The City of Dripping Springs
Comprehensive Plan
2010
List of Components
City of Dripping Spring Comprehensive Plan
Section 1
City of Dripping Springs Implementation Guide
Section 2
Public Input Notes
Appendix A
Memo to City of Dripping Springs City Council
Appendix B
Section 1
Comprehensive Plan
Dripping Springs Comprehensive Plan - 2010
TABLE OF CONTENTS
EXECUTIVE SUMMARY ............................................................................................. 3
Introduction .................................................................................................................................................. 3
History........................................................................................................................................................... 3
Geography .................................................................................................................................................... 4
Planning Process........................................................................................................................................... 4
DEMOGRAPHICS ...................................................................................................... 7
Introduction .................................................................................................................................................. 7
Current and Projected Population ............................................................................................................... 7
Conclusion .................................................................................................................................................. 13
LAND USE .............................................................................................................. 14
Introduction ................................................................................................................................................ 14
Current Land Use ........................................................................................................................................ 14
Public .......................................................................................................................................................... 15
Future Land Use.......................................................................................................................................... 16
Current Land Use Map ............................................................................................................................... 17
Proposed Future Land Use Map ................................................................................................................ 17
Proposed Future Land Use Map ................................................................................................................ 18
Conclusion .................................................................................................................................................. 21
DRIPPING SPRINGS IS A SUSTAINABLE COMMUNITY ............................................. 22
Introduction ................................................................................................................................................ 22
Goals and Recommendations .................................................................................................................... 22
Conclusion .................................................................................................................................................. 30
Dripping Springs Comprehensive Plan - 2010
DRIPPING SPRINGS IS A COMMUNITY THAT CHERISHES ITS UNIQUE HERITAGE ..... 32
Introduction ................................................................................................................................................ 32
Goals and Recommendations .................................................................................................................... 32
Conclusion .................................................................................................................................................. 39
DRIPPING SPRINGS IS AN ACTIVE COMMUNITY ..................................................... 40
Introduction ................................................................................................................................................ 40
Goals and Recommendations .................................................................................................................... 40
Conclusion .................................................................................................................................................. 43
DRIPPING SPRINGS IS A COMMUNITY WITH A VIBRANT ECONOMY....................... 44
Introduction ................................................................................................................................................ 44
Goals and Recommendations .................................................................................................................... 44
Conclusion .................................................................................................................................................. 48
DRIPPING SPRINGS IS A COMMUNITY WITH HIGH QUALITY INFRASTRUCTURE...... 49
Introduction ................................................................................................................................................ 49
Goals and Recommendations .................................................................................................................... 49
Conclusion .................................................................................................................................................. 51
DRIPPING SPRINGS IS A COMMUNITY THAT WELCOMES ALL RESIDENTS ............... 53
Introduction ................................................................................................................................................ 53
Goals and Recommendations .................................................................................................................... 53
Conclusion .................................................................................................................................................. 56
Dripping Springs Comprehensive Plan - 2010
EXECUTIVE SUMMARY
Introduction
The City of Dripping Springs (City) is at a crossroads. It is reaching the tipping point in the transition
from a rural, agricultural small community, to a mixed suburban and rural city. This change presents a
challenge to city staff and elected officials who work to manage growth and to area residents who
cherish the small town character. This comprehensive plan (Plan) is an attempt to address these
concerns by identifying goals and recommendations that embrace the values of the community. These
values were identified through an extensive public input process and by working closely with an
appointed Steering Committee. These values include:
Dripping Springs is a Sustainable Community
Dripping Springs is a Community that Cherishes its Unique Heritage
Dripping Springs is an Active Community
Dripping Springs is a Community with a Vibrant Economy
Dripping Springs is a Community with High Quality Infrastructure
Dripping Springs is a Community that Welcomes All Residents
Citizens of Dripping Springs acknowledge and appreciate the unique character and quality of life they
are so fortunate to have in their small town. By implementing this plan, the community can protect its
identity in the face of rapid growth.
History
The Pound, Wallace, and Moss Families were among the first American settlers in the area now known
as Dripping Springs. John Moss was appointed the first postmaster on June 5, 1857. The town was
founded by William Thomas Chapman who donated land for the Dripping Springs Academy, which
started as a private boarding school before opening its doors to the public. Chapman designed the
layout of the town, with Mercer Street, named after his son, becoming the main street.
The community grew with subsistence agriculture and livestock raising with wool and mohair being
mainstays of the economy until the 1970’s. Since then, the economy has become more service based,
with many residents commuting to Austin for work.
The City of Dripping Springs was incorporated in April 1981 in response to fears of annexation into
Austin’s extra-territorial jurisdiction (ETJ). Dripping Springs has an unusually large ETJ; with nearly
75,000 square acres the area expands from the city limits of Buda to the Travis County and west of
Austin. The Dripping Spring ETJ encompasses a majority of the northwestern half of Hays County. The
ETJ expanded to the current size in 1985 as a response to the westerly growing Austin. Area citizens
looked to the City of Dripping Springs to exercise regulatory authority over the area to protect the
growing population and region. As a result, within the past 10 years, area growth has accelerated,
particularly in the ETJ as people have moved out of Austin to take advantage of the rural character and
good schools in Dripping Springs. This growth is expected to continue at an ever increasing rate.
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Dripping Springs Comprehensive Plan - 2010
Geography
Dripping Springs is identified as the Gateway to the Hill Country and is located in an
environmentally sensitive region of Northern Hays County. The City lies over the Edwards and
Trinity Aquifers, major sources of drinking water for the region. Many residents are dependent
on this groundwater and recent drought conditions indicate that growth and development can
significantly impact the aquifers.
Climate
Annual Average Temperature
65.8° F
Average High Temperatures:
January 59.4 ° F, July 95.3° F
Average Low Temperatures:
January 33.8° F, July 70.4° F
Annual Average Precipitation:
36.4”
High Monthly Precipitation:
September 4.25
Low Monthly Precipitation
January 1.72”
Sunshine:
60% of year
Planning Process
In 2009, the City of Dripping Springs contacted Pedernales Electric Co-op and Lower Colorado
River Authority to review and update the City’s existing Comprehensive Plan. Much from the
original plan had been implemented; however, it needed to be updated to reflect the
tremendous growth and change that had occurred since its adoption. In addition, there was a
desire to obtain public input on the new plan to ensure it addressed the priorities of the
residents. The public input results can be found in the Appendix section of this document. This
new plan reflects the changing priorities and issues that have arisen as the City becomes more
populous in character.
The first step in the process was to appoint a Steering Committee (Committee). This
Committee consisted of residents from inside the city limits, the ETJ, the Dripping Springs
Independent School District (DSISD), and individuals with business interests in the community.
This diversity was important because, even though this was a plan for the City of Dripping
Springs, the activities of the City impact a much larger population. This group served as the
voice for the community and ensured the plan reflected the real concerns and priorities of the
residents of Dripping Springs.
Executive Summary
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Dripping Springs Comprehensive Plan - 2010
A survey was developed and made available on-line, as paper copies located at various
locations in town, and distributed in The Gateway, the City of Dripping Springs news letter. The
survey was designed to receive citizen input at a high level to identify community sentiment on
a general level. The survey indicated that residents’ biggest concerns were growth and
protecting the small town character and quality of life that had first attracted them to Dripping
Springs. It also showed that while residents desired new retail and job opportunities, they were
not supportive of growth for its own sake.
Following the survey, two town hall meetings were held to dive deeper in to the concerns of
residents. These meetings were geared to identifying what residents really felt about the role
of city government in providing services and managing growth, as well as identifying the need
for programs and facilities. These meetings were an opportunity to foster discussion and hear
from a variety of viewpoints.
After the town halls, several focus groups were conducted with groups that were involved with
specific issues. This included meeting with the Economic Development Committee and the
Historic Preservation, Parks and Recreation, and Planning and Zoning commissions. These
groups already currently work from established goals and priorities; therefore, these meetings
served as an opportunity to align the comprehensive plan with these existing efforts. The good
news is that what these groups are already doing reflects the input received from the public.
This indicates that the City is proactively addressing issues and concerns rather than waiting for
the next crisis. The community’s development should be carefully shepherded to ensure that
the area can mature and grow while avoiding the scars and blight of urbanization.
Finally, two land use workshops were conducted with City Council, Planning and Zoning
Commission, Steering Committee, and citizens. These workshops were intended to identify the
desired future growth of Dripping Springs by laying out where new development should occur.
This resulted in a future land use map that identifies where new housing and businesses should
be located. The key was to provide for expected growth that would fit within the existing
development and character of Dripping Springs without allowing it to overwhelm the existing
character.
The public input was then synthesized into a series of goals and objectives. The Committee
determined that a traditional comprehensive plan structure was not the most appropriate.
Rather than dividing the plan into subject chapters (such as Housing, Economic Development,
Infrastructure, etc.) the group decided that a values based approach would better reflect the
community. This meant summarizing the public input into a series of Value Statements (see
above) that captured the sentiment of residents. These values then dictated the overall
direction of the comprehensive plan.
Executive Summary
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Dripping Springs Comprehensive Plan - 2010
Once the plan was developed, it was made available for citizen review and a public hearing was
held to allow a final opportunity for citizen participation. Following this, City Council adopted
the plan as a framework for decision making as the community grows.
It is important to understand that the plan should not be considered a static document. It will
not be effective if it is put on a shelf and not reviewed and used when city leaders are making
decisions. The plan should be an active part of all city decision making to ensure the priorities
and concerns of citizens are addressed. The plan serves as the philosophical basis for the policy
choices and legal decisions the City makes and should aid in the interpretation and
implementation of municipal regulations. The plan can serve as a reference when the City is
asked to consider granting a variance, rezoning a parcel, or is deliberating entering into a
development agreement. Finally, citizens have an obligation to stay involved and participate in
the development of their city. Residents should be at City Council meetings reminding elected
officials of the plan and the projects identified in it. If successful, this plan will lead to a
community that reflects the values of its citizens and manages its growth to protect its unique
identity and quality of life.
Executive Summary
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Dripping Springs Comprehensive Plan - 2010
DEMOGRAPHICS
Introduction
Dripping Springs is located in one of the fastest growing regions in the Country, and is rapidly
transitioning from rural to a mixed suburban/rural in character. While the City itself is not growing
rapidly, the area around is, mostly in large lot, single family subdivisions. This change is challenging for
residents who moved to the area because of its rural character and are now watching disappear under
rooftops. The information presented in this chapter is to inform City leaders as to the changing
character of the community and to provide data to support the goals and recommendations identified in
the Plan. Because the community of Dripping Springs is larger than just the city limits, data for the
school district and ETJ are included.
Current and Projected Population
As the table below indicates, the population within the city limits has grown relatively slowly in the last
10 years. However, the ETJ and School District have seen much more rapid growth. This pattern is
Demographic Analysis
7
Dripping Springs Comprehensive Plan - 2010
expected to continue, although potential development in areas that would become part of the City may
increase the population of the City of Dripping Springs faster than the projections indicate.
Population Estimates and Projections
2000
2009 (est.)
% Change
2000- 2009
53%
36.1%
64.6%
53.9%
2014
(Proj.)
182,620
2,430*
18,919
24,640
Hays County
97,589 149,264
Dripping Springs
1,548
2,107
Dripping Springs ETJ 9,219
15,170
Dripping Springs ISD 12,908 19,859
Source: ESRI Business Analyst
*Source: Texas Data Center - 2014 population projected based on City population change as a ratio to
County population change
Central Texas consistently ranks high on national polls of desired destinations for everything from job
prospects to places to retire. Northern Hays County has experienced growth from families looking for
good schools as well as retirees wanting to escape the big city. This will continue and presents a
challenge to the community to continue to serve divergent demands and expectations.
Demographic Analysis
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Dripping Springs Comprehensive Plan - 2010
Population Characteristics
Dripping Springs is predominantly White, and the percentage of White residents is increasing. This is
counter to the trend in Hays County and Texas, and is surprising. One factor may be the rapid increase
in home values, which may be pricing out lower income residents, many of whom may have been
minorities. In the Census, Hispanic is considered an ethnicity not a race, so the totals do not add up to
100%. Because the ratios for the ISD and ETJ boundaries were not significantly different from the City,
only the City is included.
Race and Ethnicity
2000 2010 % Change
White Alone
86.5% 91.8%
5.3%
Black Alone
0.3% 0.5%
0.2%
American Indian 0.5% 0.3%
(-0.2%)
Asian
0.2% 0.7%
0.5%
Pacific Islander
0.0% 0.1%
0.1%
Other
10.6% 4.5%
(-5.1%)
Two or More
1.9% 2.0%
0.1%
Hispanic
18.7% 10.4%
(-8.3%)
Source: ESRI Business Analyst
The age of the population also affects the expectations for service and facilities within the county. An
aging population places increased demand on public safety resources, medical services, and
transportation. While the percentage of young people and those in the 35–44 year cohort is declining,
the overall growth of the population means total numbers continue to rise. As with ethnicity, the age
distribution for the ETJ and ISD were similar to those within the city limits.
Population by Age 2000 - 2010
2000 2010
0–4
6.8% 5.8%
5–9
6.8% 6.5%
10 – 14
9.4% 7.3%
15 – 19
9.1% 7.2%
20 – 24
4.6% 4.9%
25 – 34
11.4% 11.6%
35 – 44
19.3% 12.8%
45 – 54
14.6% 19.9%
55 – 64
7.9% 13.9%
65 – 74
6.1% 5.7%
75 – 84
2.6% 2.9%
85+
1.4% 1.5%
Median Age 36.1
40.6
Source: ESRI Business Analyst
Demographic Analysis
% of Pop. Change
(-1.0%)
(-0.3%)
(-2.1%)
(-1.9%)
0.3%
0.2%
(-6.5%)
5.3%
6.0%
(-0.4%)
0.3%
0.1%
4.5
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Dripping Springs Comprehensive Plan - 2010
Income and Employment
Dripping Springs has seen a steady growth in family income in the last several years. It is significantly
higher than Hays County and the State as a whole. Growth is expected to continue, despite the overall
economic downturn. The economic downturn has had an effect, but not at the same level as other parts
of the country. The proximity to Austin is a factor in this because of the continued economic strength of
the Austin region.
Median Household Income
2010
<$15,000
4.5%
$15,000 - $24,999
6.6%
$25,000 - $34,999
5.4%
$35,000 - $49,999
10.5%
$50,000 - $74,999
20.0%
$75,000 - $99,999
16.0%
$100,000 - $149,999
23.2%
$150,000 - $199,999
7.2%
$200,000+
6.7%
Median Household Income $78,665
Source: ESRI Business Analyst
Demographic Analysis
2015
3.3%%
4.9%
3.7%
7.0%
20.0%
17.0%
27.7%
8.5%
7.8%
$89,393
10
Dripping Springs Comprehensive Plan - 2010
Housing
The explosive population growth in and around Dripping Springs has led to major growth in housing.
The overwhelming majority has been single family homes, and there are limited multi family options
available in the area.
Housing Occupancy 2010 (City Limits)
# of Units % of Units
Total Housing Units 703
100%
Occupied
668
95.0%
Owner
514
73.1%
Renter
154
21.9%
Vacant
35
5.0%
Source: ESRI Business Analyst
Dripping Springs also has a very low vacancy rate. This presents an additional challenge to potential new
residents because of the lack of available homes. New residents may struggle to find appropriate
housing within the city limits and be forced to look in subdivisions in the ETJ for suitable housing.
Housing Type (City Limits)
Single Family Detached
Single Family Attached
Duplex
Multi Family (3 or more units)
Mobile Home
Source: ESRI Business Analyst
Demographic Analysis
# of Units
383
26
24
29
122
% of Units
65.6%
4.5%
4.1%
4.3%
20.9
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Dripping Springs Comprehensive Plan - 2010
Home Values 2009
# of Units
< $10,000
2
$10,000 - $14,999
1
$15,000 - $19,999
1
$20,000 - $24,999
2
$25,000 - $29,999
3
$30,000 - $34,999
1
$35,000 - $39,999
1
$40,000 - $49,999
9
$50,000 - $59,999
12
$60,000 - $69,999
9
$70,000 - $79,999
8
$80,000 - $89,999
6
$90,000 - $99,999
5
$100,000 - $124,999 19
$125,000 - $149,999 19
$150,000 - $174,999 23
$175,000 - $199,999 21
$200,000 - $249,999 65
$250,000 - $299,999 78
$300,000 - $399,999 95
$400,00 - $499,999 49
$500,000 - $749,999 49
$750,000 - $999,999 17
> $1,000,000
19
Source: ESRI Business Analyst
% of Units
0.4%
0.2%
0.2%
0.4%
0.6%
0.2%
0.2%
1.8%
2.3%
1.8%
1.6%
1.2%
1.0%
3.7%
3.7%
4.5%
4.1%
12.6%
15.2%
18.5%
9.5%
9.5%
3.3%
3.7%
As the following table indicates, home prices have grown significantly faster than incomes, leading to
many residents being priced out of the City. The median price for a home (the price at which 50% of
homes are less than and 50% greater than) increased by 117% while the median income only increased
by 65%. A positive indicator is that a family making the median income would be able to afford a
Demographic Analysis
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Dripping Springs Comprehensive Plan - 2010
median priced home; however, there are so few homes available they would likely be forced to look
elsewhere.
Median Home Price 2010
Median Value
2000
Dripping Springs $129,787
Source: ESRI Business Analyst
Median Income
2000
$47,626
Median Value
2010
$282,051
Median Income
2010
$78,665
Conclusion
As this chapter indicates, Dripping Springs is a rapidly growing and changing community. Explosive
population growth is affecting the roads, environment, and character of the county. Dripping Springs is
in transition to a suburban community, away from its rural heritage. Population growth will continue
because of the desirability of the Hays County, its proximity to Austin, and the availability of land, and
the Dripping Springs Independent School District. City leaders will have to monitor and manage this
growth to ensure water quality and quantity, environmental features, and quality of life are protected
over time.
Demographic Analysis
13
Dripping Springs Comprehensive Plan - 2010
LAND USE
Introduction
Infrastructure, traffic, appearance, and even quality of life all impact a community and how it is
developed. Dripping Springs is transitioning from a rural, small town, into a suburban community and its
land uses are reflecting that change. What was once agricultural land is turning into retail centers and
single family homes. This presents a myriad of challenges to the community, especially because so
much of the growth is outside the city limits where there is limited regulatory authority to manage it.
This chapter presents a discussion of the current state of development in Dripping Springs and provides
a vision for how future growth should be directed. The other chapters in the plan incorporate the
specific goals and recommendations that will put in place the structure to achieve the community vision.
Current Land Use
Dripping Springs is a predominantly residential community with its retail and commercial uses focused
on United States Highway 290 (US 290) and Ranch Road 12 (RR 12). A windshield survey, conducted in
August of 2009, identified specific uses for each parcel within the city limits. Each parcel was assigned a
land use in the following categories and incorporated into a Geographic Information System:
Commercial
Typical properties include automobile repair facilities, storage facilities, and similar high intensity
uses
Low Density Single Family
Detached, single family homes on large lots (> 1 Acre)
Medium Density Single Family
Detached, single family homes on smaller lots (< 1 Acre) In most communities this would not be
considered medium density; however, for Dripping Springs it is
Mixed Residential
Lots that have mixed residential uses, such as manufactured homes with detached single family
Multi Family
More than one residential unit per lot (duplexes, townhomes, apartments) includes Senior Living
Manufactured Home
Lot containing a single manufactured home
Manufactured Home Park
Lot containing more than one manufactured home
Open Space
Designated Public Parks
Land Use
14
Dripping Springs Comprehensive Plan - 2010
Public
Government, Schools, and non-profits
Retail
Stores and service businesses
Undeveloped
Land with no significant structures, may be agricultural
Defining the land use allows for the community to understand the pattern of development and plan for
future development that meets community goals. For Dripping Springs that means protecting prime
agricultural properties, minimizing infrastructure costs and traffic, and protecting small town character.
The following table indicates total acreages for the different land uses identified in the windshield
survey. They do not reflect what is actually within the city limits because the current city limits do not
include all lots within some of the surveyed subdivisions. These numbers are intended for general
reference only.
Undeveloped
The large amount of undeveloped land identified is somewhat misleading because it includes properties
that have already been planned for major single family subdivisions that will likely include commercial
and retail properties on the frontage of US 290, and land that is now the HEB retail center. There is
some undeveloped land that has not yet been platted, including an area along RR 12 that would be
suitable for mixed use or retail development, and land in the southern part of town that will most likely
develop as residential.
Residential
As with most small towns, the majority of developed land is residential. Of this, the majority is large lot
single family homes (homes on 1 acre lots or bigger). This reflects the character of the community and is
also reflected in the high median home values in the community. The large lot sizes are a consideration
for the lack of centralized wastewater (until recently) and most are still on septic. This pattern of large
lots is seen throughout the ETJ of Dripping Springs as well, and the proposed developments will likely
have large lots as well.
There is a significant shortage of multi family options in Dripping Springs. Potential residents who
cannot afford to purchase a home, or want to downsize to a smaller home have very limited options.
This represents a challenge for the community, effectively pricing many people out of the area. These
residents, who may be employed at local retailers, restaurants, etc. are forced to commute in to
Dripping Springs from outside the area.
Open Space
Dripping Springs is fortunate to have an abundance of protected open space in several large parks.
What may be lacking is accessible, pocket parks, serving neighborhoods in the City. The plan addresses
this through the development of additional open space and trails connecting community destinations.
Public
Land Use
15
Dripping Springs Comprehensive Plan - 2010
Public lands include schools, City, County, and State government, utilities, churches, and other nonprofit uses. Of these, the schools are the largest single user. These properties, while not contributing to
the tax base do represent key elements in community function and quality of life. They also bring
visitors to an area who may otherwise not come, such as to City Hall in downtown. This represents
potential for nearby businesses to tap into a larger market than would otherwise be available.
Commercial
Commercial properties have more intense uses that generate more traffic, noise, light, and other
impacts on the community. These properties also represent primary employment centers. Those in
Dripping Springs are predominantly along US 290 and RR 12 to take advantage of the transportation
access and visibility.
Retail
Retail in Dripping Springs is also focused on US 290 and to a lesser extent on RR 12. The historic district
around Mercer Street and heading north on RR 12 is predominantly smaller, locally focused businesses.
The major retailers are located in strip centers along US 290. This is due to the high traffic volume and
visibility. It also presents a challenge to maintain traffic flow due to the large number of curb cuts and
intersections. The City has established standards for development to ensure it is attractive and fits the
Hill Country character; however, the amount of growth represents a challenge to maintaining the small
town character of the city.
Future Land Use
Growth is a critical challenge facing Dripping Springs, residents do not want to see more growth in the
area. This created a challenge in developing a future land use plan because of the need to
accommodate expected growth without adding to the concerns of residents. The goal of this plan is not
to encourage more growth, rather it is intended to ensure that growth enhances the community rather
than detract from it. This means focusing growth on those areas most suitable for it, fostering attractive
growth that complements existing development, and protecting the small town character of Dripping
Springs.
In order to achieve this, two land use workshops were held. City Council, Planning and Zoning, and
Steering Committee members, as well as citizens were engaged in a process to draw their vision of
Dripping Springs. What emerged from these workshops is the Future Land Use map and the
recommendations throughout this plan addressing growth issues. See page 17 for a proposed future
Land Use Map of Dripping Springs.
