HomeMy WebLinkAbout2024-09-03 Special Called Meeting Packet
AGENDA
City Council Meeting
Tuesday, September 3, 2024 at 6:00 PM
Anna Municipal Complex - Council Chambers
120 W. 7th Street, Anna, Texas 75409
The City Council of the City of Anna will meet on 9/3/2024 at 6:00 PM in the Anna
Municipal Complex-Council Chambers, located at 120 W. 7th Street, to consider the
following items.
Welcome to the City Council meeting. If you wish to speak on an Open Session agenda
item, please fill out the Opinion/Speaker Registration Form and turn it in to the City
Secretary before the meeting starts.
1. Call to Order, Roll Call, and Establishment of Quorum.
2. Invocation and Pledge of Allegiance.
3. Neighbor Comments.
At this time, any person may address the City Council regarding an item on this
meeting Agenda that is not scheduled for public hearing. Also, at this time, any
person may address the City Council regarding an item that is not on this
meeting Agenda. Each person will be allowed up to three (3) minutes to speak.
No discussion or action may be taken at this meeting on items not listed on this
Agenda, other than to make statements of specific information in response to a
citizen’s inquiry or to recite existing policy in response to the inquiry.
4. Reports.
Receive reports from Staff or the City Council about items of community interest.
Items of community interest include: expressions of thanks, congratulations, or
condolence; information regarding holiday schedules; an honorary or salutary
recognition of a public official, public employee, or other citizen (but not including a
change in status of a person's public office or public employment); a reminder about
an upcoming event organized or sponsored by the governing body; information
regarding a social, ceremonial, or community event organized or sponsored by an
entity other than the governing body that was attended or is scheduled to be
attended by a member of the governing body or an official or employee of the
municipality; and announcements involving an imminent threat to the public health
and safety of people in the municipality that has arisen after the posting of the
Agenda.
5. Work Session. a. Discussion on creation of a Task Force for the Updated Comprehensive Plan
(City Manager Ryan Henderson)
6. Items For Individual Consideration. a. Conduct a Public Hearing on the Proposed FY2025 Budget (Budget Manager
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Terri Doby)
b. Conduct a Public Hearing on the Proposed FY2025 Tax Rate (Budget Manager
Terri Doby)
7. Closed Session (Exceptions).
Under Tex. Gov't Code Chapter 551, the City Council may enter into Closed Session to
discuss any items listed or referenced on this Agenda under the following exceptions:
a. Consult with legal counsel regarding pending or contemplated litigation and/or
on matters in which the duty of the attorney to the governmental body under the
Texas Disciplinary Rules of Professional Conduct of the State Bar of Texas
clearly conflicts with Chapter 551 of the Government Code (Tex. Gov’t Code
§551.071).
b. Discuss or deliberate the purchase, exchange, lease, or value of real property
(Tex. Gov’t Code §551.072).
c. Discuss or deliberate Economic Development Negotiations: (1) To discuss or
deliberate regarding commercial or financial information that the City has
received from a business prospect that the City seeks to have locate, stay, or
expand in or near the territory of the City of Anna and with which the City is
conducting economic development negotiations; or (2) To deliberate the offer of
a financial or other incentive to a business prospect described by subdivision
(1). (Tex. Gov’t Code §551.087).
d. Discuss or deliberate personnel matters (Tex. Gov’t Code §551.074).
The Council further reserves the right to enter into Executive Session at any time
throughout any duly noticed meeting under any applicable exception to the Open
Meetings Act.
8. Consider/Discuss/Action on any items listed on any agenda - work session, regular
meeting, or closed session - that is duly posted by the City of Anna for any City Council
meeting occurring on the same date as the meeting noticed in this agenda.
9. Adjourn.
This is to certify that I, Carrie L. Land, City Secretary, posted this Agenda on the City’s website
(www.annatexas.gov) and at the Anna Municipal Complex bulletin board at or before 5:00 p.m.
on 08/29/2024.
______________________________
Carrie L. Land, City Secretary
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Item No. 5.a.
City Council Agenda
Staff Report
Meeting Date: 9/3/2024
Staff Contact:
AGENDA ITEM:
Discussion on creation of a Task Force for the Updated Comprehensive Plan (City
Manager Ryan Henderson)
SUMMARY:
As part of the update to the Comprehensive Plan, Council is being asked on whether or
not they would like to create a Task Force or just have the P&Z Commission work
together with the City Council.
FINANCIAL IMPACT:
Based off the initial proposal received from Kimley-Horn, if we were to eliminate the
need for a separate task force, we do anticipate a relatively small savings.
