light rail
service terminates at the Parker Road Station in Plano, and the Mobility
2035 Plan prepared by the North Central Texas Council of Governments
does not include service to Anna within that time horizon. Additionally,
any future transit service beyond Plano would likely need to be provided
by an entity other than DART due to implications related to DART's current
member cities. While these challenges must be overcome in order for transit
to Downtown Anna to become a reality, in the long term, it would be very
beneficial for a station to be built in Downtown, where it could increase
access for people from elsewhere who are interested in visiting the district
and for Anna neighbors who could use Downtown as a starting point for trips
to other destinations.
ANNA 2050 DOWNTOWN MASTER PLAN 25
Parking Strategy
While parking availability is not currently an issue for Downtown Anna, a
problem could arise as more commercial development begins to occur.
Street Types A, B and C allow for on -street parking, which is advantageous
for high -turnover businesses. Developments like City Hall at the Municipal
Complex, which are centers of employment during normal business hours,
will provide parking on -site to satisfy the needs of their employees and
customers. These parking areas could be used for visitors on the weekend
while the offices are closed. For commercial developments that have few
employees or peak hours that differ from their neighbors', smaller shared
parking lots could be utilized.
Land in Downtown is in limited supply, so parking inventory should be
maximized in other areas first before considering the development of a
surface parking lot. Right-of-way can be repurposed along the DART rail line
to provide angled or parallel on -street parking in certain places rather than
using valuable Downtown real estate for this purpose. Excessive parking lots
located within downtown areas have been shown to diminish the quality of
the urban fabric and should be utilized with caution.
If it is determined that parking is needed to supplement the existing inventory,
any surface lots or facilities should be located behind businesses and/or
designed with appropriate architecture and landscaping so as not to disturb
the character of the district. Additionally, these facilities should be designed/
located so that garages could be built on them later if demand warrants.
Adequate signage should be used to direct drivers to public parking lots so
that they are not circulating unnecessarily around Downtown in search of a
parking space. Until the plan fully develops and further parking studies are
conducted, temporary parking locations can be utilized.
HISTORIC RESOURCES
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ANNA 2050 DOWNTOWN MASTER PLAN
The City of Anna has a limited collection of older buildings and sites that
are important to the community and serve as a reminder of its heritage as
an early 1900's railroad town. While these sites and structures can be found
throughout the city, many of them are located within the Downtown Area.
As shown on the Historical Assets map (located in the Appendix), there is
a diversity of building types, including residences, churches, a museum,
and retail buildings. This map was prepared by local volunteers familiar
with Anna, and the inventory is maintained by the Collin County Historical
Commission. While this inventory does not specifically designate a site or
building as being historic, it is a valuable resource on which the community
can build to determine whether specific sites or buildings qualify for State or
National historic designation.
During the public engagement process, participants identified four sites
as their most valued historical locations —the Anna Train Depot, Spurlock's
Malt Shop, the First Christian Church of Anna and the Sherley & Brothers
Hardware Store. As part of the public input process, older structures were
ranked in terms of their level of importance and were highlighted as to
their significance, as shown in the table below. Some participants strongly
favored the idea of exploring the feasibility of establishing a historic district in
Downtown Anna to allow for further preservation, restoration, and enhanced
funding potential for properties within this area.
Kimley>>> Horn
PARKS, TRAILS, AND OPEN SPACE
Park and Trails Network
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Parks, trails and open space will be critical elements for the success of
Downtown and the creation of community spaces that will complement
new or revitalized development in the Core and Neighborhood areas. Parks
play a large role in improving the quality of the Downtown experience
in Anna. Johnson Park (improved), Geer Park (unimproved) and Sherley
Heritage Park (improved) include existing or planned amenities that will
support Downtown with recreation opportunities, both today and in the
future. Additional outdoor amenities will be required Downtown to achieve
the desired vision for the area, including:
Plazas and Gathering Spaces. These are envisioned to include an easily
accessible space or series of spaces that would serve as a community
hub for special events or a meeting spot for Anna neighbors. These
spaces should have strong connections to the new Municipal Complex.
The Fourth Street festival street and Interurban Street pedestrian -only
street should play a key role in providing for these types of spaces.
Trails. Downtown Anna contains several neighborhood and community -
sized parks and open spaces that could be expanded to connect
them and make the area more accessible to and from key Downtown
destinations and to the surrounding community. These recreational
assets could help distinguish the district, enhance property values
and link assets together in a cohesive manner. From a placemaking
perspective, the trail network should reinforce the environment that it is
in and take advantage of topographical and geographic amenities.
The Anna Parks and Recreation Master Plan has recommendations for
numerous future trails citywide that will connect the surrounding Anna
community to Downtown. Within Downtown, the only existing trail is
along Slayter Creek. It extends from the north end of Slayter Creek Park
at Rosamond Parkway to Hackberry Drive at the northern edge of the
Downtown Core. Additional future trails are recommended to connect
key Downtown assets from the existing trailhead along Slayter Creek at
Hackberry to the east along Hackberry to Johnson Park, and from the
trailhead to the south along Hackberry Creek to White Street. Additional
trail connections to the east from the future Slayter Creek Trail extension
are recommended, generally along Fourth Street and along White Street to
Smith Street. The Downtown loop would then be completed with a future
trail connection along Smith Street from White Street to Fourth Street.
Sidewalks and streetscapes within the area will also act as pedestrian
circulation corridors and should be improved based on the
recommendations of the Downtown Street Types. A direct connection
from the Municipal Complex to Fourth Street is also recommended with
the redevelopment of Interurban in a pedestrian -only configuration. As
the overall pedestrian network is further developed Downtown, special
ANNA 2050 DOWNTOWN MASTER PLAN 27
design consideration will need to be given to providing safe pedestrian
access across White Street and Powell Parkway.
Facilities. Downtown and the area surrounding it could be an attractive
location for centralized recreation opportunities. A community recreation
center offering a wide variety of activities or one or more outdoor facilities
could complement the other Place Types in Downtown. Additionally, a
multi -use sports complex located within the Downtown Neighborhood
District or in close proximity to Downtown in the surrounding community
could act as a catalyst to support Downtown businesses by attracting
visitors who might be interested in shopping, eating or staying Downtown.
PLACEMAKING STRATEGY
An essential component in establishing a vibrant Downtown with diverse
uses and activities from day to night is the practice of Placemaking. While
the Downtown is a place that is already recognized by Anna neighbors as a
significant center, the community has expressed a desire to reinvest, enrich
and enhance the Downtown and strengthen its identity. By establishing
a district that takes full advantage of its assets, including building form,
vegetation, open space, civic structures and space, streetscape and
topography, the Downtown can be positioned to capture a sense of place
that is unique to Anna.
Four key factors define the placemaking opportunities in Downtown:
+ District and Neighborhood Character. Both the Downtown Core
and Downtown Neighborhood districts warrant placemaking efforts to
further establish and reinforce their character. It is through placemaking
that these districts can define themselves and maintain their identity
and quality as they develop into increasingly vibrant, diverse and active
Downtown districts.
Within the Downtown Core, the compact gridded network of streets
is easily identifiable as part of Anna's original neighborhood fabric.
Complete with a small central area that can be typified as an early
20th Century, mixed -use district, the Downtown Core is a unique
neighborhood that could support a diversity of Downtown life with
additional public and private investments. Placemaking efforts in this
area should focus on preserving the historic character of the Downtown
area and facilitating a compact, walkable district.
The Downtown Neighborhood surrounding the Core can becharacterized
as a less urban area supportive of larger -scale development patterns
that tie into the center. Placemaking efforts should focus on maintaining
the small-town feel while allowing each undeveloped area to establish
itself as an interconnected and integral part of the overall Downtown
district.
+ Catalyst Areas. Four locations have been identified as ones that
could benefit from an emphasis on the creation of place and support
for investment that will catalyze other development. These sites are
further detailed in the Catalyst Areas discussion in the Vision Strategy.
Catalyst Areas provide ample opportunity to contribute to a sense
of place for Downtown through the creation of new urban fabric and
defined open spaces. These areas should not be required to fit in to
a specific Downtown theme; each has the potential to create its own
distinct character that works with that of the others to establish an
overall Downtown identity. Future placemaking decisions in these areas
should emphasize elements that define the public realm and reinforce
the existing natural and cultural amenities.
+ Gateways. Placemaking opportunities Downtown include creating a
sense of arrival into this most important place for the Anna community's
past and future. Gateway features can help define boundaries and
celebrate a district's identity. Several key intersections and locations
in the Downtown are targeted as gateway opportunities. They should
be enhanced through theming, branding, wayfinding, illumination, and
landscaping. These locations are at the entries to the Downtown district
along the main north, south, east and west routes via Highway FM 455/
White Street and SH 5/Powell Parkway, but there are also opportunities
at major trailheads and where Fourth Street and White Street intersect
South Powell Parkway.
+ Corridors. Throughout Downtown, communitywide linkages define
the experience and image of the community and provide various
opportunities for the district to establish a sense of place along those
routes. Significant corridors that exist Downtown are present in the form
of streets, paths, trails, the railroad, floodplain and natural areas, tree
canopies and viewshed corridors. The perception of the community,
its ability to attract and retain interest and establish a unique and
vibrant place is often shaped by the quality and experience along its
thoroughfares. As future reinvestment occurs in Downtown streets,
trails and along the railroad, specific consideration should be given to
their design so that branding, storytelling, theming, monumentation, trail
and open space design, and the siting and character of the buildings
that define the public realm, are incorporated.
28 ANNA 2050 DOWNTOWN MASTER PLAN
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+ During the planning process, it became clear that many of the unique
attributes of Downtown converge in the area adjacent to Fourth Street,
the Municipal Complex and the connection to Sherley Heritage Park.
The following summarizes the additional analysis and specific
recommendations developed for this part of Downtown.
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Municipal Complex. The new Municipal Complex will ultimately be the
location of several public buildings in a single block, ensuring a strong,
long-term civic presence in Downtown. Downtown can benefit from private
sector investment in the central core by capitalizing on the buzz created by
the public sector investment in the Municipal Complex. Adjacent properties
have been earmarked as catalytic opportunities that could contribute to the
sense of place as reinvestment and redevelopment occurs.
Kimley>))Horn
ANNA 2050 DOWNTOWN MASTER PLAN 29
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It will be essential to create a sense of place with the buildings and streetscape
in this area and to develop a multimodal network that accommodates civic
and social activity. Wide, interconnected sidewalks, tree -lined streets, street
furniture and pedestrian -scale lighting will all be important to the Downtown
environment. Parking lots should not dominate the street, and on -street
parking should be provided to prevent an oversupply of surface parking lots.
A large open space on the northern portion of the Municipal Complex site is
recommended as a public plaza for community gatherings and special
events. Interurban Street, from the Municipal block to Fourth Street, should
be repurposed as a potential pedestrian -only thoroughfare to provide a
pleasant means of access and connectivity within the heart of the Downtown
Core and an inviting, walkable heart to Downtown. Finally, along the east side
of the property, a linear public space could be created for a farmer's market
and/or food truck park between the City Hall and Fourth Street by partnering
with DART to utilize a portion of the significant right-of-way in that location.
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Interurban Street. During the planning process, an opportunity emerged
with regard to Interurban Street, which currently links the Municipal Complex
block to Fourth Street and extends beyond. The small block size that is part
of the old downtown fabric, and the context surrounding Interurban,
presents an opportunity to convert the street, from the public plaza at the
Municipal Complex on Fifth Street, to Fourth Street, as a pedestrian -only
thoroughfare. In many successful and active downtowns, these types of
spaces provide space for outdoor dining as well as recreational and
programmed activities. They create visual interest through terminated vistas
and linkages to other areas via spacious, people -oriented connections.
Overhead lighting, landscaping, pavers, and other amenities are typically
provided, and there are opportunities for public art and community branding.
A pedestrian street of this type takes on a unique character and becomes
not only a memorable place for meeting and gathering, but also a pleasant
pathway from one place to another.
30 ANNA 2050 DOWNTOWN MASTER PLAN
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Kimley>>> Horn
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Fourth Street. Fourth Street is the signature roadway in the Downtown Core.
The oldest buildings in the district define the streetscape and create a sense
of uniqueness. There are a variety of uses along or near Fourth Street that
anchor the district and will be the building blocks for future activity —City
Hall, the Police Station, shops, restaurants, offices, churches, parks and
a museum. While this roadway performs an important function in bringing
people to the district, multimodal assets are minimal and/or nonexistent. As
Fourth Street crosses Powell Street to the west and Sherley Street to the
east, vehicular access dominates; there are no crosswalks for pedestrians.
There are a number of opportunities for strengthening the placemaking
attributes of the Downtown district along Fourth Street. Sidewalks should be
widened and missing sections filled in to provide a continuous path along
the roadway for pedestrians and multimodal activity. Landscaping and street
trees should be incorporated to improve walkability and create a greater
sense of place. To further define the public realm, buildings should be
brought close to the street, and architectural and zoning standards should
be incorporated to the extent possible in order to ensure new construction
is compatible with adjacent structures. Restaurants should be encouraged
to provide outdoor dining space, businesses should provide storefront
facades at the ground level and on -street parking should be improved to
provide convenience for Downtown visitors. Finally, pedestrian improvements
that accommodate multimodal crossing and traffic calming should be made
at the intersection of Fourth Street and Powell.
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Railroad Crossing. The railroad crossing at Fourth Street and Sherley Road
has the potential to reinforce the link between the historic amenities to the
east (Sherley Heritage Park, Anna Depot, the water tower, First Christian
Church, Sherley & Brothers building) with the primary street (Fourth Street)
and its traditional old downtown form. Working with DART to enhance the
crossing and the adjacent roadways will celebrate Anna's heritage and make
the area more pedestrian -friendly and transit -ready. The City should work
with DARTto enhance that right-of-way with pedestrian crossings, sidewalks,
and appropriate signage.
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Kimley>>> Horn
ANNA 2050 DOWNTOWN MASTER PLAN 31
Riggins Street and Sherley Road. Riggins Street, which runs parallel to
the western edge of the DART railroad, is the site of the original, historic
Anna community. The old wooden structures that used to face the railroad
are now all gone, but an opportunity for placemaking and the potential to
recapture some of that historical orientation exists with the development
of the Municipal Complex on the west side of the street and the adjacent
catalyst sites to the north and south. The DART property includes the wide
rail right-of-way and additional setback area that could be redeveloped as
an urban edge. During the planning process, the community determined
that the areas adjacent to and around the Municipal block on Fifth and
Seventh Streets, including a redesigned Interurban Street, would be ideal
for creating a focused area for restaurants and coffee shops with outdoor
dining, linking to the Municipal block. The current right-of-way has ample
room for its thoroughfare classification, including wide sidewalks, street
trees and on -street parking, and to provide for a linear food truck park or
farmers market. These amenities would not only help recapture the sense
of place along this roadway but would also position the district to have the
necessary pedestrian and vehicular infrastructure for transit users when the
time comes.
Sherley Road runs parallel to the east side of the DART railroad and contains
a series of the most valued historic sites in the community, including the
Anna Train Depot, the water tower, Sherley & Brothers Hardware Store,
Sherley Heritage Park and the First Christian Church of Anna. The area that
surrounds these important historical assets should reinforce Anna's heritage
and build on Downtown's sense of place. Greater pedestrian access to and
from these historic sites, and zoning or other standards that are compatible
with the historic architecture of the surrounding area, will help maintain the p
sense of lace in this art of Downtown over time.
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32 ANNA 2050 DOWNTOWN MASTER PLAN
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03
IMPLEMENTATION
STRATEGY
Success in implementing this vision for Downtown Anna in 2050 will require
\\ a continued coordination with Downtown property owners, \ organizations, operators, and developers. It will also require an adequate allocation of
\staff and financial resources to ready the Downtown environment for private
\sector investment and prioritization of Downtown Anna as a resource that
\receives continued attention. As the Downtown grows and evolves, it will
be essential to revisit this plan periodically —at least every five years —and
\update it as needed so that it remains relevant and serves as an instructive
tool for managing and capitalizing on the opportunities created and to ensure
the future for Downtown that the community wants to achieve.
\The Downtown Master Plan outlines a path that will enable the City to fulfill its
\\\hopes and aspirations for Downtown. The City can utilize the Implementation
Matrix to ensure that the recommended short-term, mid-term and long-term
\Actions are completed and its goals are met. With continued adherence
\ p
\to the recommendations and implementation strategies outlined in this
\Ian ongoing community support and strong, visionary leadership,
the community will be able to achieve its overall vision for a vibrant and
sustainable Downtown Anna.
IMPLEMENTATION PARTNERS
In order to achieve the community's vision for Downtown, the City will
need to collaborate with a variety of other agencies, organizations and
individuals, from both the public and private sectors, all of whom will all play
a role in shaping the future of the district. These individuals, agencies and
organizations include:
Governmental/Quasi-Governmental Agencies
Governmental and quasi -governmental agencies are important to the
community and play a key role in managing regional resources. They control
funding, provide educational resources, and perform economic development
functions. These agencies include:
+ Collin County
+ North Texas Council of Governments (NCTCOG)
+ Dallas Area Rapid Transit (DART)
+ State of Texas, including the Texas Department of Transportation, Texas
Parks and Wildlife Department, Texas Commission on Environmental
Quality, and others
+ Federal government, including the Department of Transportation,
Environmental Protection Agency, Department of Commerce, and
others
+ Anna ISD
+ Anna Economic Development Corporation/Community Development
Corporation (EDC/CDC)
Private Sector Entities
Private sector entities help provide economic stability within Downtown and
deliver goods and services to the community as a whole. They create jobs
and increase the local tax base by making investments in their businesses.