Land Use
16
Dripping Springs Comprehensive Plan - 2010
Current Land Use Map
Land Use
17
Dripping Springs Comprehensive Plan - 2010
Proposed Future Land Use Map
Land Use
18
Dripping Springs Comprehensive Plan - 2010
Recommendations
Given expected growth in Dripping Springs, the pattern of
development will have to change to accommodate it. While
it may seem counter-intuitive, higher density development
is the best option for the City to maintain its small town
character and quality of life. If all the growth was in large
lot, single family homes, the undeveloped land in and
around Dripping Springs would be completely covered in
rooftops. This is not to say that all large lot subdivisions
should be prohibited, there is a demand for this type of
home and builders will accommodate it. The goal is to
provide a range of options, instead of the current pattern of
only large lot single family homes being developed.
If the City encourages in-fill development on open land within the existing city limits, much of the rural
land surrounding the city would be preserved. Another benefit is that these areas are in proximity to
centralized water and wastewater service, meaning new wells and septic systems would be minimized.
It is important to clarify what is meant by higher
density development. This is not intended to mean 10
story apartment towers sprouting up. Rather, it means
some areas would incorporate detached single family
homes at 8 – 10 units per acre. This density, if well
designed, can actually contribute to the small town
character of Dripping Springs because it encourages
neighbors to meet each other and interact rather than
simply driving into their garages and closing the door.
Areas identified in the future land use plan for this type
of development are in the area around Founders Park
and just north of the school. These areas will have adequate transportation access as the thoroughfare
plan is implemented as well as proximity to the park and school allowing residents access without
having to drive.
As mentioned, there are several
areas where low density single family
residences can be developed. This
includes an already planned
subdivision on the western edge of
town as well as the area in the
southeast area of town which is
already predominantly large lot
single family. This new development
should be complementary to what is
already built and blend with the
character of the community.
Land Use
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Dripping Springs Comprehensive Plan - 2010
Mixed use development is the opportunity for the community to provide the full range of housing, by
mixing retail and light commercial uses with multi family residential development. This multi family
development may include townhomes, or apartments located above retail and office establishments.
Some areas in town would be suitable for 2 and 3 story development. This
would not likely be built in the immediate future; however, as Dripping
Springs continues to grow this will be more likely to become commercially
viable. The future land use plan identifies a large area bordered by US 290
on the south and RR 12 on the east as appropriate for mixed use
development. A transect model of development would be appropriate with
the highest intensity uses (such as 2 or 3 story mixed use buildings) fronting
the major roadways and less intense uses (such as small lot single family
homes) on the northern and western borders where its adjoins
predominantly residential areas.
The other area of mixed use south of US 290 and bordered by Onion Creek
also offers an opportunity for a similar
transect approach. The area bordering
Onion Creek may be suitable for larger lot
homes and possibly some restaurants and
similar businesses taking advantage of the
scenic quality of the area. Moving north,
more intensive uses would be appropriate
bordering the already mixed uses adjacent
to US 290.
Open space and connectivity were also
identified as key issues during the planning
process. The future land use plan identifies
opportunities to incorporate trails and new
open space, particularly along Onion Creek.
These trails would allow residents to access destinations without having to drive and also attract visitors
to Dripping Springs to spend time in the outdoors. The City requires developers to set aside open space
in new developments, so new neighborhoods will likely have small parks to accommodate local use as
well.
Preserving open space will help to protect the rural character of the
community. While many think that large lots are the solution, these
actually have a negative impact on rural character because so much land is
used by roads and rooftops. Clustering development into smaller areas
leaves more land undeveloped, thus protecting rural character. Also,
having more density has been shown to build relationships and foster a
stronger sense of community. That sense of community is the key to
maintaining small town character. When neighbors know each other and communicate, they feel more
attachment to where they live and are more engaged in the community. This is key to fostering and
enhancing quality of life.
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Conclusion
Dripping Springs is growing rapidly, and the character of the community is threatened by this growth.
City leaders have determined the need to plan for the growth and to identify strategies to accommodate
it while protecting the small town heritage that is so important to residents. The recommendations
identified in this chapter, along with the specific goals and actions throughout the plan give the City the
tools it needs to successfully manage growth. Protecting and enhancing quality of life and small town
character are the key values identified by the citizens of Dripping Springs. The patterns of development
identified in the future land use plan will support these values and ensure Dripping Springs retains its
character and unique heritage while accommodating expected growth.
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DRIPPING SPRINGS IS A SUSTAINABLE COMMUNITY
Introduction
The City of Dripping Springs is a rapidly growing community that is facing significant pressure on its
environmental assets. Protecting water, air quality, and the Hill Country landscape were identified as
key priorities by the citizens. This chapter outlines several goals for the City to pursue in its efforts to
manage rapid growth while preserving the natural resources that make Dripping Springs a desirable
destination for so many.
The Goals and Recommendations identified to ensure Dripping Springs is a Sustainable Community
include:
Walking and Cycling are Encouraged Throughout the Community
Water Quality and Quantity will be Protected
Agricultural Heritage is Protected
Growth is Managed to Meet Community Goals
For each of these goals, a series of recommendations has been identified to provide clear direction for
the City Council and others to implement. It will take participation from the entire community to make
this vision of sustainability a reality. Citizens cannot rely solely on government to make this successful.
Goals and Recommendations
Walking and Cycling Are Encouraged Throughout the Community
The City has an extensive network of parks and open space, as well as other destinations that currently
have limited access for cyclists and pedestrians. To get around town, a vehicle is nearly a requirement.
This has led to significant traffic issues, particularly on US 290 and RR 12, as well as presenting a
challenge to those without access to a car. This goal helps outline the creation of a network of both on
and off street paths that will connect city parks, schools, and other destinations throughout Dripping
Springs to allow access for alternative transportation and pedestrians. It will be a long-term effort that
will require the assistance of developers, the Texas Department of Transportation, Hays County, and
others to be successful.
Develop Pedestrian Amenities in Downtown
Redeveloping downtown into a true destination is an overarching theme for this plan. Residents
support the creation of a ‘ town center’ for Dripping Springs around Mercer Street. The City is currently
developing a plan for signage and wayfinding for the area and should use this to jump start the effort.
Implementing this plan would help uniquely identity the downtown and begin to foster a sense of
identity for the area.
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The second, longer term, project will be to create pedestrian amenities. Mercer Street currently is not
accommodating to pedestrians due to disconnected (or missing) sidewalks, extensive, unmarked
parking, and lack of amenities including shade, benches, and lighting. To foster pedestrian activity, these
issues need to be addressed. A project of this scope will take significant investment from the City and
cooperation from downtown business and property owners. Grant funding may be available to help
with some of the costs; however, Dripping Springs has been unsuccessful in some past grant applications
so it should not be counted upon.
The creation of a Tax Increment Reinvestment Zone (TIRZ) is a possible funding source for the City of
Dripping Springs. A TIRZ will allow the City to reinvest into a specific area by capturing additional
property tax dollars generated by improvements in that area. As property values rise in response to
changes in the area that additional tax money is directly reinvested to pay for improvements rather than
going into the general fund. This benefits the district and does not create an additional tax burden on
property owners.
Another option for funding community projects is the creation of a Business Improvement District. This
would be an additional levy on property owners; however, the money would only be spent on projects
to improve the district, which are intended to drive more visits and business to downtown. If the City
decides to pursue one of these options, it will require extensive outreach and education of the owners
to garner their support for the effort. A Business Improvement District is a special district created by
petition of the property owners within the proposed district. Properties within the district have an
additional assessment on their properties and that money is directly reinvested into projects within that
district. Projects can include landscaping, sidewalk and road improvements, parking, drainage, and
other infrastructure improvements, as well as promotion and advertising. The District can be managed
by the City or by a private entity based on what local leaders decide. The benefit of having a District is
that it is a funding source specifically targeted on improvements to the District; however, it does entail
additional taxes on properties within the District.
Developing downtown into a destination will take more than simply adding sidewalks, lighting, and
benches. It will require the development of new businesses as a way to give reasons for visiting
Downtown Dripping Springs. Any pedestrian improvements in downtown should also be part of a larger
network connecting downtown as one hub of several throughout Dripping Springs and fostering
alternative transportation options for residents.
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Identify Trail Connections for Neighborhoods, Parks, and Schools Utilizing Waterways and Existing
Greenspace
Dripping Springs has more than 215 acres of parkland throughout the community. There are also
several waterways running through the city. These provide opportunities for the creation of a network
of trails which will provide access to all parts of the city that would not conflict with automobile traffic.
Onion Creek, on the south edge of town, presents a tremendous opportunity for the creation of a
greenbelt that will truly be a destination. This can be the
spine of a system with connecting trails leading into
downtown, the high school, and other City parks.
The first step will be to identify priority destinations for
pedestrian access. These will likely include the schools,
parks, and downtown. Fortunately, many of these are near
existing open space (obviously, the parks are) or waterways,
making connection fairly straightforward. Trails in the
floodplain can be crushed granite, or similar material,
making them less susceptible to flooding, and less costly to
repair if damaged. Studies have shown that access to trails and open space enhances the value of land,
so developers will be more likely to see a benefit in having this as part of their development.
Finally, sidewalks and on-street bike paths are an option for connectivity. Areas that cannot be accessed
by an off-street trail should have some level of sidewalk or street path connecting them to the larger
network. Some new developments require sidewalks and this plan explores the idea of increasing
connections across neighborhoods. The City should focus its resources on retrofitting existing
neighborhoods with pedestrian and cycling facilities. This may mean adding sidewalks, or by adding bike
lanes when roads are rebuilt.
Providing access throughout town to pedestrians and cyclists will increase the quality of life for all
Dripping Springs residents. Those without access to a car will have the opportunity to utilize local
businesses, parks, and other destinations, and individuals wanting to bike or walk for exercise, will have
the ability to use the trails from their homes eliminating the need to first drive to an exercise facility.
Roads will have fewer cars on them as residents can go about their lives without driving. It will take an
investment; however, it is an investment that will return dividends in better quality of life and better
health for all residents.
Incorporate Pedestrian and Cycling Facilities in New and Upgraded Roads
Street maintenance is an on-going issue for the City and presents an opportunity for the incorporation
of new facilities as streets are upgraded. Ideally, local streets would be wide enough to allow for a 3 to
4 foot bike lane to be striped along one or both sides. The bike lanes would then serve to increase
safety for cyclists and it has the effect of slowing traffic without adding speed bumps or other traffic
calming devices. Adding bike lanes will do more than just make cycling easier; it will foster the
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impression that Dripping Springs is a bike friendly community and is committed to automobile
alternatives.
All new roads built by the City should incorporate a bike lane. It
should not add excessive cost to the building of new roads to ensure
adequate space for a 4 foot bike lane. The illustration shows a bike
lane with a parking lane adjacent to the curb. This should be written
into City codes for road development and required of developers
when they are building new roads for their subdivisions. The goal is
to create a complete network so residents have a legitimate
alternative to driving for their local needs. This will not happen
overnight, but should be part of any road improvements made in the City moving forward.
Encourage Developers to Incorporate Pedestrian Facilities in New Neighborhoods
The City has a Park requirement in its subdivision ordinance that requires some developers to set aside
land for parks within new subdivisions. This is beneficial to the City because it provides more parks as
growth happens, and the developers benefit because they have an asset in their subdivision. The City
also requires sidewalks along some new roads, which is good for movement within the subdivision, but
does not meet the larger goal of mobility across the City if the sidewalk ends at the subdivision
boundary.
As mentioned above, bike lanes should be a part of all new roads built in Dripping Springs. The City
should also work with developers to provide off-road trails to connect their developments with
neighboring subdivisions. This would allow for access across neighborhoods without a car, benefitting
young people and others without access to a vehicle. Trails could be counted as part of the current park
set-aside requirements, or be an additional benefit provided by developers. The City should consider
amending or revising the current parkland dedication ordinance and allow trails to be included as the
donated parkland.
Water Quality and Quantity are Protected
The protection of water quality and quantity is a fundamental challenge facing Dripping Springs.
Dripping Springs Water Supply Corporation has ample supply from groundwater and surface water;
however, its service area is limited. Many residents in the ETJ are reliant on wells, some of which ran
dry in the recent drought. Ensuring adequate water for the future will be a challenge given expected
growth. The City and Water Supply Corp. will have to coordinate efforts to be successful.
Encourage Rainwater Harvesting and Other Conservation Measures in New Development
Hays County has been a leader in encouraging rainwater harvesting through an incentive process for
owners to install systems. They are currently reviewing and updating the current policy to make it more
effective. The City of Dripping Springs should partner with the County in this effort to develop a policy
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that complements the County’s efforts. Other conservation measures should also be included for a
holistic approach.
The process should start with outreach and education to current homeowners and new home builders.
The City can utilize existing materials available from LCRA and others about water conservation, or
develop their own. The objective is to show the cost savings of installing low-flow toilets, rainwater
harvesting, and gray water reuse systems, etc. If people understand that it will result in lower water
bills, they will be more supportive than just a vague ‘It’s good for the environment’ message.
Another opportunity is for the City to work with developers to incorporate conservation measures into
new development. This may include an increase in impervious cover if rainwater harvesting systems are
installed. Because the water will be captured, the increased impervious cover will not result in more
runoff. The City should explore its building codes and explore the option of allowing for gray water
reuse. Much of the water used in a home may require only minimal treatment in order to be used for
irrigation, etc. The City recognizes that in years past State requirements may have allowed for more
advanced programs; therefore, it the City should explore options and education the citizens of findings.
New homes should be built to allow for gray water reuse and developers should be encouraged to
support this. A strong partnership with developers, along with the potential for incentives will make for
a successful program.
Finally, the City should set an example of conservation best practices. All new City facilities should
incorporate water conservation measures, including dual flush toilets, rainwater collection, etc. In
addition, xeriscaping and using native plants and lawns which are drought tolerant should be the default
for all projects. If residents see what the City is doing they will be more likely to consider it for their own
homes and businesses.
Ensure New Development Minimizes Stormwater Runoff and Does Not Degrade Waterways
Maintaining water quality is another key issue, particularly with the amount of development happening
in the Dripping Springs area. The City should ensure all projects meet the highest standards for
protecting water quality at every step from construction to occupation. The first step is to review and
update the development ordinance to ensure it incorporates best practices. This includes requiring
buffers along waterways, impervious cover limits, proper drainage facilities, etc. The City should
generate and oversee a plan for regional detention which will be a big step as the community builds out
and should be considered. In addition, the City should also have strict enforcement during the
construction phase to ensure proper techniques are used to reduce runoff. This would require regular
inspections of construction sites to ensure proper use of silt fences and other tools throughout the
process. The costs associated with this are necessary to ensure the protection of water quality for the
entire region.
Incorporate Regional Stormwater Detention to Support New Development
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The City has developed a conceptual plan for regional stormwater detention that takes advantage of the
topography and complements the Future Land Use plan developed as part of the Comprehensive Plan.
It calls for several detention features to be built around Dripping Springs. Two of these are near
downtown in an area identified in the Future Land Use map for mixed use development.
Stormwater detention features do not have to be the large, unattractive concrete pits typically seen in
new development. They can (and should be) developed as attractive assets to the development. If the
City moves forward with the regional detention plan, the facilities should be built to serve as community
assets rather than just inaccessible concrete ponds.
In addition, the City can work with new development to help fund the detention ponds. If the City has a
detailed plan in place, they can determine the impact of new development and include fees to cover
that portion of the overall cost when development occurs. Another option, used in Loveland, Colorado,
requires the first developer to front the cost for the feature and be reimbursed as additional
development occurs. This is commonly used for other infrastructure as well, such as oversizing sewer
and water lines. Because the regional facilities will keep developers from having to install individual
ponds on their projects, they will likely support the effort. This will benefit residents by providing
community assets that serve as attractions rather than dotting the City with individual, ugly concrete
ponds.
Agricultural Heritage is Protected
Dripping Springs has a rich agricultural history and there are still many, viable farms and ranches near
the community. Maintaining a connection to this heritage is a key opportunity to protect quality of life
and a piece of what makes Dripping Springs unique.
Identify High Quality Agricultural Lands and Work to Protect Them
To support this, the City should begin to develop an inventory of agricultural lands and establish a
relationship with their owners. Hays County should be involved as this is a goal identified in the County
plan as well.
Once the inventory is developed, the City and County can partner with land trusts and other
organizations to protect these lands from development. A Conservation Easement is an example of how
land may be preserved. These agreements allow the property owners to collect payment on some value
of their land in return for prohibiting future development. In addition to the income from the purchase
of their development rights, their tax liability is limited in its increase because the land cannot be
developed. Another option is the creation of a mitigation bank or Transfer of Development Rights (TDR)
program which allows developers to buy ‘credits’ protecting land in sensitive areas to be allowed higher
densities in more desirable development zones. This is another issue identified in the County plan that
should be a joint effort of the City and County moving forward.
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Support Agri-Tourism, Farmers Markets, etc. to Foster Demand for Local Agricultural Products
People are growing more interested in the quality of their food, buying local products, and knowing
where their food comes from. This is a major opportunity to help local agricultural producers build a
market for their products that will help keep them financially viable. Dripping Springs has a successful
Farmers Market and there are many others in Austin and other communities that can serve as an outlet
for local products. The City and Farmers Market Association should work with local producers to help
them get their products in to markets and promote them. The Chamber of Commerce can also work
with local restaurants (and others) to incorporate local products into their menus. Seasonal and local
menus are gaining popularity in restaurants and this is another market for local producers.
Another opportunity is tourism. People want the opportunity to
get out of the city and experience a ‘day in the country’. Blanco has
great success with its Lavender Festival that includes tours of area
lavender farms. The Chamber of Commerce should work with local
farmers and ranchers to promote visitors and tours to local farms.
This would also benefit the City because many of those visitors
would eat and shop in Dripping Springs, and once the hotel is open
spend the night.
Develop Harrison Ranch Park to Support Agricultural and Ranch Activities
Harrison Ranch is a unique opportunity to establish an agricultural facility to support the 4-H, FFA, and
other ag-related organizations. It also allows the western heritage of Dripping Springs to be celebrated
in the arena through rodeos and similar events.
The City should work closely with the School District and its programming to ensure there are
appropriate agriculture facilities as well as outdoor learning opportunities in place. The School District
may be willing to provide some funding for improvements that their students will have access to that
supports education.
As the park develops, it will require an on-going promotion campaign to see it fully utilized. The
Dripping Springs Area Chamber of Commerce should develop a program to contact potential users and
encourage them to plan for events in Dripping Springs.
Growth is Managed to Meet Community Goals
Growth was identified as the biggest issue facing Dripping Springs during the public input process.
Residents were concerned that growth would detract from the small town feel and quality of life that
attracted them to Dripping Springs. While the City cannot stop growth, it has a variety of tools to ensure
that growth happens in a way that benefits Dripping Springs rather than damaging the community.
Establish an Annexation Plan
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Dripping Springs is a Type A General-Law Municipality, meaning it has limited annexation authority.
Basically, it can only conduct voluntary annexations unless providing City services (such as water,
wastewater, etc.) and since the City only provides wastewater to a limited area, it is essentially reliant
on voluntary annexation. It has had success in getting property owners to annex, particularly in areas
where commercial development is planned. Several of these are in fact ‘island annexations’ that are not
contiguous to the rest of the city limits which presents unique challenges and opportunities discussed
elsewhere in the plan.
The City should develop an Annexation Plan that clearly lays out desired growth areas. The Future Land
Use plan should serve as the basis as it identifies where different types of development should occur.
The Capital Improvement Plan is another key tool because areas that can easily be served by
wastewater should be priority. As the plan is developed the City should reach out to landowners and
discuss the benefits of annexation, targeting those areas most suitable (such as the property north of
Mercer Street and west of RR 12).
An Annexation Plan will help the City determine where growth should be targeted and invest its limited
resources in expanding the wastewater system to serve the most suitable areas. Having a plan will also
help encourage property owners to participate because they will understand how their property fits into
a larger plan for the development of Dripping Springs.
Encourage In-fill Development
While it may seem counter-intuitive that putting more growth within the city limits will protect the
character of Dripping Springs, it is actually a key opportunity to do so. The biggest detractor from rural
character is driving past subdivision after subdivision, all fronted with strip retail centers. By focusing
development within the City, the undeveloped lands surrounding the city can be preserved. The City
can encourage this by reviewing and updating its subdivision and zoning ordinances to support growth
in the City. The Future Land Use plan is a key element because it identifies appropriate areas for growth
that are served by infrastructure and accessible to schools, downtown, and other destinations within
Dripping Springs.
An additional benefit is that in-fill development puts new homes and businesses on land that is already
served by existing water and wastewater utilities and roads. Rather than putting in new roads and more
wells and septic systems, in-fill development will take advantage of the existing infrastructure. This is a
tremendous benefit to the City because it is not burdened with more infrastructure to serve sprawling
new development. In-fill can also take advantage of regional stormwater detention as discussed above.
The City will have to build support for new development because many residents will be resistant to any
growth. There will have to be outreach and dialogue to explain the benefits to current residents in
having in-fill rather than sprawl development. Lower costs, reduced traffic, more property tax revenues
are all reasons to encourage in-fill and this needs to be communicated.
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Establish a Plan to Manage ‘Island Annexations’
As mentioned, Dripping Springs is rather unique in that it has annexed properties along US 290 that are
not contiguous to the rest of the city. This is positive in that the City can benefit from sales and property
taxes generated on those properties; however, it can present a challenge to provide services to them.
The key will be to establish a strong relationship with those property owners and ensure a clear
delineation of expectations for service. It is fortunate that Dripping Springs currently provides limited
service (small wastewater service area, no police or fire departments, separate Water Corp., etc.) so
there is limited expectation of service; however, as the community grows this will change.
The City should also begin to build relationships with the adjoining property owners and incorporate
them into the Annexation Plan to begin moving the city limits towards the ‘islands’. This should be a
priority in the Plan because this area along US 290 is likely to see growth. Having it incorporated into
the City will allow zoning and subdivision ordinances to control what and how things are built in this
area and ensure it meets the goals of Dripping Springs, not just be typical strip center development.
Review and Update Lighting Ordinance
Participants in the Town Hall meetings and survey identified the preservation of dark skies as an issue in
maintaining small town character. The City has already begun to review its lighting ordinance to ensure
it is up to date and effective. Since lighting practices in the areas outside the city also impact the “dark
sky” in the city efforts should be made to educate and influence those outside the city in their lighting
design and installations
Review and Update Zoning and Subdivision Ordinances to Support the Goals of the Plan
To accomplish these goals, many aspects of the Comprehensive Plan will require the City to update its
ordinances. This includes encouraging in-fill development, adding trails and bike lanes, etc. Once the
Plan is adopted, one of the first projects will be to review and update the ordinances to ensure they are
tools for implementing the Comprehensive Plan.
This will be a good time to do this review because there has been an extensive public input process to
develop the plan and this is the basis for changing the ordinances. Residents have voiced their opinion
in the plan’s development and the ordinances act as a tool to make that vision a reality. The City can
utilize the assistance of Pedernales Electric Co-op and Lower Colorado River Authority staff in this effort
as well to keep the costs in line.
Conclusion
Sustainability encompasses many different things to different people. In the context of this plan, it is
intended to address environmental issues as well as the sustainability of the small town character of
Dripping Springs. People move to the area for its natural beauty and quality of life; however, this very
growth threatens these qualities. The recommendations in this chapter are intended to provide a guide
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for the community to manage growth in such a way that people continue to find Dripping Springs a
desirable destination for a visit or to spend their lives.
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DRIPPING SPRINGS IS A COMMUNITY THAT CHERISHES ITS UNIQUE HERITAGE
Introduction
One of the biggest concerns identified by residents is the potential to lose Dripping Springs’ unique
identity in the face of rapid growth. Citizens want the community to maintain its independence and
character and not become another suburb of Austin with typical strip centers and tract homes.
Currently, there is support for the development of a ‘downtown town center’ for Dripping Springs
centered on the Mercer Street historic district. This is a start and would create a node in the community
for residents. The City also has the opportunity to develop guidelines that will ensure new development
fits the existing character and appearance of Dripping Springs. This is policy already for commercial
buildings and the City has had success in requiring new businesses to be built in a complementary style.