BACKGROUND:
On August 8, 2024, the City Manager's Office issued Memorandum No. 24-129
Comprehensive Plan Updates (attached). The memorandum outlined the process and
budget to update the comprehensive plan based off the direction provided to staff at the
July 30, 2024, Special Meeting. As part of the outlined process, staff made a
recommendation to create a seven-member task force. Staff is asking whether or not
the Council would like to proceed as recommended in the memorandum or to simply
convene the P&Z Commission jointly with the City Council to serve as the working body
for the updated plan.
STRATEGIC CONNECTIONS:
This item supports the City of Anna Strategic Plan, specifically advancing the strategic
outcome area: Neighborly.
ATTACHMENTS:
1. Memorandum 24-129 - Comprehensive Plan Updates
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Memorandum
Memorandum No: 24-129
Date: August 8, 2024
To: Honorable Mayor and City Council
From: Ryan Henderson, City Manager
Re: Comprehensive Plan Updates
_____________________________________________________________________________________
On Tuesday, July 30, 2024, City Council held a special meeting to receive a presentation and provide
feedback on the status of the Anna 2050 Comprehensive Plan and development processes in the City of
Anna. Adopted in April of 2021, the Anna 2050 Comprehensive Plan outlines a strategic vision for Anna’s
growth and development. Comprehensive plans are typically reviewed for updates every five years.
However, Anna has been in a period of record growth over the past three years. As such, it is an
appropriate time to review the plan to ensure that it continues to meet the community’s changing needs.
Based upon the feedback received, city staff have developed a preliminary schedule for an update to the
comprehensive plan. The primary focus of the update will be to update the Future Land Use Plan,
Preferred Scenario Diagram, and the identified “Placetypes” which are used to describe the intended
character of key areas within the community. These components are contained in Chapter 2 and 3 of the
Anna 2050 plan. During the process, Chapter 10: Implementation Strategy will also be updated to reflect
the completion of many action items originally identified in the plan, and the inclusion of new action items
which may be required. A separate process to update the Parks, Trails, and Open Space Plan (Chapter 8)
is proposed in the Fiscal Year 24-25 budget and will be led by the Neighborhood Services Department.
Currently, staff does not see a need to make any revisions to the Downtown Master Plan.
The anticipated budget for the Anna 2050 Comprehensive Plan update for Chapters 2, 3, and 10 is
$125,000. The City has identified existing funding sources within the FY23-24 and FY24-25 budgets to
provide funding for the process without requiring additional funding sources. However, once the update
is completed, there may be action items which will require additional funding to be approved by the City
Council.
Due to the continued growth of the community and to be responsive to community feedback, the City is
seeking to begin the update process as soon as possible. The process of updating and revising the
comprehensive plan will require the input of the City Council, the Planning & Zoning Commission, City
staff, Anna neighbors, the development community, and others. Staff recommends contracting Kimley-
Horn to provide consulting services on the project. Kimley-Horn was the original consultant who worked
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on the Anna 2050 plan and is in the best position to move quickly through the detailed process. City staff
will provide oversight.
The proposed preliminary schedule for the update is listed below. Staff will finalize the schedule and
include a final detailed schedule with the consultant contract, which will be reviewed and approved by
the City Council.
Preliminary Project Schedule
(subject to change)
Date Range Item Description
August – September 2024 Scope development Coordinate with consultant on
scope & fee
September 2024 Contract approval & project
start
City Council to review &
approve professional services
agreement with consultant, and
select task force members to
provide input during plan
development
October – November 2024 Data gathering & plan
development
Review of existing development
and upcoming development,
Task Force meetings
November 2024 Draft revised plan Presentation of draft plan
revisions at joint meeting
November 2024 – January 2025 Public input & plan revisions Stakeholder meetings, online
survey, changes based on
feedback received
February 2025 Final draft of revised plan Presentation of final draft plan
at joint City Council/Planning &
Zoning meeting for final
feedback
March 2025 Plan approval Formal adoption of revised plan
City staff recommends a task force size of seven members. Furthermore, staff recommends the task force
be comprised of the following mix of stakeholders:
•Two City Council Members
•Two Planning & Zoning Commission Members
•One Economic Development Corporation Board Member
•One land developer with experience successfully completing quality projects in the City of Anna
•One resident of the city’s Extraterritorial Jurisdiction
Following the formal adoption of the revised plan, staff will implement changes to city ordinances,
development processes, and working through the specific tasks identified in the revised Implementation
Strategies (Chapter 10).
Attachments:
Exhibit I – Anna 2050 Comprehensive Plan (current)
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c: Greg Peters, Assistant City Manager
Stephanie Scott-Sims, Development Services Director
Lauren Mecke, Planning Manager
Taylor Lough, Assistant City Manager
Frances La Rue, Public Affairs Manager
Management Team
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COMPREHENSIVEPLAN
PROLOGUE
PLANNING
S E R V ICES
Exhibit I
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Table of Contents
Chapter09
Downtown
Chapter10
Implementation
Chapter01
Introduction
Chapter03
Future Land Use
Chapter02
Strategic
Direction
Chapter04
Economic
Development
Chapter05
Housing
Chapter07
Placemaking
Chapter06
Mobility
Chapter08
Parks, Trails,
Open Space
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INTRODUCTION01
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ANNA 2050 COMPREHENSIVE PLAN6
INTRODUCTION
1. PROJECT BACKGROUND
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 January 2021, the North Central Texas Council of Governments (NCTCOG)
estimated Anna’s population to be 17,460, more than 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 year 2050.