They also attract other businesses to the area and control the land and
capital that will be required for new development and improvements to
existing properties. Among these private sector partners are:
+ Businesses and business owners
+ Landowners/Property owners
+ Real estate developers and brokers
+ Financial institutions
Non-profit Organizations and Civic/Community Associations
Non-profit agencies and organizations are key contributors to Downtown's
future as they are often able to fill gaps that the local government cannot
address due to its limitations. Often focusing on a specific aspect of community
life or a special area of interest, these entities are strong advocates for the
community whose passionate and enthusiastic involvement typically makes
them stand out as an essential asset. Examples of these organizations include:
+ Greater Anna Chamber of Commerce
+ Anna Area Historical Preservation Society
+ Faith -based organizations
+ Arts and cultural organizations
+ Athletic leagues
+ Civic groups
34 ANNA 2050 DOWNTOWN MASTER PLAN
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Kimley>>> Horn
Downtown Anna Stakeholders
The ongoing involvement of Downtown Anna property owners, business
owners, residents and developers will be important to the fulfillment of a
successful future for Downtown. These individuals and groups have worked
together to establish the vision for Downtown Anna and ultimately have
the biggest stake in achieving that vision. Their continued dedication and
passion for Downtown, combined with the implementation tools available to
the City of Anna, the Anna EDC and CDC, will provide the critical momentum
needed to move the vision for Downtown forward.
ACTION ITEMS
Action 9.1. Zoning Alignment. Carry out a City -initiated rezoning of all
or portions of the Downtown Core, using techniques such as
Form Based Code, Planned Development ordinance or zoning
overlay, to codify the community's vision and align zoning in the
Downtown area with the Anna 2050 Future Land Use Plan and
the Downtown Master Plan.
Action 9.2. Diverse Mix of Uses. Include provisions in the new Downtown
zoning regulations to ensure that the diversity of residential
types and mix of uses envisioned for the Downtown Core and
Downtown Neighborhood districts are supported by zoning that
will promote Downtown vitality and provide opportunities for a
flexible market and range of choice options.
Action 9.3. Downtown Core Transitions. Include requirements in the new
Downtown zoning regulations that create appropriate transitions
from the Downtown Core to existing neighborhoods and which
support a mix of uses, promote connectivity and interaction
between all parts of the district and encourage diverse activity
throughout the day.
Action 9.4. Architectural Character. To the extent allowable by law,
implement the vision for the character and appearance of future
buildings by adopting design regulations and/or guidelines that
create a diverse, pedestrian -scaled Downtown.
Action 9.5. Downtown Street Types. Implement the new Downtown Street
Types and proactively redevelop roadways that are critical to
optimizing reinvestment in the Downtown Core.
Action 9.6. Traffic Calming and Entry Features. Provide traffic calming
measures at key intersections and gateway entry features that
improve traffic flow and safety and signify arrival to the district.
Kimley>>> Horn
Action 9.7. Roundabout. Conduct a feasibility study for the construction of
a roundabout at the intersection of FM 455/White Street at SH
5/Powell Parkway; coordinate with TxDOT as necessary during
all phases of the project.
Action 9.8. Downtown Parking. Conduct a study and develop a strategy
for providing public parking to serve future development in
the Downtown area, which could include on -street parking,
various temporary solutions and one or more public parking
lots or centralized parking facilities to be constructed as
development occurs.
Action 9.9. Funding. Apply to state, federal, and non-profit funding
programs to improve and connect Anna's pedestrian network
throughout the district.
Action 9.10. Coordination with DART. Establish an ongoing dialogue with
DART on ways to bring public transportation to Anna and make
improvements as opportunities arise to increase transit readiness.
Action 9.11. Downtown Walkability. Design and implement a sidewalk and
connectivity program throughout the Downtown to enhance
walkability and access to and from adjacent neighborhoods.
Action 9.12. Railroad Crossing Enhancement. Enhance the railroad
crossing at Fourth Street and Riggins Street to connect the
east and west sides of Downtown together and to make the
area pedestrian -friendly and transit -ready.
Action 9.13. Programming Space. Enhance the Downtown street
network and open spaces to accommodate more
programming opportunities.
Action 9.14. Festival Street. Convert Fourth Street east of Powell Parkway
to a festival street designed to provide mobility for vehicles,
bicycles, and pedestrians and to be easily converted to a civic
space that can be utilized by the community for special events.
Action 9.15. Pedestrian -Only Thoroughfare. Convert Interurban Street
into a pedestrian -only thoroughfare in the vicinity of City Hall/
the Municipal Complex to catalyze development of restaurants,
food trucks and outdoor dining.
Action 9.16. Historic District. Conduct a study to evaluate the feasibility
of delineating and designating a historic district to preserve
any eligible historically significant buildings and sites and to
capture the opportunity for programs and funding available to
such a district.
ANNA 2050 DOWNTOWN MASTER PLAN 35
'Action 9.17. Rehabilitation. Invest in, enhance, and celebrate the
community's historic heritage and facilities, such as the
Anna Train Depot and Sherley & Brothers Hardware store, by
reinvesting in those older structures that provide context and
character for Downtown.
Action 9.18. Restoration. Refurbish the old water tower in Downtown,
including implementing branding elements to help identify
Downtown as a unique and historic place and attract Anna
neighbors, new business, and visitors to the area.
Action 9.19. Sidewalk and Trail Connectivity. Identify and prioritize
sidewalk and trail projects that knit the Downtown Core
together and provide safe routes for pedestrians from the
neighborhoods surrounding Downtown to Anna Middle School
and to Downtown restaurants, shops, open spaces, civic and
institutional places.
Action 9.20. Trail Network. Prioritize and enhance the Downtown trail
network, its facilities and amenities to link key open spaces
and destinations within the district.
Action 9.21. Landscape Ordinance. Amend the Landscape Ordinance
to create a shaded area requirement for any new Downtown
park improvements.
Action 9.22. Parks and Plazas. Develop a strategy for designing, funding
and improving Downtown parks and plazas; conduct a
feasibility study for the highest priority facilities.
Action 9.23. Catalyst Areas. Work with landowners on targeted efforts
to jumpstart Catalyst Areas, including small area plans,
infrastructure strategy, zoning, incentives and outreach
to prospects.
Action 9.24. Downtown Association. Assist with the formation of
a downtown association to connect property owners
with stakeholders and developers and to foster potential
partnerships for the development of catalyst sites.
Action 9.25. Incentives. Create and promote an incentivized process/
program for Downtown development, which may include tax
incentives, rebates, a public improvement district, cash grants,
tax increment funding, TIRZ, and other performance -based or
value -capture programs.
Action 9.26. Gateways and Entry Features. Design and construct gateway
enhancements at key pedestrian and vehicular entry locations
and intersections Downtown, including the main north, south,
east and west routes via FM 455 and SH 5, at major trailheads
and where Fourth Street and FM 455/White Street intersect
with SH 5/South Powell Parkway.
Action 9.27. Branding. Develop a branding package for the Downtown
Core and Downtown Neighborhood, including a wayfinding
program leading to historic landmarks, public spaces, shops,
restaurants, and places of interest Downtown.
Action 9.28. Street Maintenance. Develop and implement a street
maintenance program for Downtown.
Action 9.29. Public Art. Promote Anna's history and culture through public
art programs that display community pride and heritage.
Action 9.30. Shade. Require shade elements for new Downtown
developments and building and site upgrades through the
development review process.
Action 9.31. Corridors. Enhance and preserve Downtown district corridors
with beautification projects and thoroughfare improvements
throughout the principal streets, paths, trails, railroad,
floodplain, natural areas, tree canopies and viewsheds.
Action 9.32. Infrastructure. Enhance and maintain public utility, technology,
and transportation infrastructure and implement regulations
that locate placement of new franchise utilities underground
to ensure a vibrant, mixed -use Downtown district that
encourages multimodal mobility and provides convenience
and telecommunications connectivity to residents and visitors
in Downtown.
Action 9.33. Municipal Complex Connectivity. Design and implement a
sidewalk, open space and connectivity program adjacent to
the Municipal Complex to link this important civic building
to the Downtown Core along Fourth Street and to provide
opportunities for gathering and walking.
Action 9.34. Outdoor Dining. Redevelop Riggins Street near the Municipal
Complex to catalyze and accommodate a diverse Downtown
dining environment by implementing widened sidewalks and
infrastructure for patio dining; incorporate a farmer's market
and/or food truck park in this location.
Action 9.35. Downtown Programming. Encourage partnerships with
shops and restaurants to host events and support programmed
activities such as later shopping hours one night a week, live
music, and farm -to -table dinners for charity.
36 ANNA 2050 DOWNTOWN MASTER PLAN
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Kimley>>> Horn
Action 9.36. Public Investment in Downtown. Develop a program,
identify funding and establish projects on the CIP list for
the implementation of the highest priority improvements to
infrastructure and the public realm in the Downtown area to
catalyze revitalization and advance Downtown as a place;
review annually to assess progress.
Action 9.37. Promotion. Coordinate with landowners, developers and
interested parties to calibrate and craft a merchandising and
marketing strategy to Downtown prospects, including retailers,
entertainment concepts, restaurants, artists, service providers,
small corporate offices and other organizations that can
promote the activation and vitality of Downtown.
Kimley>>)Horn ANNA 2050 DOWNTOWN MASTER PLAN 37
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Expect More. Experience Better.
_'I'I■ ®STRATEGIC
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CITY OF ANNA
Planning & Zoning Commission
April 5, 2021
Parks, Trails, and Open Space Master Plan
AGENDA ITEMS:
Conduct a Public Hearing/Review/Discuss/Action on a recommendation regarding the Anna 2050
Parks, Trails, and Open Space Master Plan.
SUMMARY:
The Parks, Trails, and Open Space Master Plan is a document that provides an inclusive
framework for orderly and consistent planning; acquisition; development; and administration of
the parks and recreation resources, programs, and facilities.
This plan expands upon the Comprehensive Plan to guide development of parks.
RECOMMENDATION:
The Parks, Trails, and Open Space Master Plan is recommended for approval.
ATTACHMENTS:
Parks, Trails, and Open Space Master Plan
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Table of Contents
Chapter
Chapter
Chapter
Chapter
y
2
04
Introduction
Anna at a
Parks and Open
Trails and
Glance
Space
Sidewalks
Chapter
Chapter
Chapter
Chapter
07
Recreation
Recreation
Operational
Implementation
Facilities
Programming
Framework
e- s
01
INTRODUCTION
This Anna Parks, Trails and Open Space Master Plan is part of a citywide
planning effort that took place between March 2020 and April 2021. Anna
2050, the City's comprehensive plan (adopted April XX, 2021), was based on
a Vision Statement and a set of Guiding Principles that set the tone for the
future of Anna for the next several decades. This report details the results
of that planning effort related to parks, open space and trails in the city of
Anna. A summary version of this report is contained in the comprehensive
plan as Chapter 8: Parks, Opens Space and Trails. This master plan also
contains elements of several related areas within the plan, such as mobility,
placemaking and Downtown
PURPOSE OF THE PLAN
The City of Anna is at a turning point and has the opportunity today to set the
vison for the future of parks and open space within the city. There are currently
a number of high -quality parks and open spaces, such as Natural Springs
Park and Slayter Creek Park, that serve the existing population , but the city
is expected to grow exponentially in the coming years. There will need to be
strategic improvements to the current recreation system so that outdated
components can be replaced as needed and so that the system can adapt
to evolving demographics and trends. This Parks, Trails and Open Space
Master Plan lays out the steps necessary to implement these improvements
and replacements based on feedback from the community throughout the
process and on previous planning efforts and accomplishments. These
recommendations provide detail as to how enrichment and improvement of
the Anna parks and recreation system can take place so that the needs of
Anna neighbors will be met, both today and as the community grows.
This plan follows the general guidelines for local park master plans
established by Texas Parks and Wildlife Department (TPWD); In addition to
these guidelines this plan address recreation specifically.
Per planning requirements issued by the TPWD, the Parks, Trails and Open
Space Master Plan should be updated after a five-year period or before if any
major developments occur that significantly affect the ability of the city to
remain eligible for the project priority program for TPWD grant funding. It has
been approximately seven years since the last update of the plan , and Anna
has undergone major development in that timeframe.
An eligible TPWD plan contains at minimum a summary of:
Accomplishments
New public input
Most recent inventory data
Updated needs assessment
Priorities
New implementation plan
Demographics
Population projections
Goals and objectives
Standards
Maps.
RELATED PLANNING EFFORTS
This plan provides a framework so that the City's parks and recreation
amenities will continue to make a positive contribution to the future of the
community. Adherence to the Vision Statement and Guiding Principles
developed for the Anna 2050 Comprehensive Plan (see Chapter 2 of the Anna
2050 document) will make Anna a special place in which to live in 2050 .
Specific references in the Guiding Principles to issues related to parks, trails
and open space indicate a desire to ensure that the growth envisioned for the
city "...benefits Anna's current and future neighbors..." and:
Occurs where and when it can be supported by the public facilities and
services (including schools) that Anna's neighbors need.
Offers many diverse, vibrant, and distinctive destinations for work and
play.
Promotes the health and vitality of existing Anna neighbors,
neighborhoods, businesses, and infrastructure.
Is efficient and effective in its use of resources and infrastructure —fiscal,
energy, water and natural assets.
6 ANNA 2050 PARKS MASTER PLAN Ell�.21a terra studio
\�
PLAN FRAMEWORK
This plan merges the current assets in Anna with the community's hopes for
continued success. Achieving the Vision will require collaboration between
the City, its leadership, and the other stakeholders in the area, and there are
a number of techniques that can be applied. Ordinance amendments, capital
improvements, catalyst projects, incentives, programming, and combinations
of funding and partnerships are among these techniques.
After the introduction to the planning process and a brief background on
Anna, this plan is organized by topic -oriented chapters in which specific
information is presented and Policies and Action Items are detailed. The plan
concludes with a chapter on implementation.
The following are the topic -oriented chapters contained in the plan:
+ Parks and Open Space
+ Trails and Sidewalks
+ Recreational Facilities and Programming
+ Operational Framework
PLAN DEVELOPMENT PROCESS
The planning process for the Parks, Trails and Open Space Master Plan
began in early 2020. A series of interactive meetings was held to gather
feedback and provide direction to the plan. In general, the main objectives of
this process were to:
Listen to and collaborate with the community to determine an updated
list of needs and desires relating to parks, recreation, trails and open
space
Assess and analyze existing parks and recreation -related topics and
conditions
Evaluate existing goals and strategies for accomplishments and future
relevance
Establish an approach to the parks and recreation system's growth and
improvement
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As part of the development of this Parks, Trails and Open Space Master
Plan, a complete needs assessment was performed. The results and
recommendations in this plan are based on an extensive process of
community engagement activities, including the use of a project website and
obtaining community input through focus groups, stakeholders meetings and
steering committee meetings. Additionally examination of local and national
recreational trends have influenced the plan.
The City of Anna places a high priority on communication with neighbors
and engagement during City processes. For the Anna 2050 process, a
Communications/Neighbor Engagement Plan was developed to guide this
public involvement. Originally, these efforts included Community Open
House sessions and opportunities to provide online input. Due to COVIDE19,
however, all engagement activities for 2020 were held virtually. Nevertheless,
a significant amount of input was received, with over 3,800 individual
responses and openMended comments.
All virtual engagement was provided through the project website, www.
anna205O.com. This website contains additional information about the Anna
2050 process as well as opportunities for engagement on this master plan.
The site went live on July 31, 2020.
To mirror the format of a Community Open House, activities for virtual "rooms"
were designed by Strategic Community Solutions and CivicBrand managed
the online implementation. In each online room, multiple stations gave
participants diverse options for reviewing information developed through the
planning process and providing input that helped shape this master plan.
Three virtual room opportunities were provided, as described below.
Comprehensive Plan Advisory Task Force
On June 9, 2020, the Anna City Council nominated a group of Anna neighbors
to serve on the Comprehensive Plan Advisory Task Force (CPATF). The
role of this Task Force is to serve as a review and advisory body for the
Comprehensive Plan, Downtown Master Plan, and Parks, Trails and Open
Space Master Plan throughout the planning process. Task Force members
served as ambassadors to the community to inform them about the planning
process and encourage everyone to participate and build support for the
draft plan.
VIRTUAL ROOM #1: JOIN US!
This initial round of engagement was intended to get people to connect with
the Anna 2050 project, to provide very general input about the character of
the community now and to describe a desired vision for the future. This room
was live from August 11 through November 1, 2020.
VIRTUAL ROOM #2: IMAGINE FUTURE ANNA
The second round of engagement began shortly after the first. It included
some of the activities that participants would have found at the "stations"
had there been an inEperson Community Open House. This room was live
from August 21 through November 1, 2020.
VIRTUAL ROOM #3: CREATING A SUCCESSFUL FUTURE
The third round of engagement explored particular issues and options in
greater detail. It began after the Joint Workshop (City Council, Planning &
Zoning Commission, Parks Board, EDC/CDC) on August 11, 2020, so the
specifics of these questions and activities were fine0tuned to reflect the
discussion and direction at the Joint Workshop. This room was live from
September 24 through November 1, 2020.
8 ANNA 2050 PARKS MASTER PLAN W11112Ia terra studio
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HIGHLIGHTS FROM THE VIRTUAL ROOMS
A review of all the detailed comments and input received through this
online engagement revealed many different perspectives and ideas for the
community's future. All of these details are found in the appendices of the
Anna 2050 Comprehensive Plan. A few highlights as they relate to influencing
this master plan are summarized below.
+ Most respondents are generally positive about their experiences
in Anna. Many individual comments expressed satisfaction with the
respondent's neighborhood, with the people in Anna and with other
aspects of the community. A few people had concerns about change
in recent years, either because the community is getting too big or
because of issues like safety and traffic.
+ Many comments mention the friendliness of Anna and the
welcoming character of the community. Anna neighbors see the
community as a friendly and welcoming place. This is a feature people
want to maintain even as Anna grows.
+ The challenges of managing growth are evident in the responses.