These efforts moving forward will ensure Dripping Springs maintains its identity as the ‘Gateway to the
Hill Country’.
Goals and Recommendations
Downtown is a Destination for Residents and Visitors
One of the goals identified in the chapter on Sustainability discussed improving pedestrian access
throughout downtown. This is a key step in creating a destination; however, it will not be sufficient in
and of itself to bring people to the area. A true destination will have a variety of attractions including
City offices, restaurants, stores, and events that are open throughout the day and evening. The City will
not be the entity starting these businesses; the role it will play is in creating a conducive environment to
create new businesses. This will happen through improving the infrastructure, the appearance, and the
accessibility of the area. These improvements will help the current businesses in the area, increase
traffic, and ultimately lead to new business creation in the downtown.
Address Building and Area Appearance
The City has ordinances to address basic health and safety issues. It should continue to enforce these
ordinances to ensure existing buildings are safe and to address basic appearance issues such as trash,
weeds, etc. To improve the appearance, the City should partner with the Chamber of Commerce and
other groups to conduct regular downtown clean-up events. These would be an opportunity for the
entire community to come together to work on the downtown. The City could provide equipment, such
as pressure washers, etc. to property owners for them to use to clean their buildings. There may be an
opportunity for local businesses to participate by providing this equipment at reduced or no charge.
One of the challenges facing property owners is the expense in maintaining and improving their
buildings. Many of the business owners are struggling just to keep their doors open and do not have the
money to spend on basic improvements. There are many examples of communities that have
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established grant programs, or low-interest loans, to provide matching funds for building improvements.
The amount of money can be relatively low, with many programs under $20,000 and providing grants in
the $1,000 - $2,000 range. The City of Weimar recently initiated a program that has led to 19 buildings
having work done. Many of these buildings did not receive grant money, the owners responded to
improvements in buildings around them.
A low-interest loan program can be funded by local banks that can provide seed money and then the
administration of the loan rotating between the funding banks. This helps the banks meet their
Community Reinvestment Act requirements; and therefore, it is of benefit to the lender. The City can
take responsibility for initiating the program and helping to market it to downtown property owners.
The key is to make downtown an attractive place where people are comfortable spending time. Cleaning
the area up is a key part of making this reality.
Consider Assistance for Businesses Locating Downtown
Providing incentives to business can be a controversial issue. Many residents may protest using public
money to help private industry. Also, existing businesses may resent not receiving any help from the
City. To address this, any incentive policy should be available to existing businesses as well as new ones.
The first step will be to research programs in other communities and identify best practices. Many
communities have very creative programs to help businesses. Bastrop and La Grange are two that have
successful programs.
One recommendation would be for a two-tiered approach for incentives that would allow existing
businesses to access funding at a lower investment then a new business. For example, an existing
business that makes a $100,000 investment (in new equipment, more staff, etc.) would receive
incentives while a new business would have to make a $250,000 investment. This rewards existing
businesses and recognizes their contribution to the community.
Given limited City resources, any incentive would likely have to be fairly small, or be in the form of tax
abatements that do not have an upfront cost. The City can also consider a tax freeze, where new
investment would not result in an increase in property taxes for a set period of time. Creativity is
important when working to encourage new business with limited funding.
Relocate the Farmers Market within Downtown
Farmers Markets are growing in popularity and are generating increased attention and demand in
communities large and small. The Dripping Springs Farmers Market is a great activity that brings people
into downtown from across the region and serves as an outlet for local products. The current location is
not ideal in terms of access, parking, and its connection to the rest of downtown.
Relocating the Farmers Market will take the cooperation of the Association, the City, and downtown
property and business owners. Because of issues of access and parking, it should not be undertaken
without discussion and consideration of these groups. One idea that has been discussed is the potential
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to close a section of Mercer St. and have the Market be on the street. This would be great in terms of
access; however, adjoining businesses may not be supportive because it may limit access for them.
Other options may include one of the vacant lots in the downtown, if there is a willing property owner.
The key will be to foster a conversation among the Farmers Market, the City, and downtown property
owners to find a location that is most suitable in the long run to benefit the entire community.
Relocate City Hall to Available Space within Downtown
City offices can serve as an anchor of activity in the downtown. City staff and those with business at City
Hall create a clientele for local businesses. Keeping City Hall in downtown is an opportunity to foster
business creation in the area. The current location of City Hall, at the edge of downtown, does not feel
a part of the area. It is also on a strategic corner that could be redeveloped into a retail anchor given its
visibility on US 290. The sale of the property could provide the necessary funding to develop a new City
Hall in a different location downtown.
This is a longer term project that will require the City to do a thorough assessment of its anticipated
needs so it builds a suitable facility rather than having to retrofit or expand later. This includes
considering if (or when) the City will create its own Police force, future staffing needs, etc. The new
location may incorporate an existing building or be a wholly new building that will need to be
determined by the facilities plan.
As the City is planning it should consider other elements of this plan,
including the potential for a new Community Center and regional
stormwater facilities. The potential may be for a municipal complex that
incorporates several of these desired amenities. The City of San Marcos,
Texas is an example of a municipal complex that incorporates the City
Library, a Community Center, with recreation and indoor pool, and City
Hall. By having multiple uses, it creates more traffic at different times of the day, bringing more people
in to downtown than a single use facility would.
Encourage Adaptive Reuse of Available Empty Buildings and Land
The vacant land and buildings in downtown Dripping Springs present both a challenge and an
opportunity for the community. The challenge is that it detracts from the appearance and vitality of the
area. The benefit is that the potential for new businesses and uses is there with space to develop.
The City and Chamber of Commerce should coordinate to develop a complete inventory of vacant
buildings and land and contact the owners to determine their interests for the properties. This
inventory can then be used as a marketing tool to connect potential buyers / businesses with property
owners who are willing to sell or rent to them. Potential incentives have also been discussed earlier.
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Finally, the City needs to ensure its ordinances are not a barrier to redevelopment. This does not seem
to be too much of an issue; however, it may be necessary to review and update ordinances to ensure
they encourage the kind of development desired in downtown.
Adopt Guidelines to Ensure New Building Complements Existing Development
Dripping Springs has a ‘Hill Country’ theme to many of its buildings with stone frontage, metal roofs, etc.
It has successfully incorporated this theme into new commercial developments including the new HEB
and the new hotel, currently under construction, on the east side of town. Maintaining a consistent
theme is especially important in an area like the downtown, where new development should
complement the existing historic structures. This is not to recommend the City establish stringent rules
that require every building to look exactly the same; rather
new development should contain similar elements and
notes of existing structures so they don’t appear
completely different. The illustration is from Smithville,
Texas. The building on the left was built in the last 20
years or so. It contains common elements with the
historic building on the right (red brick, second story
windows, awning, etc.). It is clearly a newer building;
however, it complements the style of what is already
there.
The City should review design guidelines from other communities to identify best practices. A growing
trend in these guidelines is the use of very graphical based design books rather than text based
ordinances. Having images and renderings is much more effective in communicating the style the City
desires rather than trying to design by word alone. The City should work closely with area developers
and property owners, and the Historic Commission to establish guidelines that will be effective in
maintaining the ‘Hill Country’ look without being excessive or stifling potential development.
Identify Long Term Parking Solutions
Parking in downtown Dripping Springs is not an issue except during major events. This does not mean it
should be ignored, because as the area develops parking has the potential to become a challenge. The
City should work with downtown property owners to identify potential sites for a parking lot before
growth happens. The spot should be central but not take a spot better filled by a business. Funding to
develop a lot will be an issue that should be coordinated down the line when the need arises.
Any parking lot should be designed in a way that it is screened with landscaping or other features to not
detract from the appearance of downtown. It should be well lit and maintained so visitors are
comfortable parking there. It should also be clearly designated so drivers on US 290 can easily find it
when trying to get downtown.
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In the short term, shared parking will likely meet demands. Banks and other businesses that are only
open on weekdays should make their lots available in the evening and weekends to other businesses.
This shared parking serves the needs of the diverse clientele in downtown without forcing each business
to develop an individual parking lot. This reduces costs for businesses and helps to maintain the
pedestrian character of the downtown because every business will not be fronted by a parking lot.
Historic Buildings and Sites are Developed as Community Assets
Historic buildings and sites are part of the heritage and unique identity of Dripping Springs and serve as
an attraction to visitors. The City has created a brochure that identifies many of the historic sites in
town and this should be used as a marketing tool to bring visitors to town. This can serve as the
foundation for a heritage tourism program that brings visitors, and their money, to Dripping Springs.
Inventory Historic Buildings and Sites throughout the Community
As mentioned, there is an existing brochure highlighting historic buildings in town. The Historic
Commission should update and expand the existing building survey of historic buildings. This would
involve researching the community, interviewing long time residents, etc. to try and complete the list.
Another step is to track the ‘lineage’ of the buildings and sites to develop a complete history including
original architect / builder, owners, uses, etc. Heritage tourism is one of the fastest growing segments
of the travel business and having this information readily available will help Dripping Springs position
itself to serve this trend.
Consider Expanding Historic District to Include Old Fitzhugh Road
The current historic district encompasses a relatively small area centered on Mercer Street. Expanding
the district offers the opportunity to protect unique assets along Old Fitzhugh including historic
residences. This will give more variety to the Historic District and serve as an additional draw for
visitors. It will also help protect Old Fitzhugh from incompatible development that will detract from its
existing character and identity.
The key will be to communicate with property owners along Old Fitzhugh to discuss the pros and cons of
being included in an expanded District. One of the concerns is that property owners will be constrained
in what they do with their property. The only constraints will come from locally developed ordinances
that regulate development. That means the citizens of Dripping Springs will get to create standards that
reflect their values and priorities, not have something imposed by the State or Federal governments.
Building local support will be critical. Once support is there, the District can be expanded and an
Ordinance put in place that will protect the historical character of the District while allowing for
property owners to still make use of their land and buildings.
Establish Historic Tours
With the inventory and brochure in place, the Chamber of Commerce can utilize these tools to establish
tours of historic sites and buildings. These tours can be posted on the Chamber website and used to
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attract visitors to the community. An option may be to package it with a visit to the Farmers Market or
local farms to provide a full day itinerary for tourists.
These tours can be self-guided with the brochure (or possibly podcasts that can be downloaded)
providing the story for the sites to be visited. Having guided tours on weekends would be a big draw
because more ‘color’ could be provided to visitors. The Dripping Springs Chamber, Historic Commission,
and Dripping Springs Heritage Circle (Circle), should partner develop and capitalize on the Circle’s recent
development of historic tours.
Acquire Historic Springs and Make Accessible to the Public
The town is called Dripping Springs, yet none of the springs are accessible to the public. The springs are
located near downtown, along potential trail connections, and can serve as another asset to draw
visitors to town and support community identity.
The City has had some contact with the property owners; however, discussions have not progressed
very far. These relationships should be continued and strengthened over time. The City should not take
a heavy handed approach, rather focus on discussing the benefits that having the springs open to the
public would represent. It is likely that the springs will likely become available at some point in the
future, when they do, the City should be prepared to act to acquire them and create a unique asset for
Dripping Springs.
Consider Being Added to the National Register of Historic Places
The current Historic District is a local designation and is not part of the National Register of Historic
Places. Inclusion in the National Register of Historic Places will give the District more prestige and
marketing ability. It will not detract from local control however. It is a key issue that inclusion in the
National Register does not mean a loss of local control, it actually opens the door for additional grant
and other funding opportunities.
As with any change, the first step is to build local support from the residents and property owners of the
existing historic district. If there is support, then the process can move forward. It is not worth
alienating current residents though to achieve National registry, so the Historic Commission should
focus on building that support before moving forward.
New Development does not Detract from Small Town Character
Many small towns, when faced with rapid growth, lose the small town character that first attracted
residents to the area. They lose out to strip centers and tract homes in abundance and become another
suburb like any other. Maintaining the community character and quality of life were key issues
identified by residents in developing the plan. The City has successfully incorporated ‘Hill Country’
themes into new commercial development and should continue to do so moving forward. Maintaining
local control will ensure that Dripping Springs maintains its unique identity as growth occurs.
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Consider Design Guidelines for New Residential Development
While the City has commercial design guidelines, it has not established standards for new residential
development. The future land use plan identifies where new residential development should occur, and
to ensure its compatibility with existing homes, the City should consider creating design guidelines. As
discussed earlier, these do not have to be excessive; rather, it can represent a range of options and
choices for builders to choose from. The design guidelines should be graphical and offer a range of
options for builders. Rather than being proscriptive and describing what cannot be done, rather they
should offer a palette of opportunities.
Dripping Springs is fortunate to have a strong professional class that includes planners and architects. It
is likely a committee could be created to draw on this expertise, in conjunction with area builders and
realtors, to create standards that would have broad support from residents and builders alike. The goal
is not to create a false identity for Dripping Springs with a ‘Disneyland’ effect of fake history; rather, it is
to ensure that new development complements what is already built.
The City may consider developing voluntary standards as a first step and work with developers to
incorporate concepts into their projects rather than jumping straight into creating new rules. This would
build support and allow developers to see the benefits of incorporating these design elements.
Ensure Connectivity Between New Subdivisions and Neighborhoods
One of the challenges facing Dripping Springs is that many of its subdivisions are not connected which
results in all traffic coming out to US 290 or RR 12. These roads are rapidly reaching capacity and there
is limited potential for their expansion in the near future. Providing internal connections is a priority for
future development to help minimize local traffic on the two highways.
The City should enforce its subdivision ordinance to ensure it incorporates best practices for
connectivity. This means developers should be required to connect their subdivision through internal
roads as much as possible. This is often resisted by developers who fear connectivity will increase
through traffic in their neighborhoods; however, the City should ensure those connections are built.
The City has had great success in working with developers to get public benefits from them as they build
neighborhoods. This success should be a basis for the City ensuring good connections as development
occurs.
Encourage Activities and Events that Foster Community Spirit
There are a number of events, festivals, and so forth already held in Dripping Springs. The City works
closely with the organizers of these events and allows access to City facilities to support them. This
should continue. Founders Day is a hugely popular event that brings visitors from outside Dripping
Springs but also allows residents an opportunity to mingle and be part of their community. As the City
continues to grow, common events will be one more tie to bind the community together and foster that
small town character that residents cherish.
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Conclusion
The City of Dripping Springs is still small; however, the community of Dripping Springs is much larger. It
is in a desirable area and is facing significant growth pressures. It will be a challenge for the City to
maintain its enviable quality of life and unique identity in the face of this growth. The recommendations
in this chapter are geared to protecting what makes Dripping Springs a special place that is cherished by
so many. Rather than losing its character and becoming another anonymous suburb of Austin, Dripping
Springs has the opportunity to dictate its own future and protect those things that matter the most to
its citizens.
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DRIPPING SPRINGS IS AN ACTIVE COMMUNITY
Introduction
The City of Dripping Springs is fortunate to have an extensive park system with a variety of facilities and
amenities. It has also established a strong relationship with DSISD, Dripping Springs Youth Sports
Association (DSYSA), and others to share the costs associated with developing and maintaining the
parks. The parks serve a much larger population than just the City residents, as people from across
Northern Hays County participate in sports and other activities at the park. This is a blessing and a
challenge for the City because city taxpayers are the primary funders of the parks used regionally. To
maintain the high level of service and access, the City will have to work with its partners to ensure solid
financial investment into the park system.
Goals and Recommendations
Develop a Comprehensive Parks and Open Space Master Plan
The City has adopted a Parks and Open Space Master Plan to fulfill the requirement to receive a Texas
Parks and Wildlife grant. This grant was funded; however, the Master Plan is not as up to date and
inclusive as needed to really provide clear direction for the City. This plan should be revised to reflect
new ideas and explore the expansion of existing facilities. The updated plan should provide clear
direction to the City and park users pointing out parkland priorities.
Inventory Existing Facilities
The first step is to create a comprehensive inventory of all park facilities, including benches, grills, water
fountains, etc. This will allow better decisions on what is really needed. Conversations with the Parks
Board and other public input indicate a need for additional picnic tables and benches and other small
things in addition to big ticket items such as tennis courts, amphitheater, ropes course, and a skate park.
The inventory can be conducted by volunteers using handheld GPS units. This level of accuracy would
be beneficial for facilities planning. Handheld GPS units allow for basic data collection and descriptions
that can easily be uploaded into the City’s GIS system for detailed mapping.
The inventory will allow for a level of service calculation to be conducted. This will identify gaps in
service and amenities that the City can then prioritize to address. This will ensure the parks continue to
meet expanding demand.
Establish Centralized Responsibility for All Park Activities, Maintenance, etc.
While the City has a good relationship with the DSISD, DSYSA, and other parks users, there is still not a
clear structure to the relationship, responsibilities, etc. While hiring a City staff person to oversee parks
is a step in the right direction, a workshop should be held to get everyone on the same page. This
workshop can be a fairly informal opportunity to get everyone in the same room to discuss common
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issues and challenges. It would also allow the City to clearly define responsibilities and cost sharing to
ensure the burden of park maintenance is fairly disbursed among users. It would also allow for a
discussion of needed facilities, planned improvements, etc. between the different users to reduce
duplication of efforts.
City Parks Offer a Broad Array of Activities and Facilities
City parks currently have everything from soccer fields, walking trails, picnic areas, a multi-purpose
events center, and more. Plans are in place for disc golf, camping, and more horse arena facilities to be
added in the next few years. There has also been discussion about a skate park, off-leash dog area, and
another disc golf course over the course of this planning process. As the population grows and changes
(i.e., aging, growing Hispanic population, etc.) it will be important to provide facilities to meet changing
demands.
Existing Facilities are Expanded and Improved
The Parks Board has identified a need for additional picnic benches and a covered picnic pavilion. This is
a relatively inexpensive effort that would make the parks more inviting by providing additional seating
and places for family gatherings. This would serve for informal, pickup games that help to build
community and provides an activity for residents of all ages.
A more involved project is the need to update the Concession Stand and restrooms at the community
pool. There has been discussion that the pool itself is dated and in need of major improvement;
however, the Concession Stand and restrooms are a bigger priority. The City should begin planning to
invest in this facility in the next few years. It may also consider a fundraising campaign to rebuild it. The
City of Austin created a Friends of Deep Eddy Pool organization that raised over $1,000,000 for
improvements to the facility. It is unlikely the pool improvements in Dripping Springs would require that
much of an investment. A non-profit could take ownership of the effort and make the project happen
sooner, rather than waiting for the City to find the resources to do so.
Develop Charro Park as an Asset within Deed Restrictions
Charro Park was a gift to the City from the estate of a citizen. While the acquisition of open space at no
cost is a blessing, it presents a challenge to best utilize the land and to ensure its maintenance. This
property also has deed restrictions requiring any use to be passive, which rules out sports fields, etc.
This is not a huge problem because there is a need for passive recreation space in the City, including
walking trails and bird watching to name a few. The City should plan to collaborate with the Hays
County Master Naturalists to develop interpretive trails and lad natures as a recreational option.
Developing the park for passive recreation would not involve the major investment that facilities such as
sports fields, etc. require so the City can provide a new recreation amenity with limited financial outlay.
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Develop Programming and Activities for Residents of All Ages
There are a number of programs available to serve residents in Dripping Springs from the sports leagues
to the Senior Center. As the community changes, expectations for programming and services will likely
change. It will be important for the City and other program providers to coordinate efforts and work
together to ensure adequate programming and services for all the residents of Dripping Springs.
Inventory Existing Programs and Expand as Needed
The first step is to identify all existing programs and services provided by the City, County, private
groups, non-profits, etc. This is something the Parks and Recreation Commission should do and
shouldn’t take too much time. This will allow a conversation to be held among the providers on what
they see as needed, what people are requesting.
Once the inventory is developed, the City and other groups can have a workshop to identify common
needs and opportunities. This would allow the different organizations to discuss which is most
appropriate to provide additional services and partnerships to help share costs and facilities. Providing
recreation programming should not be left to one organization, there is ample opportunity for others to
participate and play a role.
Expand Senior Activities
The Senior Center serves as a gathering place for seniors, provides meals, and activities for them. It
receives funding from a variety of sources including Hays County, State and Federal grants, and
foundations. As the senior population grows, the services provided here will become more and more
important. The City should work with the Senior Center to begin planning for future expansion and
funding requirements now before the demand is excessive. Additionally, as new amenities are added at
City parks, seniors should be considered, with walking trails, seating, and passive amenities included in
park improvements.
Develop an Indoor Community Center
This is a long term goal that would require a significant investment from the City and the community to
make reality. An indoor community center can take many forms ranging from a full recreation center
with indoor pool and workout space as well as programming facilities, to a much smaller project with
meeting rooms. The proper facility to build will require the City to reach out to residents to identify
their needs as well as their willingness to fund a facility before moving forward.
The City of Burnet has developed an excellent example of a regional recreation center providing fitness
and community meeting space. The project was funded from a variety of sources including local
fundraising and grants. A non-profit led the effort to find the money and once built the City took
ownership and management responsibility. The non-profit is still active to continue raising money to
subsidize the costs of the facility. This model is one that Dripping Springs could replicate because the
facility will serve many more people than just City residents so the costs should be shared regionally.
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Conclusion
Parks and recreation are a key element in the quality of life that attracts people to Dripping Springs.
This is even more important when the health benefits are included in the equation. Providing access to
a variety of activities and programs will help the City maintain its high quality of life and reputation as a
desirable place to live. Rather than being viewed as a cost, parks and recreation funding should be
considered an investment in the community and its citizens.
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DRIPPING SPRINGS IS A COMMUNITY WITH A VIBRANT ECONOMY
Introduction
Dripping Springs has evolved into a bedroom community, with many residents driving in to Austin for
employment. The City has seen a growing retail sector, with Home Depot and HEB as anchors. The City
lacks primary employment, jobs that will bring in money from outside the community. While many
residents are concerned that economic growth will endanger the small town character, there is an
understanding that it is to remain a sustainable community where there will be economic development.
The City has appointed an Economic Development Committee that has taken ownership of this effort by
developing both short and long term goals. The recommendations included below were pulled from the
plan and developed as suggestions identified in the public input process.
Goals and Recommendations
Support a Well-Educated, Talented Workforce
The foundation for economic development is a skilled workforce. Businesses are more likely to locate in
a community with a workforce that is educated and ready to work. Currently, there is an established
core of skilled employees that are commuting to Austin that might be willing to take jobs in Dripping
Springs if they were available. The key is to continue to grow a skilled workforce through the
development of local education opportunities and strong partnership between the City, DSISD, local
colleges and universities, and businesses.
Support DSISD efforts for Vocational and Technical Education
DSISD has a career and technical education program that is geared to developing students for
employment. This program should be supported by the community and expanded if possible. There is a
realization among some educators that a single minded focus on preparing students for college may not
be the best approach and there should be ample opportunities for students to get work experience and
skills so they can have productive careers out of high school.
The City, Economic Development Committee, Chamber of Commerce and DSISD should conduct regular
meetings to discuss opportunities to strengthen the existing career education program. This would
include encouraging local businesses to provide internships and mentoring to students as well as finding
grants and other funding to provide training facilities and programs.
The key is for the community to come together towards a common goal of workforce development.
This will make Dripping Springs a more attractive destination for prospective businesses. It will also
provide existing businesses with a ready made workforce and allow more young people an opportunity
to stay in Dripping Springs because there will be a job they are prepared for waiting for them in the
community.