2. CREATING THE ANNA 2050 COMPREHENSIVE PLAN
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 Chamber of 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.
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ANNA 2050 COMPREHENSIVE PLAN 7
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.
3. PLAN STRUCTURE
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
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 the City’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 Anna
2050 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
2050 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 ANNA’S 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.
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STRATEGIC DIRECTION
02
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ANNA 2050 COMPREHENSIVE PLAN10
STRATEGIC DIRECTION
1. STRATEGIC DIRECTION
ROLE OF STRATEGIC DIRECTION
A Comprehensive Plan’s Overall Policy Direction should include three
important components:
+A Vision Statement
+A set of Guiding Principles
+A Preferred Scenario
The Vision Statement 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
wants to go (i.e., the result, not
the process to get there)
+Be succinct and memorable
+Not be a laundry list of individual
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 Anna 2050 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.
2. VISION STATEMENT
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.
3. GUIDING PRINCIPLES
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.
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ANNA 2050 COMPREHENSIVE PLAN 11
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.
4. PREFERRED SCENARIO
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 Anna
2050 Study Area (the existing incorporated City and the current ETJ). The
PlaceTypes are described generally below; the detailed descriptions of all
Anna 2050 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.
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ANNA 2050 COMPREHENSIVE PLAN12
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 ½ 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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ANNA 2050 COMPREHENSIVE PLAN 13
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.
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ANNA 2050 COMPREHENSIVE PLAN14
+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.
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 selected 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.
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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 the Anna 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.
5. DEVELOPMENT POTENTIAL
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
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ANNA 2050 COMPREHENSIVE PLAN 17
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.
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FUTURE LAND USE
03
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ANNA 2050 COMPREHENSIVE PLAN20
FUTURE LAND USE
1. INTRODUCTION
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.
2. LAND USE AND DEVELOPMENT POLICIES
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.
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ANNA 2050 COMPREHENSIVE PLAN 21
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.
3. PLACETYPES
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
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ANNA 2050 COMPREHENSIVE PLAN22
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
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ANNA 2050 COMPREHENSIVE PLAN 23
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.
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ANNA 2050 COMPREHENSIVE PLAN24
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 ½ 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) ½-2 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.
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ANNA 2050 COMPREHENSIVE PLAN 25
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 - ½ acre lots
+Platting and utilities required
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ANNA 2050 COMPREHENSIVE PLAN26
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
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ANNA 2050 COMPREHENSIVE PLAN 27
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
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ANNA 2050 COMPREHENSIVE PLAN28
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
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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.
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
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ANNA 2050 COMPREHENSIVE PLAN30
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
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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
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ANNA 2050 COMPREHENSIVE PLAN32
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
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ANNA 2050 COMPREHENSIVE PLAN 33
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
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ANNA 2050 COMPREHENSIVE PLAN34
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
Indicators & Assumptions
Lot Size (range) N/A
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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
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ANNA 2050 COMPREHENSIVE PLAN36
4. FUTURE LAND USE PLAN
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.
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EXHIBIT 3.1FUTURE LAND USE PLAN
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ANNA 2050 COMPREHENSIVE PLAN38
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 PlaceType Mix 2050 PlaceType Mix
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
Warehouse 163.32 0%305.77 1%
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
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ANNA 2050 COMPREHENSIVE PLAN 39
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, Millennial’s who want to
walk to restaurants, shops and entertainment, empty-nester’s 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%.
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.
Housing Type Existing 2050
# of Units % of Total # of Units % of Total
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%
Job Type Existing 2050
# of Jobs % of Total # of Jobs % of Total
Retail 973.0 33%7,362.0 19%
Office 759.0 26%11,525.0 42%
Public 761.0 26%16,069.0 8%
Industrial 446.0 15%3,695.0 11%
Agricultural 16.0 1%0.0 0%
Total 2955.0 100%38,651.00 100%
Exhibit 3.4: Employment Mix
Exhibit 3.3: Residential Mix
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ANNA 2050 COMPREHENSIVE PLAN40
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, Mixed Use and
Professional Campus and Urban Living PlaceTypes:
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 2050 COMPREHENSIVE PLAN 41
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:
5. ACTION ITEMS
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.
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.
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ECONOMICDEVELOPMENT
04
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ANNA 2050 COMPREHENSIVE PLAN44
ECONOMIC DEVELOPEMENT
1. INTRODUCTION
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,
increasing 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.