Most comments recognize the challenges of growing yet maintaining
a desirable community character. There are many comments about
sustaining Anna's "small town feel," even as there are comments about
attracting growth and securing new businesses.
+ Outdoor activities and natural areas are highly valued. The preferred
images for the character of Anna and for its parks all depict scenes
of activity outdoors. This is one of the themes that is most evident
throughout the virtual rooms.
+ Trails and paths for walking and biking are a very high priority.
Along with the focus on outdoor activities, the need for routes for walking
and biking is a strong theme throughout all virtual rooms. Participants
mentioned trails they use now and also identified places where new
trails are needed. Top destinations within the city are desired to be
connected with a network of trails and sidewalks. While future trails are
recommended within City's parks and open spaces. Corridors such as
creeks, and utility easements provide opportunities for these networks.
+ Even as they age, people expect to remain active and want trails
and recreational facilities they can continue to use. When asked
what they want to enjoy in 2050, even people who calculate that they
will be in their 80's at that time express the hope they will be able to
enjoy walking and activities outside and that these opportunities will be
available to them in Anna.
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+ Most participants have a positive view of Downtown's role in
Anna's future and have particular ideas about additions that would
improve the area. Some of those respondents see it as an essential
part of the character they value in Anna. Many specific shops, restaurants
and activities were identified as desirable additions to Downtown.
+ There is support for planning and investing to accommodate
expected growth. Several comments emphasized the need to keep
up with infrastructure demands as Anna grows. Others stress the
importance of good planning
+ Additional facilities and amenities often found in larger communities
are desired here. Even though many participants want to maintain the
feeling that Anna is a small town, they would like to have the facilities that
require a larger community for support. New public facilities —including
recreation centers, senior centers, and libraries reflect the level of public
investment and service often found in larger communities.
ADDITIONAL THEMES AND CONCLUSIONS:
Additional themes and conclusions derived from the community input, staff
and stakeholder interview process include:
Anna has a sufficient inventory of outdoor components for its current
population; however, the anticipated growth will require new facilities.
Amenities are currently concentrated in a few locations, primarily on the
east side of US 75.
Anna is lacking in indoor and outdoor facilities and the recreational
offerings typically associated with competitive or recreational level
sports.
Although Anna has a series of high -quality trails within its parks, it does
not have a well-connected network of trails that allows people to get to
parks or travel from one park to another or to other desired destinations
throughout the city.
ANNA 2050 PARKS MASTER PLAN 7
A review of all the detailed comments and input received through this
online engagement revealed many different perspectives and ideas for the
community's future. All of these details are found in the appendices of the
Anna 2050 Comprehensive Plan. A few highlights as they relate to influencing
this master plan are summarized below.
This Parks, Trails and Open Space Master Plan identifies specific policies
crafted to enhance the physical assets and operational framework of the
Anna parks and recreation system. Based on a study of physical conditions
and a robust community engagement process, the plan is intended to be
responsive to the community's needs. It is both a policy document and a plan
designed to target public investment and leverage public sector initiatives.
Strategic Policies of the plan include:
Policy 1 The City of Anna will create an exemplary parks and recreation
system to provide Anna neighbors access to recreation close to home.
Policy 2. The City of Anna will work with developers to create unique
destinations that build off of existing areas of natural, cultural or architectural
distinction to attract new residents and businesses.
The City of Anna shou Id encourage development of parks, open space
and trails by utilizing land within floodplains to create connections across the
community (see Chapter 7, Placemaking, Anna 2050 Comprehensive Plan).
Policy 4 The City will increase staffing levels commensurate with the addition
of parks, facilities and programming responsibilities.
Policy 5. The City of Anna should develop and implement a plan for staff -
facilitated recreation programming for the community, to include activities
such as youth and adult sports leagues, after school programs, summer
activities, skills classes, senior programs, etc.
The City of Anna will pursue planning and design for additional
trail connections, making important linkages to identified destinations
throughout the city.
The City of Anna will expand its inventory of recreation facilities,
including planning and design for an indoor recreation facility.
Policy 8. The City of Anna will pursue the planning and design of an outdoor
sports complex to support the needs of Anna neighbors who want to play
sports closer to home.
Policy 9. The City of Anna will pursue the planning and design of an outdoor
space within Downtown that will become a destination and gathering space
for Anna neighbors and visitors.
Policy 10. The City will adopt strategy for the development of active based
recreation facilities.
Policy 11. The City will develop key active recreation facilities to serve the
community.
Policy 12. The City will encourage other organizations to develop recreation
facilities in Anna to serve community needs.
Policy 13. The City of Anna commits to developing a strong set of recreation
programs and services to serve the needs of the community.
Policy 14. The City will make a clear and informed determination of the role it
will play in providing community recreational programs.
Policy 15. The City will establish an overall basic programming philosophy,
a program plan and a program classification system as required recreation
program support initiatives.
10 ANNA 2050 PARKS MASTER PLAN W1111 1a terra studio
\�
Policy 16. The City will adopt a long-range organizational plan for the
establishment of a Parks & Recreation Department.
Policy 17. The City should establish the required parks and recreation
organizational support initiatives.
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ANNA 2050 PARKS MASTER PLAN
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57
Ail
Anna at a Glance
Anna is located in northern Collin County, along US 75 (Central Expressway),
approximately 10 miles north of McKinney and 45 miles northeast of Dallas.
Anna is currently 15 square miles in size. Central Expressway, one of the major
travel corridors in North Texas, runs north -south through Anna, bisecting the
61.2 square mile study area for this master plan. This study area includes the
land within the city limits as well as the land within the city's Extra Territorial
Jurisdiction (ETJ).
COMMUNITY PROFILE
2020 Population: 16,721 (Source: ESRI*)
Location: Collin County, Texas
Total Households: 5,343 (ESRI)
Median Age: 32
Median Home Value: $210,000 (Source: U.S. Census)
Median Household Income: $81,734
Year of incorporation: 1913
*ESRI: an industry leading data and demographic provider
POPULATION PROJECTIONS
A full analysis of the parks and recreation system is not based solely on
the inner workings of the parks system, but includes the community being
served as well. In providing a comprehensive Parks, Recreation, and Trails
Master Plan, both current and projected demographics must be analyzed to
determine the composition of the population and its needs. Understanding
these trends is a critical component in planning the current and future
delivery of recreation programs and facilities in Anna.
The following is a description of population growth scenarios detailed in the
Anna 2050 Comprehensive Plan:
According to ESRI*, Anna has a 2020 population of 16,721 residents. A variety
of growth scenarios was analyzed to project future population. The results
of the analysis reveal a projected 2050 population within the range of 42,000
to 84,000 residents. Projections from the Texas Water Development Board,
ESRI, and several Compound Annual Growth Rate (CAGR) scenarios were
analyzed based upon historical growth trends. The 5.5% CAGR scenario
represents the high end of the spectrum with a 2050 projected population
of roughly 84,000 residents. The 3.5% CAGR scenario is the most moderate
scenario and represents a 2050 population of 42,000 residents. (The chart
below) illustrates the population projections for Anna between 2020 and
2050.
*ESRI: an industry leading data and demographic provider,
Anna Population Growth Scenarios
90,000
80,000
70,000
60,000
50,000
m
D 40,000
a
30,000
20,000
10,000
0
20202022 2024 20262028 2030 2032 2034 2JM6 2038 2W 2042 2044 2D46 2W 2050
Year
- 9.5% CAGR
-4.5 % CAGR
5.5 % CAGR
. ESR I Scena ri o
-Texas Water Oevel op ment Board
14 ANNA 2050 PARKS MASTER PLAN W1117111a terra studio
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ANNA 2050 PARKS MASTER PLAN
ANNA 2050 PARKS MASTER PLAN
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PARKS AND
OPEN SPACE
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Parks and
This chapter sets forth an action plan revolving around a four -step framework
for the goal of adding new parks to the existing facilities in Anna and for
improving existing parks to meet or exceed Anna neighbors' expectations.
The four -step Park Development Cycle outlined below is explained further
later in this chapter.
PARK DEVELOPMENT CYCLE
1. Acquire or receive parkland
2. Plan or design park improvements
3- Install park improvements
4. Maintain parks at a high level of quality
■ In.Z , I
PUBLIC PARKS AND OPEN SPACE IN ANNA
The City of Anna presently has a variety of park, special use and trail facilities
in its system to meet the recreational needs of Anna neighbors. There are
approximately 193 acres in seven developed parks, trails and other facilities
as well as undeveloped City -owned property and property that is in the
platting stage that is planned for park development. Public parks in Anna
are all at various stages of development. Opportunities for each park are
included in the park inventory. There are other public lands in Anna that
could be developed into new parks, and there are opportunities for new
parks to be created as private development occurs.
The location of each of the existing parkland is indicated on the following
map —Existing Parkland Map. A detailed inventory of parks is located in the
Appendix of this plan .
Slater Creek Park W Rosamond Pkwy 77 acres ���������■��■�'_
Anna, TX 754og
ANNA 2050 PARKS MASTER PLAN
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ANNA 2050 PARKS MASTER PLAN
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ANNA 2050 PARKS MASTER PLAN
\\ ADDITIONAL OPEN SPACES AND RECREATIONAL
\OPPORTUNITIES
\Within the city limits and ETJ of Anna, there are several additional recreational
\opportunities that are not under the direct management of the City. Some of
pp g Y
\these areas include:
\• Homeowners association (HOA) parks
\• Private lakes and ponds
\• School campuses
• Collin County Adventure Camp
\
\• p To Fun Ranch
\These areas provide Anna residents with recreation opportunities along with
\ p PP 9
\\the parks and open space controlled by the City. While some of these areas
may not be accessible to the general public, the still provide the community
Y 9 p Y P Y
\ with open space assets. When planning for new parks, the service area of
these offerings should be taken into consideration
HOA PARKS
A few homeowners associations and planned developments within Anna
provide parks and open space for residents in their neighborhoods. Some of
these spaces include improvements such as playgrounds, shade structures
and trails, while others remain undeveloped and in a preserved natural state.
Some include ponds and lakes that simply provide a serene setting for users.
SCHOOL CAMPUSES
One of the largest providers of open space in the city is the Anna Independent
School District. Almost every school property has open play fields and a
playground. In order to provide opportunities for neighbors, the City should
explore the possibility of shared use and public access agreements .
PRIVATE LAKES AND PONDS
Over 35 private lakes or ponds are spread through the planning area. Some
of these bodies of water are private stock tanks used for agriculture; others
are larger Soil Conservation Service lakes built over the years. Many of
these lakes hold great recreation potential for fishing, the use of small man -
powered watercraft or the enjoyment of a passive open space .
COLLIN COUNTY ADVENTURE CAMP
Funded by the voters as part of a $26 million Collin County bond program,
this adventure camp was constructed in 2006 and is managed by the
YMCA of Metropolitan Dallas. The goal of the camp is to bring an outdoor
learning experience to the children of Collin County. The program offers a
10-week summer camp and year-round group retreats. Amenities include
a zipline tower, canoeing, fishing, archery, BB gun range, climbing wall
and a teambuilding ropes course, as well as a dining hall and cabins to
accommodate over 500 campers.
TOP FUN RANCH
Top Fun Ranch is a private venue available for rental that provides space for
large events or parties. The ranch promotes a theme of "agritourism" and
offers private lake fishing, water skiing, swimming, games, aviation services
and food catering.
ANNA 2050 PARKS MASTER PLAN
M1121a terra studio
In order to develop a comprehensive set of recommendations for park
improvements, current park standards and level of service measures were
evaluated. The adequacy of existing parks, facilities and open spaces
is determined by comparing the needs of the present and forecasted
populations of Anna to specific goals and guidelines.
CRITERIA FOR GUIDELINES
Historically, the most common standards for park planning, as recognized
by park and recreation professionals, have been those published by the
National Recreation and Park Association (NRPA ). The NRPA recognizes
the importance of establishing and using park and recreation guidelines as:
A national expression of minimum acceptable facilities for citizens of
urban and rural communities
A guideline to determine land requirements for various kinds of park
and recreation facilities
A basis for relating recreation needs to spatial analysis within a
community -wide system of parks and open space
A means to justify the need for parks and open space within the overall
land use pattern of a community
These guidelines address minimum, not maximum, goals to be achieved.
The guidelines are intended to be coupled with conventional wisdom and
judgment relating to the particular situation to which they are applied
and to specific local needs. This plan utilizes a combination approach,
complemented and informed by community feedback, to determine the
needs of each topics discussed in the chapters of this plan.
The following two assessments were used to establish a Level of Service
(LOS) for parks and open spaces in Anna:
Population -based assessment —Provides a ratio of acreage to
population
Pedestrian shed -based assessment —Provides a geographic range of
where certain parks and open space may be needed, measured against
a 1/4-mile radius for a typical maximum pedestrian walk
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Park
Bryant Park
Classification
Undeveloped Park
Acres
5 Acres
Slater Creek Park
Community Park
77 Acres
Johnson Park
Neighborhood Park
3 Acres
Shirley Heritage Park
Special Use Park
1 Acre
Natural Springs Park
Community Park
29 Acres
Lakeview Park
Neighborhood Park
9 Acres
Greer Park
Undeveloped Park
25 Acres
Pecan Grove
Undeveloped Park
15 Acres
Creekside
Undeveloped Park
21 Acres
Oak Hollow
Undeveloped Park
8 Acres
STANDARDS AND PARK CLASSIFICATIONS
For purposes of this planning effort, the parks in the city were categorized
and classified based on park design concepts and standards identified by
NRPA. Park classification types in Anna include:
The following is a population -based assessment for each park type, based
on a ratio of acreage to population, measured against NRPA standards
and like -sized communities. For purposes of this analysis, parks that are
currently in the planning process or have not been officially dedicated are
not included until they are officially dedicated to the city. These spaces are
noted and shown here to take into consideration for future planning.
ANNA 2050 PARKS MASTER PLAN
COMMUNITY PARKS
A community park is a large and versatile type of park developed to serve
the broader community. These parks can be designed to provide both active
and passive recreational facilities for all ages. A community park can serve
several neighborhood areas and can usually be accessed conveniently by
automobile. A community park typically ranges in size from approximately
25 to 300 acres. In Anna, there are two community parks:
Slayter Creek Park: 77 Acres
Natural Springs Park: 29 Acres
NRPA Recommended LOS
5 Acres for111 residents
2020 Population Estimate
16,721 (ESRI)
2020 Target LOS
84 Acres
2020 Provided LOS
106 Acres
2050 Population Projection
84,000
2050 Projected Target LOS
420 Acres
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NEIGHBORHOOD PARKS
Neighborhood parks serve a variety of age groups within a limited area or
neighborhood. They range in size from 1 to 15 acres and generally serve
residents within a 1/4- to 1/2-mile radius. The neighborhood park typically
includes areas for active recreation activities, such as field games, court
games, playgrounds, etc. Passive recreation activities may include walking,
viewing, sitting and picnicking. There are two parks of this type in Anna:
+ Johnson Park: 3 Acres
+ Lake View Park: 9 Acres
... Recommended LOSfor
2020 Population Estimate
111 residents
16,721 (ESRI)
2020 Target LOS
25 Acres
2020 Provided LOS
2050 Population Projection
12 Acres
84,000
2050 Projected Target LOS
42 Acres
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SPECIAL USE/LINEAR PARKS
Special use parks cover a broad range of specialized park and recreation
facilities, often with a single major use. Golf courses, historical sites,
community center sites, theme parks, water parks and other special use
facilities fall into this category. These parks also include neighborhood or
community park elements, but with amenities that have a regional appeal to
visitors from outside the boundaries of the city.
Linear parks are usually much longer than they are wide, in terms of their
configuration. Examples include parks or trails within old railroad beds,
utility corridors, floodplain areas or excess or abandoned right-of-way.
Because special use parks and linear parks vary by size and type from city
to city, there is not a specific recommended level of service. In Anna, there
is one park of this type:
Sherley Heritage Park: 1 Acre
UNDEVELOPED PARKS
Undeveloped parks are tracts of land currently dedicated as parkland and
under City ownership. These properties are by ordinance reserved to be
improved for park purposes. Currently, these properties do not provide
the minimum level of service to be considered a neighborhood park or
community park.
There are several undeveloped parks in Anna:
+ Bryant Park: 5 Acres
+ Geer Park: 25 Acres
+ Pecan Grove: 15 Acres
+ Creekside: 21 Acres
+ Oak Hollow: 8 Acres
ANNA 2050 PARKS MASTER PLAN
PARKS "ON PAPER"
During the planning process associated with this master plan, several
developments were in the planning stages and included future parkland
dedication as part of the project. These projects are being closely followed
by staff and integration of the parkland into the parks system is expected.
The properties and general locations of the proposed parks are included
on the Park System Map. At the time of this report, specific amenities,
acreages, or timing is unknown. It is recommended that the city ensure at
least the minimal level of service and amenities is provided in these spaces.
The Woods at Lindsey Place -22 Acres
Located just west of Anna High School east of 75 the planned single-family
residential subdivision with a multi -family component proposes to dedicate
approximately 22 Acres of parkland. At the time of approval an 8' concrete
hike and bike trail was proposed to be installed around the perimeter of
the parkland. Additional amenities planned include shade structures,
playground, picnic areas, dog park, 70 parking spaces, and preserved
wooded areas. The park will be bisected by Rosamond Parkway at the
future intersection of Ferguson Parkway. Amenities will be located on both
sides of the road, A safe pedestrian crossing area should be planned for this
area to include plenty of room to gather before crossing so groups of park
users can cross together.
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Concept Plan by Others: Subject to Change
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Villages of Hurricane Creek: 148 Acres
A new subdivision planed for the west side of Central Expressway will bring
much needed recreation opportunities to this side of the highway. It is
anticipated approximately 148 Acres will be dedicated as parkland within
the development. At the time of approval an 8' concrete hike and bike trail
was proposed to be installed within these spaces linking areas of the new
subdivision to and around an existing stock pond. An area within the open
space is proposed to contain an outdoor amphitheater.