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Encourage the Establishment of a Higher Education Facility
Having a local branch of community college, or even better, a four year University would be a
tremendous asset to Dripping Springs because of the opportunity for a broad range of education and
training it would provide. The challenge facing Dripping Springs is its proximity to an Austin Community
College (ACC) campus at Oak Hill and that ACC has purchased land in Kyle and is likely to have facilities
there. This means the likelihood of bringing a full ACC campus to Dripping Springs in the near term is
fairly small. This does not mean there is not potential for the development of a distance learning facility
that would provide access to ACC and other schools to residents. DSISD and the City should partner to
work with Texas State University and ACC to discuss what this would require and how to move forward.
Encourage Businesses to Offer Job Training, Internships, etc.
As mentioned, the need to better prepare students for careers out of high school is a growing issue for
school districts. There are many students who are better served with a career focused education over a
college focus. To be fully ready to move into a job from high school, students need exposure to work
and potential careers. This is accomplished through work study programs, internships, and mentoring.
The Chamber of Commerce and Economic Development Corporation should partner with local
businesses and DSISD to expand the existing internship program through the school. The Chamber and
Committee are made up of local leaders, business owners, and others that can serve as ambassadors of
the program and work with other local business owners to encourage participation. Members of the
Committee should take a leadership role in participating in this effort through their businesses if at all
possible. Building local capacity is key to community sustainability and will result in a stronger local
economy that benefits all citizens of Dripping Springs.
Collaborate with area Universities for Internships, Projects, etc.
The City has taken advantage of its proximity to ACC and Texas State University to have students at
those institutions participate in internships and other projects with the City. This provides real world
experience for the students and low cost labor for the City. This practice should be continued so the
City can continue to benefit from these opportunities. The City should maintain regular contact with
Planning, Public Affairs, and Business schools (among others) at local universities and bring relevant
opportunities to these institutions.
Support Existing Businesses
Most new jobs come from the growth of existing businesses rather than the recruitment of a new
employer. This means that the focus of local economic development should be on assisting the
businesses already in Dripping Springs rather than trying to bring in a new employer. The Chamber of
Commerce and Economic Development Committee work together to develop a business retention and
expansion plan.
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Market Dripping Springs to the Region
Dripping Springs is challenged by its proximity to Austin, many who want to visit the Hill Country
continue west through Dripping Springs to Johnson City, Wimberley, and other towns. It will be
important to provide those passersby with a reason to stop and spend money in Dripping Springs. The
first step is to update the Chamber and City websites to highlight local events and attractions. The
internet is most travelers’ first stop when planning a trip. Social media is exploding in the tourism
industry. Communities are using Facebook and Twitter to establish informal relationships with potential
visitors. This is a great way to share interesting facts and trivia about your community, announcements
of events, and other ‘teasers’ that will encourage visitors. On-line should be the focus of any marketing
program.
Secondary to the digital effort should be utilizing local media outlets. There are a number of local Austin
magazines (Austin Monthly, and others) that may provide a good advertising platform. Since they are
local circulation their ad rates may be reasonable. They also target those most likely to take a day trip to
the Hill Country. Another tool is to have a booth at events in neighboring communities. Visitors to
Blanco for Lavender Fest may appreciate knowing they can plan another weekend in Dripping Springs
for Founders Day. The key is to build relationships regionally that can lead to increased visitation.
Support the Business Retention and Expansion Program
The Chamber of Commerce currently works to support local businesses. The City actively participate in
this effort because there may be issues identified that the City needs to address. The key is to have a
united front in dealing with businesses to ensure they have access to all resources and are comfortable
in approaching the Chamber and City when issues arise. The worst thing is to find out a local employer
is in trouble only when it is too late to do anything. The BREP should be a community effort to ensure
existing businesses know they are supported and appreciated by the community and that there is
opportunity for concerns and issues to be addressed.
Provide Training Opportunities to Local Businesses
One of the challenges facing small businesses is a lack of access to training, both for the owners and
their employees. Even basics such as hospitality and merchandising can make a huge difference in the
viability of small businesses. There are resources that can help these businesses at little or no cost.
LCRA and PEC can provide hospitality training for ‘front-line’ employees, while the Small Business
Development Centers at Texas State University and ACC can provide business planning and other
assistance. The key is for the Chamber of Commerce to contact these providers and set up training
opportunities locally. This would help the Chamber with its core mission of serving its members while
also helping those businesses be more successful. Any and all free resources should be exploited to
move Dripping Springs forward.
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Recruit Appropriate Primary Employers
While the priority in economic development should be supporting existing businesses, there is an
opportunity to attract new employers to Dripping Springs. This effort should target relatively small
employers that can come into the community with limited demands on the infrastructure and
environment. Residents support new job creation; however, they do not want it at the expense of their
quality of life. Any recruitment effort should be specifically targeted to those businesses that will
benefit the community and provide opportunity for residents to work and live in Dripping Springs rather
than having to commute to Austin.
Develop a Target Mark Analysis
As mentioned, any business recruitment efforts should be targeted towards specific industries rather
than just trying to bring any employer to town. A target market analysis will utilize a detailed
demographic and workforce study, existing business inventory, as well as interviews with local business
owners and citizens to identify specific businesses that will fit Dripping Springs. This will allow marketing
materials and efforts to be specifically developed for those targets providing all the information
necessary for those targets rather than trying to be all things to all people. PEC and LCRA can work with
the City to develop a target market analysis that will give the Chamber of Commerce and Economic
Development Committee the focus they need for successful business recruitment.
Establish Marketing Structure
Many communities have economic development corporations, often funded through sales tax, that are
in place specifically to lead economic development activities. They include paid staff with the training
and experience to lead the effort and are available to answer the phone when a prospective business
calls. In some communities the Chamber of Commerce is the lead organization, while in others it is a
volunteer board or committee. The challenge with a volunteer committee is that there is not likely to be
someone available to answer the phone if a prospect calls. Dripping Springs has an active Chamber as
well as an appointed Committee that is charged with economic development. There needs to be an
effort made to establish a structure for marketing before moving forward.
The City, Chamber, and Economic Development Committee should hold a workshop to lay out each
entity’s role and how all three can coordinate on recruitment efforts. This will include identifying the
key contact that will be the person who answers the phone. In addition, a response team should be
identified so if a prospect comes to town there is a group ready to meet with them and make the pitch.
This group should include the Chamber, City, and Economic Development Committee members who can
answer questions and sell Dripping Springs. Scrambling to come up with this group after a prospect calls
is too little too late, the structure should be in place before recruiting efforts even begin.
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Develop Marketing Materials
Marketing materials have traditionally been brochures, then CD’s and DVD’s, and are now almost
entirely an on-line product. The first step is to review other communities’ websites to identify best
practices. Talking to business owners will also help to identify what information is important to them
and what is best to include. The key is to have information that is easy to find and up to date. More
than 90 percent of business research is done on-line, and if the City does not have a good on-line
presence, it will not make the short list for inclusion on phone calls and site visits.
The City may also consider some hard copy materials, these can be available to visitors and those who
request it. These can also be sent to the targeted businesses identified in the target market analysis.
These should be secondary to the website; however, there is still a place for hard copy materials.
Conclusion
Dripping Springs has the opportunity to create a sustainable local economy that will enhance the quality
of life for all its residents. Tourism is one aspect of this (and is discussed in other chapters); however,
developing a viable economy will take more than tourist dollars. The Chamber of Commerce and
Economic Development Committee should take ownership of the effort to build opportunity and utilize
all available resources. PEC and LCRA have experience and resources that can assist in this effort, as well
as others organizations. Dripping Springs cannot sustain itself on residential development alone; it must
be proactive in building its economy to provide a bright future for its residents.
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DRIPPING SPRINGS IS A COMMUNITY WITH HIGH QUALITY INFRASTRUCTURE
Introduction
Providing infrastructure is a key element in community development. Infrastructure in Dripping Springs
is not as centralized as in many communities, with water and electricity provided by separate entities,
and the two major roads being under state jurisdiction. This type of decentralized infrastructure is often
a challenge for cities. For the City of Dripping Springs, the largest hurdle is that the City owns the
wastewater but does not own or control the water supply. This chapter focuses on how the City can
best manage its resources and work to continue providing the best service possible to its citizens.
Goals and Recommendations
Develop an Efficient Transportation Network
As discussed throughout this plan, Dripping Springs has two major thoroughfares, US 290 and RR 12 and
most traffic in and around the City ends up on one of these two roads. This creates congestion and
safety issues as local traffic enters and leaves the roadways merging with through traffic. Developing a
strong interconnected network is crucial to reducing traffic on the highways and ensuring safe, adequate
access throughout the City. In 2007, the City of Dripping Springs approved and passed a Transportation
Plan to guide the City in the development of highways and streets within city limits.
Establish Regular Street Maintenance
Street maintenance did not rise to the top as a major issue in the public input process, which indicates
that the City has done well with this. There were a few streets that were identified; however, residents
did not seem overly concerned. This is not to say the City should ignore street maintenance, rather it
should continue with a regular survey of streets needing maintenance. This will ensure that roads are
equally maintained across the City and all residents are served equally. This process helps to identify
local streets that need immediate repair and continue with regular maintenance through a rotated
process.
Minimize Curb Cuts
The current Technical Construction Standards and Specifications (TCSS) ordinance has standards for curb
cuts and Texas Department of Transportation also regulates these on state roads. Curb cuts are a major
impediment to smooth traffic flow and the more there are, the more congestion results. As Dripping
Springs grows, particularly on US 290 and RR 12 this will become a larger issue. The City should review
its ordinance and ensure it incorporates best practices to minimize curb cuts.
In addition to regulations, the City should work with developers to encourage them to minimize curb
cuts. This would include connecting retail centers to one another, unlike the image below.
Dripping Springs is Community with High Quality Infrastructure
49
Dripping Springs Comprehensive Plan - 2010
New commercial centers should be built in a way that funnels traffic to one outlet, which may be
controlled by a traffic light, rather than a series of uncontrolled intersections. Commercial centers
should also be clustered on existing intersections rather than sprawling in strips along the highways. By
clustering on intersections the local traffic can access from the side roads rather than from the
highways. This also maintains the appearance of the community because everything is not hidden
behind generic, retail strip centers.
Develop Connections to Reduce Local Traffic on United State Highway 290 and RR 12
As mentioned, most traffic in Dripping Springs has to access US 290 and RR 12. In 2007, the City
developed a Transportation plan that address this concern through the development of new roads that
will connect much of the community. This plan should be implemented as quickly as financially feasible
because of the benefits it will bring. Not only will it reduce congestion, it will allow for the development
of now vacant land within areas served by water and wastewater infrastructure and in proximity to
business. This in-fill development is more cost effective and serves to preserve open space around
Dripping Springs, which protects the rural character of the City.
Another aspect of reducing traffic is the development of sidewalks and trails that has been discussed
elsewhere in this plan.
Work with TxDoT on US 290 Alternatives and Improvements
This is a long term issue that the City will need to address sometime in the future (but the sooner the
better). As the City grows, it is likely that US 290 will become inadequate to handle through traffic.
Given the environmental sensitivity of the area (in the Edwards Aquifer Recharge Zone) any new
highway will likely face steep opposition, in addition to the massive costs. The City has talked with
CAMPO (the regional transportation planning authority) and Texas Department of Transportation and
should continue these conversations. It will be key to work closely to ensure any major road project has
minimal impact on the community.
Ensure Adequate Water and Wastewater Utilities
The drought of 2009 was a wake up call. Many wells in the area went dry, surface water customers
faced significant restrictions, and the entire community realized their vulnerability to water shortages.
The good news is that the Dripping Springs Water Supply Corporation has adequate water to serve
expected growth in their service area; however, this does not help those still on individual wells. The
use of rain water harvesting for potable use should be encouraged as an additional viable alternative to
wells. For wastewater, the City is continuing to expand its system as funding allows and has capacity to
serve expected growth. Infrastructure demands will continue to grow and the City and Water Supply
Corporation will have to coordinate efforts to ensure adequate service to all residents.
Consider Consolidation of Utilities
Dripping Springs is Community with High Quality Infrastructure
50
Dripping Springs Comprehensive Plan - 2010
This is a controversial issue that has been circulating in Dripping Springs for many years. The Water
Supply Corporation is an independent organization, with its own Board of Directors, policies and plans.
This has served the Dripping Springs area for many years and will continue to do so into the future.
There would be some benefits to consolidating services. It would allow for better planning because one
entity would be in control of water and wastewater. It would allow the City to use provision of water as
an incentive for areas to be annexed or to potential developers. Challenges include the need to expand
City staff to serve the utility, finding the money to pay for the system, paying off any outstanding debt
the Water Corp may carry, and the resistance of the Corporation to losing its independence. This issue
will take much deliberation and discussion between the City and the Corporation and will ultimately be
up to the Corporation’s members to decide on.
Pursue all Funding Options for Wastewater Expansion
The City obtained a loan from the Texas Water Development Board to fund part of the initial cost to
develop the wastewater system. In addition, the City worked to utilize a grant for 82 residential
wastewater taps. Because of limited resources the City should continue to seek all opportunities for
funding from all sources including additional state and federal grants. The City utilizes grant writers as a
resource in researching and applying for grants and this person should be tasked with finding additional
money for the wastewater system.
The City requires that developers extend collection lines to ensure that the system has capacity to serve
future development in their area. This ensures that future development will have access to a system
that is functional and has capacity to serve them. It is much more cost effective to overbuild initially
than to retrofit at a future date.
Evaluate all Options for Effluent Disposal
As Dripping Springs continues to grow, demand on the wastewater system will eventually exceed the
existing capacity. The City currently has working wastewater disposal system. Future growth of the
system is limited by the amount of irrigated land the City currently has or is able to obtain. The
wastewater treatment plant can handle nearly three times the amount of waste but is restricted by the
irrigation restriction. To realize the full potential of the plant; the city will need to obtain a significant
amount of irrigation land or pursuer alternative methods for disposal. The City should begin laying the
groundwork and exploring all options to expand its wastewater capacity. This should include
determining the most cost effective and environmentally sensitive methods. The goal is have a system
that adequately serves local needs without negatively impacting the environment and quality of life.
Conclusion
As the City has transformed from rural to suburban its infrastructure needs have also changed. Wells
and septic systems are no longer adequate to serve the growing population. Traffic has also increased
within and through Dripping Springs. Maintaining and improving its infrastructure presents the greatest
Dripping Springs is Community with High Quality Infrastructure
51
Dripping Springs Comprehensive Plan - 2010
challenge for the City in terms of the expense to grow capacity in roads, water, and wastewater. It will
take creativity and determination to ensure infrastructure meets growing demands in a cost effective
and sustainable manner.
Dripping Springs is Community with High Quality Infrastructure
52
Dripping Springs Comprehensive Plan - 2010
DRIPPING SPRINGS IS A COMMUNITY THAT WELCOMES ALL RESIDENTS
Introduction
In order for the City of Dripping Springs to remain a viable community, the citizens and stakeholders
much welcome residents of all ages and incomes. New retail and service jobs will employ people who
currently cannot afford to live in the City. An aging population may request smaller homes that require
less maintenance and upkeep. Maintaining community appearance will help Dripping Springs in the
competition for new businesses and tourism. All of these issues tie into the value of making Dripping
Springs welcoming to all and a community that thrives.
Goals and Recommendations
Support a Diversity of Housing
Housing is a challenging issue facing many communities. There is little support for the public provision
of housing, and the real need is typically for working families who may not qualify for assistance. The
public input process indicated little support for City involvement in the provision of housing; therefore,
the recommendations in this plan reflect opportunities for the City to support the development with a
variety of housing types through its control of land use and its relationship with area developers.
Support Higher Density Housing Where Appropriate
As the Demographic Analysis shows, Dripping Springs has a fairly high median home value, with limited
multi family housing. This indicates that many potential residents are priced out of the area. As the
retail and service sector
continues to grow, more
employees will be needed for
these jobs. It will be important
to create opportunities for them
to live in Dripping Springs rather
than commuting from
elsewhere. This will also help
reduce traffic on the already
strained highways.
The future land use plan
identifies suitable areas for
mixed use development that can
incorporate multi family units over retail, as well as sites for higher density single family, duplexes, and
townhouses. Focusing on areas already served by water and wastewater infrastructure, these sites are
more attractive to developers and more cost effective to build than ‘greenfields’ where all infrastructure
Dripping Springs is a Community that Welcomes All Residents
53
Dripping Springs Comprehensive Plan - 2010
will have to be provided. The goal is to provide options for potential residents, from those who want to
live on a ‘ranchette’ to those who appreciate a low maintenance, smaller home. Well-designed, higher
density housing can fit within the overall character of Dripping Springs and maintain the small town
character
Encourage Development of Active Adult Housing
The Texas Hill Country has been identified as a prime retirement location in the national media. People
from across the country are looking to the region to enjoy their golden years. There are older residents
who no longer wish to live in their previously purchased single family homes and prefer to remain in
Dripping Springs if there was adequate (smaller sized) housing. Dripping Springs currently has limited
options for these potential residents. The provision of higher density housing is a first step; however,
the targeting of the active adult population will require more effort.
The City should create a marketing strategy to target this demographic, highlighting the assets and
quality of life in Dripping Springs. This should also include recruitment of businesses to serve the
market, such as health care. The City has a strong relationship with developers already, and this can be
the basis for encouraging them to include senior living options. This is not to try and create a Sun City
type development, rather that units geared toward this population are included in new development.
The key is to provide a diversity of housing for residents of all ages and incomes.
Maintain and Enhance Community Appearance
Dripping Springs is an attractive community in a beautiful setting. There are some areas in need of
attention, but overall the appearance is good. This is a key aspect of community marketing and
attracting new businesses and visitors. Maintaining a clean, attractive community is key to continued
viability.
Conduct Regular Clean-Ups and Hazardous Waste Collections
Citizens are often unaware of the risks and dangers associated with illegally dumping household trash
and hazardous wastes; individuals are unfamiliar with the damages these materials can cause to human,
plant, animal life and the overall wellbeing of the environment. To aid in the public safety, ensure water
supply quality, and guarantee the overall protection of the environment, Dripping Springs should work
with identified partners to develop a sustainable, periodic citywide clean up and household hazardous
waste (HHW) program. These events, organized to help protect the environment and aid in community
beautification, allow citizens the opportunity to conveniently dispose of recycled materials in hopes of
preventing illegal dumping, protect water quality, and maximize the use of resources by encouraging
waste reduction, recycling, and reuse.
Proper disposal of large solid waste items and household hazardous wastes aids in the preservation of
natural resources, protection of watersheds, and in support of the overall appearance of the region.
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Dripping Springs Comprehensive Plan - 2010
Large solid-waste trash includes items that do not fit into typical waste bins and are often dumped
illegally at dumpsites or into water resources (creek beds, rivers, ect.). Household hazardous wastes
HHW are items found in homes that, when disposed of improperly, can cause injury to individuals or
harm to the environment. Trash collectors and landfill operators are directly at risk when handling HHW
and the public is often not aware of potentially dangerous materials sometimes found in dealing with
large, solid waste items. In addition, HHW contaminate the ground and surface water by leaking out of
garbage cans, seeping into drainage systems, and, eventually entering the area water supply through
runoff.
Encourage Property Owners to Improve Property Appearance
Some options to address this were discussed in the Unique Heritage chapter, including the building
façade program. This program is targeted to the downtown but could be expanded city-wide to provide
incentive for owners to fix up their properties.
A ‘quick fix’ opportunity is to establish a ‘Yard of
the Month’ program that recognizes residential
and commercial owners who maintain or
improve the appearance of their property. This
could be administered by the Chamber of
Commerce and monthly winners could get a yard
sign, write up in the paper, and other community
recognition. The Chamber could also work with
local businesses to donate prizes for the winners.
It would not have to be a huge prize, even just a
small gift certificate. The point is the recognition,
not the prize itself. This would encourage private
investment in property appearance rather than
relying on a strict code enforcement method.
Public Property is Maintained
Community appearance starts with the appearance of public property. It is key for the City to budget
enough to properly maintain all public properties, including parks, rights of way, City buildings, etc.
Residents will not take pride in their properties if the City does not set an example. There should be a
regular maintenance schedule and all City employees should be empowered to report issues that need
to be addressed.
Consider a Landscape Ordinance for Residential Development
The City has a landscape ordinance that ensures new commercial development incorporates landscaping
to protect community appearance. The City should consider the adoption of landscaping standards in
new residential neighborhoods. The ordinance can focus on xeriscaping, using native plants and
Dripping Springs is a Community that Welcomes All Residents
55
Dripping Springs Comprehensive Plan - 2010
drought tolerant lawns (to support water conservation in new developments as well as on entrance),
controlling diseased trees, preserving trees, and requiring public spaces within new neighborhoods. The
idea is not to be oppressive, but to ensure new development is an asset to the community and does not
detract from community appearance and quality of life.
Identify and Enhance key Gateways and Corridors into Dripping Springs
One of the ways to protect the identity of Dripping Springs is to make sure
people know they are entering a community. Rather than the edge of
town being identified by a fast food sign, the City should focus on these
entrances and make a unique statement identifying Dripping Springs. This
can include landscaping and signage. This would also serve to alert
drivers that they are no longer on the open highway and encourage them
to slow down.
The City can also take the approach of designating design districts for these key points in town. This
would ensure new development meets local standards and protects community appearance.
Commercial development can be done cost effectively and attractively, it does not have to be the
standard, ugly strip center. The City should target community entrances and ensure development
creates a positive impression of Dripping Springs.
Conclusion
Dripping Springs is already viewed as a desirable community in which to live. The area has seen rapid
growth which is expected to continue. The challenge will be to foster development that supports the
overall goals and values of Dripping Springs citizens. This includes providing a continuum of housing
from young people just getting started to older adults looking to simplify. It means maintaining an
attractive, clean, and safe community that entices people to spend time and money. The community
working together can create an environment that is welcoming to all and supports the small town
character that makes Dripping Springs so special.