2. POLICIES
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 continue to 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. Anna will create and nurture a positive identity that 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.
3. OVERVIEW
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 ¾ 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 a fast-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
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ANNA 2050 COMPREHENSIVE PLAN 45
(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 the NCTCOG, Anna has a 2021 population of 17,460 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
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 under served 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:
+Up and Coming Families (36%) — Up and Coming Families is a
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ANNA 2050 COMPREHENSIVE PLAN46
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.
+Experience. While the Millennial’s 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
+Clothing Stores
+Shoe Stores
+Sporting Goods Stores
+Specialty Food Stores
+Furniture Stores
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ANNA 2050 COMPREHENSIVE PLAN 47
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 DEMAND
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
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).
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ANNA 2050 COMPREHENSIVE PLAN48
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
+Group Demand — 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.
5. EMERGING ECONOMIC DEVELOPMENT THEMES
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.I.
6. TOOLS TO HELP ATTRACT BUSINESS AND EXPAND
ECONOMIC DEVELOPMENT
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
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ANNA 2050 COMPREHENSIVE PLAN 49
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.
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 for maintaining
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.
ECONOMIC DEVELOPMENT TOOL 75 CENTER
DOWNTOWN
ANNA CENTER
ANNA
BUSINESS
CENTER
Tax Increment Financing (TIF)X
Tax Abatements X
Public Improvement Districts X
Triple Freeport Exemption X
Grants X X
Fee Reductions/Waivers or Infrastructure Assistance X X
Loans X X
Property/Sales Tax Rebates X X
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ANNA 2050 COMPREHENSIVE PLAN50
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 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.
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HOUSING05
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HOUSING
1. INTRODUCTION
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.
3. HOUSING OVERVIEW
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 5,866 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.”
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%
House Values
(Owner-Occupied)
2020 2025
Anna Dallas-Fort Worth Anna Dallas-Fort Worth
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 2.4%
Median (dollars)$221,701 $235,567 $243,715 $266,332
Source: U.S. Census 2010, ESRI
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ANNA 2050 COMPREHENSIVE PLAN 53
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.
4. HOUSING DEMAND
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. Exhibit 5.1 outlines
owner-occupied market trends by age group.
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
-
50
Less than
$100,000
$100,000-$150,000
$150,000-$200,000
$200,000-$250,000
$250,000-$350,000
$350,000-$450,000
$450,000+
150
100UNITS200
250
Ages 25 - 34
Ages 35 - 54
Ages 55 - 64
Ages 65+
Anna Annual Owner-Occupied Demand
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ANNA 2050 COMPREHENSIVE PLAN54
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 Exhibit
5.2 outlines renter-occupied market trends by age group.
5. 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.
6. RESIDENTIAL THEMES AND TRENDS
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.
7. ACTION ITEMS
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.
-$750-$1,000 $1,000-$1,500
MONTHLY RENT
$1,500-$2,000 $2,000+UNITS180
160
140
125
100
80
60
40
20
Ages 25 - 34
Ages 35 - 54
Ages 55 - 64
Ages 65+
Anna Annual Renter-Occupied Demand
$500-$750
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ANNA 2050 COMPREHENSIVE PLAN 55
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 Multi-Family. 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 assessments that measure capital
improvements (CIP) spending, residential sales and values,
crime occurrences, code-related cases and actions, rental
concentrations and other factors.
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MOBILITY06
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ANNA 2050 COMPREHENSIVE PLAN58
MOBILITY
1. INTRODUCTION
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.
2. POLICIES
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.
3. THOROUGHFARE PLAN
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.
Existing 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. Exhibit 6.1 shows a map of the existing
roadway network in the city of Anna.
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EXHIBIT 6.1EXISTING ROADWAY NETWORK
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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
+Bicycle and Pedestrian 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.
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.
Local Street
Minor Collector
Major Collector
Minor Arterial
Major Arterial
Freeway
Increasing AccessIncreasing MobilityExhibit 6.2: Conceptual Roadway Functional Hierarchy (Source: FHWA)
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ANNA 2050 COMPREHENSIVE PLAN 61
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.
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 Major Collector 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.
The Minor Collector designation is appropriate for roads that provide
mobility within a neighborhood but do not have houses fronting them. The
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.
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.
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.
Exhibit 6.4:Minor Arterial Cross Section
Exhibit 6.5: Major Collector Cross Section
Exhibit 6.6: Minor Collector Cross Section
Exhibit 6.7: Local Road Cross Section
Exhibit 6.3: Major Arterial Cross Section
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ANNA 2050 COMPREHENSIVE PLAN62
+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.
+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.
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.