The following amenities should also be considered for this area:
+ Parking for general access as well as specific planned amenities.
+ Preserved open space for passive recreation.
+ Multi -use sports pad
+ Fishing pier with shaded pavilion
+ Potential Recreation Center for West side of 75 (when future development
occurs on this side of town)
Concept Plan by Others: Subject to Change
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Anna Crossing: 28 Acres (Future Park/Current Plat)
A multiple phase single family residential subdivision with a multi -family
complex as well as an elementary school located along highway 5 south
of Downtown Anna. The neighborhood currently has an HOA owned and
maintained playground. Within the development agreement a 28-acre park
is to be dedicated in a future phase. Proposed amenities are not detailed
at this time.
The following amenities should also be considered for this area:
Trail connection to the north to downtown Anna
Rectangular practice fields and multi -use open space
All -abilities playground
-15
r
Concept Plan by Others: Subject to Change
ANNA 2050 PARKS MASTER PLAN
\ Natural/Open Space
p
\\ These are natural areas, generally left undisturbed, but not necessarily
\characterized as land preservations. No organized, active recreational uses
\\are typically accommodated in these areas; they are primarily intended
for passive recreational use. Typically, these areas will include low impact
\ recreation development such as trails lake or river access and interpretive
retive p
\ or educational areas. Within the city of Anna and its ETJ there are several
\\ areas of potential for this type of recreation opportunity. Flood lain corridors
\ p Ypp
\offer this opportunity and can provide linkages to other developable areas
\
�\�isthroughout the city that are adjacent tothe floodplain. As parkland dedication
review
ed locations adjacent to the floodplain or other natural areas should
\be encouraged. In addition to the floodplain corridors, soil conservation
ponds and lakes provide this opportunity for enhancements to the natural
\
offerings in the City of Anna.
GAPS IN SERVICE — BY PARK POPULATION BASE
The current offering of community parks represents a surplus of approximately
22 acres of parkland when a ratio of 5 acres per 1,000 residents is applied.
At the present time, it appears that the city is meeting the minimum standard
for community park offerings; however with expected growth and current
projects underway, and the rapid population growth expected over the
next few years, planning for additional community parks will be required to
meet the recommended level of service. A gap of approximately 300 acres
is projected based on the 2050 population estimate. The City of Anna will
need to add at least two to three large community parks to adequately serve
the community by 2050.
The current offering of neighborhood parks is shown to have a gap
of approximately 13 acres when a ratio of 5 acres per 1000 residents is
applied. This gap is present when comparing the standard to the acreage in
developed parks; however, the city has a surplus of undeveloped parkland,
appropriately sized to serve as neighborhood parks. These properties,
currently function as open space in the neighborhoods where they are
located, should be improved with typical neighborhood park amenities
to truly serve Anna neighbors with the minimal level of service amenities
described in this report. A gap of approximately 30 acres is projected based
on the 2050 population estimate. The City of Anna will need to add 5-6
neighborhood parks to adequately serve the community by 2050. This gap
is based on an average size of 7 acres, it should be noted neighborhood
parks can vary in size depending on the neighborhood served.
ANNA 2050 PARKS MASTER PLAN
M=..121a terra studio
Pedestrian Shed -based Assessment
Provides a geographic range of where certain parks and/or open space
may be needed, measured against a 1/2 mile radius for typical 10 minute
pedestrian walk.
VAN ALSTYNE
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Legend
TRENTON Region
ETJ
Study Area/City Limits
Public Park
Private Park
Future Park
Forest
WESTMINSTER
Floodplain
School
Water
Stream
10 Minute Walk
10 Minute Walk
(Undeveloped Parkland)
1 0 Minute Walk
(Future Park)
BLUE RIDGE
ANNA 2050 PARKS MASTER PLAN
Areas that fall outside of the pedestrian shed analysis are considered to be
under -served areas of the city. Residents that live in these areas are more
than a 10 min walk from a city park
Area A: Areas within the core of Anna that are not currently served by
developed parks
Area B: These areas are on the western side of Central Expressway
and are expected to developed quickly over the next few years. The
are north of 455 will be served by the future park in the Villages of
Hurricane Creek development.
VAN ALSTYNE
75 a
A
Area C: This area contains the current phases of Anna Crossing and will
mostly be served by the future 28 acre park.
Underserved areas should be considered a priority when acquiring new
parkland for the system in order to provide parkland within a within a
10-minute walk to every resident in the area.
Legend
TRENTON
Region
ETJ
Study Area/City Limits
i Public Park
Private Park
Future Park
Forest
WESTMINSTER
L
Floodplain
6
School
Water
Stream
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BLUE RIDGE
ANNA 2050 PARKS MASTER PLAN M1..!-Ia terra studio
PARK DEVELOPMENT CYCLE IN ANNA
The first part of the Park Development Cycle is to acquire land for parks.
Land can be added to the parks and recreation system by several different
methods:
Dedication of land from the private sector to meet City requirements for
new development
+ Donation from the private sector or individuals
+ Payment of parkland fees bythe private sectorto meet City requirements
for new development; these fees can used by the City to purchase/
acquire new parkland
Purchase/Acquisition of desirable parkland by the City
Conversion of property already owned by the City for new parkland
When considering property for future parkland dedication, acquisition, and/
or development, certain evaluation criteria should be utilized. Among these
criteria should be:
Is the land in the area without a park within a 10-minute walk from
another park?
Is the land generally usable for park and recreation purposes (Usable
slope, size and not encumbered by floodplain, utilities or drainage)?
+ Is the land available for purchase?
+ Is there an added public purpose besides quality of life enhancement
that could be addressed upon acquisition (e.g. erosion control, flood
control, drainage improvement)?
Does the land give additional lake front access or amenities?
Is there upcoming or pending development that could assist with
development of a park in a certain area?
Are there any other efforts in the area or otherwise that could be
complementary to the acquisition/development of a park in the area?
Is there neighborhood support for a proposed park?
Not all of the criteria above need to be met to justify the dedication and/or
purchase of property for park development, but they should all be considered
when evaluating potential parkland opportunities.
Minimal level of service - Amenities
The design of new public parks, to be developed by the public or private
sectors, should be designed with a minimum set of amenities for the use
of community members. Based on community feedback, this minimum set
of amenities should include, but not necessarily be limited to, the following:
Restroom (where possible)
Shade
Play equipment
Picnic tables
+ Parking
Shared Spaces
Throughout the city, there is land that could beautify the community while
also reflecting community branding, providing a sense of arrival, or acting
as a gateway to the city. These areas, typically located within road rights -
of ways or medians, are normally planned and maintained by the City's
parks and recreation department. Elements such as common landscaping
materials and signage or wayfinding can be located in these areas.
Green Infrastructure
These areas can also provide an opportunity to implement green
infrastructure techniques to serve both functional needs, such as improved
drainage and stormwater filtration, and for aesthetic benefits, such as quality
of life and scenic views. Green infrastructure practices utilize open green
spaces and the soils, vegetation and other natural elements within them to
allow stormwater to permeate slowly into the soil after it falls, maintaining or
restoring the water's natural flow, while providing moisture to the vegetation
that is part of the system and preserving or restoring natural areas such
as forests and wetlands. The use of green infrastructure reduces the
amount of solid paved surface in favor of more natural areas such as rain
gardens, vegetated swales, green roofs and porous pavements. It can be
implemented at a regional scale or in a specific streetscape project or site
design. In the urban setting, it may be most effective as part of a network of
systems connected to established green spaces.
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ANNA 2050 PARKS MASTER PLAN
FOCUS AREAS FOR EXPANSION AND KEY CENTERS
The identification and emphasis on the Key Centers illustrated in the Anna
2050 Future Land Use Plan (see Chapter 3 of the Anna 2050 Comprehensive
Plan) is a key plank in the community's strategy for targeting its investments
to build upon important existing assets. As the city grows and development
becomes more dispersed, these Key Centers will become focal points in the
community. Placemaking strategies, including the manner in which parks
and open spaces are provided, will be critical to the success of each of the
centers.
ANNA 2050 PARKS MASTER PLAN
75 CENTER
The 75 Center is designed to serve and attract a regional audience with
Community Commercial, Regional Activity Center and other high -density
residential PlaceTypes (see Chapter 3, Anna 2050, for additional information
on PlaceTypes). The built environment in this center should be supported
by parks and recreation amenities for the use and enjoyment of residents,
visitors and customers and as a means of connecting to the surrounding
community. Trails and linear parks can serve this purpose in some areas,
and it will be very important to incorporate a pedestrian -scaled east -west
crossing over US 75. This crossing could be incorporated into an existing
vehicular bridge, but should be comfortable for pedestrians and provide
a clear separation from automobiles on the adjacent roadway. This bridge
could be designed as a gateway feature visible from the main lanes of the
highway. Crossing US 75 could also be accomplished below the road
at locations that provide ample room for a trail to be "benched" into the
opening below the road. Further trail connections should be made to and
from this bridge to allow Anna neighbors to access not only the 75 Center,
but also both sides of the city. This center also provides opportunities for
mixed -use -supportive open spaces and plazas that would invite visitors to
spend time outdoors after enjoying a restaurant or visiting a shop As well as
the residents who live here. While open spaces within a mixed -use center
typically do not have the room to support all users or user types, the park
system should expect heaver use at the adjacent neighborhood parks to this
center. Additional maintenance and upkeep at the nearby parks should be
planned to not overburden these spaces.
�:-111a terra studio
DOWNTOWN ANNA*
The Downtown area is the heart of Anna and has the potential to become the
place that all Anna neighbors call their own. It can include a combination of an
open space, a plaza and a series of well -designed streets and sidewalks that
connect various parts of the center together. The history of Downtown can be
celebrated through thoughtful design. Pedestrian -scaled connections from
the Downtown Core to Sherley Heritage Park can provide both a physical
and an emotional connection to the past. Pedestrian -scaled improvements
should be used to emphasize connections from the new Municipal Complex
to the Downtown Core. Downtown's central location also makes it a great
location for community amenities, such as a community/recreation center,
library or an appropriately scaled sports complex and for special events and
activities.
"Chapter 9 of the Anna 2050 Plan is dedicated to the future vision for
Downtown.
ANNA BUSINESS CENTER
Trail connections to the Anna Business Center will allow both neighbors and
employees to access this center in multiple ways. This center is an important
asset for the future of Anna, and it is important to pay attention to the
amenities provided and the environment created so that it will compete well
with employment centers elsewhere in the North Texas region. Additional
recommendations for this area include installation of green infrastructure
applications in between buildings and parking areas to assist in conveyance
of storm water in the center. These areas could be developed as amenities
connected with the trail system or areas for employees to gather or take a
break during the workday.
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PARKS AND OPEN SPACE ACTION ITEMS
To realize the Parks and Open Space strategy for Anna, the following Action
Items should be implemented:
Action 1. City -Owned Properties. Expand and/or enhance City -owned
park and recreation properties that have the potential to better serve the
surrounding residents or that could become a wellness and enjoyment
destination for the community at large.
Action 2. Parkland Dedication/Fee Ordinances. Review and revise
current dedication and fee ordinances. Develop a process to review current
ordinances annually
Action 3. Property Acquisition. Acquire developable properties utilizing
the key service criteria .
Action 4. Open Space Standards. Create standards, where appropriate,
to evaluate new private development proposals on their efforts to provide
outdoor open space with amenities and neighborhood and/or community
gathering places.
Action 5. Open Space Opportunities. Evaluate alteration requests to
existing buildings and sites for additional open space, plaza, gathering
places and/or green space.
Action 6. Plan Review. Include Parks personnel on the Anna Development
Review Committee and review plan submittals, not only to meet specific
technical requirements, but also to meet community quality of life, recreation
and open space needs .
Action 7. Green Infrastructure Guidelines. Develop guidelines and
encourage development within the city to implement green infrastructure
practices, where applicable.
Action 8. City Gateways and Shared Spaces. Plan for and design a
citywide plan to standardize city gateways, monuments and medians to
create a cohesive branded landscape throughout Anna.
Action 9. Private Recreation Providers.: Engage local private recreation
providers to explore opportunities and partnerships in providing services.
Future expansion of the parks system should also take into consideration
the location of these facilities and work to not replicate services provided in
the same geographic area.
Park Recommendations
In addition to the Action Items the following are general park improvement
recommendations for each of the City Owned parks today.
Slayter Creek Park
+ Baseball field renovation
(Turf)
Skate park upgrade
Connection to stadium/
drainage channel
enhancements
Sherley Heritage Park
+ Defined connection to
downtown
Integration of train and track
Park site plan to relate to
the aesthetic of proposed
downtown enhancement
Additional Parking
Johnson Park
+ Playground and Ballfield
upgrade/replacement
(Currently underway)
Parking improvements
Trail connections
to downtown and
other adjacent parks
ANNA 2050 PARKS MASTER PLAN
1. .!-la terra studio
Geer Park
Park site plan
Potential land acquisition to
assemble larger property
Rectangle practice fields in
interim
Connection to downtown
and other adjacent parks
Natural Springs Park
Trail connection to the east
to Downtown
Erosion control south of
pond
Lakeview Park
Trail connections to
southwest along Slayter
Creek
Bryant Park
Develop park based on
proposed site plan
Trail connections to rest of
system
Connections/partnership
with ISD
Pecan Grove Park
Park site plan for minimum
level of amenities
Trail connection
Oak Hollow Park
Park site plan for minimum
level of amenities
Trail connections
Creekside Park
Park site plan for minimum
level of amenities
Trail connection
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ANNA 2050 PARKS MASTER PLAN
ANNA 2050 PARKS MASTER PLAN
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SIDEWALKS
Trails •
Sidewalks
The most significant theme expressed by the community during the public
engagement part of the planning process was the desire for more trails
and sidewalks of varying types. Trails and sidewalks serve many functions
relating to mobility and connectivity, recreation, leisure, quality of life and
wellness —all vital to achieving the vision of the Anna community. This
chapter of the plan provides specific and actionable strategies to encourage
the construction of additional trails and sidewalks within the city.
In studying Anna's system of trails and sidewalks, several factors are worth
noting for the future:
+ Connections. Missing segments of trails that could improve
connectivity in the trail network should be installed, and trails to key
destinations in Anna should be provided.
+ Trail Master Plan. Alignments in the Trail Master Plan should be
reevaluated every year as some connectivity priorities may have
changed since its adoption.
+ Trail Types, Although a hierarchy of trail surface options is desired,
there is an increased desire for soft -surface trails and off-street, multi-
use trails.
+ Trail Amenities. A variety of trail amenities, such as mile markers,
parking, restrooms and directional signage should be provided, with
an increased emphasis on pedestrian -scaled lighting, restrooms and
security/safety enhancements, specifically.
+ Communication. Communication with users should be improved
through website maps and tools, social media presence and in -park/
on -trail signage (including contact information for any management or
operational issues).
+ Regional System. Support efforts within Collin County and the region
to connect municipalities with trail infrastructure by planning tie ins to
adjacent cities.
NEEDS ASSESSMENT
The following needs/themes emerged from community engagement efforts
conducted during the planning process for the Parks, Trails and Open Space
Master Plan in terms of trails:
1. Need for better maintenance and amenities along trails
2. Desire for separated bikeways
3. Desire for more connections from residential neighborhoods to parks and
recreation destinations
4. Need more connections between parks and recreation areas
5. Need connections from neighborhoods to and throughout Downtown
6. Desire for access to water or paddling trails
7. Need for better communication regarding trail locations
8. Desire for more nature -centered activities
INVENTORY
The Anna trail system contains approximately 4-5 miles of trails.
Most of the trails in Anna are constructed of 8' to 10 foot wide
reinforced concrete, although some are soft surface trails. The
majority of the trails in Anna are loop trails located within parks.
36 ANNA 2050 PARKS MASTER PLAN W11112Ia terra studio
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VAN ALSTYNE
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TRENTON Region
ETJ
Study Area/City Limits
Public Park
Private Park
Future Park
Forest
WESTMINSTER
Floodplain
School
.. Existing Trail
Future Trail
11 ..: Future Paddle Trail
Water
--- : Stream
BLUE RIDGE
NECTION
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ANNA 2050 PARKS MASTER PLAN
\ TRAIL TYPES
\In order to plan for a connected system of trails to serve Anna neighbors
\and visitors in the future, the following system guidelines were developed.
Trails within the city of Anna should follow general AASHTO American
Y g (
\ Association of State Highway and Transportation Officials) safety guidelines
\ for trail construction and layout.
Sidewalks: 5'0 8' Concrete
These local neighborhood walkways typically accompany the system of
adjacent neighborhood streets, connecting into larger street networks. They
link neighborhood blocks and communities together and ultimately provide
connection into more significant trails. Neighborhood sidewalks typically
range from 4 feet to 6 feet in width. At locations where sidewalks connect to
the trail system, a 5-foot minimum walkway is recommended. Soft Surface
I
Rot r" rnwrle
Figure 3.2 - Sidewalks
Trail: 4' 0 12' Multi -Surface Trail
In wooded areas or areas of specific natural significance to the city, either
soft surface, hard surface trails or a combination may be used depending
on surrounding conditions and expected usage. These trails should connect
\\into the community -wide trail system and provide access to special outdoor
spaces.
1
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Figure 3. - Typical Cross Section
Regional Veloweb: 12' Concrete Trail
The purpose of this type of trail, which is defined and recognized by the
North Central Texas Council of Governments (NCTCOG), is to provide
regional and interregional routes. NCTCOG describes the Veloweb as "a
644 -mile interconnected network of off-street trails designed to provide
safe, efficient mobility to pedestrians and cyclists." The intention of the
Veloweb in Anna is to provide access throughout the city, to destinations
in adjacent communities and, ultimately, to connect to the DFW metro area.