Dripping Springs is a Community that Welcomes All Residents
56
Section 2
Implementation Guide
City of Dripping Springs Comprehensive Plan 2010 - Implementation Guide
TABLE OF CONTENTS
Sustainable Community ...................................................................................................................... 3
Goal: Walking and Cycling are Encouraged throughout the Community .................................................................... 4
Recommendation: Identify Trail Connections for Neighborhoods, Parks, and Schools utilizing Creeks ........................... 4
Recommendation: Incorporate Pedestrian and Cycling Facilities in New and Upgraded Roads....................................... 5
Recommendation: Encourage Developers to Incorporate Pedestrian Facilities in New Neighborhoods ......................... 6
Goal: Water Quality and Quantity are Protected ...................................................................................................... 7
Recommendation: Encourage Rainwater Harvesting and other Conservation Measures in New Development ............. 7
Recommendation: Ensure New Development Minimizes Stormwater Runoff and Does Not Degrade Waterways ......... 8
Recommendation: Incorporate Regional Stormwater Detention to Support New Development .................................... 9
Goal: Agricultural Heritage is Protected ................................................................................................................. 10
Recommendation: Identify High Quality Agricultural Lands and Work to Protect Them ................................................ 10
Recommendation: Support Agri-Tourism, Farmers Markets, etc. to foster demand for local Ag Products ................... 11
Recommendation: Develop Harrison Ranch Park to Support Ag and Ranch Activities ................................................... 12
Goal: Growth is Managed to Meet Community Goals ............................................................................................. 13
Recommendation: Establish an Annexation Plan ............................................................................................................ 13
Recommendation: Encourage In-fill Development .......................................................................................................... 14
Recommendation: Establish a Plan to Manage ‘Island Annexations’ .............................................................................. 15
Recommendation: Review and Update Lighting Ordinance ............................................................................................ 16
Recommendation: Review and Update Zoning and Subdivision Ordinances to Meet Goals of Plan .............................. 17
Cherishes its Unique Heritage ........................................................................................................... 18
Goal: Downtown is a Destination for Residents and Visitors ................................................................................... 19
Recommendation: Address Building and Area Appearance ............................................................................................ 19
Recommendation: Consider Assistance for Businesses Locating Downtown .................................................................. 20
Recommendation: Relocate Farmers Market within Downtown .................................................................................... 21
Recommendation: Relocate City Hall to Available Space within Downtown .................................................................. 22
Recommendation: Encourage Adaptive Reuse of Available Empty Buildings and Land.................................................. 23
Recommendation: Review and Expand Design Guidelines to Ensure New Building Complements Existing .................. 24
Recommendation: Identify Long Term Parking Solutions ................................................................................................ 25
Goal: Historic Buildings and Sites are Developed as Community Assets ................................................................... 26
Recommendation: Update the Inventory of Historic Buildings and Sites Throughout Downtown ................................. 26
Recommendation: Consider Expanding Historic District to Include Old Fitzhugh Rd ...................................................... 27
Recommendation: Establish Historic Tours ..................................................................................................................... 28
Recommendation: Acquire Historic Springs and make Accessible to the Public ............................................................. 29
Recommendation: Consider Nominating Properties for the National Register of Historic Places .................................. 30
Goal: New Development does not Detract from Small Town Character ................................................................... 31
Recommendation: Consider Design Guidelines for New Residential Development ....................................................... 31
Recommendation: Ensure Connectivity Between New Subdivisions and Neighborhoods ............................................. 32
Recommendation: Encourage Activities and Events that Foster Community Spirit ........................................................ 33
Active Community ............................................................................................................................ 34
Goal: City Parks Offer a Broad Array of Activities ................................................................................................... 35
Recommendation: Inventory Existing Facilities and Expand as Needed ......................................................................... 35
Recommendation: Develop Charro Park as Asset within Deed Restrictions ................................................................... 36
Goal: Develop Programming and Activities for Residents of All Ages ...................................................................... 37
Recommendation: Inventory Existing Facilities and Programs and Expand as Needed .................................................. 37
Recommendation: Expand Senior Activities .................................................................................................................... 38
Goal: Develop an Indoor Community Center .......................................................................................................... 39
Recommendation: Inventory Existing Facilities and Expand as Needed ......................................................................... 39
Goal: Renovate Facilities at Community Pool ......................................................................................................... 40
Recommendation: Assess community pool facilities and develop renovation plan. ...................................................... 40
Vibrant Economy .............................................................................................................................. 41
Goal: Support a Well-Educated, Talented Workforce .............................................................................................. 42
Recommendation: Support DSISD efforts for vocational and technical education ......................................................... 42
Recommendation: Encourage the Establishment of a Higher Education Facility ............................................................ 43
Recommendation: Encourage Businesses to Offer Job Training, Internships, etc........................................................... 44
Recommendation: Collaborate with area Universities for internships, projects, etc. ..................................................... 45
Goal: Support Existing Businesses .......................................................................................................................... 46
Recommendation: Market Dripping Springs to the Region ............................................................................................. 46
Recommendation: Support Existing Business Retention and Expansion Program .......................................................... 47
Recommendation: Provide Training Opportunities to Local Businesses ......................................................................... 48
Goal: Recruit Appropriate Primary Employers ........................................................................................................ 49
Recommendation: Develop a Target Market Analysis ..................................................................................................... 49
Recommendation: Establish Marketing Structure ........................................................................................................... 50
Recommendation: Develop Marketing Materials ............................................................................................................ 51
High Quality Infrastructure ............................................................................................................... 52
Goal: Develop an Efficient Transportation Network................................................................................................ 53
Recommendation: Establish Regular Street Maintenance .............................................................................................. 53
Recommendation: Minimize Curb Cuts ........................................................................................................................... 54
Recommendation: Develop Connections to Reduce Local Traffic on US 290 and RR 12................................................. 55
Recommendation: Work with Texas Department of Transportation to Improve US 290 ............................................... 56
Goal: Ensure Adequate Water and Wastewater Utilities......................................................................................... 57
Recommendation: Consider Consolidation of Utilities .................................................................................................... 57
Recommendation: Pursue all Funding Options for Wastewater Expansion .................................................................... 58
Recommendation: Evaluate all Options for Effluent Disposal ......................................................................................... 59
Community that Welcomes All Residents .......................................................................................... 60
Goal: Encourage a Diversity of Housing .................................................................................................................. 61
Recommendation: Support Higher Density Housing Where Appropriate ....................................................................... 61
Recommendation: Encourage Development of Senior Housing...................................................................................... 62
Goal: Maintain and Enhance Community Appearance ............................................................................................ 63
Recommendation: Conduct Regular Clean ups and Hazardous Waste Collections ......................................................... 63
Recommendation: Encourage Property Owners to Improve Property Appearance ....................................................... 64
Recommendation: Public Property is Maintained ........................................................................................................... 65
Recommendation: Consider Landscape Ordinance for Residential Development .......................................................... 66
Recommendation: Identify and Enhance key ‘Gateways’ and Corridors into Dripping Springs ...................................... 67
Sustainable Community
Dripping Springs is a Sustainable Community
3
Goal:
Walking and Cycling are Encouraged throughout the Community
Recommendation: Identify Trail Connections for Neighborhoods, Parks, and Schools utilizing Creeks
Actions
Utilize Future Land Use Plan, school district plans, parks plan, and
discussion with residents to identify potential destinations
Duration
Timeline
6 Months March – August 2011
Who’s Responsible?
City Staff, Parks and Recreation
Commission
Determine priority connections to develop and how they will be built (onCity Staff, Parks and Recreation
street bike lanes, off-street trails, etc.) with a focus on creeks and
3 Months August – October 2011
Commission
waterways as connections
Determine funding necessary to implement prioritized projects
4 Months
October 2011 – January City Staff, Parks and Recreation
2012
Commission
Apply for grants and other funding to help with identified projects
9 Months
March – November
2012
City Staff, Parks and Recreation
Commission
Determine what City funding may be available
3 Months
November – January
2013
City Council
Work with property owners to obtain easements and right of way for any
6 Months January – June 2013
off-street facilities
City Staff
Develop trails as funding is available (do on-street facilities in
coordination with planned maintenance)
City Staff
On-going On-going
Possible Partners?
Property owners, Developers, School District, Texas Department of Transportation, State Representatives, Hill Country Conservancy
How will you measure success?
First projects underway by June 2013
Estimated funding needed and possible sources?
Dependant on final plans
General Funds, Bonds, State and Federal Grants
Dripping Springs is a Sustainable Community
4
Goal:
Walking and Cycling are Encouraged throughout the Community
Recommendation: Incorporate Pedestrian and Cycling Facilities in New and Upgraded Roads
Actions
Duration
Timeline
Who’s Responsible?
Review and update plan for road maintenance and upgrades
6 Months
January – June 2011
City Staff
Determine if streets are adequate for bike lanes
6 Months
March – August 2011
City Staff
Install painted bike lanes as roads are repaved and rebuilt
On-going
On-going
City Staff
Educate residents on new bike paths, safety, etc.
On-going
On-going
City Staff
Possible Partners?
Texas Department of Transportation, Road Crews
How will you measure success?
Bike lanes painted on all suitable roads
Estimated funding needed and possible sources?
Minimal for striping
Dripping Springs is a Sustainable Community
5
Goal:
Walking and Cycling are Encouraged throughout the Community
Recommendation: Encourage Developers to Incorporate Pedestrian Facilities in New Neighborhoods
Actions
Duration
Timeline
Who’s Responsible?
Utilize trail plan when discussing proposed developments to show
planned trail connections
On-going
On-going
City Staff
Encourage inclusion of additional pedestrian facilities
On-going
On-going
City Staff
Consider incentives for additional pedestrian facilities, such as density
bonuses, etc.
6 Months
January – June 2013
City Council
Establish criteria determining which roads should have sidewalks, trails,
and bike lanes.
6 Months
January – June 2013
City Council
Possible Partners?
Property owners, Developers, Texas Department of Transportation, Federal Government
How will you measure success?
All new developments include pedestrian and cycling facilities
Connectivity throughout the City increases
Estimated funding needed and possible sources?
Minimal for City
Dripping Springs is a Sustainable Community
6
Goal:
Water Quality and Quantity are Protected
Recommendation: Encourage Rainwater Harvesting and other Conservation Measures in New Development
Actions
Duration
Timeline
Who’s Responsible?
Develop educational pamphlet on benefits of rainwater harvesting
3 Months
March – May 2011
City Staff, Water Corp
Promote conservation measures to developers as part of development
approval process (highlight cost effectiveness, marketing angle, etc.)
On-going
On-going
City Staff, Water Corp
Develop all public facilities to incorporate conservation best practices
On-going
On-going
City Staff, City Council
January – June 2011
City Staff, City Council, Water Corp
Consider incentives for conservation measures in new development and
for retrofitting of existing projects (toilet replacement program, increased 6 Months
impervious cover with rainwater harvesting, etc.)
Possible Partners?
Developers, Builders, Water Supply Corporation, Hill Country Alliance
How will you measure success?
Water Conservation measures included in new development
Program to encourage replacement of older, less water efficient fixtures in place by June 2012
Estimated funding needed and possible sources?
Dependent on scope of program (toilet replacements are about $200 each)
General Funds, Grants
Dripping Springs is a Sustainable Community
7
Goal:
Water Quality and Quantity are Protected
Recommendation: Ensure New Development Minimizes Stormwater Runoff and Does Not Degrade Waterways
Actions
Duration
Timeline
Who’s Responsible?
Review development ordinances and update if needed to incorporate
3 Months
best practices (buffers along waterways, impervious cover, drainage, etc.)
February 2011 – April
2011
City Staff
Ensure stormwater retention facilities are adequate and well maintained
On-going
over time
On-going
City Staff
Ensure new construction has adequate controls to minimize runoff
On-going
On-going
City Staff
Develop regional stormwater retention plan
6 Months
June 2011 – November
City Staff
2011
Possible Partners?
Developers, Property Owners, Construction contractors, Hays County
How will you measure success?
Water Quality if preserved
New Development does not increase stormwater runoff
Estimated funding needed and possible sources?
Dependent on developer participation, facilities needed
Minimal to update ordinances
Developers should pay for most facilities
Dripping Springs is a Sustainable Community
8
Goal:
Water Quality and Quantity are Protected
Recommendation: Incorporate Regional Stormwater Detention to Support New Development
Actions
Duration
Timeline
Who’s Responsible?
Develop and adopt a stormwater detention plan as starting point to
develop regional detention
On-going
As development occurs City Staff
Ensure plans create amenities from stormwater facilities
On-going
On-going
City Staff
Coordinate with developers to minimize public costs associated with
development of regional detention
On-going
On-going
City Staff
Possible Partners?
Developers, Property Owners
How will you measure success?
Regional Stormwater facilities are incorporated as assets into new development
Estimated funding needed and possible sources?
Dependent on developer participation, facilities needed
Developers should pay for most facilities
Dripping Springs is a Sustainable Community
9
Goal:
Agricultural Heritage is Protected
Recommendation: Identify High Quality Agricultural Lands and Work to Protect Them
Actions
Duration
Timeline
Who’s Responsible?
Work with area farmers and ranchers to identify key agricultural
properties and those families who wish to remain in agriculture
2 Years
2012 – 2014
City Staff
Work with Land Trusts and other organizations to obtain development
rights for key properties (historic, aesthetic, and environmental)
On-going
On-going
City Staff
Consider local incentives for preserving agricultural lands
On-going
On-going
City Staff
Consider the development of a Transfer of Development Rights or
Mitigation Bank program (possibly in coordination with Hays County)
2 Years
2014 – 2016
City Staff, County Staff
Possible Partners?
Area land trusts, Environmental organizations, Hays County
How will you measure success?
Agricultural lands are preserved around Dripping Springs
Estimated funding needed and possible sources?
Dependent on level of City involvement, should be fairly minimal if land trusts and others involved
Dripping Springs is a Sustainable Community
10
Goal:
Agricultural Heritage is Protected
Recommendation: Support Agri-Tourism, Farmers Markets, etc. to foster demand for local Ag Products
Actions
Duration
Timeline
Who’s Responsible?
Promote the existing Farmers Market to attract more customers and get
On-going
more local farmers to participate
On-going
City Staff, Chamber of Commerce,
Farmers Market
Work with area farmers to develop events, tours, etc. to promote local
products
On-going
On-going
Chamber of Commerce, Farmers Market
Help connect local Farmers to other Farmers Markets, Restaurants, etc.
On-going
On-going
Chamber of Commerce, Farmers Market
Possible Partners?
Area Farmers and Ranchers, Area Farmers Markets, local restaurants, Hays County AgriLife
How will you measure success?
More local farmers selling products locally
Estimated funding needed and possible sources?
Minimal for promotion
Some costs for events, but should be recouped
Dripping Springs is a Sustainable Community
11
Goal:
Agricultural Heritage is Protected
Recommendation: Develop Harrison Ranch Park to Support Ag and Ranch Activities
Actions
Duration
Timeline
Who’s Responsible?
Support the development of a mulit-purpose events center
2 Years
January 2011 –
December 2012
City Staff, Parks and Recreation
Commission
Establish facilities for 4-H and FFA events and activities
2 Years
January 2011 –
December 2012
City Staff, Parks and Recreation
Commission, 4-H, FFA, School District
Promote Harrison Ranch Park for events, competitions, etc.
On-going
On-going
Chamber of Commerce
Possible Partners?
School District, 4-H, FFA, local ranchers, area horse clubs, Hays County AgriLife, Texas State University, Texas A&M
How will you measure success?
Harrison Ranch Park becomes a regional destination for ag and horse related events
Estimated funding needed and possible sources?
Dependent on needed facilities
Local fundraising, partnering with ISD, 4-H, FFA, and other users
Sponsorships
Dripping Springs is a Sustainable Community
12
Goal:
Growth is Managed to Meet Community Goals
Recommendation: Establish an Annexation Plan
Actions
Duration
Timeline
Who’s Responsible?
Identify desired growth areas from Future Land Use Plan, Wastewater
expansion capacity, existing City Limits (incl. ‘island’ annexations)
6 Months
January– June 2011
City Staff
Determine ability to provide service to potentially annexed areas (cost,
time to develop needed infrastructure, etc.)
3 Months
May – July 2011
City Staff
Adopt Annexation Plan identifying areas to be annexed over next 5 – 10
years
3 Months
June – August 2011
City Staff, City Council
Begin contacting property owners and developers to discuss benefits of
annexation
On-going
On-going
City Staff
Possible Partners?
Developers, landowners
How will you measure success?
Annexation Plan adopted by June 2011
Estimated funding needed and possible sources?
Minimal to develop Plan
Dripping Springs is a Sustainable Community
13
Goal:
Growth is Managed to Meet Community Goals
Recommendation: Encourage In-fill Development
Actions
Review and Update Ordinances to ensure they favor growth within
existing City Limits
Duration
6 Months
Timeline
Who’s Responsible?
January – June 2011
City Staff
Consider incentives for in-fill development (reduction on fees, economic
3 Months
incentives)
May – July 2011
City Staff, City Council
Educate residents on the benefits of growth in the City Limits (reduction
of traffic, increased tax base, reduced utility costs, etc.) to reduce
On-going
resistance to new development
On-going
City Staff, City Council
Possible Partners?
Chamber of Commerce, residents, property owners, Capital Area Council of Governments, Hays County
How will you measure success?
New Development is focused on vacant land within City Limits
Estimated funding needed and possible sources?
Dependent on what, if any, incentives offered
Dripping Springs is a Sustainable Community
14
Goal:
Growth is Managed to Meet Community Goals
Recommendation: Establish a Plan to Manage ‘Island Annexations’
Actions
Duration
Timeline
Who’s Responsible?
Once
Utilize Annexation Plan to formulate timeline to absorb these properties Annexation Once Annexation Plan
City Staff
into contiguous City Limits
Plan
Adopted
Adopted
Work with businesses and property owners in ‘islands’ to determine
needs for City services
On-going
On-going
City Staff
Support quality development and extension of services towards those
‘islands’
On-going
On-going
City Staff, City Council
Possible Partners?
Developers, landowners
How will you measure success?
Island Annexations incorporated in to City process
Estimated funding needed and possible sources?
Minimal to develop Plan
Dripping Springs is a Sustainable Community
15
Goal:
Growth is Managed to Meet Community Goals
Recommendation: Review and Update Lighting Ordinance
Actions
Duration
Timeline
Who’s Responsible?
Review lighting ordinances and other resources from other communities
3 Months
to establish best practices
January – March 2011 City Staff
Update ordinance to reflect best practices
2 Months
February– March 2011 City Staff
Adopt and promote new ordinance
On-going
On-going
City Staff, City Council
Possible Partners?
Builders, Business Owners
How will you measure success?
New Ordinance in place by March 2011
Estimated funding needed and possible sources?
Minimal to Update Ordinance
Dripping Springs is a Sustainable Community
16
Goal:
Growth is Managed to Meet Community Goals
Recommendation: Review and Update Zoning and Subdivision Ordinances to Meet Goals of Plan
Actions
Duration
Timeline
Who’s Responsible?
Review ordinances in relation to goals and objectives of Comp Plan
3 Months
January – March 2011 City Staff
Determine needed changes to reflect Comp Plan goals
2 Months
March – April 2011
City Staff
Update ordinance language and present to public for review
6 Months
May – October2011
City Staff, City Council
Adopt Ordinances
2 Months
October – November
2011
City Council
Possible Partners?
Developers, Property Owners, Pedernales Electric Cooperative, Lower Colorado River Authority
How will you measure success?
New Ordinances in place by December 2011
Estimated funding needed and possible sources?
Staff Time
Dripping Springs is a Sustainable Community
17
City of Dripping Springs Comprehensive Plan 2010
Cherishes its Unique Heritage
Dripping Springs is a Community that Cherishes its Unique Heritage
City of Dripping Springs Comprehensive Plan 2010
Goal:
Downtown is a Destination for Residents and Visitors
Recommendation: Address Building and Area Appearance
Actions
Duration
Timeline
Who’s Responsible?
Strictly enforce existing ordinances related to health and safety
issues
On-going On-going
City Staff
Conduct regular Downtown Clean Up Events
On-going Start January, 2011
City Staff, Downtown Property
Owners, Chamber of Commerce
Establish a low interest loan or grant program for building owners
to encourage improvements
1 Year
March 2011 – March
City Staff, City Council
2012
Possible Partners?
Downtown Property owners, Chamber of Commerce
How will you measure success?
Regular clean up events conducted starting in Fall, 2010
Downtown appearance improved
Estimated funding needed and possible sources?
$10,000 - $20,000 for façade improvement grants
General Funds
Loan Program would cost City staff time to manage but banks would provide funding
Dripping Springs is a Community that Cherishes its Unique Heritage
19
City of Dripping Springs Comprehensive Plan 2010
Goal:
Downtown is a Destination for Residents and Visitors
Recommendation: Consider Assistance for Businesses Locating Downtown
Actions
Research other communities and programs and talk to business
owners to identify best practices
Duration
Timeline
Who’s Responsible?
Historic Preservation Committee,
6 Months January – June 2013 Economic Development Committee,
City Council
Determine if funding is available to implement program (some may
3 Months June – August 2013
have no upfront cost like waived fees, etc.)
City Council, City Staff
Include funding for assistance in FY 2014 Budget
1 Month September 2013
City Council
Publicize Assistance Program to prospective downtown businesses
On-going On-going
Chamber of Commerce
Possible Partners?
Downtown Business owners, Chamber of Commerce
How will you measure success?
Determination on whether any assistance is needed by June 2013
Program (if any) started by 2014
Estimated funding needed and possible sources?
Dependant on Assistance offered (may be no upfront cost if reduced fees, etc.)
General Funds
Dripping Springs is a Community that Cherishes its Unique Heritage
20
City of Dripping Springs Comprehensive Plan 2010
Goal:
Downtown is a Destination for Residents and Visitors
Recommendation: Relocate Farmers Market within Downtown
Actions
Duration
Timeline
Who’s Responsible?
Work with Farmer’s Market and Downtown Property owners to
identify better location
6 Months
June – December
2011
Farmers Market, City Staff, Downtown
Property Owners, Business Owners
Consider utilizing Mercer St as venue
6 Months
June – December
2011
Farmers Market, City Staff, Downtown
Property Owners, Business Owners
Ensure adequate parking to support new location
6 Months
June – December
2011
Farmers Market, City Staff, Downtown
Property Owners, Business Owners
Possible Partners?
Downtown Property owners, Chamber of Commerce, Texas Department of Transportation
How will you measure success?
Farmers Market in more suitable location by December, 2011
Estimated funding needed and possible sources?
Minimal
Dripping Springs is a Community that Cherishes its Unique Heritage
21
City of Dripping Springs Comprehensive Plan 2010
Goal:
Downtown is a Destination for Residents and Visitors
Recommendation: Relocate City Hall to Available Space within Downtown
Actions
Identify suitable property for City Hall (access, size, existing bldgs.,
etc.)
Duration
1 Year
Timeline
2014
Who’s Responsible?
City Council, City Staff
June – August 2014
Thoroughly assess buildings and determine renovation needs and
3 Months (as part of purchase City Staff
potential budget (before moving forward with purchase and plans)
discussion)
Determine funding options to pay for property, renovations,
June– December
6 Months
City Staff, City Council
moving, etc.
2014
Purchase property and develop new City Hall
Move City Offices and Sell existing City Hall
1 Year
2016
City Staff, City Council
6 Months January – June 2017 City Staff, City Council
Possible Partners?
Downtown Property Owners
How will you measure success?
City Hall relocated by June 2017
Estimated funding needed and possible sources?
Dependent on renovation, bldg costs, etc.
Bonds, General Revenue, Grants
Dripping Springs is a Community that Cherishes its Unique Heritage
22
City of Dripping Springs Comprehensive Plan 2010
Goal:
Downtown is a Destination for Residents and Visitors
Recommendation: Encourage Adaptive Reuse of Available Empty Buildings and Land
Actions
Duration
Timeline
Who’s Responsible?
Update the current inventory of vacant buildings and property in
downtown
3 Months
October – December
City Staff, Chamber of Commerce
2012
Utilize website to publicize available buildings and property
On-going On-going
Utilize incentives to encourage redevelopment
If incentives
On-going approved in FY 2014 City Staff, City Council
budget
Ensure ordinances are supportive of redevelopment in downtown
6 Months January– June 2012
Chamber of Commerce
City Staff, City Council
Possible Partners?
Downtown Property Owners
How will you measure success?
Vacant buildings and land redeveloped
Estimated funding needed and possible sources?
Dependent on renovation, bldg costs, etc.
Bonds, General Revenue, Grants
Dripping Springs is a Community that Cherishes its Unique Heritage
23
City of Dripping Springs Comprehensive Plan 2010
Goal:
Downtown is a Destination for Residents and Visitors
Recommendation: Review and Expand Design Guidelines to Ensure New Building Complements Existing
Development
Actions
Duration
Timeline
Who’s Responsible?
Research other communities to identify best practices
6 Months January – June 2013 City Staff
Work with property owners, developers, etc. to determine
appropriate standards
6 Months
June – December
2013
City Staff, Chamber of Commerce,
property owners, developers
Adopt residential design guidelines for Downtown District
3 Months
January – March
2014
City Council
Possible Partners?
Downtown Property owners, Chamber of Commerce, Developers
How will you measure success?
Design Guidelines adopted by March 2014
Estimated funding needed and possible sources?
Minimal
Dripping Springs is a Community that Cherishes its Unique Heritage
24
City of Dripping Springs Comprehensive Plan 2010
Goal:
Downtown is a Destination for Residents and Visitors
Recommendation: Identify Long Term Parking Solutions
Actions
Duration
Timeline
Who’s Responsible?
Work with Downtown Property owners to identify location for
additional parking
6 Months January – June 2014
Farmers Market, City Staff, Downtown
Property Owners, Business Owners
Work with businesses to encourage shared parking (use bank
parking nights and weekends, etc.)