Exhibit 6.9: Downtown Type A Cross Section
Exhibit 6.8: Downtown Arterial Cross Section
Exhibit 6.10: Downtown Type B Cross Section
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EXHIBIT 6.11MASTER THOROUGHFARE PLAN
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4. SAFETY
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.
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.
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.
0
4,000
8,000
12,000
16,000
0
100
200
251 250
CRASHESPOPULATION300
400
231
339 326
2015 2016 2017 2018 2019
Exhibit 6.12: Crash and Population Trends in Anna, TX (2015-2019)
Construction – 32%
Slowing/Stopping – 14%
Attention Diverted – 13%
One-Vehicle Related – 8%
Lost Control/Skidded – 6%
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
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ANNA 2050 COMPREHENSIVE PLAN 65
EXHIBIT 6.14CRASH HEAT MAP (2015 - 2019)
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Based on the CRIS data collected for this 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,
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 (Exhibit 6.16). 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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E WHITE ST
W WHITE ST S POWELL PKWYEXHIBIT 6.16ROUNDABOUT CONCEPT AT POWELL AND WHITE
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ANNA 2050 COMPREHENSIVE PLAN68
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
+Pinchpoints — 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
5. MULTIMODAL NETWORK
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 by the 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
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ANNA 2050 COMPREHENSIVE PLAN 69
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. Exhibit 6.17 below shows how each cross section
can be modified to accommodate bicycle facilities.
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
Major Arterial Sidepath/Shared-Use Path (120’ ROW)
Minor Arterial Sidepath/Shared-Use Path (90’ ROW)
Major Collector Buffered Bike Lanes (80’ ROW)
Minor Collector Buffered Bike Lanes (60’ ROW)
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ANNA 2050 COMPREHENSIVE PLAN70
EXHIBIT 6.18HIKE AND BIKE NETWORK
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ANNA 2050 COMPREHENSIVE PLAN 71
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 organizations
to coordinate future expansion of this rail line.
6. ACTION ITEMS
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.
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. Partner with Collin County and NCTCOG
to create a transit program providing subsidies for older adults,
individuals with disabilities and low-income residents.
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PLACEMAKING07
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ANNA 2050 COMPREHENSIVE PLAN74
PLACEMAKING
1. INTRODUCTION
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.
2. PLACEMAKING 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.
3. 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.
Shops at Legacy,
Plano, TX
Firewheel Town Center,
Garland, TX
Klyde Warren Park,
Dallas, TX
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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ANNA 2050 COMPREHENSIVE PLAN 75
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.
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ANNA 2050 COMPREHENSIVE PLAN76
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
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.
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ANNA 2050 COMPREHENSIVE PLAN 77
4. KEY CENTERS
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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ANNA 2050 COMPREHENSIVE PLAN78
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.
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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ANNA 2050 COMPREHENSIVE PLAN 79
5. ACTION ITEMS
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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PARKS, TRAILS AND OPEN SPACE
08
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ANNA 2050 COMPREHENSIVE PLAN82
PARKS, TRAILS, AND OPEN SPACE
1. INTRODUCTION
PURPOSE OF THE PLAN
The City of Anna is presently at a turning point and has the opportunity
today to set the vision 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
and Recreation Master Plan 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.
+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.
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.
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ANNA 2050 COMPREHENSIVE PLAN 83
2. POLICIES
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 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.
PT 3. The City of Anna should 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).
PT 4. The City will increase staffing levels commensurate with the addition
of parks, facilities and programming responsibilities.
PT 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.
PT 6. The City of Anna will pursue planning and design for additional trail
connections, making important linkages to identified destinations throughout
the city.
PT 7. The City of Anna will expand its inventory of recreation facilities,
including planning and design for an indoor recreation facility.
PT 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.
PT 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.
PT 10. The City will adopt strategy for the development of active based
recreation facilities.
PT 11. The City will develop key active recreation facilities to serve the community.
PT 12. The City will encourage other organizations to develop recreation
facilities in Anna to serve community needs.
PT 13. The City of Anna commits to developing a strong set of recreation
programs and services to serve the needs of the community.
PT 14. The City will make a clear and informed determination of the role it will
play in providing community recreational programs.
PT 15. The City will establish an overall basic programming philosophy, a
program plan and a program classification system as required recreation
program support initiatives.
PT 16. The City should establish the required parks and recreation
organizational support initiatives.