Trails designated as part of the regional Veloweb should be concrete and a
minimum of 12 feet in width. Anna is at the northernmost end of the study
area for the Regional Veloweb in Collin County. Two routes are identified in
the NCTGOG 2045 Mobility Plan.
A north -south route approximately 1/2 mile east of US 75. This route
runs parallel to the highway following Slayter Creek to Lakeside Park,
Natural Springs Park and then tying into the existing Slayter Creek
Trail to the north. Some portions of this alignment exist, mainly within
the existing parks. This trail will eventually continue south and tie into
connections planned in Melissa, linking Anna along the US 75 and
DART rail corridor to the communities of McKinney, Fairview, Allen,
Plano, Richardson and Dallas.
An east -west Veloweb trail running parallel to the Collin County Outer
Loop alignment is identified in the NCTCOG mobility plan. This trail
should be evaluated for inclusion in the planning and design of the
roadway. The Right of Way along Rosemond Parkway will provide a
more centralized trail closer to existing and proposed neighborhoods.
This trail will respond to the desire for future east -west connections
within Anna as expressed in both the community feedback and the City
Council strategic vision .
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Figure 3.2 - Regiona; Veioweb Trail
ANNA 2050 PARKS MASTER PLAN M1.1-1a terra Stud
Community Trails: 10' -12' Concrete Trail
Community -wide spine trails that build from the regional Veloweb trails
will create a city trail system that connects many key destinations in
Anna and establishes longer distance loops. Trailheads with a variety of
trail amenities will be located along these trails. Community -wide spine
trails should be constructed of concrete. They are typically 10 feet in
width to accommodate a higher user capacity. In some segments,
where a significant volume of users is anticipated, they may be up to
12 feet wide.
The Trail Master Plan map identifies many opportunities throughout
Anna for additional community trails. The alignments are conceptual
in nature and should be explored in greater detail as development
proposals occur.
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Figure 3.2 - Community Trads
Equestrian Trails: Varied Widths and Surfaces
+ Single -tread trails reserved exclusively for horses and mules —also
called bridle trails, bridle paths, or bridleways in urban settings —are
uncommon in the United States. Most public trails are designated
for shared use, although there may be instances where a trail is not
appropriate or safe for all users —for example, a narrow and winding
recreation trail with a steep dropoff.
Specific Equestrian trails are not identified on the trail master plan at
this time. As Anna begin to develop more county land and expand the
core of the city an equestrian only trail should be identified to provide a
safe place to enjoy horseback riding.
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Paddle Trail:
As defined in the Collin County Regional Trails Master Plan (CCRTMP), /
a paddle trail is a very specialized type of facility and very cost-effective /
for the recreational opportunities it provides. A paddling trail requires verylittle capital investment compared to other facility types and almost no /
operational costs. The elements needed in order to develop a water wa /
p p Y /
into a paddling trail include mile markers (which aid emergency responders) /
and put-in/take-out locations which are the riparian version of a trailhead. /
p p
These facilities should be located at areas with relatively flat riverbanks, /
which extend into somewhat shallow water, and must have easy access to
a roadway. Put-in/Take-out locations must include parking areas (paved or /
unpaved), drinking water sources and information kiosks to warn canoers
and kayakers of potential hazards on the river.
Sister Grove Creek is identified in the CCRTMP as an approximately 26-mile j
paddle trail opportunity, stretching from FM 2862 in the Anna ETJ to Twin
Groves Park on the shores of Lake Lavon near Princeton. Eight put-in/take-
out locations have been identified along the paddle trail, the first four within
or adjacent to the Anna ETJ. This trail will offer 9 miles of paddling to Anna
neighbors and a larger regional population; it will extend several miles south
of Anna.
j
ANNA 2050 PARKS MASTER PLAN
The following pages present alignment studies for four priority trail alignments
that should be considered in the near future
Oak Hollow to Lakeview
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ANNA 2050 PARKS MASTER PLAN
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ANNA 2050 PARKS MASTER PLAN
TRAIL AND SIDEWALK STRATEGIES
To realize the Trail and Sidewalk strategy for Anna, the following Action Items
should be implemented:
Action 10. Trail Opportunities Explore additional areas for trails through
wooded and riparian corridor areas.
Action 11. Rail and Utility Corridors. Convert underutilized rail and utility
corridors for use as passive recreation amenities, where possible.
Action 12. New Connections. Install additional trail and sidewalk
connections utilizing the Capital Improvements Program and grants funding
when available.
Action 13. Missing Segments. Complete missing trail segments and
locate sources for funding, in addition to the Park Development Fund, for the
construction of these sections to improve network connectivity and provide
links to key destinations in Anna and adjacent cities.
Action 14. Connections to Other Networks. Designate connections into
the regional Veloweb, Collin County Trail System and adjacent city systems
Action 15. Paddle Trail. Engage in planning and design of put in/ take out
points on Sister -Grove Creek presented in this plan and the CCRTMP.
Action 16. Review and Update. Conduct a regular review of the Trail
Master Plan to determine whether it meets the needs and priorities of Anna
neighbors and businesses as development continues to occur; update the
plan as needed.
Action 17. Funding Assistance. Apply for funding through the Collin County
Parks and Open Space Project Funding Assistance Program for pedestrian
and paddle trail improvements in this plan.
Action 18. Trail Surface Options. Develop a hierarchy of trail surface
options for context -sensitive use, such as soft -surface trails in wooded areas
and wide, concrete surfaces for off-street, multi -use trails, and equestrian
only trails.
Action 19. Trail Amenities. Develop a palette of trail amenities, such as
mile markers, parking, restrooms and directional signage pedestrian -scaled
lighting, restrooms and security/safety enhancements for construction/
installation alongAnna trails.
Action 20. Trail Signage/Exhibits. Provide interpretive and/or educational
trail exhibits along select trails to acknowledge the cultural and historical
significance of an area.
Action 21. Communication. Develop an active plan for communicating
with parks and recreation users that utilizes online maps and tools, social
media presence and other techniques to inform the community of facility
improvements and to develop community support for parks, trails and open
space plans.
ANNA 2050 PARKS MASTER PLAN
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ANNA 2050 PARKS MASTER PLAN
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The City of Anna currently has limited facilities to support recreation
programs and services other than athletic fields and passive use parks. As
a result, the community is also heavily dependent on the use of Anna ISD
gyms and athletic fields for sports programs. The City will need to determine
its overall philosophy and level of commitment regarding the provision of
parks and recreation facilities and how these views will impact the delivery
of future recreation services and facilities to Anna neighbors.
FUTURE ACTIVE RECREATION FACILITIES
RECOMMENDATIONS
The City will need to consider how best to deliver active recreation facilities
to its citizens in the future. Facilities of this type are expensive to build
and operate, so making informed decisions that are not only in the best
interest of the citizens of Anna, but are also financially sustainable, will be
critical. There are three basic options that could be considered for the future
development of active recreation facilities:
+ Citywide — Major facilities, such as community centers, pools and
sports complexes, are provided on a citywide basis with one primary,
centrally -located facility that meets the needs of the entire community.
These facilities are large and serve a greater population base. This is
the most financially viable of the three options, but requires community
members to travel to a single location for most services. This does not
work particularly well for a community with distinct geographic areas or
where the population is spread out across a large area.
— Facilities are developed on a more neighborhood/
geographical oriented basis in strategically selected areas of the
community. These facilities are likely smaller and less comprehensive,
but meet the needs of the distinct areas of the community they serve.
This is a more expensive approach compared to the option of a single
facility, with greater capital and operating costs, but dispersing multiple
facilities throughout the community makes them more accessible to
residents.
+ Combination — With this option, there is a blending of the two
alternatives noted above. Larger, more comprehensive facilities are built
for use on a citywide basis, while some version of the same amenities
is provided on a more neighborhood/geographical basis at various
locations throughout the community. Capital and operating costs fall
somewhere between the costs of the other two options, but overall, the
community is better served.
ANNA 2050 PARKS MASTER PLAN
The combination option described above is the one recommended for
adoption by the City of Anna as a strategy for delivering active recreation
facilities in the future. These facilities should include:
One citywide sports complex with neighborhood/geographical-based
athletic fields to augment the complex
One citywide recreation center and indoor aquatic center
One citywide aquatic center with neighborhood/geographical-based
splash pads
Amenities such as a racquet center and disc golf course would be
citywide facilities but could also include neighborhood/geographical-
based racquet courts
Special use development pads would be for citywide use
Note: This is based on a Anna population of up to 50,000. Beyond this
threshold, additional citywide amenities may be necessary.
W111121a terra studio
Sports Complex
Despite the presence of a number of athletic fields at existing parks and
schools, there is not a citywide sports complex to serve as a central location
for community youth sports competition and tournaments. When a sports
complex is developed, its primary purpose should be to serve the ongoing
sports needs of Anna, with a secondary concern being tournaments. The fact
that there are many other sports complexes in the North Dallas Metroplex
will limit the City's ability to attract outside users and tournaments. Based
on input from the Anna Sports Group and north Texas sports trends, the
complex should include:
+ Rectangular fields — 10 full-sized soccer/football/lacrosse fields
which can be broken into smaller fields for younger age groups. All
fields will need to be lighted and have at least some bleacher seating.
These fields could be used for some adult sports, but as a lower priority.
+ Rectangular fields concession complex — At least one concession
building with covered seating area and restrooms.
+ Diamond fields — 8 baseball/softball fields (in two wagon wheel
configurations) with the flexibility to adjust outfield distances. All fields
will need to be lighted and have bleacher seating. Designated warm-
up areas will be needed, along with possible batting tunnels. Ideally,
the fields should be adaptable for use by adult softball leagues and
tournaments as well.
+ Diamond fields concession/press box — A concession area with a
shaded seating area and restrooms with a central press box upstairs in
the center of each wagon wheel.
+ Event area —An area within the sports complex where community
events and festivals could be held. This would require a significant
open park area where pop-up canopies could be erected or larger
event tents, food trucks or other activities could be located. This could
also be the site of a farmers market. This area of the park would require
significant on -site parking or the ability to access other sports park
parking locations in close proximity. There will also need to be lighting,
significant electrical power, restrooms and/or pads for portable toilets.
There may need to be a permanent stage/amphitheater area. This
would require at least 10 acres of park area and could require as much
as 15 acres.
+ General recreation area — A combination of open play areas, two to
three pavilions and a significant shaded playground. This area could
be utilized by the general community when the sports complex is not
in use and also by parents and siblings of players there for practices,
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games or a tournament. There should also be a perimeter paved trail
and additional open play areas. An outdoor aquatic center could also
be part of this facility.
+ Park maintenance yard and office —A central maintenance yard that
is large enough to service the complex at full buildout, including a park
management and maintenance office.
Approximate Sports Complex size: 75-100 acres of land area to support the
fields and necessary support amenities, including parking
Estimated Capital Cost for a Sports Complex - Approximately $15-$20
Million
Estimated Operations Costs and Revenues for a Sports Complex - Will have
an annual operational subsidy requirement of $500,000 to $750,000.
Later phases of the complex should allow for the addition of more rectangular
fields and diamond fields. This sports park would not replace the existing
athletic fields in Anna, as those will still provide important locations for
neighborhood -based practices and games.
ANNA 2050 PARKS MASTER PLAN
Recreation Center
Over the last 20+ years, many communities in Texas have committed to
building large, community -wide, multigenerational recreation centers for
their residents. This is a cost-effective way to provide a broad range of
recreation programs and services to people of all ages. Anna should plan
to develop a full -service multigenerational center such as this in a central
location in the community. This was one of the top priorities identified by the
public in their input on future facility needs.
The following are brief descriptions of the space and square footage
estimates for key amenities that could be included in a recreation center.
+ Gymnasium —A space that is approximately 8,500 square feet in size
and divisible into two gym areas (each with a 72' by 42' basketball court)
with a full-sized high school basketball court going the other direction.
This would also support two full-sized volleyball courts or four pickleball
courts. The gym should be flexible enough to accommodate a variety
of sports, including basketball, volleyball and pickleball, and tip -and -
roll bleacher seating should be provided. A large storage area would
need to be attached to this space.
+ Weight/Cardio space — An area of approximately 3,000 square
feet that includes a stretching area, free weights, selectorized
machines (resistance machines regulated by moving a pin or lever)
and cardiovascular equipment. A small storage area should also be
attached.
+ Multi -Purpose room(s) - A space of approximately 2,000 SF that
can be used for events, classes, and meetings. This space should be
divisible into two smaller rooms. A storage area must be attached to
this space. Having an outdoor covered patio area that is accessible
from the community rooms would enhance the space.
+ Group exercise room — A space of approximately 2,000 square feet
that can be used for fitness, martial arts or fitness classes. A storage
area should be available from this room.
+ Prep/Catering kitchen — A prep kitchen, approximately 350 square
feet in size, that is attached to the multipurpose room and has outside
access for catering.
+ Support spaces — There must be sufficient space and resources
allocated for:
Lobby and support spaces
Front desk
Office space
Restrooms
Maintenance work area
Custodial closets
Vending
Locker rooms
Approximate Center Size: 25,500 square feet
Estimated Capital Cost for a Recreation Center - $15,000 to $20,000 based
on 2023 construction.
Estimated Operations Costs and Revenues for a Recreation Center - Will
have an annual operational subsidy requirement of $300,000 to $500,000.
This program narrative must be reviewed and updated by an architect
and this information utilized to develop a more detailed program plan that
identifies specific spaces and their appropriate size.
It is critical that the center be organized with a central entry area/point
of control. There must be a clear separation between the active, fee -for -
use portions of the building and the passive elements. Emphasis should
be placed on providing flexible and versatile space that can meet a variety
of needs and avoiding the temptation to dedicate space to certain user
groups. Providing adequate parking for the center will also be important.
The building should be designed for expansion since additional amenities
(indoor and/or outdoor aquatics, for example) will be necessary over time,
and some existing spaces may need to be expanded (gym, weight/cardio
area, multipurpose rooms).
Determining the proper site for this citywide center will be very important,
and the chosen location must be adequate in size to support the building
and the required parking.
48 ANNA 2050 PARKS MASTER PLAN M112Ia terra studio
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Outdoor Aquatic Center
Although not ranked as highly as a sports complex or recreation center, Anna
should consider planning for the development of a comprehensive outdoor
aquatic center that serves the entire community in a central location. The
aquatic center must have elements that are different than those found at
HOA or backyard pools. Ideally, this facility should be located in conjunction
with the recreation center, but it could be part of the sports complex or a
separate facility elsewhere in the community. Aquatic needs that must be
served include:
• All age groups
• Recreational swimming
• Instructional programming
• Fitness/Lap swimming
• Competitive swimming
Outdoor Aquatic Center amenities could include:
+ Recreational pool — A pool with a zero -depth entry and play structure,
lazy river, two to three lap lanes, slide and other interactive amenities.
This pool would also support swim lessons, aquatic exercise and
water walking opportunities. Approximately 6,000 square feet of water
surface area would be required.
+ 25-Yard Competitive/Lap/Program pool — An 8-lane by 25-yard pool
tank that would allow for short -course swim team training (10 lanes)
and competition. This pool would be heated so that the tank could be
open for an extended season or year-round.
+ Bathhouse — An entry and front desk area, aquatic center manager's
office, lifeguard/first aid room, small meeting/party room and men's
and women's changing/shower rooms (including unisex changing/
shower rooms). This building will also need to include a storage room
and a concession area with covered seating. Approximately 6,500
square feet.
+ Mechanical/Filter building —A building that houses the pools pumps,
filters and chemical rooms for the operation of the pools themselves.
Approximately 2,500 square feet.
Approximate Outdoor Aquatic Center Size :XXX
Estimated Capital Cost for an Outdoor Aquatic Center — $5-$8 million
Estimated Operations Costs and Revenues for an Outdoor Aquatic Center —
Will have an annual operational subsidy requirement of $0 to $300,000.
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The pool area will also need to have adequate deck space, pavilions (at
least four), covered spectator bleacher seating for the competitive pool and
extensive grass and landscaped areas. Some of the pavilions should be
located in an area where they can serve larger groups and events.
This program narrative will need to be reviewed and updated by an aquatic
consultant and architect and this information utilized to develop a more
detailed program plan that identifies specific elements of the aquatic center
and their appropriate size.
Determining the proper site for the aquatic center will be important. It must
be adequate in size to support the center as well as the required parking.
This facility could be located adjacent to the recreation center.
Future consideration should be given to developing splash pads in select
community parks to augment the main aquatic center, and at some point
in the future, the City may need to consider an indoor aquatic center, which
should be built as an addition to the recreation center. i
44
IIII
j
ANNA 2050 PARKS MASTER PLAN IMIN7
Other Facilities
In addition to the amenities noted above, there are a number of other possible
facilities that the City should consider as part of a program of future parks
and recreation upgrades and enhancements.
+ Racquet Sports Center — With the continued growth in the popularity
of pickleball, communities are developing dedicated pickleball
complexes with multiple courts. Combining this with tennis courts to
make a racquet sports center is often a more cost-effective way to
serve the needs of two different racquet sports at the same location.
Developing a racquet sports center that has 8 tennis courts and 12
pickleball courts, all lighted, with a central restroom/concession/office
area should be considered as a first phase, with the ability to add courts
for each sport in the future. With the concept of having a single racquet
sports center for the city, this facility would ideally be constructed in a
central location in the community.
+ Concrete Skate Park — Skateboarding is experiencing a strong
renaissance. In terms of the growth of participants and equipment
sales, it consistently outperforms traditional team sports such as
baseball and football. Communities have noticed this trend and have
begun building high -quality public skate parks with a new vison. Skaters
prefer the smooth concrete surfaces, seamless transitions and flexible
designs that provide a much higher quality riding experience than with
modular equipment. A well -designed concrete park will also continue
to challenge users as they become more skilled.