On-going On-going
Farmers Market, City Staff, Downtown
Property Owners, Business Owners
Identify funding options to pay for central lot (if needed)
6 Months January – June 2015 City Staff, City Council
Build public lot (if needed and funding available)
6 Months January – June 2016 City Staff, City Council
Possible Partners?
Downtown Property owners, Chamber of Commerce, Texas Department of Transportation
How will you measure success?
Adequate parking available to support growth in downtown
Estimated funding needed and possible sources?
~$8,000 - 12,000 per parking space if lot is built
Bonds, private / public partnership with developer or businesses
Dripping Springs is a Community that Cherishes its Unique Heritage
25
City of Dripping Springs Comprehensive Plan 2010
Goal:
Historic Buildings and Sites are Developed as Community Assets
Recommendation: Update the Inventory of Historic Buildings and Sites Throughout Downtown
Actions
Duration
Timeline
Who’s Responsible?
Contact Texas Historical Commission for information and assistance 1 Month April 2011
Historic Preservation Committee
Review existing inventory as starting point
1 Month April 2011
Historic Preservation Committee
Research to identify other potential sites
3 Months April – June 2011
Historic Preservation Committee
Recruit volunteers to visit and document sites
3 Months April – June 2011
Historic Preservation Committee
Conduct/continue with ongoing survey and continue to develop
and updated inventory
On-Going On- going
Historic Preservation Committee
Develop Guidebook of Historic Structures and Sites
6 Months July – December 2011
Historic Preservation Committee,
Chamber of Commerce
Possible Partners?
Historic Property Owners, Texas Historic Commission, Hays County Historical Commission
How will you measure success?
Inventory Completed by December 2011
Estimated funding needed and possible sources?
Minimal to conduct survey
$5,000 - $7,500 to produce and print guidebook
Sell ads in the Guidebook
Dripping Springs is a Community that Cherishes its Unique Heritage
26
City of Dripping Springs Comprehensive Plan 2010
Goal:
Historic Buildings and Sites are Developed as Community Assets
Recommendation: Consider Expanding Historic District to Include Old Fitzhugh Rd
Actions
Duration
Timeline
Who’s Responsible?
Survey property owners to determine level of support for inclusion
January – March
3 Months
into Historic District
2012
Historic Commission
Determine if there is sufficient historic assets to justify expansion
using updated survey
3 Months March – May 2012
Historic Commission
Expand District if feasible
3 Months June – August 2012
Historic Commission, City Council
Possible Partners?
Old Fitzhugh property owners
How will you measure success?
Historic District expanded if feasible
Estimated funding needed and possible sources?
Minimal
Dripping Springs is a Community that Cherishes its Unique Heritage
27
City of Dripping Springs Comprehensive Plan 2010
Goal:
Historic Buildings and Sites are Developed as Community Assets
Recommendation: Establish Historic Tours
Actions
Duration
Timeline
Who’s Responsible?
Work with property owners to develop support for visitation
6 Months January – June 2011
Historic Commission, Chamber of
Commerce
Identify routes for tours, both walking and driving (preferably
walking)
3 Months February – April 2011
Historic Commission, Chamber of
Commerce
Promote existing brochure and website with tour information
On-going On-going
Historic Commission, Chamber of
Commerce
Possible Partners?
Historic site owners, Dripping Springs Heritage Circle
How will you measure success?
Heritage tourism visitors increase
Estimated funding needed and possible sources?
$2,000 for promotion and marketing
Dripping Springs is a Community that Cherishes its Unique Heritage
28
City of Dripping Springs Comprehensive Plan 2010
Goal:
Historic Buildings and Sites are Developed as Community Assets
Recommendation: Acquire Historic Springs and make Accessible to the Public
Actions
Contact Property owners where springs are located and discuss
opportunities
Duration
3 Months
Timeline
January – March
2013
Who’s Responsible?
City Council, City Staff
If potential for acquisition, determine costs to acquire and develop
March – September
6 Months
City Council, City Staff
as public spaces
2015
Acquire and Develop into Community Assets
1 Year
2016
City Staff
Possible Partners?
Property Owners
How will you measure success?
Spring made accessible to public
Estimated funding needed and possible sources?
Dependent on acquisition costs
Grants, Bonds, Donation from property owners?
Dripping Springs is a Community that Cherishes its Unique Heritage
29
City of Dripping Springs Comprehensive Plan 2010
Goal:
Historic Buildings and Sites are Developed as Community Assets
Recommendation: Consider Nominating Properties for the National Register of Historic Places
Actions
Duration
Timeline
Who’s Responsible?
Survey property owners to determine level of support for applying
to National District with emphasis on education of benefits and
restrictions
3 Months
Determine if there is sufficient historic assets to apply
3 Months March – May 2013
Historic Commission
Apply for Designation
3 Months June – August 2013
Historic Commission, City Council
January – March
2013
Historic Commission
Possible Partners?
Historic Property Owners, Texas Historical Commission, Hays County Historical Commission
How will you measure success?
National Register of Historic Places designation (if feasible)
Estimated funding needed and possible sources?
Minimal
Dripping Springs is a Community that Cherishes its Unique Heritage
30
City of Dripping Springs Comprehensive Plan 2010
Goal:
New Development does not Detract from Small Town Character
Recommendation: Consider Design Guidelines for New Residential Development
Actions
Research other communities and work with builders and
developers to identify best practices
Duration
Timeline
Who’s Responsible?
6 Months January – June 2012 City Staff
Conduct survey and other public input to garner level of support for
July – September
3 Months
proposed standards
2012
City Staff
If support exists, adopt standards and work with developers to
implement
City Council, City Staff
6 Months
September 2012–
February 2013
Possible Partners?
Developers, residents
How will you measure success?
Residential Design Standards in place by May 2013
Estimated funding needed and possible sources?
Minimal
Dripping Springs is a Community that Cherishes its Unique Heritage
31
City of Dripping Springs Comprehensive Plan 2010
Goal:
New Development does not Detract from Small Town Character
Recommendation: Ensure Connectivity Between New Subdivisions and Neighborhoods
Actions
Duration
Timeline
Who’s Responsible?
Review and update subdivision ordinance if needed to ensure
adequate connectivity
6 Months January – June 2011 City Staff
Work with developers as they submit plans to develop additional
connections
On-going On-going
City Staff
Ensure new City roads connect existing neighborhoods
On-going On-going
City Staff
Possible Partners?
Developers, property owners
How will you measure success?
Internal circulation improves
Reduced local traffic on US 290 and RR 12
Estimated funding needed and possible sources?
Minimal to update ordinance
Dependent on new road projects
Dripping Springs is a Community that Cherishes its Unique Heritage
32
City of Dripping Springs Comprehensive Plan 2010
Goal:
New Development does not Detract from Small Town Character
Recommendation: Encourage Activities and Events that Foster Community Spirit
Actions
Duration
Timeline
Who’s Responsible?
Highlight events on City website
On-going On-going
City Staff
Provide City assistance (use of parks, etc.) as feasible to support
events
On-going On-going
City Staff
Work with organizations to develop more events
On-going On-going
City Staff
Possible Partners?
Chamber of Commerce, Civic Organizations, Sports Clubs
How will you measure success?
Events held throughout the year
Estimated funding needed and possible sources?
Dependent on amount and types of assistance given (staff time to maintain parks, etc.)
General funds
Dripping Springs is a Community that Cherishes its Unique Heritage
33
City of Dripping Springs Comprehensive Plan 2010
Active Community
Dripping Springs is an Active Community
City of Dripping Springs Comprehensive Plan 2010
Goal:
City Parks Offer a Broad Array of Activities
Recommendation: Inventory Existing Facilities and Expand as Needed
Actions
Duration
Timeline
Who’s Responsible?
Develop a complete inventory of all park assets (to include number
Parks and Recreation Commission,
6 Months May – October 2011
of picnic tables, etc.)
City Staff
Determine prioritized list of needed amenities (picnic tables, tennis
October – December Parks and Recreation Commission,
3 Months
courts, amphitheater, skate park already identified)
2011
City Staff
Establish budget for improvements and identify potential funding
(sponsorships, fundraising, grants, etc.)
2 Months
January – February
2012
Install new facilities and amenities as budget allows
On-going On-going
Parks and Recreation Commission,
City Staff
Parks and Recreation Commission,
City Staff
Possible Partners?
Civic Organizations, Sports Clubs
How will you measure success?
New Facilities added to Parks
Estimated funding needed and possible sources?
Dependent on added facilities (picnic table is under $500)
General funds, Fundraisers, sponsorships
Dripping Springs is an Active Community
35
City of Dripping Springs Comprehensive Plan 2010
Goal:
City Parks Offer a Broad Array of Activities
Recommendation: Develop Charro Park as Asset within Deed Restrictions
Actions
Duration
Timeline
Who’s Responsible?
Work with residents to determine best use (disc golf and dog park
Parks and Recreation Commission,
6 Months January – June 2013
have been discussed, both are feasible at property)
City Staff
Develop plan for improvements at the Park
3 Months June – August 2013
Establish budget for improvements and identify potential funding
(sponsorships, fundraising, grants, etc.)
2 Months
Install new facilities and amenities as budget allows
On-going On-going
Parks and Recreation Commission,
City Staff
August – September Parks and Recreation Commission,
2013
City Staff
Parks and Recreation Commission,
City Staff
Possible Partners?
Civic Organizations
How will you measure success?
New Facilities added to Park
Estimated funding needed and possible sources?
Dependent on added facilities
General funds, Fundraisers, sponsorships
Dripping Springs is an Active Community
36
City of Dripping Springs Comprehensive Plan 2010
Goal:
Develop Programming and Activities for Residents of All Ages
Recommendation: Inventory Existing Facilities and Programs and Expand as Needed
Actions
Duration
Timeline
Who’s Responsible?
Survey residents to determine what types of facilities and
programming are desired by residents
Parks and Recreation Commission,
6 Months January – June 2014 City Staff
Determine prioritized list of programs and facilities
3 Months June – August 2014
Parks and Recreation Commission,
City Staff
Establish budget for programming and improvements and identify
August – September Parks and Recreation Commission,
2 Months
potential funding (sponsorships, fundraising, grants, etc.)
2014
City Staff
Collaborate with YMCA, School District, and local Sports Clubs to
share costs and responsibilities where feasible for new
programming
On-going On-going
Parks and Recreation Commission,
City Staff, other recreation
organizations
Offer new programs and facilities as budget allows
On-going On-going
Parks and Recreation Commission,
City Staff
Possible Partners?
Civic Organizations, Sports Clubs, School District, YMCA
How will you measure success?
New programs and activities offered to residents
Estimated funding needed and possible sources?
Dependent on added facilities and programming
General funds, Fundraisers, sponsorships
Dripping Springs is an Active Community
37
City of Dripping Springs Comprehensive Plan 2010
Goal:
Develop Programming and Activities for Residents of All Ages
Recommendation: Expand Senior Activities
Actions
Duration
Timeline
Coordinate with existing Senior Center to determine desired senior
June – December
6 Months
activities
2011
Who’s Responsible?
Senior Center, City Staff
January – March
2012
Senior Center, City Staff
Establish budget for programming (working with County and other
2 Months April – May 2012
funding organizations)
Senior Center, City Staff
Offer additional programming as budget allows
Senior Center, City Staff
Determine prioritized list of additional programs (if any are needed) 3 Months
On-going On-going
Possible Partners?
Civic Organizations, Hays County, other Senior Center funders
How will you measure success?
More Seniors participate in Activities at Center
Estimated funding needed and possible sources?
Dependent on Programming to be Offered
General funds, Fundraisers, sponsorships, other Funding partners, Grants
Dripping Springs is an Active Community
38
City of Dripping Springs Comprehensive Plan 2010
Goal:
Develop an Indoor Community Center
Recommendation: Inventory Existing Facilities and Expand as Needed
Actions
Duration
Timeline
Who’s Responsible?
Survey residents to determine level of support for center
3 Months
January – March
2016
Parks and Recreation Commission,
City Staff
Develop facility plan for center
6 Months
March – September Parks and Recreation Commission,
2016
City Staff
Develop fundraising plan for center (grants, sponsorships, local
fundraising, bond, etc.)
6 Months
September 2016 –
February 2017
Parks and Recreation Commission,
City Staff
Implement Fundraising Plan
1 Year
2017
Parks and Recreation Commission,
City Staff
Build and Operate Community Center
1 Year
2018
Parks and Recreation Commission,
City Staff
Possible Partners?
Civic Organizations, Sports Clubs, YMCA, School District
How will you measure success?
New Community Center in place by end of 2018
Estimated funding needed and possible sources?
$1 - $3 million depending on type of facility, amenities, etc.
Dripping Springs is an Active Community
39
City of Dripping Springs Comprehensive Plan 2010
Goal:
Renovate Facilities at Community Pool
Recommendation: Assess community pool facilities and develop renovation plan.
Actions
Develop a facilities plan to identify spec projects
Duration
3 Months
Timeline
January – March
2013
Who’s Responsible?
Parks and Recreation Commission,
City Staff
Develop fundraising plan for improvements (grants, sponsorships,
March – September Parks and Recreation Commission,
6 Months
local fundraising, bond, etc.)
2013
City Staff
October – December Parks and Recreation Commission,
2013
City Staff
Implement Fundraising Plan
3 Months
Renovate Pool Facilities
6 Months January – June 2014
Parks and Recreation Commission,
City Staff
Possible Partners?
Local businesses, SwimTeam
How will you measure success?
Concession and Restrooms renovated by summer 2014
Estimated funding needed and possible sources?
Dependent on level of improvements
Fundraising, sponsorships, grants
Dripping Springs is an Active Community
40
City of Dripping Springs Comprehensive Plan 2010
Vibrant Economy
Dripping Springs is a Community with a Vibrant Economy
City of Dripping Springs Comprehensive Plan 2010
Goal:
Support a Well-Educated, Talented Workforce
Recommendation: Support DSISD efforts for vocational and technical education
Actions
Duration
Timeline
Who’s Responsible?
Conduct regular meetings with DSISD to discuss their program and
identify new opportunities
On-going On-going
Economic Development Committee,
DSISD
Encourage local businesses to work with ISD for internships,
mentoring, etc.
On-going On-going
Economic Development Committee,
DSISD, local businesses
Possible Partners?
Dripping Springs Independent School District, Austin Community College, Dripping Springs Area Chamber of Commerce
How will you measure success?
Growth in workforce
Estimated funding needed and possible sources?
Dependent on developed programs, minimal for planning and support
Dripping Springs is a Community with a Vibrant Economy
42
City of Dripping Springs Comprehensive Plan 2010
Goal:
Support a Well-Educated, Talented Workforce
Recommendation: Encourage the Establishment of a Higher Education Facility
Actions
Duration
Timeline
Who’s Responsible?
Support DSISD’s efforts to provide connection to ACC and other
schools
On-going On-going
Economic Development Committee,
DSISD
Contact Marble Falls and Fredericksburg to discuss their efforts to
establish higher education facilities with Texas Tech
6 Months January – June 2013
Economic Development Committee,
DSISD
Contact Texas State University to discuss opportunities
6 Months January – June 2013
Economic Development Committee,
DSISD
Possible Partners?
Chamber of Commerce, other area School Districts, Hays County
How will you measure success?
Higher Education Facility opens by 2020
Estimated funding needed and possible sources?
Minimal for discussions and planning
Dependent on facility needs and City participation in that
General Funds, Bonds
Dripping Springs is a Community with a Vibrant Economy
43
City of Dripping Springs Comprehensive Plan 2010
Goal:
Support a Well-Educated, Talented Workforce
Recommendation: Encourage Businesses to Offer Job Training, Internships, etc.
Actions
Duration
Timeline
Who’s Responsible?
Serve as a connection with businesses, DSISD, and others to provide
On-going On-going
real world training to students and others in the community
Economic Development Committee,
DSISD
Consider offering incentives to businesses to provide training and
other opportunities
Provide information to businesses about job training support from
the State and other resources and assist with them applying for
that assistance
6 Months January – June 2013
Economic Development Committee,
City Council
On-going On-going
Economic Development Committee,
Chamber of Commerce
Possible Partners?
Governor’s Office of Economic Development and Tourism, Capital Area Council of Governments, Texas State University, Dripping
Springs Area Chamber of Commerce
How will you measure success?
More local businesses offer training programs
Estimated funding needed and possible sources?
Minimal for discussions and planning
Dependent on level of incentives provided, if any
General funds
Dripping Springs is a Community with a Vibrant Economy
44
City of Dripping Springs Comprehensive Plan 2010
Goal:
Support a Well-Educated, Talented Workforce
Recommendation: Collaborate with area Universities for internships, projects, etc.
Actions
Duration
Timeline
Who’s Responsible?
Identify potential projects and internship opportunities appropriate
On-going On-going
for students
City Staff
Contact area Universities and discuss opportunities
On-going On-going
City Staff
When appropriate, utilize students for work and internships
On-going On-going
City Staff
Possible Partners?
Area Universities, local businesses, DSISD
How will you measure success?
More students engaged in local projects
Estimated funding needed and possible sources?
Minimal for internships and projects
General Funds
Dripping Springs is a Community with a Vibrant Economy
45
City of Dripping Springs Comprehensive Plan 2010
Goal:
Support Existing Businesses
Recommendation: Market Dripping Springs to the Region
Actions
Duration
Timeline
Who’s Responsible?
Update website to highlight local businesses and events, direct links
October - December
3 Months
Chamber of Commerce
to local businesses
2011
Establish a presence on Social Media (Facebook, Twitter, etc.) to
promote Dripping Springs
3 Months
January – March
2012
Consider advertising in print media in Austin and other markets
6 Months
March – September
Chamber of Commerce
2012
Participate in regional events (fairs, etc. in other communities) to
promote Dripping Springs
On-going On-going
Chamber of Commerce
Chamber of Commerce
Possible Partners?
Regional Chambers of Commerce, local businesses
How will you measure success?
Increased traffic at local businesses
Estimated funding needed and possible sources?
$2,500 - $5,000 to update website (if needed)
Dripping Springs is a Community with a Vibrant Economy
46
City of Dripping Springs Comprehensive Plan 2010
Goal:
Support Existing Businesses
Recommendation: Support Existing Business Retention and Expansion Program
Actions
Duration
Timeline
Meet with Chamber to discuss their process and what they are
learning about business needs
1 Month October 2011
Determine what, if any, assistance the City can provide
2 Months
Include funding in FY 2012 Budget for assistance if any will be
provided
1 Month November 2011
Who’s Responsible?
Chamber of Commerce, City Staff
October – November
City Staff, City Council
2011
City Council
Possible Partners?
Local Businesses
How will you measure success?
City engaged in BREP process
Existing businesses feel supported by Community
Growth and expansion of existing businesses
Estimated funding needed and possible sources?
Minimal to engage in the process
Dependent on what, if any, assistance will be provided
General Funds
Dripping Springs is a Community with a Vibrant Economy
47
City of Dripping Springs Comprehensive Plan 2010
Goal:
Support Existing Businesses
Recommendation: Provide Training Opportunities to Local Businesses
Actions
Duration
Timeline
Contact Lower Colorado River Authority and other providers to
identify available programs (Hospitality training, etc.)
3 Months
September –
November 2011
Schedule training events and market to local businesses
On-going On-going
Who’s Responsible?
Chamber of Commerce
Chamber of Commerce
Possible Partners?
Regional Chambers of Commerce, local businesses, Texas State University, Austin Community College
How will you measure success?
Regular training events conducted
Estimated funding needed and possible sources?
Minimal (if using Lower Colorado River Authority, others may charge)
Dripping Springs is a Community with a Vibrant Economy
48
City of Dripping Springs Comprehensive Plan 2010
Goal:
Recruit Appropriate Primary Employers
Recommendation: Develop a Target Market Analysis
Actions
Duration
Timeline
Who’s Responsible?
Survey existing businesses to determine suppliers, customers, etc.
they have
3 Months March - May 2011
Economic Development Committee
Work with Pedernales Electric Cooperative and Lower Colorado
River Authority to develop area market data
3 Months March – May 2011
Economic Development Committee
Prioritize list of desired businesses and regions to target
3 Months May – July 2011
Economic Development Committee
Establish marketing strategy
3 Months May – July 2011
Economic Development Committee
Possible Partners?
Capital Area Council of Governments, Lower Colorado River Authority, Pedernales Electric Cooperative
How will you measure success?
Target Market Analysis complete by July 2011
Estimated funding needed and possible sources?
Minimal if Lower Colorado River Authority and Pedernales Electric Cooperative used as resource
Dripping Springs is a Community with a Vibrant Economy
49
City of Dripping Springs Comprehensive Plan 2010
Goal:
Recruit Appropriate Primary Employers
Recommendation: Establish Marketing Structure
Actions
Duration
Timeline
Who’s Responsible?
Determine who will serve as primary point of contact for business
recruitment
3 Months March - May 2012
Economic Development Committee,
City Staff, Chamber of Commerce
Set up a recruitment team who will respond to prospects
3 Months March – May 2012
Economic Development Committee,
City Staff, Chamber of Commerce
Work with Pedernales Electric Cooperative and Lower Colorado
River Authority to conduct Business Recruitment Ready training for 3 Months May – July 2012
this team
Economic Development Committee,
City Staff, Chamber of Commerce
Possible Partners?
Capital Area Council of Governments, Lower Colorado River Authority, Pedernales Electric Cooperative
How will you measure success?
Recruitment team in place and trained by July 2012
Estimated funding needed and possible sources?
Minimal if Lower Colorado River Authority and Pedernales Electric Cooperative used as resource
Dripping Springs is a Community with a Vibrant Economy
50
City of Dripping Springs Comprehensive Plan 2010
Goal:
Recruit Appropriate Primary Employers
Recommendation: Develop Marketing Materials
Actions
Research other communities to identify best practices for
marketing materials (primarily web based)
Update Chamber and City websites to incorporate relevant
information for business recruitment (demographics, incentive
policy, workforce, etc.)
Promote Dripping Springs and info to target markets utilizing
internet
Duration
Timeline
Who’s Responsible?
3 Months
July – September
2011
3 Months
October – December Economic Development Committee,
2011
City Staff, Chamber of Commerce
On-going On-going
Economic Development Committee,
City Staff, Chamber of Commerce
Economic Development Committee,
City Staff, Chamber of Commerce
Possible Partners?
Capital Area Council of Governments, Lower Colorado River Authority, Pedernales Electric Cooperative
How will you measure success?
Marketing materials developed by end of 2011
Estimated funding needed and possible sources?
Minimal if Lower Colorado River Authority and Pedernales Electric Cooperative used as resource
Dripping Springs is a Community with a Vibrant Economy
51
City of Dripping Springs Comprehensive Plan 2010
High Quality Infrastructure
Dripping Springs is a Community with High Quality Infrastructure
City of Dripping Springs Comprehensive Plan 2010
Goal:
Develop an Efficient Transportation Network
Recommendation: Establish Regular Street Maintenance
Actions
Duration
Timeline
Who’s Responsible?
Inventory City streets to get a baseline condition
On-going On-going
City Staff
Maintain prioritized list of needed improvements
2 Months June – July 2011
City Staff
Budget for improvements
On-going On-going
City Council
Once major problems addressed, divide City into sections and
perform basic maintenance in each section on a rotating annual
basis
On-going On-going
City Staff
Possible Partners?
Texas Department of Transportation, Hays County, Developers
How will you measure success?
Roads maintained at high quality
Estimated funding needed and possible sources?
$50 - $100,000 / mile depending on level of maintenance
General Funds, Bonds
Dripping Springs is a Community with High Quality Infrastructure
53
City of Dripping Springs Comprehensive Plan 2010
Goal:
Develop an Efficient Transportation Network
Recommendation: Minimize Curb Cuts
Actions
Duration
Timeline
Who’s Responsible?