3. PARK SYSTEM AT A GLANCE
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 193 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 and maintained
by homeowner associations (HOAs) for the enjoyment of 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 Address Size
Bryant Park Co Rd 371
Anna, TX 75409 5 Acres X
Slater Creek Park W Rosamond Pkwy
Anna, TX 75409 77 Acres X X X X X X X X X X X
Johnson Park N Sherley Rd
Anna, TX 75409 3 Acres X X X X X X
Sherley Heritage Park 101 S Sherley Rd
Anna, TX 75049 1 Acre X X X X X X X X X X
Natural Springs Park Anna, TX 75409 29 Acres X X X X X X X X X X
Baldwin Park Anna, TX 75409 9 Acres X X X X X X X
Geer Park 6th St
Anna, TX 75049 25 Acres X X X
Pecan Grove Anna, TX 75409 15 Acres X
Creekside Anna, TX 75409 21 Acres X
Oak Hollow Anna, TX 75409 8 Acres X
Henry Clay “Yank”
Washington Anna, TX 75409 1 Acres X
Slayter Creek Linear
Park Anna, TX 75409 41 Acres X X X X XParkingTrailsPlaygroundPavilionEducationBenchesOpen SpaceTrash CansShade TreesRestroomsPicnic TablesPicture SpotSports FieldsPage 90 of 123
ANNA 2050 COMPREHENSIVE PLAN84
EXHIBIT 8.1PARKS AND OPEN SPACE
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ANNA 2050 COMPREHENSIVE PLAN 85
4. NEEDS ASSESSMENT
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:
Park Classification Acres
Bryant Park Undeveloped Park 5 Acres
Slater Creek Park Community Park 46 Acres
Johnson Park Neighborhood Park 3 Acres
Shirley Heritage Park Special Use Park 1 Acre
Natural Springs Park Community Park 29 Acres
Baldwin Park Neighborhood Park 9 Acres
Geer Park Undeveloped Park 25 Acres
Pecan Grove Undeveloped Park 15 Acres
Creekside Undeveloped Park 21 Acres
Oak Hollow Undeveloped Park 8 Acres
Henry Clay ‘Yank’ Washington Neighborhood Park 1 Acres
Slayter Creek Linear Park Undeveloped Park 41 Acres
Anna Developed: 130 Acres (7.4 per 1,000)
Anna Undeveloped: 74 Acres
Anna Total: 204 Acres (11.7 Acres per 1,000)
NRPA Typical Community: 9.9 Acres per 1,000
The following is a population-based assessment for each park type, providing
a ratio of acreage to population, measured against NRPA standards and
like-sized communities.
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 three parks of this type in Anna:
+Johnson Park: 3 Acres
+Baldwin Park: 9 Acres
+Henry Clay ‘Yank” Washington: 1 Acre
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: 46 Acres
+Natural Springs Park: 29 Acres
NRPA Recommended LOS 1.5 Acres for every 1,000 residents
2021 Population Estimate 17,460 (NCTCOG)
2021 Target LOS 26 Acres
2021 Provided LOS 13 Acres
2050 Population Projection 84,000
2050 Projected Target LOS 42 Acres
NRPA Recommended LOS 5 Acres for every 1,000 residents
2021 Population Estimate 17,460 (NCTCOG)
2021 Target LOS 86 Acres
2021 Provided LOS 75 Acres
2050 Population Projection 84,000
2050 Projected Target LOS 420 Acres
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ANNA 2050 COMPREHENSIVE PLAN86
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 are two parks of this
type:
+Sherley Heritage Park: 1 Acre
+Slater Creek Linear Park: 41 Acres
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
+Geer 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)
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.
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EXHIBIT 8.2SERVICE AREA
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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 or transition 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 Baldwin
+Anna Crossing to Downtown
Each of these alignments is illustrated in the Parks 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.
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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 Parks and Recreation Master Plan. 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.
5. KEY CENTERS
The identification and emphasis on the Key Centers illustrated in the Future
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.
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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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6. ACTION ITEMS
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.
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DOWNTOWN09
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DOWNTOWN
1. INTRODUCTION
A VIBRANT DOWNTOWN
A vibrant downtown is an important part of a thriving community. It contributes
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 Anna 2050 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
+Adds jobs
+Is an economic driver
+Increases tourism
+Is a good investment
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.
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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.
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.
2. STRATEGIC POLICIES
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
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ANNA 2050 COMPREHENSIVE PLAN 97
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.
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3. STRATEGIC DIRECTION
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.
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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.
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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
2050 Downtown Master Plan 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 Downtown Master Plan 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
be essential to revisit the 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.
4.ACTION ITEMS
The following is a list of the highest priority Action Items for achieving the
community’s vision of a vital and sustainable 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.
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IMPLEMENTATION STRATEGY
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IMPLEMENTATION STRATEGY
1. INTRODUCTION
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
vision
2. POLICIES
I 1. The Implementation Strategy will be used as a plan of action for achieving
the community’s vision for the future.
I 2. The Implementation Strategy will be a reference for City officials in the
making of decisions affecting physical development within Anna.
I 3. The City Council’s annual City of Anna Strategic Plan will conform to the
Anna 2050 Comprehensive Plan.
I 4. The Implementation Strategy will be a tool for capital projects planning.
I 5. City departments will be encouraged to use the Anna 2050 Plan and the
Implementation Strategy as input for planning and budgeting.