+ Special Use Development Pad — One of the newer concepts being
utilized for the development of unique sports or recreation amenities
(BMX, pump track, bike park, fitness groups, RC parks for remote
control cars and airplanes, etc.) is having the City designate spaces or
pads in a newer or undeveloped park for development and operation
for operation of these types of facilities by an outside organization or
private entity. These groups lease the ground at a much reduced rate
and/or pay a percentage of gross revenues to the City, and they are
responsible for the construction and operation of the sports amenity
(within specific criteria established by the City). This is a way to meet
more specific and varied recreational needs in the community without
the City having to bear the expense for providing the facility and service.
Partnering with a 3rd party sports organization to develop an indoor youth
sports facility could also be considered in this category. These types of
organizations have partnered with a number of cities on the north side of the
Dallas Metroplex to build similar facilities.
+ School Facilities — The City should continue to partner with the Anna
ISD on future school sites to provide community access to gymnasiums
and other school spaces that can be utilized for public recreation
purposes. This should include athletic fields as well.
50 ANNA 2050 PARKS MASTER PLAN W1112Ia terra studio
Facilities Strategies
To realize the Facilities direction for Anna, the following strategies should be
implemented:
+ Action 22. Priorities. Establish priorities for citywide facility
development.
+ Action 23. Site and Infrastructure Improvements. Determine site
and infrastructure improvements required for the development of the
prioritized projects.
+ P Incentives. Establish development incentives for the
construction of new recreation facilities.
+ Action 25 Feasibility Studies. Complete feasibility studies for each
major facility.
+ Action 246 Partnerships. Determine possible project development
partners.
+ Action 27. Funding. Determine funding mechanism for capital
development and operations.
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ANNA 2050 PARKS MASTER PLAN
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Recreational
Programing
STATUS OF EXISTING RECREATION PROGRAMS AND
SERVICES
With limited facilities and staff, the City of Anna does not currently offer
ongoing recreation programs and services. A few citywide special events are
conducted annually, but residents are reliant on other providers for recreation
services, many of which are located outside of Anna. The following are some
of the primary organizations providing recreation activities within Anna
Anna Sports Group — Coordinates and provides youth programs in the
following sports:
+ Football (tackle, flag, and flex) — Tackle run by Texoma Youth Football
League, flag by City of Celina.
+ Baseball — Run by Little Elm United States Specialty Sports Association
(USSSA)
+ Girls softball H Run by Little Elm USSSA
+ Basketball — Run by Frisco Fieldhouse
+ Volleyball Run by Frisco Fieldhouse
+ Cheerleading
+ Indoor soccer — Run by Plano Sports Authority
Most of the facilities and activities available to Anna neighbors are located
outside of the city and the number of organizations providing these services,
listed below, is very small. Youth soccer is not currently offered in the
community.
Eagles Wings Athletics — Gymnastics and tumbling.
Anytime Fitness — Adult fitness programs
Workout Anytime Adult fitness programs
The Zoo Health Club Adult fitness programs
Collin County Adventure Camp - Youth outdoor learning
ANNA 2050 PARKS MASTER PLAN
NATIONAL PROGRAMMING CATEGORIES
The categories below represent the major areas of recreation programs
commonly found in parks and recreation agencies nationally. The City of
Anna does not have to be the actual provider of programs in each of these
categories, but programming should be available through some provider
(public, private, or non-profit) as the city continues to grow.
Area
A.- Focus
General
Youth
Team and individual
sports, including
Sports
camps, clinics and
tournaments; also
Adult
includes adventure/non-
traditional sports
Youth
Group fitness classes,
Fitness
personal training,
Adult
education and nutrition
Youth
Performing arts classes,
Cultural Arts
visual arts classes,
music/video production
Adult
and arts events
Youth
Learn -to -swim
classes, aqua exercise
classes, competitive
Aquatics
swimming/diving,
SCUBA and other
Adult
programs (synchronized
swimming, water polo,
etc.)
Before- and after -
Youth
school programs,
summer/school break
camps and preschool
Youth
Language programs,
Education
tutoring, science (STEM)
classes, computer and
Adult
financial planning
General Interest
Youth
Personal development
Adult
classes
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Age Focus
Youth
Programs for those with
Special Needs
different physical and
mental abilities; also,
Adult
inclusion programs
Citywide special events
Special Events
that are conducted
throughout the year
Youth
Environmental
Outdoor Recreation
education, hiking,
camping, kayaking and
Adult
other activities
Programs and services
that are dedicated to
serving the needs of
Seniors
seniors; can include
most of the activity
areas noted above plus
social service functions
Programs and services
that are focused on
Teens
serving the needs of
teens; can include most
of the activity areas
noted
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.._ Focus General
Youth
Includes the
opportunities for
individuals to recreate
on their own; can
include activities such
as open gym, use of
Self -Directed
weight/cardio space
Adult
and lap/recreational
swimming; though not
an organized program,
time and space must
be allocated for this
purpose
Can include nutrition
Social
and feeding programs,
Services
job training, life skills
training and other
activities, such as
health screenings
RECREATION PROGRAMMING TRENDS
It is important to understand some of the national and regional trends in
recreation programming over the last 10 years. Each community is unique,
however, and this has a strong bearing on trends and other operational
factors.
The following are some general summaries of recreation participation
statistics from a variety of sources.
National Sporting Goods Association (NSGA) - Their annual survey (2020)
indicates the ranking of the top 10 sports activities nationally as well as the
level of participation.
Sports Participation Ranking in 2020
Sport
Exercise Walking
National Rank*
1
National
Participation
(in millions)
106.5
Exercising w/
Equipment
2
58.3
Hiking
3
48.1
Swimming
4
48.0
Aerobic Exercising
5
47.4
Running/Jogging
6
46.0
Camping
7
40.7
Workout @ Club
8
39.6
Weightlifting
9
37.8
Bicycle Riding
10
37.8
It is important to note that the top ten activities are dominated by fitness
related activities and outdoor recreation pursuits.
"This rank is based upon the 57 activities reported on by NSGA in their 2019
survey instrument.
The NSGA also lists a number of sports activities and the percentage of
growth or decline that each has experienced nationally over the last ten
years (2010-2019).
ANNA 2050 PARKS MASTER PLAN
Sports Activity Participation Changes Over Time
Kayaking
2010
5.6
-
10.7
Percent
Change
90.9%
Yoga
20.2
31.8
57.6%
Running/Jogging
35.5
46.0
29.7%
Gymnastics
4.8
5.9
23.8%
Aerobic Exercising
38.5
47.4
23.2%
Weightlifting
31.5
37.8
20.0%
Cheerleading
0.0
3.7
18.0%
Wrestling
2.9
3.3
15.0%
Exercise
95.8
106.5
11.2%
Workout @ Club
36.3
39.6
9.1%
Lacrosse
2.6
2.8
7.5%
Pilates
5.5
5.9
7.1 %
Exercising w/
Equipment
55.3
58.3
5.5%
Ice/Figure Skating
8.2
8.6
5.3%
Soccer
13.5
14.2
5.2%
Volleyball
10.6
10.6
0.2%
Hockey (ice)
3.3
3.3
0.0%
Tennis
12.3
12.2
-0.6%
Baseball
12.5
12.2
-2.0%
Football (flag)
0.0
6.5
-2.9%
Football (touch)
0.0
8.9
-4.0%
Bicycle Riding
39.8
37.8
-5.1%
Martial Arts / MMA
0.0
6.0
-5.8%
Basketball
26.9
25.2
-6.2%
Softball
10.8
10.1
-6.8%
Swimming
51.9
48.0
-7.4%
Golf
21.9
17.9
-18.3%
Football (tackle)
9.3
7.3
-21.3%
Mountain Biking (off
road)
7.2
5.6
-21.7%
Table Tennis/Ping
Pong
12.8
9.9
-22.4%
M111,=_1a terra studio
Over the last 10 years key areas of program growth have occurred in fitness
related activities and team sports such as cheerleading, wrestling, lacrosse,
soccer, and volleyball. Many of the declines in participation are related to
traditional team sports such as baseball, football, basketball, and softball.
Sports & Fitness Industry Association (SFIA) - Their 2021 Sports, Fitness
and Leisure Activities Top -Line Participation Report indicated the rate of
participation by major sports activity categories over the last 6 years.
Percentage of Participation Comparisons
Category
Fitness Sports
61.9%
67.0%
Outdoor Sports
48.4%
52.9%
Individual Sports
47.7%
43.3%
Team Sports
22.6%
22.1 %
Water Sports
14.5%
13.7%
Racquet Sports
13.1%
13.9%
Winter Sports
7.8%
8.3%
Fitness related sports continues to be the most popular activity category
and has shown the greatest increase over the last five years. Outdoor
sports, racquet sports and winter sports have all seen an increase as well.
Individual sports, team sports, and water sports have all seen a decrease in
participation.
Much of the participation data has been affected by COVID-19 during 2020.
Key impacts include:
Fitness activities that require amenities typically found in fitness clubs
(group exercise, stationary cycling, cross -training, aqua exercise, etc.)
decreased in numbers.
Fitness activities that require limited equipment and do not require a
fitness center (running/jogging, free weights, and yoga) showed the
greatest increases.
Outdoor activities that experienced large increases were road biking,
skateboarding, and surfing.
Team sports had a mixed impact with basketball and soccer having
increases (mostly attributed to pick-up play) while volleyball, swimming
on a team, gymnastics and cheerleading all had decreases.
Top Activities with Intent to Participate by Age
Basketball
Basketball
Running/Jogging
Camping
Soccer
Fishing
Yoga
Swimming for
Fitness
Fishing
Running/Jogging
Hiking
Bicycling
Camping
Camping
Workout w/
Weights
Fishing
Baseball
Hiking
Cardio Fitness
Kayaking
Hiking
Workout w/
Weights
Workout w/
Machines
Volleyball
Tennis
Soccer
Basketball
Canoeing
Swimming for
Fitness
Tennis
Camping
Backpacking
Running/Jogging
Workout w/
Machines
Fishing
Workout w/
Weights
Golf
Baseball
Swimming for
Fitness
Hiking
Hiking
Hiking
Hiking
Fishing
Yoga
Fishing
Fishing
Swimming for
Fitness
Camping
Workout w/
Workout w/
Bicycling
Weights
Weights
Cardio Fitness
Camping
Workout w/
Birdwatching/
Machines
Wildlife
Workout w/
Cardio Fitness
Cardio Fitness
Workout w/
Weights
Machines
Running/Jogging
Yoga
Camping
Hiking
Fishing
Workout w/
Swimming for
Camping
Machines
Fitness
Workout w/
Running/Jogging
Yoga
Workout w/
Machines
Weights
Swimming for
Swimming for
Golf
Fitness Classes
Fitness
Fitness
Basketball
Bicycling
I Running/Jogging
I Shooting
M[7ifla terra Studid' ANNA2050 PARKS MASTER PLAN 57
The most popular activities that all age groups intend to participate in are
generally fitness or outdoor recreation related.
Outdoor Foundation - The 2020 Outdoor Participation Report indicates the
most popular outdoor activities by rate of participation.
Activity
unning, Jogging, &
Percentage
Americans
20.2%
National
Participation
(in millions)
61.0
rail Running
reshwater, Saltwater,
16.6%
50.2
Flyfishing
iking
16.4%
49.7
oad Biking, Mountain
16.1%
48.9
iking, & BMX
ar, Backyard,
13.8%
41.8
ackpacking & RV
amping
The rate of participation in outdoor activities increased by 1.2% over the
last three years but decreased by youth (at least 4%) in 2019. Growth in
participation was highest among adults who have children in their household.
\\\,7ANNA 2050 PARKS MASTER PLAN
w
National Endowment for the Arts (NEA) - The NEA provides insight into
how Americans are spending their time with art and art -like activities. The
Survey of Public Participation in the Arts (SPPA) is the nation's largest, most
representative survey of adult patterns of arts participation in the United
States. The NEA completes its survey on only an occasional basis with the
last three years being 2008, 2012 and 2017.
Percentage of American Adults Who Made Art in the Last 12 Months (2017)
Any Art
Percentage
54%
Performing Arts
40%
Visual Arts
33%
Creative Writing
7%
Percentage of American Adults Who Did Visual Arts (2017)
Taking Photographs
14%
Painting, Drawing, Sculpting, or
Making Prints
13%
Weaving, Crocheting, Quilting,
Needleworking, Knitting or Sewi
12%
Editing Photographs
10%
Doing Scrapbooking, Origami, or
Other Paper -Based Art
7%
Doing Leatherwork, Metalwork, or
Woodwork
7%
Creating Films or Videos
5%
Making Pottery, Ceramics, or
Jewelry
4%
Designing or Creating Animations,
Digital Art, Computer Graphics or
Video Games
3%
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Percentage of Adults Who Took Formal Art Lessons or Classes in Past 12
Months (2017)
Any Type of Art
9.5%
Visual Arts
3.6%
Music
2.7%
Art History or Appreciation
2.1%
Dance
1.9%
Creative Writing
1.7%
Computer Animation or Digital Art
1.8%
Photography or Filmmaking
1.6%
Acting or Theatre
0.6%
Percentage of Adults Who Took Informal Art Lessons or Classes in Past 12
Months (2017)
17.2%
Any Type of Art
Music
10.3%
Visual Arts
6.3%
Photography or Filmmaking
5.3%
Art History or Appreciation
4.9%
Dance
3.5%
Creative Writing
3.1%
Acting or Theatre
1.8%
Computer Animation or Digital Art
N/A
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National Recreation and Park Association (NRPA) - NRPA's 2020 Agency
Performance Review document has specific information on programming
that is offered by park and recreation agencies nationally.
Themed Special Events
88%
Team Sports
87%
Social Recreation Events
87%
Fitness Enhancement Classes
82%
Health & Wellness Education
81%
Individual Sports
74%
Safety Training
72%
Aquatics
71%
Racquet Sports
67%
Performing Arts
64%
Trips and Tours
63%
Cultural Crafts
61%
Martial Arts
60%
Visual Arts
59%
Natural and Cultural History
Activities
59%
Golf
47%
Running/Cycling Races
35%
j
ANNA 2050 PARKS MASTER PLAN
Recreation Management Magazine — Annually the magazine prints their
State of the Industry Report that examines trends in parks and recreation.
Their 2020 report indicated the following as it relates to recreation programs
and services.
Most Commonly Planned Program Additions in 2020
Environmental Education Programs
2. Teen Programming
3. Fitness Programs
4. Group Exercise Programs
5. Day Camps and Summer Camps
6. Mind -Body Balance Programs (Yoga)
7. Active Older Adults Programs
8. Arts & Crafts Programs
9. Special Needs Programs
10. Performing Arts Programs
\\i\
There is a wide range of program areas that public parks and recreation
agencies planned to add in 2020.
Activities Undertaken as a Result of Covide-19 by Percentage of Agencies
Activity Category
On-line Fitness/Wellness Programs
Percentage
55.3%
Programs to Address Food
33.5%
Insecurity
Educational Support to Out -of-
21.1%
School Children
Childcare for Essential Workers
17.6%
Convert Facilities for Healthcare
10.6%
Use
Support/Outreach for College
3.9%
Students
It is important to note that most of these activities are more social service
oriented rather than traditional recreation services. Beyond the pandemic,
this could indicate a shift in the types of services that public parks and
recreation agencies will be expected to provide for their population.
Area
Sports
.-Programs
Youth lacrosse
Adult soccer
Adult cricket
Youth and adult rugby
Pickleball
Youth camps and clinics
Individual sports (fencing)
Adventure/Non-traditional (BMX,
mountain biking, disc golf, ultimate
Frisbee)
E-sports competitions and
tournaments
Youth sports specific training
Fitness/Wellness
Functional training classes
Personal/Small group training
Yoga
Nutrition/Cooking
Healthy lifestyle education
Cultural Arts
Music production for youth
Digital media
Youth
Before- and after -school programs
at recreation centers, specialty
summer camps
Education
Camps
0 ANNA 2050 PARKS MASTER PLAN
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Area
Seniors
.-Programs
Fitness/Wellness
Sports (pickleball)
Baby Boomer -focused activities
Aquatics
Therapy
Triathlon training
General Interest
Personal Finance
Cooking
Youth
Before- and after -school programs
at recreation centers, specialty
summer camps
Special Events
Health and wellness
Community -Wide Events
Other
Virtual programming
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OTHER PROGRAMMING TRENDS
Other trends of note in the area of recreational programming are described
briefly below.
Recreation departments now often serve as coordinating agencies and
clearinghouses for multiple recreation organizations and providers.
This is done in an effort to bring a comprehensive scope of recreation
programs to a community. This trend has increased the number of
partnerships that have been established to deliver a broader base of
programs in a more cost-effective manner.
There is a greater emphasis on the fee -for -service concept, especially
for more specialized programming.
Programming continues to emphasize the needs of youth and seniors,
but has also begun to focus more on adults and the family unit.
Specific programming development trends include:
• Virtual programming that will remain even after the COVID
crises has passed
• Developing programs that are single -day or no more than
four sessions in length
• Developing programs for youth during non -school days,
Christmas break, Spring Break and any other extended
breaks
• Offering a variety of summer camps with different areas of
interest
• Providing more Saturday programs and introducing some
Sunday programming (especially in adult sports leagues)
• Offering senior programming that occurs in the evening or
on weekends to appeal to seniors who are still in
the work force
• Introducing programs that are oriented toward specific
ethnic groups
• Developing a baseline of programs that appeal to the family
unit
• Staggering the days and times of similar programs offered
at multiple locations
• Providing more drop -in, pay-as-you-go fitness class options
• Expanding senior programming to include a greater focus
on active seniors, which often means programs and services
that are available in the evenings and on weekends and
those that have a more active orientation
ANNA 2050 PARKS MASTER PLAN 61
OTHER PROGRAMMING TRENDS
Other trends of note in the area of recreational programming are described
briefly below.