Review and update city ordinances (if needed) to minimize curb
cuts
3 Months March – May 2012
City Staff
Encourage and require, where possible, for developers to combine
driveways to reduce cuts
On-going On-going
City Staff
Possible Partners?
Texas Department of Transportation, Hays County, Developers
How will you measure success?
Curb cuts minimized
Estimated funding needed and possible sources?
Minimal
Dripping Springs is a Community with High Quality Infrastructure
54
City of Dripping Springs Comprehensive Plan 2010
Goal:
Develop an Efficient Transportation Network
Recommendation: Develop Connections to Reduce Local Traffic on US 290 and RR 12
Actions
Duration
Timeline
Who’s Responsible?
Implement existing Transportation Plan and build identified roads
On-going On-going
City Staff, City Council
Work with developers to share road costs as new development
occurs (impact fees)
On-going On-going
City Staff
Ensure new development has connections to existing
neighborhoods and potential development
On-going On-going
City Staff
Possible Partners?
Texas Department of Transportation, Hays County, Developers, Capital Area Metropolitan Planning Organization, Capital Area
Council of Governments, Austin-San Antonio Corridor Council
How will you measure success?
Local traffic kept off 290 and 12
Estimated funding needed and possible sources?
Dependent on type and number of roads built
General Funds, Bonds
Dripping Springs is a Community with High Quality Infrastructure
55
City of Dripping Springs Comprehensive Plan 2010
Goal:
Develop an Efficient Transportation Network
Recommendation: Work with Texas Department of Transportation to Improve US 290
Actions
Duration
Timeline
Who’s Responsible?
Stay engaged with Capital Area Metropolitan Planning Organization
On-going On-going
planning process and decision making
City Council, City Staff
Meet with Texas Department of Transportation to discuss
alternatives
2 Months June – July 2015
City Staff
Begin planning for alternative route
When (and if)
On-going decision is made to
do this
City Staff
Possible Partners?
Texas Department of Transportation, Hays County, Developers, Austin-San Antonio Corridor Council
How will you measure success?
City stays in the loop on planning for 290 alternatives
Estimated funding needed and possible sources?
Minimal to be involved
Dripping Springs is a Community with High Quality Infrastructure
56
City of Dripping Springs Comprehensive Plan 2010
Goal:
Ensure Adequate Water and Wastewater Utilities
Recommendation: Consider Consolidation of Utilities
Actions
Conduct regular planning workshops with the Water Corp. to
ensure City and Corp. work together
Duration
Timeline
On-going On-going
2015
Who’s Responsible?
City Staff, Water Corp.
Determine feasibility of City purchase of water system
1 Year
Develop funding for purchase (if feasible)
2 Years 2015 – 2016
City Council
Purchase System
1 Year
City Council, Water Corp.
2017
City Staff, City Council, Water Corp.
Possible Partners?
Citizens
How will you measure success?
Determination on feasibility of City taking ownership of system by 2015
If feasible, City owns by end of 2017
Estimated funding needed and possible sources?
Dependent on sale price offered
General Funds, Bonds
Dripping Springs is a Community with High Quality Infrastructure
57
City of Dripping Springs Comprehensive Plan 2010
Goal:
Ensure Adequate Water and Wastewater Utilities
Recommendation: Pursue all Funding Options for Wastewater Expansion
Actions
Utilize a grant writer to research and pursue potential grants
Utilize development agreements to have developers should
additional burden to expand service
Consider program to have developers pay for over-sized
infrastructure then reimburse as additional development taps into
system
Work with property owners to help fund extensions to their
property so they can benefit from higher sale price of having
wastewater accessible
Duration
Timeline
Who’s Responsible?
On-going On-going
City Staff
On-going On-going
City Staff
1 Year
2013
On-going On-going
City Staff
City Staff
Possible Partners?
Developers, Property Owners
How will you measure success?
Alternative funding found to expand infrastructure
Wastewater available throughout City Limits
Estimated funding needed and possible sources?
Minimal for grant searches, etc.
Dripping Springs is a Community with High Quality Infrastructure
58
City of Dripping Springs Comprehensive Plan 2010
Goal:
Ensure Adequate Water and Wastewater Utilities
Recommendation: Evaluate all Options for Effluent Disposal
Actions
Support County Water and Wastewater Planning Efforts
Establish benchmarks for planning when expansion will be needed
(beyond existing Texas Commission on Environmental Quality
standards)
Work with Texas Commission on Environmental Quality as needed
to ensure all disposal options available
Duration
Timeline
2 Years 2011 – 2012
Who’s Responsible?
City Staff, City Council
6 Months January – June 2013 City Staff, City Council
On-going On-going
City Staff
Possible Partners?
Hays County, Texas Commission on Environmental Quality
How will you measure success?
City wastewater system able to expand as needed to support growing population
Estimated funding needed and possible sources?
Minimal for planning
Dripping Springs is a Community with High Quality Infrastructure
59
City of Dripping Springs Comprehensive Plan 2010
Community that Welcomes All Residents
Dripping Springs is a Community that Welcomes All Residents
City of Dripping Springs Comprehensive Plan 2010
Goal:
Encourage a Diversity of Housing
Recommendation: Support Higher Density Housing Where Appropriate
Actions
Duration
Timeline
January – March
2011
Who’s Responsible?
Utilize Future Land Use Plan and Infrastructure plans to identify
appropriate locations for higher density housing
3 Months
Identify areas appropriate for higher density development and
rezone accordingly
4 Months January – April 2011 City Staff
Educate residents on need for a diversity of housing
On-going On-going
City Staff
Work with developers to encourage a mix of housing at different
price points
On-going On-going
City Staff
City Staff
Possible Partners?
Property owners, developers, residents
How will you measure success?
Diversity of Housing options increases
Estimated funding needed and possible sources?
Minimal
Dripping Springs is a Community that Welcomes All Residents
61
City of Dripping Springs Comprehensive Plan 2010
Goal:
Encourage a Diversity of Housing
Recommendation: Encourage Development of Senior Housing
Actions
Market community assets to potential senior housing developers
Duration
Timeline
On-going On-going
Work with developers to incorporate senior housing into proposed
On-going On-going
development
Recruit senior oriented businesses, such as health care, etc. to
Dripping Springs (as part of overall Economic Development
On-going On-going
strategy)
Consider incentives to provide senior housing (fee waivers,
1 Year 2012
infrastructure assistance, etc.)
Who’s Responsible?
City Staff, Economic Development
Committee, Chamber of Commerce
City Staff
Economic Development Committee,
Chamber of Commerce
City Staff, City Council
Possible Partners?
Property owners, developers, residents
How will you measure success?
Senior Housing options increase
Estimated funding needed and possible sources?
Minimal to market
Dependent on what, if any, incentives offered
General Funds, Grants
Dripping Springs is a Community that Welcomes All Residents
62
City of Dripping Springs Comprehensive Plan 2010
Goal:
Maintain and Enhance Community Appearance
Recommendation: Conduct Regular Clean ups and Hazardous Waste Collections
Actions
Duration
Timeline
Who’s Responsible?
Work with Pedernales Electric Cooperative and Lower Colorado
River Authority to develop a Household Hazardous Waste Plan
6 Months January – June 2012 City Staff
Organize semi-annual Clean up days and provide for bulky trash
disposal
On-going Starting June 2011
City Staff
Possible Partners?
Pedernales Electric Cooperative, Lower Colorado River Authority, Capital Area Council of Governments, Texas Commission on
Environmental Quality, Solid waste providers, residents
How will you measure success?
Clean, attractive community is maintained
Estimated funding needed and possible sources?
~$15 - $20,000 estimate (for City residents only) for HHW collection event
General funds, donations, sponsorships
Dripping Springs is a Community that Welcomes All Residents
63
City of Dripping Springs Comprehensive Plan 2010
Goal:
Maintain and Enhance Community Appearance
Recommendation: Encourage Property Owners to Improve Property Appearance
Actions
Duration
Timeline
Who’s Responsible?
Establish a ‘Yard of the Month’ Club to recognize home and
business owners who maintain their property
On-going Start in 2011
Consider utilizing micro-grants and / or loans for property owners
6 Months January – June 2012 City Staff, City Council
Revitalize the Keep Dripping Springs Beautiful campaign
6 Months January – June 2012 City Staff, City Council
Chamber of Commerce
Possible Partners?
Property owners, residents
How will you measure success?
Clean, attractive community is maintained
Estimated funding needed and possible sources?
Minimal
Dripping Springs is a Community that Welcomes All Residents
64
City of Dripping Springs Comprehensive Plan 2010
Goal:
Maintain and Enhance Community Appearance
Recommendation: Public Property is Maintained
Actions
Duration
Establish maintenance and clean up schedule for all City Properties 3 Months
Ensure adequate budget to maintain City property
Timeline
January – March
2011
On-going On-going
Who’s Responsible?
City Staff
City Council
Possible Partners?
Civic Groups, Sports clubs, Park users
How will you measure success?
Clean, attractive community is maintained
Estimated funding needed and possible sources?
Minimal
Dripping Springs is a Community that Welcomes All Residents
65
City of Dripping Springs Comprehensive Plan 2010
Goal:
Maintain and Enhance Community Appearance
Recommendation: Consider Landscape Ordinance for Residential Development
Actions
Duration
Timeline
Who’s Responsible?
Research Best Practices from other communities
3 Months June – August 2011
City Staff
Work with developers and citizens to establish reasonable
standards
6 Months
August 2011 –
January 2012
City Staff, City Council
Adopt a residential landscape ordinance
2 Months
February – March
2012
City Council
Possible Partners?
Property owners, residents
How will you measure success?
Clean, attractive community is maintained
Estimated funding needed and possible sources?
Minimal
Dripping Springs is a Community that Welcomes All Residents
66
City of Dripping Springs Comprehensive Plan 2010
Goal:
Maintain and Enhance Community Appearance
Recommendation: Identify and Enhance key ‘Gateways’ and Corridors into Dripping Springs
Actions
Duration
Timeline
Who’s Responsible?
Utilize development agreements to ensure development along key
corridors is attractive and well designed
On-going On-going
Consider developing design for gateways and encouraging
developers to implement
6 Months January – June 2012 City Staff, City Council
Install signage at key points to highlight Dripping Springs
6 Months January – June 2013 City Staff, City Council
City Staff
Possible Partners?
Developers, Texas Department of Transportation
How will you measure success?
Clean, attractive community is maintained
Estimated funding needed and possible sources?
$20 - $30,000 for signage and landscaping at key points
General funds, sponsorships, donations
Dripping Springs is a Community that Welcomes All Residents
67
Appendix A Public Input Notes Appendix – Public Input Notes i
Dripping Springs Town Hall Meeting Raw Notes Economic Development (Tourism) • Bowling, Movies (3 votes) • More Open Space (3 votes) • Dance Hall / Live Music (5 votes) • Recreation Center / Place for parties / Multiple options in one space (3 votes) • Family Entertainment (6 votes) • Dude & Guest Ranches (0 votes) • Not Wimberley or Fredericksburg (1 vote) • Central Artisans Group / Promote Art (1 vote) • Liquor / Vodka Distillery (0 votes) • Mercer St. / Develop Downtown (6 votes) • Service Industry (0 votes) • 1 Hotel ok, no more (0 votes) • Food (no chains) (1 vote) • Good Investment (1 vote) • Birding, cycling, hiking, parks (2 votes) • Winery, gardens, agri‐tourism, food (3 votes) • Visitors Center, signage pointing tourists (5 votes) • Preserve historic properties in City – brochure for tours (4 votes) • Golf Course (1 vote) Jobs •
•
•
•
•
•
•
Manufacturing – worry about air quality (0 votes) Light Manufacturing (1 vote) Software, engineering, office (1 vote) Doctors, Healthcare, Minor Emergency (6 votes) Services – well, water, plumbing, rainwater harvesting (2 votes) Trades and Services (2 votes) Non‐service jobs / industrial park (0 votes) Downtown Development • Mercer and Old Fitzhugh • Design Guidelines for new development (0 votes) • Festivals and Events to drive tourism (0 votes) • Benchmark Successful communities (0 votes) • Downtown and Historic Tours (0 votes) • City Assistance for Mercer St. development (2 votes) Appendix – Public Input Notes ii
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•
•
•
•
Preservation and reuse (0 votes) Parking (4 votes) Pedestrian Access and friendly (4 votes) Land use – zoning restrictions for downtown (2 votes) Develop Farmers Market Venue and Parking (3 votes) Longer evening hours / adult entertainment (6 votes) Why do you Live Here? • School District Quality (5 votes) • Safety (1 vote) • Founders Day (0 votes) • Strict sign ordinance (hinders businesses) (0 votes) • Large billboard for all businesses (0 votes) • Marketing (0 votes) • Signage (0 votes) Infrastructure • Circulation / Internal Connectivity (2 votes) • Keep local traffic off 290 (2 votes) • 290 Loop (3 votes) Housing • Senior Housing (5 votes) • Affordable Housing (land cost issues) (6 votes) • Apartment Housing (small) (0 votes) • Tax Credit Housing (0 votes) • Smaller lots / Smaller Houses (0 votes) • Cluster Development (3 votes) Appendix – Public Input Notes iii
Dripping Springs Town Hall Meeting Raw Notes Economic Development (Tourism) •
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•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
Things for teens to do – entertainment and jobs (3 votes) Bikers – Support bike trails for tourism and recreation (1 vote) o Get bikes off roads onto trails (2 votes) Attract outdoor entertainment – horse riding, biking, hiking (1 vote) More senior assistance services Affordable senior living (4 votes) o Rework senior thrift store Higher education (3 votes) Satellite offices – place where people can rent office space and work in Dripping Springs (1vote) Alamo Drafthouse (3 votes) No big boxes or chain stores (7 votes) Do not develop along 290; move development off highway Keep traffic safety in mind when developing (1 vote) Manage access to 290 City should set economic development regulations and rules (with help of chamber) and let the market do the rest( 2 votes) Citizens set economic development rules City should make plans based on the number of employees an employer brings to Dripping Springs City should make a list of target employers and pursue Tourism – generate and create a destination (2 votes) Build on agri‐tourism – wine, farmers market, Build a corporate retreat facility for conferences and corporate getaways Build on heritage (3 votes0 Gateway to Texas Hill Country – trailhead to other destinations Keep quality of life as is – protect Plan on development and prepare infrastructure (2 votes) Golf Course (4 votes) Jobs •
•
•
•
Bring in jobs that do not generate pollution of any kind: o No noise pollution (5 votes) o No light pollution (4 votes) o No traffic (2 votes) Medical Clinics – they offer jobs and services (2 votes) o Local doctors and medical services o Regional Hospital High tech jobs (2 votes) Computer support – in home repair Appendix – Public Input Notes iv
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Low impact businesses No meat processing plants Keel jobs in Austin – Leave Dripping Springs the way it is (1 vote) No high water usage jobs Downtown Development • Pedestrian Friendly (3 votes) o Mercer Street at intersection of 12 and 290 o Old Fitzhugh Rd (2 votes) • High density, small lots • Manage 290 traffic (15 votes) o Develop off 290 (2 votes) • Local traffic off 290 – through traffic will move faster (2 votes) • Build grid with local streets – Ready to pay? (2 votes) • Continue existing roads to connect; develop regulations o Grid the current roads • Basic Sporting goods store • Keep shopping in Dripping Springs (1 vote) • Develop land on Old Fitzhugh Rd (4 votes) • City provide incentives to develop downtown • Business, retail, housing (3 votes) • Bowling alley, dance hall, food (1 vote) • Entertainment district (3 votes) • Police, fire, EMS at city level (1 vote) •
•
•
Develop retail on Mercer Street (1 vote) Expand downtown (off 290) Community Development • Clean un community appearance – pick up trash (2 votes) • Safety and code enforcement • Pedestrian connectivity • Entertainment district • Water and waste water (1 vote) • Protect natural resources – parks and open space (10 votes) • Develop trail system (3 votes) • Parks on Onion Creek and Barton Creek • Discourage Landlord, rental space (3 votes) • Limit multi‐story development Appendix – Public Input Notes v
•
•
Incentives for development re‐use Make Dripping Springs a destination instead of a pass‐thru (2 votes) Housing • Affordable (8 votes) • Higher density (6 votes) • Housing for young professionals – teachers, health processionals, police, firefighters (1 vote) • Small lots (2 votes) • Allow for different types of development but do not actively encourage • Work with Hays County regulations • Create continuum of housing • Public transportation Rural/ Small Town Character • Friendly, loving people • Festivals, events, heritage – continue and add (2 votes) • Utilize parks (4 votes) • Preserve “springs” – create trails (6 votes) • Address things to preserve in region and in the future (4 votes) • Growth may destroy Dripping Springs (27 votes) •
•
Focus on quality of life, don’t encourage development with money Appendix – Public Input Notes vi
City of Dripping Springs Plan Focus Group with Historical Preservation and Economic Development January 20, 2010 The Historical Preservation Society (Society) is considering the development of district signs to disperse throughout the Historical District. The Dripping Springs Historical District is too wealth to be considered blighted by the State of Texas; however, the Society is working with Hays County Historical Preservation Society to have the District placed on the National Registry of Historical Places. Placement on this list will help in preserving the area in the event of highway expansions. Economic Development group (Eco D) is ready to start working on specific projects and the renovation of the City Downtown Area. RBI (consultant group) created a downtown map. Discussion of what should be done with the City owned Stevens Building: • Should the City sell the building or keep it • Cost of renovations • Use as the focus of Mercer Street Two anchors of Mercer Street: City Hall and City owned “Triangle.” The area between is the downtown area. Define the Dripping Springs Downtown: • Is the Historic District the same as Downtown? • Is the Historic District within Downtown? **We need to provide a definition of downtown to the Historical Society. (request from Society member). Boundaries of Downtown Dripping Spring: • Hwy 290 to the South is a natural boundary; people do not want to cross the highway • Ranch Road 12 to East • Dripping Springs schools to West • ???? to North Should leaders set exterior design standards for downtown area? The starting point for infrastructure, money, and time investment is the Mercer Street/Historical District area. • Should the City invest money in the Historical District? Appendix – Public Input Notes vii
RBI did master plan for downtown…where is it? Use to help decide where City should spend money. • The plan recommends sidewalks, parking, curbs, and lights (city investment ideas). Recommendations for Dripping Springs Downtown (beyond setting map boundaries): • City should sell City hall and rebuild/remodel Masonic Lodge and Stevens Building for City offices. • City should sell both City Hall and the Triangle and use funds to revitalize the “middle” – includes Stevens Building, Masonic Lodge, streets, sidewalks, and lights on Mercer Street. • Bring a big business (movie theatre, bowling) to the east downtown area –current Super S location • Develop Historical District first • Will anyone support tax increase to develop and create a Downtown area? Probably not – only 1,600 population with low demographics. • Encourage the most successful business in Dripping Springs to locate Downtown to create traffic, which will bring people into the area. Businesses include Cowgirls and Lace, Creek Road Café, Tyme and Dough, ect. • Bring the suggested (dancehall, bars, movie theatre, bowling) from town hall discussions to downtown area to fill historic buildings. Appendix – Public Input Notes viii
City of Dripping Springs Plan Infrastructure Focus Group February 10, 2010 Wastewater: Is set up to provide services to downtown, along RR 12 (north and south), 290 (east and west) • Lines are currently along roadways • Capacity for 127 gallons • Currently at 27‐30 gallons • Current lines are were installed where City thought there would be growth • Current fees to hook‐up are $10,000 • Because of WW expansion, roads are destroyed – (one area: Grand Prairie Circle) Do developers talk to City about how to get WW services, what needs to be done? • 4‐Star and Scenic Greens: City has deals in place where developers build and the city to take over to manage o Will make WW plants out in rural areas o Existing plant can be expanded as needed Roads/Transportation: Get local traffic off RR 12 and 290 • Drainage issue on RR 12 going north by the Methodist Church • Too many curb cuts at the intersection of 290 and 12 – especially on RR 12 going south (Walgreens, The Springs, YMCA, Sports Park Road, Home Depot) • Does City have money to purchase land necessary to build roads? • Creeks and waterways prevent road construction because they drive up the cost (building bridges) • Plan for look around town – develop downtown • Need to address connectivity issue – link neighborhoods to get local traffic off main roads (Hidden Springs Ranch connect to West Spring Lake) Ideas to include in the Plan: • Can the City have jurisdiction over subdivision with subdivision codes? Can this be incorporated into the Plan? • Arial or Underground electric – discuss how to control subdivision electric lines • Nigh Sky – define o The City should embrace o Like the lights used at Home Depot Telcom: • DSL is limited • No Single server Appendix – Public Input Notes ix
•
•
No one server is overly reliable Only satellite is available for further out of town – very expensive Gas : • Is Texas Gas coming to Dripping Springs? • Only have Propane Garbage: • No complaints about trash • Happy with recycle program • Plan should encourage recycling Road Maintenance: • Old Fitzhugh, 12/290 intersection, • Extend Rob Shelton Blvd North from HEB to connect to RR 12 • Center turn lane – extend past high school • Speeding in Founders Park – put in speed bumps Bike Lanes: • At intersection of 12 and Hamilton Pool – Cars are parked; need to restrict or designate area for safety • Turn cyclist into a positive for County and City • Make shoulders for safety • Either embrace or deter, but decide the fate of cyclists • Convince Hays County tax payers to support increase so outsiders will come to Hays Co to ride bikes • Create alternate connective routes for kids to get around town via bike or walking • Connect subdivisions and make paths • Link parks and transportation avenues – green belts for transportation Public Safety: • Police is well served by County Department • Fire – no water to put out fires (most of city only has 2 inch lines – fault of Water Corp) o People in Water Corp are lacking o Water system needs to upgrade Water: • City needs to provide water – needs a water supplier who will take care of citizens • Water Corp not living up to LCRA contract; Corp does not want to buy from LCRA • City needs to come up with a better entity to monitor the water benefit to the community • City should own water corporation • Corp has bad policies and procedures • Water should be in the hands of someone who has concern for the citizens in mind Appendix – Public Input Notes x
City of Dripping Springs Plan Infrastructure Focus Group February 10, 2010 Wastewater: Is set up to provide services to downtown, along RR 12 (north and south), 290 (east and west) • Lines are currently along roadways • Capacity for 127 gallons • Currently at 27‐30 gallons • Current lines are were installed where City thought there would be growth • Current fees to hook‐up are $10,000 • Because of WW expansion, roads are destroyed – (one area: Grand Prairie Circle) Do developers talk to City about how to get WW services, what needs to be done? • 4‐Star and Scenic Greens: City has deals in place where developers build and the city to take over to manage o Will make WW plants out in rural areas o Existing plant can be expanded as needed Roads/Transportation: Get local traffic off RR 12 and 290 • Drainage issue on RR 12 going north by the Methodist Church • Too many curb cuts at the intersection of 290 and 12 – especially on RR 12 going south (Walgreens, The Springs, YMCA, Sports Park Road, Home Depot) • Does City have money to purchase land necessary to build roads? • Creeks and waterways prevent road construction because they drive up the cost (building bridges) • Plan for look around town – develop downtown • Need to address connectivity issue – link neighborhoods to get local traffic off main roads (Hidden Springs Ranch connect to West Spring Lake) Ideas to include in the Plan: • Can the City have jurisdiction over subdivision with subdivision codes? Can this be incorporated into the Plan? • Arial or Underground electric – discuss how to control subdivision electric lines • Nigh Sky – define o The City should embrace o Like the lights used at Home Depot Telcom: • DSL is limited • No Single server • No one server is overly reliable • Only satellite is available for further out of town – very expensive Appendix – Public Input Notes xi
Gas : • Is Texas Gas coming to Dripping Springs? • Only have Propane Garbage: • No complaints about trash • Happy with recycle program • Plan should encourage recycling Road Maintenance: • Old Fitzhugh, 12/290 intersection, • Extend Rob Shelton Blvd North from HEB to connect to RR 12 • Center turn lane – extend past high school • Speeding in Founders Park – put in speed bumps Bike Lanes: • At intersection of 12 and Hamilton Pool – Cars are parked; need to restrict or designate area for safety • Turn cyclist into a positive for County and City • Make shoulders for safety • Either embrace or deter, but decide the fate of cyclists • Convince Hays County tax payers to support increase so outsiders will come to Hays Co to ride bikes • Create alternate connective routes for kids to get around town via bike or walking • Connect subdivisions and make paths • Link parks and transportation avenues – green belts for transportation Public Safety: • Police is well served by County Department • Fire – no water to put out fires (most of city only has 2 inch lines – fault of Water Corp) o People in Water Corp are lacking o Water system needs to upgrade Water: • City needs to provide water – needs a water supplier who will take care of citizens • Water Corp not living up to LCRA contract; Corp does not want to buy from LCRA • City needs to come up with a better entity to monitor the water benefit to the community • City should own water corporation • Corp has bad policies and procedures • Water should be in the hands of someone who has concern for the citizens in mind Appendix – Public Input Notes xii