I 6. City Staff will routinely track progress on plan implementation and report
regularly to the City Council.
3. VISION STATEMENT AND GUIDING PRINCIPLES
REVISITED
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.
4. IMPLEMENTATION
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.
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ANNA 2050 COMPREHENSIVE PLAN 103
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
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 particularly effective partners for the
City in communicating with the broader community and keeping an eye out
for potential problems before they become bigger issues. The commitment
and passion of these groups also makes them enthusiastic cheerleaders for
the community. 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
Anna Neighbors
The ongoing involvement of Anna neighbors will be important to the
fulfillment of the community’s 2050 vision. These individuals, their families
and friends buy, maintain and invest in their homes and neighborhoods and
support their schools. They volunteer to serve on boards and commissions,
take part in community events and become involved in arts, cultural and
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.
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ANNA 2050 COMPREHENSIVE PLAN104
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
order for the City to protect itself and its interests, the Council may want to
make the reasons for the approval a part of the public record. Preferably,
this type of situation would not be a regular occurrence, but as has been
alluded to, information is never perfect, communities are not static and
market opportunities come and go, so the future cannot be predicted with
100% certainty; however, if applications like this are received and approved
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
appropriate staffing strategy.
5. KEY FACTORS FOR SUCCESSFUL PLAN
IMPLEMENTATION
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.
6. IMPLEMENTATION MATRIX
City Staff will have the responsibility for monitoring progress on the Anna
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.
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ANNA 2050 COMPREHENSIVE PLAN 105
»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 or funding, 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.
+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.
+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 $$$$ (approximate cost in excess of $1 million).
+Responsible Parties. These are the individuals or organizations
responsible for completing an Action Item. Depending on the Action
Item, one entity may bear the full responsibility or that organization
may take the lead with support from other individuals, agencies or
organizations.
+Applies To. Not all Action Items will be relevant to all projects and
locations, so it is important to understand where each one will apply.
The matrix includes a column that denotes whether each Action Item
is most applicable to one or more of the Key Centers identified in the
Future Land Use Plan or whether it applies to multiple locations across
the city.
Short-term 0-5 years
Mid-term 6-10 years
Long-term More than 10 years
Ongoing Underway, in process or occuring/will occur on a
continuing basis
$Up to $150,000
$$$150,000 to $500,000
$$$$500,000 to $1 million
$$$$More than $1 million
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ANNA 2050 COMPREHENSIVE PLAN106
7. ACTION ITEMS
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 Planning Staff. C r e a t e a n d s t a f f a C o m p r e h e n s i v e
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.
8. HIGHEST PRIORITY ANNA 2050 ACTION ITEMS
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 Anna 2050 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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ANNA 2050 COMPREHENSIVE PLAN 107
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 assessments that measure capital
improvements (CIP) spending, residential sales and values,
crime occurrences, code-related cases and actions, rental
concentrations and other factors.
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 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.
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ANNA 2050 COMPREHENSIVE PLAN108
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 Baldwin 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.
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.
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ANNA 2050 COMPREHENSIVE PLAN 109
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 Planning Staff. C r e a t e a n d s t a f f a C o m p r e h e n s i v e
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.
Page 116 of 123
PROLOGUE
PLANNING
S E R V ICES
Page 117 of 123
Item No. 6.a.
City Council Agenda
Staff Report
Meeting Date: 9/3/2024
Staff Contact: Terri Doby
AGENDA ITEM:
Conduct a Public Hearing on the Proposed FY2025 Budget (Budget Manager Terri
Doby)
SUMMARY:
The Annual Budget is one of the most important financial responsibilities of a local
government, and preparation of the budget typically takes 6 months to complete. The
Annual Budget is developed through an extensive process of reviewing requests
received from various City departments, then prioritizing those requests in a manner
that utilizes resources effectively, within fiscal constraints, while working to achieve the
City's strategic goals. The proposed budget was presented to the City Council on
August 13th and can be found on our website at www.annatexas.gov /912/Budget
The proposed budget is funded by a property tax rate of $0.507200, which is lower than
the current tax rate. When compared with other cities in our area, the City of Anna
continues to have one of the lowest per-capita property tax levies.
According to the most recent population estimates, the City of Anna’s population is
approximately 27,823. We anticipate a steady increase of 7 to 10 percent annual growth
over the next few years. As Anna continues to grow, the City remains committed to its
Strategic Success Statements. The FY2025 budget is designed to preserve and
enhance the quality of existing services and respond appropriately to our city’s
continuing growth and development.
The Council will vote to adopt the FY2025 budget on September 10, 2024.
FINANCIAL IMPACT:
Process to adopt the FY2024-2025 Budget.
BACKGROUND:
Texas Local Government Code 102.006 requires that a public hearing on the proposed
budget be held the 15th day after the proposed budget is filed with the municipal clerk
but before the date of the tax levy.