Recreation departments now often serve as coordinating agencies and
clearinghouses for multiple recreation organizations and providers.
This is done in an effort to bring a comprehensive scope of recreation
programs to a community. This trend has increased the number of
partnerships that have been established to deliver a broader base of
programs in a more cost-effective manner.
There is a greater emphasis on the fee -for -service concept, especially
for more specialized programming.
Programming continues to emphasize the needs of youth and seniors,
but has also begun to focus more on adults and the family unit.
Specific programming development trends include:
• Virtual programming that will remain even after the COVID
crises has passed
• Developing programs that are single -day or no more than
four sessions in length
• Developing programs for youth during non -school days,
Christmas break, Spring Break and any other extended
breaks
• Offering a variety of summer camps with different areas of
interest
• Providing more Saturday programs and introducing some
Sunday programming (especially in adult sports leagues)
• Offering senior programming that occurs in the evening or
on weekends to appeal to seniors who are still in
the work force
• Introducing programs that are oriented toward specific
ethnic groups
• Developing a baseline of programs that appeal to the family
unit
• Staggering the days and times of similar programs offered
at multiple locations
• Providing more drop -in, pay-as-you-go fitness class options
• Expanding senior programming to include a greater focus
on active seniors, which often means programs and services
that are available in the evenings and on weekends and
those that have a more active orientation
There has been a concerted effort to integrate conventional recreation
programming with community -based social service programs and
education. Most of the social service programs are offered by other
community -based agencies, and educational services are often
coordinated with school districts.
Program characteristics (performance measures) aretracked, including:
• Program registration comparisons by year for each season
• Rates of fill (especially for fee -based programming)
• Participation numbers and comparisons to past years/
seasons
• Rate of program cancellations (for fee -based programming)
• Financial performance, including cost per participant
• Evaluations from participants
A life cycle analysis is completed for all programs offered by the agency.
Programs are classified in three categories, and agencies strive to have
program offerings distributed equally among each category.
New - programs in the start-up phase that are just starting to build in
popularity
• Mature - programs that have consistent high levels of
registrations and are still growing in popularity
• Old - programs that are seeing a decline in popularity
FUTURE RECREATION PROGRAMMING
RECOMMENDATIONS
The City of Anna has expressed a desire to begin the process of developing a
Parks & Recreation department with the goal of establishing a comprehensive
offering of recreation services. To begin this process, the City will need to
consider:
The level of financial commitment the City wants to make to providing
recreation programs and services
The challenges in the delivery of recreation services in a cost-effective
and efficient manner with the ever-expanding level of programming that
is desired by the community
The areas of focus for the programming efforts based on demographics
and program type
The need to have parks and other facilities that support recreation
programs and services; currently the City is limited to outdoor parks,
62 ANNA 2050 PARKS MASTER PLAN W1111121a terra studio
athletic fields and Anna ISD facilities, which limits the development of
many types of programs
What programs and services will be provided directly by the City, which
will be offered by contract providers and which will be the responsibility
of other providers
Developing a staffing plan and operating budget that will support the
program plan
Supporting recreation programs and services by established marketing
efforts
Establishing a program and facility fee policy
Establishing basic performance measures to track recreation
programming effectiveness
ESTABLISH A PROGRAMMING PHILOSOPHY
The Neighborhood Services Department should develop an overall basic
programming philosophy with the following objectives:
Provide recreation program and service opportunities to all ages,
incomes, abilities, genders and ethnic groups in an equitable and
inclusive manner
Provide recreation program and service opportunities in areas of
interest that are identified as a need in the community
Partner with other providers to bring a full spectrum of recreation
programs and services to the community
Deliver recreation program and service offerings on a citywide or
neighborhood/geographical level as appropriate
Provide recreation and program service in a cost effective and efficient
manner
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DEVELOP A PROGRAM PLAN
Developing a program plan for the Department that includes the general
direction of recreation programming for the next 5 plus years should be
undertaken. This would include the following areas of programming focus:
Establishing an implementation plan
• Start with incremental development of programs for the
first couple of years with only a few programs being directly
offered by City staff
• Consider contracting for the majority of programs for the
first couple of years to lower the financial risk
• Start with programs that can be offered in existing parks
or other facilities and ones that do not require extensive
equipment
• Establish key performance measures to gauge program
success
Priorities for beginning general programming, to include:
• Fitness/Wellness - starting with an outdoor orientation
• Youth Sports - expanding youth sports opportunities
• Youth After -School Program - utilizing schools and churches
in the beginning
• Seniors - utilizing city buildings or churches in the beginning
• Special Events
Core
Programs
Youth sports
Secondary
Programs
Adult sports
Programs
Special needs
Youth programs
Special events
Cultural arts
Teens
Social services
Outdoor recreation
Fitness/Wellness
Aquatics
Education
Seniors
General interest
Self -directed
Note: It is realized that some of these program classifications will require the
development of specific facilities to serve as a delivery location for services.
This would include aquatics.
ANNA 2050 PARKS MASTER PLAN
Priorities for demographic -specific programming, to include:
• Youth - Programs that serve a variety of interest areas
beyond just sports, including after -school and camps
• Teens - Activities designed specifically for teens that are
both organized and drop -in in nature
• Seniors - Programs and services that serve a wide range of
the senior age category, including an appeal to the younger
more active based senior.
• Intergenerational/Multigenerational -Programs and services
that have an appeal to multiple generations or across
generations
• Ethnic -Based -Programs and services that are appropriate
for the cultural orientation of the area
Virtual program options in addition to traditional in -person offerings
The role of other organizations and recreation providers in the area
The identification of areas of programmatic responsibility to ensure that
there is not overlap in resource allocation
- The establishment of clear staffing and operational budget requirements
to support the program plan
ESTABLISH A PROGRAM CLASSIFICATION SYSTEM
A key aspect of developing a program plan is determining the long-term role
of the City in the delivery of recreation programs and services based on three
classifications. The placement of programs into these three classifications
does not indicate the overall importance of these activities in the community,
but rather the role of the Neighborhood Services Department in providing
the programs in each of these categories.
+ Core Programs - programs that are a primary responsibility of the
Neighborhood Services Department, to be provided as City -based
activities
+ Secondary Programs - programs that are a lower priority, to be
provided directly by the Department, but may be offered by other
individuals or partner organizations through direct contract with the
City
+ Support Programs - programs that are not a priority for the
Department to be provided directly to the community but where the
City may provide support through facilities and promotion of activities
for other organizations.
Possible Future Recreation Program Classifications
(Next 5 - 10 Years)ROLE OF OTHER PROVIDERS
With limited resources, the City of Anna will need to rely on other groups and
organizations, especially in the short term, to provide recreation programs
and services for the community.
The Neighborhood Services Department will need to be a
"clearinghouse" for recreation programs and services provided by
others. This should involve promotion of their activities, coordinating
of some programs, and permitting of facilities. However, this process
needs to be closely managed to be successful.
The Department will always need to be a provider of many of the
facilities (especially recreation centers, pools, parks and athletic fields)
for other organizations to use.
Partnerships with other organizations and entities will be necessary to
develop and expand recreation programs. All partnerships should be
backed up by a memorandum of understanding or contract to formalize
the relationship. This document should clearly identify specific roles
and expectations as well as limits to facility scheduling, fees and
operations. Partnerships with organizations should reflect the needs
and culture of the specific markets they will be providing the services
for.
For partnerships to be effective, the City must:
• Actively pursue and sell the benefits of the partnership
• Weigh the benefits vs. the cost of the partnership
• Not compromise on the original vision and mission of the
Parks & Recreation Department
• Establish a shared partnership vision
• Expect compromises to meet different needs and
expectations
• Clearly define development and operations requirements
Before determining which programs and services to contract or have
provided by others, an assessment of the specific pros and cons of such
a move needs to be completed. A major aspect of this analysis should be
to determine the financial impacts and quality of the services that will be
provided. Key questions to be asked include:
• How does this fit with the program plan that has been
developed?
• Will this be the most cost-effective method for obtaining the
64 ANNA2050 PARKS MASTER PLAN MUNIa terra studio
program, service or function?
• Does the Department have the resources and equipment to
provide the program, service or function?
• Will the quality of the program, service or function suffer if it
is contracted to other organizations?
• Are there other more qualified organizations that should
provide the program, service or function?
• Is the program, service or function only available from a
contract provider?
• Are the safety and liability risks too high to provide the
program or service in house?
Other organizations that could or should provide recreation activities (or
provide assistance in this effort) include:
+ Youth Sports Organizations - These organizations should continue
to be responsible for providing a significant number of specialized team
sports for youth; however, the Department will still need to provide most
if not all the facilities for these activities.
+ Anna ISD - Coordination with the school district to provide some youth -
based programs and services, education classes for youth (and even
adults), as well as youth sports (location for practices and games) will
need to be enhanced. The ISD's facilities should be a location for some
recreation programming. Having an intergovernmental agreement (IGA)
between the City and Anna ISD will ensure these arrangements for the
future.
+ Collin County Adventure Camp Coordinate with the YMCA (the
contract operator of the camp) for the delivery of outdoor recreation
and education programs to the Anna community.
+ Other Government Organizations - There will need to be efforts
to partner with other governmental agencies in the area to develop
programs and services. This is most likely to occur with neighboring
communities, such as McKinney, Celina, Prosper and Frisco. Program
areas that could be provided by other organizations through a
partnership include special events, outdoor recreation, special needs
and cultural arts activities.
+ Non -Profit Providers - Coordinating with a variety of non-
profit providers to deliver recreation services should be explored.
Organizations such as the Boys & Girls Club, YMCA, sports groups,
cultural arts groups, etc. should be encouraged to provide programs
in Anna, and there may be opportunities to partner on programs and
facilities.
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+ Private Providers - There are currently not many private recreation,
sports and fitness providers located within Anna (health clubs, dance,
martial studios, arts studios), but these entities will develop as the
community grows and could provide more specialized activities that
are not easy for the public sector to conduct. They may also be able to
help provide fitness and wellness services for Anna neighbors.
+ Faith -Based Organizations - Churches and other faith -based
institutions in the community often provide recreation services for their
congregations and the community. These organizations should be
seen as possible providers of some basic community -based recreation
services and facilities.
+ Medical Providers - If the City truly intends to focus on fitness and
wellness in the future, a partnership with one or more medical providers
will be important.
+ Social Service Agencies - There is a definite trend in parks and
recreation departments throughout the country to integrate social
services with recreation services. This is particularly true for youth,
teen and senior activities.
+ Community Organizations - Developing working relationships with
community organizations and service clubs could provide much
needed support for programs as well as facilities. They could also be
sponsors of events or activities.
+ Business and Corporate Community - It is important to approach
the corporate community with a variety of sponsorship opportunities
to enhance the revenue prospects of the Department's programs and
facilities.
ANNA 2050 PARKS MASTER PLAN
OTHER SUPPORTIVE ISSUES
To implement the program plan, the following will need to be considered:
+ Performance Measures — There needs to be a concerted effort to
implement program performance metrics in the Department. These
measures will need to be updated on a seasonal basis with comparisons
to prior years. Recreation programming performance measures should
include:
• Rates of fill for programs and activities (capacity vs. actual
numbers)
• Participation numbers and comparisons to past years/
seasons
• Rate of program cancellations (should be between 15% and
20%)
• Financial performance including cost per participant
• Evaluations from participants
• Annual report for recreation programs and services that
utilizes the same format and reporting methods for all
program areas
+ Marketing —To maximize offerings, there needs to be a strong marketing
effort to inform and promote the recreation programs and services
available. This document needs to be a simple, easy to implement
document that serves as a guide for specific marketing efforts. There
should be a more visionary 5-year plan as well as a very specific yearly
plan that outlines areas of focus, specific marketing tools and tasks
as well as the staff member responsible for implementation, financial
resources that are required and a thorough evaluation process. The
marketing plan should focus on the following areas:
• Website enhancement to better promote programs and
services
• The development of a 2-3 time a year program catalog
• Utilizing a registration, point of sale and rental tracking
software program, ultimately including on-line registration
and payments for rentals and permits
• Allowing credit cards to be used for any and all financial
transactions with no up -charge for the service
• Program options available citywide and in each facility.
• Programs and services offered by other providers
• Check -in with the community on a regular basis to determine
satisfaction with current programs and services and to
provide directions for the future
+ Registration Software— It is imperative that the Department purchases
a registration software program that handles all program and service
registrations, allows for on-line registration, point of sale, and remote
on -site use. All programs (regardless if a fee is collected or not) should
have all participants registered for the activity.
+ Fee Policy — This is a document that outlines how fees are established
for facility use, programs and services and facility rentals. It should
include the establishment of a fee assistance program for those that do
not have the financial means to take programs or use facilities. A key
aspect of a fee policy needs to be the requirement that any contract
program pay at least 30% of all revenue collected back to the City.
+ Policies and Procedures — Having comprehensive policies in place
that provide a framework for program administration, development and
implementation is an important management tool. Some examples of
policies could include:
• The need for every new program or service to be considered
based on a program proposal form to allow administrators
to determine the direct cost of offering the activity as well
as the minimum number of registrants needed to conduct
the program. This proposal form should also evaluate the
need for the program, its market focus and the ability of the
new activity to support the program plan and priorities of
the Department.
• Follow-up when each program or service is completed,
with a program report that itemizes the exact cost (and
possible revenues) that were generated by the program and
the number of individuals served. This will determine if the
program or service met its financial goals and service goals.
• All in-house programs should have strict minimum numbers
of registrants that ensure enrollment, budget and revenues
are adequate and the best use of space and time is being
made at Department facilities.
+ Safety and Security — Critical to growing recreation programs and
66 ANNA 2050 PARKS MASTER PLAN W11112Ia terra studio
\�
services is the assurance that participants' safety and security is being
addressed on an ongoing basis. This requires an emergency action
plan to be in place.
+ Athletic Field Use - Review and update the existing athletic field use
policy so that it is a more comprehensive document outlining eligibility
requirements, field scheduling priorities and fees for use. It should also
identify how new sports organizations are accommodated in the future,
especially as new fields become available.
+ Evaluation and Adjustments — One of the keys to having a dynamic
program plan for recreation programs and services is having an internal
and external evaluation process in place. The evaluation of the overall
plan, on both a citywide basis and by each facility must be outcome
based. The process will need to integrate staff assessments with those
of the users and the general community. The results of the evaluation
process needs to be utilized to adjust the programming process as well
as individual programs.
+ Trends Analysis - The Department should track program trends on a
regional and national basis to ensure that program offerings are current
and reflect new opportunities that are available.
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PROGRAMMING STRATEGIES
To
realize the Recreation Programming strategy for Anna, the following
Action
Items should be implemented:
+
Action 28. Philosophy. Establish a philosophy for recreational
programming.
+
Action 29. Programming Plan. Develop a comprehensive programming
plan that reflects community needs.
+
Action 30. Classification System. Adopt a program classification
system.
+
Action 31 Other Providers. Determine the role of other providers in the
overall system of Anna recreation programming.
+
Action 32. Partnerships. Establish programming partnerships, as
necessary, to meet the desires of Anna residents.
+
Action 33. Staffing and Funding. Determine the staffing and financial
commitment necessary to provide the desired level of recreational
programming in Anna.
+
Action 34. Fee Policy. Develop a fee policy to address programs,
activities and facilities.
+
Action 35. Programming Policies and Procedures. Establish
programming policies and procedures.
+
Action 36 Marketing Plan. Develop a marketing plan to promote City
recreational programming.
ANNA 2050 PARKS MASTER PLAN IMIN7
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471
07
OPERATIONAL
FRAMEWORK
Operational
Framework
With a limited number of parks and recreation facilities, the current
organization is limited primarily to parks maintenance with virtually no
staffing for recreation programming in place other than a few special events.
However, as the number of parks and recreation facilities are added and
recreation programming starts to develop, the staffing requirements will
grow as will the organizational structure.
CURRENT OPERATIONAL FRAMEWORK
The Neighborhood Services Department presently includes staffing for
both recreation services and parks maintenance in its Parks and Recreation
divisions. The positions and their responsibilities are:
+ Recreation One full-time Recreation Manager responsible for
developing recreation programs and three part-time Recreation
Coordinators who will implement them. There are currently no ongoing
recreation services being offered by the City, so the Recreation
Manager will need to begin the process of developing basic programs
and services.
+ Parks One Parks Superintendent, one Crew Leader and six Parks
Maintenance Workers responsible for maintaining the seven developed
parks in the community. Most of the maintenance tasks are completed
in-house; few of these tasks are contracted to outside parties. Anna's
parks are generally well maintained.
FUTURE OPERATIONAL FRAMEWORK
CoordinatorRecreation
ANNA 2050 PARKS MASTER PLAN
RECOMMENDATIONS
The Director of the Neighborhood Services Department (which includes the
Parks and Recreation divisions) has developed a six -step staffing plan that
identifies positions that will be need to be added in the coming years as the
inventory of parks and other recreation facilities increases and recreation
programming is developed. The six -step plan identifies the full-time positions
that will be necessary to operate and manage a comprehensive Parks &
Recreation Department over the next 10 years. This includes the addition of
parks maintenance staff, recreation programming staff and key planning and
administrative personnel.
Operational Framework Goals
The six steps will need to be directly connected to the development
plan for new parks, facilities and recreation programs. Developing a
staffing timeline will be important.
Establishing an overall staffing philosophy for parks and recreation
operations will be essential. This should be tied to levels of service for
parks and facilities as well as for recreation programs.
Providing strong administration of the department through resource
allocation, performance tracking and community interface will be
critical.
Once the Parks and Recreation divisions become large enough in their
staffing and roles, they should potentially become an independent
department in the City organization (outside of Neighborhood Services).
Consideration should be given to establishing a Park Ranger program
at some point in the future. In a program of this type, volunteers assist
park patrons with basic information, referrals to City Staff for specific
needs and generally watch for issues at individual parks or facilities and
report them back to the department for follow-up. At some point there
may be the need for several key full-time staff rangers as well.