Dripping Springs Draft Plan Recommendations (The order here is not indicative of level of priority, just the order I did them in) Economic Development Since there is already an economic development task committee appointed by the City, this plan will not recreate the wheel. The goals this group has identified closely align with what was heard in the public input process and include the following (this is not all the goals, some are addressed elsewhere and those in italics are new) Short‐term Goals: • Develop a Business Retention Plan • Support the Redevelopment of Downtown • Encourage the development of Tourism highlighting local farms, wineries, historical and natural assets Long‐Term Goals: • Develop a strategy for recruiting appropriate primary jobs (would clarify as those that would have minimal impacts on water, air quality, noise, etc. high tech, green businesses) • Enhance scenic and environmental character as an economic asset. • Develop sustainable long‐term income streams for the City • Increase vibrancy for the community through tourism and recreation • Explore potential for higher education facilities • Promote workforce diversification and development • Promote infrastructure development to guide growth • Work to develop and maintain a pro‐business culture in Dripping Springs Downtown Redevelopment / Historic Preservation Downtown redevelopment has been identified as a priority for this plan. The Historic Preservation Committee has adopted this, as has the Economic Development Committee. There are some plans in existence that can be used as a starting point for the area. Across the board input has identified the need to create a true town center to strengthen the identity of Dripping Springs. This would be centered on Mercer Street, with historically compatible development in the area, potentially moving up Old Fitzhugh. A secondary area (supporting more intensive development) could be across RR 12 north of the existing shopping center. This could become the entertainment area with a movie theater, etc. Short‐term Goals: • Install signage at both ends of Mercer (Downtown Committee has designs) • Install decorative street signage to define downtown (in existing historic district) • Pursue National Historic District Designation and consider Historic Preservation Ordinance • Review Ordinances to ensure new development complements existing development • Complete Historic Asset Inventory, including properties outside of downtown Appendix – Public Input Notes xiii
Mid‐Term Goals: • Establish low interest loan or grant program to encourage building improvements • Establish tours highlighting historic assets and scenic sites (Downtown, Creek Rd, etc.) • Consider incentives and assistance for businesses locating in downtown • Establish better location for Farmers Market and other activities, possibly on Mercer St. or Founders Park • Identify long term parking solution Long‐Term Goals: • Develop Pedestrian amenities throughout downtown • Consider building new City Hall in the downtown (Stephenson House?) • Support realignment at the triangle and extension of Rob Shelton • Sell City owned property at key intersections and reinvest money in downtown improvements • Work with developer to develop appropriate project on eastern side of RR 12 Parks and Recreation The Parks and Open Space Commission has an adopted plan they utilize to guide their decision making. Some unanticipated events have given them new issues to address. This includes the donation of a new park in the south end of town and the opening of an arena. The new park has somewhat stringent restrictions on what can be done there; however, it provides an opportunity to address some of the issues identified in the public input. The new arena is already being used and there are plans to expand and cover it to make it even more of an asset. Short‐Term Goals: • Consider uses for Charro Park (second disc golf course, dog park) • Support the expansion of the arena at Harrison Ranch Park Mid‐Term Goals: • Install a lighted basketball court at one park • Install additional covered picnic tables where appropriate, consider larger pavilion as well • Build one or two more soccer fields • Major renovation of pool at Founders Park bathrooms and concession stand Long‐Term Goals • Continue using development agreements and Parks Set Aside requirement to acquire parkland and trail access in new development, consider accepting fee in lieu to provide park funding • Identify potential trail connections in downtown and other areas and develop trails • Develop the area on the west side of town (with the grottos), possibly with skate park Appendix – Public Input Notes xiv
•
•
•
Establish partnership with YMCA to expand indoor recreation opportunities and programming Consider development of an indoor Community / Recreation Center Acquire Historic Springs and make accessible to public Infrastructure This is not intended to be an engineering plan, rather, it identifies issues and opportunities for the City to pursue. Any specific planning and engineering would have to be done separately. The water system has a major improvement project underway that will enhance service across town. Short‐Term Goals: • Establish and publicize a Street Maintenance Schedule – consider dividing city into sections and doing one section each year in rotation if practical • Review and update Subdivision Ordinance to ensure connectivity is addressed to increase options for getting around town besides RR 12 and US 290 • Develop pedestrian connectivity within the City through trails and sidewalks • Establish ETJ Agreement with Hays County Mid‐Term Goals: • Continue working with developers to encourage wastewater treatment plan development (a couple of developments are putting in package systems that the City may take ownership of) • Continue to support the extension of natural gas service to serve Dripping Springs • Incorporate cycling facilities in new roads and road improvements as feasible (even a 4 ft shoulder can be enough) • Identify areas for traffic calming and slowing, start with enforcement and move up to facilities • Incorporate pedestrian facilities into new projects and major upgrades to existing streets • Develop an Annexation Plan to manage future growth of City Limits into the ETJ Long‐Term Goals: • Work with TxDoT on potential for bypass or other alternative for 290 • Obtain discharge permit to reuse effluent for irrigation and other purposes • Develop guidelines to incorporate areas of island annexation into the rest of the City • Consider consolidation of utilities • Extend water and wastewater to all parts of town Appendix – Public Input Notes xv
Community Development This is somewhat of a catch all for a lot of different issues. Housing falls into this because there is very, very limited support for addressing housing issues. Rather than create an entire chapter for it and inciting the controversy, we’ll put some ideas in this section to address it. Also, a lot of quality of life stuff will fall into this section. Short‐Term Goals: • Review and Update Ordinances as needed to address goals identified in this plan (Sign, zoning for mixed use, historic preservation, increased density where appropriate, etc.) • Organize Regular Community Clean Up days • Strictly enforce all appearance, health, and safety codes Mid‐Term Goals: • Encourage development of entertainment businesses where appropriate • Encourage the development of Senior Housing • Consider design guidelines for new development (with incentives to include) • Continue enforcement of lighting ordinance on new development Appendix – Public Input Notes xvi
Appendix B
Memo to City of Dripping Springs City Council
Appendix B – Memo to City of Dripping Springs City Council
i
To: The City of Dripping Springs City Council
From: Tessa S Doehrman, Community Development Representative, Pedernales Electric
Cooperative, Inc.
Date: December 9, 2010
Subject: City of Dripping Springs Comprehensive Plan
The proposed City of Dripping Springs Comprehensive Plan (Plan) is a product of a lengthy
process that involved a City of Dripping Springs Council (Council) appointed steering
committee, public input, and research. Approximately, 19 months ago members of the PEC
and LCRA Community and Economic Development groups began working with a steering
committee of 12 individuals appointed by the Council. The objective of this group was to guide
and direct the comprehensive planning process by providing community insight, ideas, and
direction.
The steering committee worked with PEC and LCRA to facilitate a public input process which
included a citizen survey as well as a number of topic specific focus groups and town hall
meetings. From the public input process, the steering committee was able to identify goals
and objectives outlined by the citizens of Dripping Springs. These goals and objectives were
developed into action items that are included as a part of the Plan.
Once a draft of the Plan was prepared, Council requested a second phase of public input
which included a town hall meeting and presentation to the Planning and Zoning Commission
(Commission). Attached are comments, collected from the Commission and citizens, include
recommendations for Plan changes and implementation. As a note, the Commission
recommends the adoption of the Plan as well as the creation of an Implementation Committee.
This Implementation Committee will aid in the oversight and project development of the Plan
recommendations. To complete the comprehensive planning process, Council can choose to
adopt the proposed plan as a guide for city elected officials, administrators, and staff.
On behalf of PEC and LCRA, it has been an honor working with the City of Dripping Springs in
the development of the City of Dripping Springs Comprehensive Plan. We hope that this
planning and fact collecting exercise will help the City of Dripping Springs in understanding the
needs of the citizens and will service as a guide for future growth, development, and land use.
Thank you for allowing us the opportunity to work within your community.
Feel free to contact me with questions.
Tessa S Doehrman
Community Development Representative
Pedernales Electric Cooperative, Inc
Page 1 of 1
Doehrman, Tessa
From:
Charles Busbey [busbeyscf@verizon.net]
Sent:
Monday, December 06, 2010 5:04 AM
To:
Doehrman, Tessa
Subject: Dripping Springs Comp PLan
Tessa, Attached are the comments I made initially to the comp plan. I understand that our comments should focus on the specific actions (second half of the plan…the implementation guide) but I believe that the whole thing needs a major “makeover.” My opinion is that this plan was put together by a VERY SMALL number of folks from this area, a number of whom don’t live in the city limits and consequently DON’T PAY CITY AD VALOREM TAX. There are too many pie‐in‐the‐sky things in this plan (all the parks, bicycle trails, acquisition of the “Dripping Springs”, etc.) that would cost a great deal of money when the city should perhaps look at other things first (city police force, more street maintenance, etc.) Something that must be kept in mind…parks are great, but they consume resources rather than providing a positive return (look at city expenses and revenues.) Our development ordinances require dedication of parks or open spaces (or cash in lieu of.) Some of these parks may in the future become part of the city park system, which means that the city will have to maintain them. My concern is that we may end up with a larger park system than we can adequately maintain. There were WAY too many actions listed with “city staff” as the action agency…I don’t believe it’s realistic for the city staff to get all these done by the 3‐ and 6‐month deadlines. My opinion is that the “sustainable community” goal should be trashed…I still have yet to have someone explain exactly what a “sustainable community” is. I have a suggestion: Drippin’ should be a PROSPEROUS City. The “community” moniker is overused…Drippin’ is a CITY, and that includes the ETJ. All the verbiage having to do with “walking and cycling in the community are encouraged” should be prioritized way down the priority list. I’m skeptical if this is really a goal of this city, and I don’t think it should be, unless a very minor one. Another piece which I especially DO NOT WANT TO HAPPEN is for an institution of higher learning to put a campus here. This means higher taxes, for one thing, and our DSISD school taxes are too high as is. There are more than enough educational opportunities in the area, not to mention the Virtual College of Texas and all the other online courses available from MANY sources. I hope this provides enough comment for the city council to seriously consider changing this plan significantly before approving it. Charlie Busbey Commissioner, Planning and Zoning Commission 12/9/2010
Following are comments/recommendations for the City of Dripping Springs DRAFT Comprehensive plan: In order to try to keep my comments short, I will use the acronym “TF‐FG” to describe wording that I feel is useless and should be discarded (TF‐FG means “touchy feely‐feel good.”) As a general comment, the description of Dripping Springs as a “community” should be minimized. Dripping Springs was incorporated as a city in 1981. Residents of the city proper pay city taxes and vote in city elections. For all those residents in the ETJ and those in the D.S. school district who feel they need to help direct the future of the City of Dripping Springs, there should be a minimal amount of attention paid. They may have many wonderful ideas about park systems and other improvements but the bottom line is that they aren’t paying for it. Executive Summary: Drop “sustainable community” from the list of values. The word “sustainable” has been overused, especially by passionate environmental enthusiasts to describe something which only in their minds is indeed “sustainable,” but in reality, may not be. With sufficient effort, almost anything is “sustainable.” From my observation and participation in the planning process, there was actually a very small percentage of citizens of Dripping Springs who participated in the process and I doubt VERY seriously that very many in our City would even mention “sustainable community” as one of their values. The “welcomes all residents” value is TF‐FG. We don’t welcome sexual predators, drug dealers, nor car thieves among others. Drop this “value.” Page 15, land use. What is meant by the phrase ”protecting prime agricultural properties?” Protecting from what, and by what authority? What is meant by “protecting small town character?” What law allows the city to do this? Page 16,under the subtitle “Residential.” The statement about a shortage of multi‐family residences is TF‐FG. Drop it. People are “priced‐out” of living areas all over the country. If a shortage of residences is actually a problem, the City should modify its ordinances to not require open space or parkland dedication by developers (for some excellent material on this subject see “The Housing Boom and Bust” by Dr. Thomas Sowell.) Page 17. under “Future land Use”. The first sentence states”…residents do not want to see more growth in the area.” This seems in direct opposition to a City that “welcomes all residents,” does it not? Again the phrase “…protecting the small town character…” is used. I submit that this is not something that can be attained by city ordinance but by the attitudes and actions of its citizens. Page 19. under “Recommendations”. The first sentence states ”Given expected growth in Dripping Springs, the pattern of development will have to change to accommodate it.” Earlier it was stated that the citizens don’t want growth, so why is it “given” that growth will occur? Also, who says that the pattern of development will have to change? Page 20. Again, regarding the requirement of developers to set aside “open space,” I suggest reading Dr. Sowell’s book (mentioned above.) It provides some insight about the results of government‐
mandated land use. Also, the discussion on page 20 about trails and parks and places for children to play identifies them as key issues during the public input phase, but these are very costly not only to develop, but to MAINTAIN. One must remember, too that all the residences in the area that have large lots already contain play areas. All the verbiage about “sense of community” and “small town character” is TF‐FG. Page 22. “Sustainable Community.” In addition to the comments about this value made above, here are more: “Walking and cycling are encouraged throughout the community.” From where did this statement come? It looks very much to me like an “agenda” from someone or some group. Walking and cycling are great exercise, but should not be significant factors in city planning of Dripping Springs. It is mentioned in the draft document about the importance of maintaining a rural character, yet one may check the cities in Llano County, Mason County, Burnett County, etc. which are by and large rural and he will find few (if any) bicycle lanes or hike‐and‐bike trails. A grand plan to turn Dripping Springs into an appendage of Austin (or Portland, OR) will do more to remove “rural character” than to preserve it. Many of the residents of this area are spread out and would not bicycle to HEB to purchase bags of groceries, especially in the heat of summer. Bicyclists (regardless of established “bike lanes”) do not mix well with traffic travelling at 45‐55 miles‐per‐hour. The monetary cost of this agenda, not to mention its impropriety for this area should be seriously considered by the city before adopting it. Page 24. The discussion on this page basically continues the connected trails, open space idea. Again, as presented it sounds lovely but should be very carefully analyzed before any commitment by the city. The maintenance of this “system” alone will have considerable monetary costs. Who would police such an artery? How would the City be affected the first time a child was assaulted along a secluded section of a trail by a creek? Would parents even allow their children to walk or bicycle to a friend’s house for what could be miles away? The city takes on a tremendous liability for this type of project. Although walking and cycling are very good exercise, I doubt seriously that with the distances travelled by most area residents that hiking and biking are going to replace very much vehicular traffic. Page 27. “Agricultural Heritage” The city should be very cautious about spending public money to dictate land use. Property throughout the Texas Hill Country has increased substantially in value over the past ten years. Economics unencumbered with invasive governmental influence dictates this in the form of supply and demand. Land used for years to raise livestock, predominantly cattle is priced such that one wouldn’t make such a business decision to purchase it solely for that purpose. This is especially the case in the Dripping Springs area. There are methods for a property owner to dedicate his ranch land for non‐development and he should be free to do so. I believe it is not the duty of a governmental entity such as the City of Dripping Springs to go any farther than encouraging this. Page 30. Lighting Ordinance. I’m not sure what “dark skies” have to do with “small town character,” but I feel that the only reason the city should regulate lighting should be safety…specifically automobile safety. Page 37. “Acquire historic springs…” I’m not convinced that this could be done without the expenditure of a great deal of public money and if the springs were acquired, would they really draw a bunch of tourists? Not sure that this is such a great an idea. Page 38. Why should the city create residential design guidelines?? I think that this concept is treading on a land owner’s rights. Just because the city CAN regulate things doesn’t mean they SHOULD regulate things!! Page 45. “Encourage the establishment of a higher education facility” ABSOLUTELY NOT!!!! There are multiple locations all around the central Texas area, as well as distance education accessed from the internet. We do not need to be paying any more taxes, which is exactly what a higher education facility would require. My employer for the past 15 years is the Texas Higher Education Coordinating Board. Far too often I hear about insufficient money available to meet the ever‐higher cost of higher education, but seldom do I hear about cutting the cost. College costs have far exceeded inflation and cost‐of‐living figures for a number of years…a fact that is not “sustainable.” We do NOT need a higher education facility sucking up more in tax dollars. Page 56. “Consider a landscape ordinance for residential development.” NO. The intent may to not be “oppressive” but too often that’s exactly what happens. The city should not start dictating what citizens do with their yards. They may encourage things but they should not dictate by ordinance. DS Comprehensive Plan Feedback Larry McClung Planning & Zoning Commission General • Overall an excellent piece of work – no major disagreements with the results • Some comments made that the plan includes things/resources the City doesn’t control – I disagree o Entities like the Chamber and DS Water are integral parts of this community and as such, should be included in the formation and implementation of this plan o We should continue to solicit their input and support Implementation Guidelines • Needs a comprehensive Project Plan with timelines, accountabilities, budgets, priorities • Too many recommendations compressed into 2011‐12 without consideration of impact on resources • Many recommendations overlap, even with some in different categories – examples o Several are related to parks and public spaces – consider consolidation o Many are related to review/mods to development ordinances o Two addressing annexation could be combined • Several recommendations assume the buy‐in and support of entities outside City control, such as Chamber, DS Water, or DSISD o Need to validate these assumptions and enroll these entities in the process • Some recommendations (ex: Well Educated Workforce) lack timelines/responsibilities Recommendations/suggestions • Create and organize an Implementation Steering Committee o Accountable to Council & P&Z o Provide guidance and oversight to Implementation teams ƒ Resources, priorities, conflicts, escalations o Meets quarterly, reports progress to Council and P&Z o One member from each major entity – Council, P&Z, City Staff, Parks, Historical, Chamber/Eco Dev, Public, etc. • Categorize, Group and Condense the initiatives o Combine and group recommendations based on overlapping subject matter, resources, results achieved – reduce to a more manageable number ƒ Many single initiatives contribute to multiple goals ƒ Achieving some contributes to achievement of others • Set priorities & develop implementation strategies for each recommendation/group o Rate each (1 to 10) based on a) Impact or contribution to the goals, and b) difficulty/cost/complexity of implementation – plot on a chart (below) o Set a strategy based on the combined ratings See chart below… Implementation Strategies
High
Impact
Just do it
Phased/Systemic
Sell it first
Low
Reconsider
Difficulty/Cost/Complexity
High
Page 1 of 1
Doehrman, Tessa
From:
Whit Smith [whit@smith-structural.com]
Sent:
Tuesday, December 07, 2010 7:11 PM
To:
Doehrman, Tessa
Subject: Comp Plan Comments
Tessa,
I apologize for my delay in getting comments to you. I realize I’m a day late on the deadline. My
comments are as follows:
I think the Comprehensive Plan (plan) is a step in the right direction. Some of the desires expressed
by the community are not personal goals of mine for the city, but it is something I can appreciate.
For example, some people said they wanted bike lines. I worry encouraging cycling on busy
roadways creates an unsafe situation for both the driver and the cyclist. I would prefer to see more
of a designated cycling area, similar to the Veloway in Austin. I have several similar comments, but
I don’t think my role as a Planning and Zoning Commissioner should be to comment on public
preference but rather to discuss how to implement the public’s goals for Dripping Springs.
The best way I see to improve Dripping Springs is through the residents themselves. I do not want
to see taxes raised or additional burden placed on city staff to accomplish these goals. Committees
compromised of local volunteers should be formed to accomplish each task. Increase the public
profile of the task by bringing attention to it (publish articles, identify committee members). Set
well-defined goals with deadlines. Publish and celebrate milestones. If money needs to be raised, is
should be done by fund-raising and donations.
I realize this may be easier said than done, but this is more my line of thinking. I think many of the
comments that made their way into the plan were made by folks in the ETJ who have very little
skin in the game. By engaging the public for volunteers and donations, it will become apparent how
much they really want something. Anybody who comes to the city with a grievance or concern
should be heard out and then asked, “When would you like to start a task force to solve this
problem?” This will instill a sense of community pride, rather than resentment of taxes and overworked staff.
Otherwise, I support the plan. I do not see it as something that should be forced on the city, public,
or future developments, but I consider it a good “wish list”. It could be presented to a church who is
seeking to expand their volunteerism or a developer who is trying to get a sense of what Dripping
Springs is about.
Thanks for all of your hard work on this.
Whit Smith
12/9/2010
Page 1 of 2
Doehrman, Tessa
From:
Doehrman, Tessa
Sent:
Thursday, December 09, 2010 2:16 PM
To:
Doehrman, Tessa
Subject: FW: Comments on DS Comprehensive Plan
From: ROGER G GRACE [mailto:roger.grace@me.com]
Sent: Friday, October 01, 2010 8:02 AM
To: Chris Holtkamp
Subject: Comments on DS Comprehensive Plan
Chris,
First, congratulations to everyone involved on the quality of the plan. It does an excellent job of
relating value statements to specific actions and is a very readable and understandable document.
Having read through the plan, I'd like to offer a few comments:
General Comments
1) The plan needs to incorporate objectives that will guide city officials in determining whether enough
has been accomplished to be consistent with the value statements.
Example – DS is an active community; park facilities need to be improved. At what level of park
utilization would be park improvements be considered sufficient?
2) The plan does not address Dripping Springs' status in the region, or the impact that regional changes
(politics, demographics, economics) might have on the city and ETJ. It might benefit from statements
that identify conditions - other than time - that might reinforce the need to update the plan .
Other Comments
3) The plan does not address safety of DS citizens. Other than ‘Welcoming All’, which seems to focus
on housing and appearance, nothing in the value statements speaks to safety and security in DS. Given
that we are:
a. Encouraging families to walk/bike between venues;
b. Anticipating significant growth; and
c. Attracting business to change DS from a ‘bedroom community’ into one with local jobs …
We need to ensure that the plan accounts for sufficient fire, police and EMT services to maintain a safe
environment - especially for our children and elders.
4)The plan calls for high-density housing within the existing city limits, yet does not address the impact
that growth will have on the schools. Recently, new developments have been required to set aside
sufficient space for educational facilities. That strategy may not work if the new housing lies within the
city limits.
12/9/2010
Page 2 of 2
5) County and ISD representatives need an opportunity to assess the potential impacts of DS’ plan,
before it is finalized. A portion of the plan needs to address the mechanisms by which city, county and
ISD officials can ensure that city priorities and growth don’t surprise the other servicing agencies.
Regards,
Roger Grace
400 Shadywood Ln
Hidden Springs Ranch
12/9/2010
Comments from City of Dripping Springs Attorney Allen Bojorquez
•
•
I always though City leaders wanted area to be more of a tourist destination, yet
the Plan seems weak on that objective.
Material on landscaping and tree preservation could be strengthened.