STRATEGIC CONNECTIONS:
This item supports the City of Anna Strategic Plan, specifically advancing the strategic
outcome area: Excellent.
Page 118 of 123
ATTACHMENTS:
Page 119 of 123
Item No. 6.b.
City Council Agenda
Staff Report
Meeting Date: 9/3/2024
Staff Contact: Terri Doby
AGENDA ITEM:
Conduct a Public Hearing on the Proposed FY2025 Tax Rate (Budget Manager Terri
Doby)
SUMMARY:
At the Tuesday, August 13th meeting, the City Council set the date, time and location of
tonight’s public hearing on the FY2025 proposed tax rate as required by the Texas Tax
Code. The Notice of Public Hearing was published in the Herald Democrat on August
22, 2024.
After properties are appraised by the Collin County Appraisal District, the Collin County
Tax Assessor-Collector calculates both the No-New-Revenue tax rate and the Voter-
Approval tax rate for the City of Anna as the designated officer to complete the tax rate
calculation forms created by the Texas Comptroller and to certify the calculations as
accurate.
No-New-Revenue tax rate: The No-New-Revenue tax rate is a calculated rate that
would provide the taxing unit with the same amount of maintenance and operations
property taxes on existing property as the previous year after taking into account
changes in appraised value. If property values rise, the No-New-Revenue tax rate will
go down and vice versa. The No-New Revenue tax rate for FY2025 is $0.482976 per
$100.
Voter-Approval tax rate: The Voter-Approval tax rate provides the taxing unit with the
same amount of maintenance and operations property taxes on existing property as the
previous year plus a 3.5 percent increase for those operations, in addition to sufficient
funds to pay debts in the coming year. If a taxing unit adopts a tax rate higher than the
Voter-Approval tax rate, a tax rate approval election must be held on the November
uniform election date. The Voter-Approval tax rate for FY2025 is $0.505711 per
$100.
De minimis rate: The De minimis rate is the rate equal to the sum of the taxing unit’s
current debt rate, the no-new-revenue maintenance and operations rate, and the rate
that when applied to a taxing unit’s current total value, will impose an amount of taxes
equal to $500,000. The de minimis rate is an option for small cities with a population of
30,000 or less. The De Minimis rate for FY2025 is $0.507200 per $100.
The proposed budget is supported by a tax rate of $0.507200. Under the Texas
Property Tax Reform and Transparency Act of 2019, a city that adopts a rate exceeding
Page 120 of 123
the lower of the No-New-Revenue tax rate or the Voter-Approval tax rate must hold one
public hearing. The following table is a comparison between the proposed tax rate, last
year's rate, the No-New-Revenue rate, the De Minimis rate and Voter-Approval tax rate.
Proposed FY2025 Tax Rate $0.507200 per $100
Preceding FY2024 Tax Rate $0.510717 per $100
No-New-Revenue Tax Rate $0.482976 per $100
Voter-Approval Tax Rate $0.505711 per $100
De Minimis Tax Rate $0.507200 per $100
The budget and tax rate are scheduled for adoption at the September 10th Council
meeting. Since the proposed tax rate is higher than the No-New-Revenue rate, section
26.05 of the Texas Tax Code requires a minimum of 60% of the Council members to
vote in favor of that rate. That would require at least 5 Council members to vote in favor
of the proposed tax rate.
FY2024 FY2025 Change
Total tax rate (per $100 of value) $0.510717 $0.507200 (0.003517)
Average homestead taxable
value
$316,786 $345,072 $28,286
Tax on average homestead $1,617.88 $1,750.21 $132.33
Total tax levy on all properties $15,862,897 $18,620,856 $2,757,959
FINANCIAL IMPACT:
Process to adopt the Tax Year 2024 (FY2025) property tax rate.
BACKGROUND:
Texas Property Tax Code 26.04 requires that by August 7th or as soon thereafter as
practicable, the designated officer shall submit the tax rates to the governing body.
Texas Property Tax Code 26.05 requires that the governing body of a taxing unit may
not adopt a tax rate that exceeds the lower of the voter-approval rate or the no-new-
revenue rate until the governing body has held a public hearing on the proposed tax
rate.
STRATEGIC CONNECTIONS:
This item supports the City of Anna Strategic Plan, specifically advancing the strategic
outcome area: Excellent.
ATTACHMENTS:
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Page 122 of 123
Item No. 7.d.
City Council Agenda
Staff Report
Meeting Date: 9/3/2024
Staff Contact:
AGENDA ITEM:
Discuss or deliberate personnel matters (Tex. Gov’t Code §551.074).
SUMMARY:
FINANCIAL IMPACT:
BACKGROUND:
STRATEGIC CONNECTIONS:
ATTACHMENTS:
Page 123 of 123