The organizational structure must be able to grow with the Department.
Within a 10-year period, the Parks & Recreation Department should
pursue accreditation through NRPA's CAPRA program (Certification
Accreditation of Parks and Recreation Agencies), which evaluates the
overall quality of operation, management and service to the community.
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Organizational Framework
Once a comprehensive Parks & Recreation Department has been established,
it should formally be organized into three divisions —Administration,
Recreation and Parks.
+ Administration -This division would be responsible for the
administration of the department, long-range planning, budgeting, data/
metrics tracking and business services. It would include positions such
as, Director, Assistant Director, Park Planner/Development Manager,
Business Manager and Administrative Assistant.
+ Recreation - This division would be responsible for the provision
of recreation programs and services as well as the management of
facilities (Recreation Center, Aquatic Center, etc.).
' - This division would continue to be responsible for the
maintenance of all parks and trails. As more parks and facilities are
developed to the City's inventory, there may need to be geographic
regions established in the community. Tasks such as athletic field
maintenance, irrigation, tree care, chemical spraying, etc. should be
completed by citywide specialty crews. If the City decides to start a
Park Ranger program, this would be a separate initiative within Parks.
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Operational Policies and Procedures
The department needs to make a commitment to updating the basic
policies and procedures of the organization, including policies pertaining
to staff/supervisor roles and responsibilities, financial transactions,
customer service, safety and security and emergency action plans.
There should be a comprehensive staff and operations manual for the
department based on the general operations requirements of the City
in general.
One of the key areas of focus must be on policies and procedures that
deal specifically with the safety and security of parks, facilities and
programs. As a subset of this, there also needs to be a comprehensive
emergency action plan for the department and any future individual
facilities.
Job descriptions for all full-time and part-time staff should be updated
or developed to adequately reflect the actual duties of each position.
These job descriptions should clearly delineate job tasks and functions
as well as required education, work experience and skills necessary for
the position.
It is critical that the department develop a continuity plan that covers
possible interruptions of operations from natural disasters, pandemics,
terrorist acts or other conditions. This plan needs to outline a process
for maintaining basic services associated with the maintenance and
operations of parks, recreation facilities and trails as well as recreation
programs and services.
The department should establish goals and metrics for social equity,
diversity, inclusion and accessibility for parks, facilities and recreation
programs. These metrics will need to be monitored to make sure that
the goals are being met.
The department should continue to develop key performance measures
for all aspects of operations, including recreation programs and
services, facility usage and parks maintenance.
An annual report needs to be completed for all aspects of the
department's operation. There should be an annual report that
succinctly summarizes yearly maintenance practices, financial statistics
and program/facility utilization rates and compares them with previous
years.
ANNA 2050 PARKS MASTER PLAN
Maintenance Plans and Procedures
The Parks Division needs to develop a comprehensive maintenance
management plan for parks and facilities as a whole. This plan needs
to include specific maintenance functions that need to occur, their
frequency, method(s) for delivery, required resources and tracking of
the work and budget. This plan should also have a specific focus on
preventative maintenance and should include not only the growing
environment, but also buildings and structures. Ideally, each major
park, trail or recreation facility should have its own specific maintenance
plan.
The maintenance management plan will need to take into consideration
future parks and facilities which will require changes and updates to
the plan.
Once the maintenance management plan is in place, the process needs
to continue to develop to the next level where actual time and resource
allocations are utilized to validate the planning numbers that have been
used. This could take several years until enough real -world numbers are
available to adjust the existing standards. From this, specific benchmark
standards can be determined (cost per acre, per square foot, etc.). This
will require a maintenance management software system to be in place
to manage work orders and the overall process.
Develop an asset inventory within all City parks and recreation facilities
with provisions for a yearly update.
Consider the establishment of lifecycle cost estimates for all major
capital assets in the Division.
Formal park/facility inspections should be completed on a weekly
basis.
Staff schedules, maintenance plans, tracking of inventories, facility
inspections and actual maintenance time and materials records need
to be fully automated with the ability to make entries from the field on
tablets or other hand-held devices.
Critical to the long-term success of parks maintenance is a commitment
to staff training and certification. Developing a formal annual training
program will be essential. This should include Certified Playground
Safety Inspectors (CPSI) and chemical applicators licenses
OPERATIONAL FRAMEWORK STRATEGIES
To establish an operational framework for the Anna Parks and Recreation
divisions and a future Parks & Recreation Department, the following Action
Items should be implemented:
+ Action 37. Commit to a funding strategy for staffing, operations and
management of parks and recreation in accordance with the desired
level of service.
+ Action 38. Establish a staffing philosophy for the Parks and Recreation
divisions.
+ Action 39. Develop and adopt a 10-year staffing scenario that reflects
new planned parks and facilities as well as recreation programs and
services.
+ Action 40. Adopt a three -division plan within the Department that
covers administration, parks, and recreation.
+ Action 41. Establish up-to-date department operational policies and
procedures.
+ Action 42. Develop a parks maintenance management plan and track
performance.
+ Action 43. Develop and/or update job descriptions for all positions.
+ Action 44. Establish goals and metrics for social equity, diversity and
inclusion.
+ Action 45. Establish performance measures for parks and recreation
operations and track on an annual basis.
72 ANNA 2050 PARKS MASTER PLAN M1121a terra Stud
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ANNA 2050 PARKS MASTER PLAN
os
IMPLEMENTATION
7
ACTION PLAN AND COST ESTIMATES
A city cannot implement all its planned strategies and actions at one time for
a number of reasons. Some will require extensive planning and may need to
be coordinated with other actions or projects. Others may require financial
or staff resources that are not yet available. In order to achieve the plan
vision for Anna in 2050, however, all of the actions will be important.
Below are matrices that encapsulate the action plans for four focus areas
within the overall implementation strategy for parks and recreation —Parks
and Open Space, Trails and Sidewalks, Facilities and Programming and the
Operational Framework. Each matrix includes a list of actions that represents
the range of tasks the City should begin to work on as soon as is feasible in
order to make the best use of the time, resources and partnerships available
and to build on existing community support developed through the Parks,
Trails and Open Space Master Plan and Anna 2050 Comprehensive Plan
processes.
Each of the actions appears in one of the chapters in this document and is
numbered accordingly, and each is linked to one of the Strategic Policies in
Chapter 1. In addition, for each action, a potential implementation time frame
(short-, mid- long-term) and an indication of estimated cost (ranging from
$ M $$$$) are included in the matrix. These measures are described below.
+ F This characteristic indicates the general time
frame for initiating an action, defined here relative to the date of adoption
of the Anna 2050 Plan.
Short Term
0-5 Years
Mid-term
5-10 years
Long-term
More than 10 years
+ Estimated Cost. This is a general indication of the City's level of
financial responsibility for completing an item, ranging from $ (relatively
low cost) to $$$$ (approximate cost in excess of $1 million).
$ Up to $150,000
$$$
$$$$ More than $1 million
ANNA 2050 PARKS MASTER PLAN
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PLAN FOR PARKS AND OPEN SPACES
Action 441
PotentialACTION
Action 1
City -Owned Properties. Expand and/or enhance City -owned park and recreation
Frame
Ongoing
$$$
properties that have the potential to better serve the surrounding residents or that could
become a wellness and enjoyment destination for the community at large.
Action 2
Parkland Dedication/Fee Ordinances. Review and revise current dedication and fee
Short Term
$$$$
ordinances. Develop a process to review current ordinances annually
Action 3
Property Acquisition. Acquire developable properties utilizing the key service criteria
Ongoing
$$$$
'—tion 4
Open Space Standards. Create standards, where appropriate, to evaluate new private
Short -Term
$
development proposals on their efforts to provide outdoor open space with amenities
and neighborhood and/or community gathering places.
Action 5
Open Space Opportunities. Evaluate alteration requests to existing buildings and sites
Ongoing
$
for additional open space, plaza, gathering places and/or green space.
Action 6
Plan Review. Include Parks personnel on the Anna Development Review Committee
Ongoing
$
and review plan submittals, not only to meet specific technical requirements, but also to
meet community quality of life, recreation and open space needs .
Action 7
Green Infrastructure Guidelines. Develop guidelines and encourage development
Short -Term
$
within the city to implement green infrastructure practices, where applicable.
Action 8
City Gateways and Shared Spaces. Plan for and design a citywide plan to standardize
Short -Term
$$$
city gateways, monuments and medians to create a cohesive branded landscape
throughout Anna.
Action 9
Private Recreation Providers. Engage local private recreation providers to explore
Short -Term
$
opportunities and partnerships in providing services. Future expansion of the parks
system should also take into consideration the location of these facilities and work to not
replicate services provided in the same geographic area.
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ANNA 2050 PARKS MASTER PLAN
ACTION PLAN FOR TRAILS AND SIDEWALKS
•
Action
Potential TimeCost
Number
Frame
Action 10
Trail Opportunities. Explore additional areas for trails through wooded and riparian
Short- Term
$$
corridor areas.
Action 11
Rail and Utility Corridors. Convert underutilized rail and utility corridors for use as
Mid -Term
$$$
passive recreation amenities, where possible.
Action 12
New Connections. Install additional trail and sidewalk connections utilizing the Capital
Ongoing
$$$
Improvements Program and grants funding when available.
Action 13
Missing Segments Complete missing trail segments and locate sources for funding, in
Short- Term
$$$
addition to the Park Development Fund, for the construction of these sections to improve
network connectivity and provide links to key destinations in Anna and adjacent cities.
Action 14
Connections to Other Networks. Designate connections into the regional Veloweb,
Mid -Term -
$$$
Collin County Trail System and adjacent city systems
Long Term
Action 15
Paddle Trail. Engage in planning and design of put in/ take out points on Sister -Grove
Mid -Term
$$
Creek presented in this plan and the CCRTMP.
Action 16
frail Plan Update. Conduct a regular review of the Trail Master Plan to determine whether
Ongoing
$
it meets the needs and priorities of Anna neighbors and businesses as development
continues to occur; update the plan as needed.
Action 17
Funding Assistance. Apply for funding through the Collin County Parks and Open Space
Short- Term
$
Project Funding Assistance Program for pedestrian and paddle trail improvements in
this plan.
Action 18
Trail Surface Options. Develop a hierarchy of trail surface options for context -sensitive
Short- Term
$
use, such as soft -surface trails in wooded areas and wide, concrete surfaces for off-
street, multi -use trails, and equestrian only trails.
Action 19
Trail Amenities Develop a palette of trail amenities, such as mile markers, parking,
Short- Term
$$
restrooms and directional signage pedestrian -scaled lighting, restrooms and security/
safety enhancements for construction/installation along Anna trails.
Action 20
Trail Signage/Exhibits. Provide interpretive and/or educational trail exhibits along
Short- Term
$$
select trails to acknowledge the cultural and historical significance of an area.
Action 21
Communication. Develop an active plan for communicating with parks and recreation
Short- Term-
$$
users that utilizes online maps and tools, social media presence and other techniques
Mid -Term
to inform the community of facility improvements and to develop community support for
parks, trails and open space plans.
ANNA 2050 PARKS MASTER PLAN
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ActionPotential
Number
Frame
Action 22
Priorities. Establish priorities for citywide facility development.
Short- Term
$
Action 23
Site and Infrastructure Improvements, Determine site and infrastructure improvements
Short- Term
$
required for the development of the prioritized projects.
Action 24
Incentiv( Establish development incentives for the construction of new recreation
Short- Term
$
facilities.
Action 25
. Feasibility Studies. Complete feasibility studies for each major facility described in the
Short- Term
$$
Parks and Recreation Master Plan —sports complex, recreation center, aquatic center;
potentially racket sports facility, concrete skate park, special use pad.
Action 26
Partnerships. Determine possible project development partners.
Short- Term-
$
Mid -Term
Action 27
Funding. Determine funding mechanism for capital development and operations.
Short- Term
$$
Action 28
Philosophy. Establish a philosophy for recreational programming.
Short- Term
$
Action 29
Classification System. Adopt a program classification system.
Short- Term
$
Action 30
Other Providers. Determine the role of other providers in the overall system of Anna
Short- Term-
$
recreation programming.
Mid -Term
Action 31
Partnerships. Establish programming partnerships, as necessary, to meet the desires
Short- Term-
$
of Anna residents.
Mid -Term
Action 32
Staffing and Funding. Determine the staffing and financial commitment necessary to
Short- Term
$
provide the desired level of recreational programming in Anna.
Action 33
Fee Policy. Develop a fee policy to address programs, activities and facilities.
Short- Term
$
Action 34
Programming Policies and Procedures. Establish programming policies and
Short- Term-
$
procedures.
Mid -Term
Action 35
Marketing Plan. Develop a marketing plan to promote City recreational programming.
Short- Term-
$
Mid -Term
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ANNA 2050 PARKS MASTER PLAN
ACTION PLAN FOR OPERATIONAL FRAMEWORK
PolicyV"
Potential
Number
Frame
Action 36
Operational Fundinc Commit to a funding strategy for staffing, operations and
Short- Term-
$
management of parks and recreation in accordance with the desired level of service.
Mid -Term
Action 37
Staffing Philosophy. Establish a staffing philosophy for the Parks and Recreation
Short- Term-
$
divisions.
Mid -Term
Action 38
10-year Staffing Scenario. Develop and adopt a 10-year staffing scenario that reflects
Short- Term-
$
new planned parks and facilities as well as recreation programs and services.
Mid -Term
Action 39
Three -Division Plan. Adopt a three -division plan within the Department that covers
Short- Term-
$
administration, parks, and recreation.
Mid -Term
Action 40
Operational Policies and Procedure. Establish up-to-date department operational
Short- Term-
$
policies and procedures.
Mid -Term
Action 41
Parks Maintenance Management Plan. Develop a parks maintenance management
Short- Term-
$
plan and track performance.
Mid -Term
Action 42
Job Descriptions Develop and/or update job descriptions for all positions.
Short- Term-
$
Mid -Term
Action 43
Social Equity, Diversity and Inclusion. Establish goals and metrics for social equity,
Short- Term-
$
diversity and inclusion.
Mid -Term
Action 44
Periormance measures Establish performance measures for parks and recreation
Short- Term-
$
operations and track on an annual basis.
Mid -Term
ANNA 2050 PARKS MASTER PLAN
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Slater Creek Park
Amenity -Site Photos
Slater Creek Park is a 77 acre premiere outdoor sports
complex in Anna. It is directly adjacent to the High School
Football stadium.
ANNA 2050 PARKS MASTER PLAN
Parks Inventory
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Slater Creek Park
Amenity
Baseball fields
#
4
stadium lighting
bench seating
batting cages
1
concessions
yes
water fountain
1
restroom structure
1
Park Benches
12
Park Trash Cans
18
Horseshoe Courts
2
Passive Exercise Stations
3
Picnic Tables
15
Grill
1
Covered Pavilions
2
Tennis Courts
2
Lighting
yes
basketball hoops
2
Playground
1
Toddler Playground
1
Skate park
1
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Flex fields
5
soccer nets
5
stadium seating
4
batting cages
1
Tether Ball Court
2
Trails
educational signage
1
Entrance Signage
1
Decorative Fence
1
Parking Lots
2
Open Space
yes
Gazebo
1
Four Square Courts
1 4
Parks Inventory
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Anna Hig
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ANNA 2050 PARKS MASTER PLAN WEM7
Natural Springs Park
Amenity
Natural Springs Park is a 19 acre open space and trails park
with a full dog park near parking.
ANNA 2050 PARKS MASTER PLAN
i e Photos
Parks Inventory
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Natural Springs Park
Amenity
Park Trash Cans
#
4
Picnic Tables -
4
Grill -
1
Dog Park
1
Dog Bag Station
z
Trails
yes
Shade trees
yes
Parking Lot
z
Open Space
yes
Gazebo -
Dock
1
On fishing pond
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Johnson Park
Johnson Park is a 3 acre legacy sports complex park for the
City of Anna. Most likely this park was replaced by Slater
Creek.
ANNA 2050 PARKS MASTER PLAN
Parks Inventory
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Johnson Park
Baseball fields
12
Youth size
Full size
1
Decommissioned
batting cages
1
Park Benches
4
Park Trash Cans
2
Picnic Tables
2
Playground
i
Lighting
Old, outdated
Gravel Parking
i
Open Space
yes
Storage building
1
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Sherley Heritage Park
Sherley Heritage Park is a 1 acre freshly updated historical
site with a new Playground. There is no dedicated parking lot
and space is limited.
ANNA 2050 PARKS MASTER PLAN
Parks Inventory
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Sherley Heritage Park
Amenity __mm
Restrooms
2
Park Benches
3
Park Trash Cans
3
Picnic Tables
4
Covered Pavilion
i
Lighting
4
electrical outlets
2
Playground
1
railroad theme
1
Parking
2
Limited
Open Space
yes
Railroad Museum
1
Educational Signage
1
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Lakeview Park
AmenityiM ' i Site Photos
Lakeview Park is a 9 acre open space park with lake access.
ANNA 2050 PARKS MASTER PLAN
Parks Inventory
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Lakeview Park
Park Trash Cans
yes
Park Benches
yes
Picnic Tables
yes
Grill
1
Parking Lot
1
Open Space
yes
Dock
1
Trails
I yes
Lakeview
yes
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Parks Inventory
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ANNA 2050 PARKS MASTER PLAN WEM7
Geer Park
Geer Park is a 25 acre undeveloped field with neighborhood
baseball fields.
ANNA 2050 PARKS MASTER PLAN
Parks Inventory
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Geer Park
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ace yes
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Bryant Park
Bryant Park is a 5 acre open field adjacent to the elementary
school.
ANNA 2050 PARKS MASTER PLAN
Parks Inventory
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Bryant Park
Undeveloped Land I yes
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