⬚ figure

99 SQ MILES

A VISION FOR ARLINGTON’S FUTURE

The Comprehensive Plan Adopted March 17, 2015

(blank page)

Ordinance No. 15 - 014

An ordinance adopting 99 square miles - the Comprehensive Plan for the City of Arlington which shall act as the Master or General plan for the City and its extraterritorial jurisdiction to guide the overall physical growth of the community and the provision of public facilities and services; adopting supporting studies and plans; directing future studies and plans to conform to such plan; directing the preparation of an updated implementation plan; setting forth requirements for review and amendment to the plan; providing this ordinance be cumulative; providing for severability; providing for governmental immunity; providing for injunctions; providing for publication and becoming effective ten days after first publication

WHEREAS, Texas Local Government Code, Section 213.002, authorizes municipalities to adopt a comprehensive plan for the long-range development of the municipality; and

WHEREAS, the Comprehensive Plan for the City of Arlington was adopted on December 15, 1992, by Ordinance No. 92-133, as the Master or General Plan for the City of Arlington and its extraterritorial jurisdiction to guide the overall physical growth of the community and the provision of public facilities and services; and

WHEREAS, six Sector Plans — East, Southeast, North, Central, Southwest, and West — were adopted between 1997 and 2001 focusing on the diversity of the issues affecting different parts of the city; and

WHEREAS, in 2002, a Visioning Process was completed, led by 10 stakeholder groups and a 33-member Futures Committee, and was designed to get more citizens involved, raise awareness of community issues, obtain public input from multiple avenues, foster partnerships and coalitions, promote public discussion about the City of Arlington’s future, and develop the initial goals which served as the foundation on which update of the 1992 Comprehensive Plan was built; and

WHEREAS, the City Council directed that an updated Comprehensive Plan be prepared for the City of Arlington and its extraterritorial jurisdiction to address growth and redevelopment, housing, economic development, land uses, transportation, and the environment; and

WHEREAS, in 2013, a 26-member Comprehensive Plan Advisory Committee made up of a diverse group of Arlington stakeholders was established to work with the city on the Comprehensive Plan update and provide community-based participation and feedback; identify vital issues; act as a sounding board

and review body; help build consensus; share information at public outreach events; and, strive to balance the specific interest they may represent with a broad understanding of all residents’ needs within the City; and

WHEREAS, an updated comprehensive plan draft titled 99 Square Miles – the Comprehensive Plan was prepared for public review and comment; and

WHEREAS, on February 18, 2015, a public hearing was held before the Planning and Zoning Commission at which the public was given the opportunity to give testimony and present written evidence on 99 Square Miles – the Comprehensive Plan; and

WHEREAS, the Planning and Zoning Commission voted to recommend approval of 99 Square Miles – the Comprehensive Plan to the City Council; and

WHEREAS, on March 3, 2015, a public hearing was held before the City Council, at which the public was given the opportunity to give testimony and present written evidence on 99 Square Miles – the Comprehensive Plan; and

WHEREAS, the City Council finds that it is in the best interest of the citizens of the City of Arlington to approve and adopt 99 Square Miles – the Comprehensive Plan, said Comprehensive Plan being in furtherance of the public health, safety, and welfare; NOW THEREFORE

BE IT ORDAINED BY THE CITY COUNCIL OF THE CITY OF ARLINGTON, TEXAS:

That the City Council hereby approves and adopts 99 Square Miles – the Comprehensive Plan for the City of Arlington, Texas.

99 Square Miles – the Comprehensive Plan is intended to serve as a policy guide for the City Council, City Boards and Commissions, City Staff and the public for evaluating and reviewing the physical development of the City and such regulations and as may be utilized to implement the goals and policies of 99 Square Miles – the Comprehensive Plan within the City of Arlington, Texas.

Existing and future plans, studies, ordinances and initiatives will serve as implementation tools and/or components of 99 Square Miles – the Comprehensive Plan and provide detailed policies and strategies related, but not limited to, neighborhoods, transportation, economic development, community service, human service, public safety, housing, parks and open spaces, zoning, city and building codes, and capital improvement plans.

99 Square Miles - the Comprehensive Plan shall amend, supersede, and replace the previous Comprehensive Plan adopted on December 15, 1992, by Ordinance No. 92-133, and sector plans, as amended.

As set forth in more detail in 99 Square Miles - the Comprehensive Plan, the goals, strategies, actions, projects, and initiatives shall guide the implementation of 99 Square Miles - the Comprehensive Plan and shall be monitored, evaluated, and periodically amended. City Council recommends the development of alliances necessary to accomplish the strategies identified in 99 Square Miles - the Comprehensive Plan.

Future amendments to 99 Square Miles - the Comprehensive Plan and all plans, studies, and ordinances that serve as components of 99 Square Miles — the Comprehensive Plan shall be adopted as required by law after a hearing at which the public is given the opportunity to give testimony and present written evidence, and review by the Planning and Zoning Commission. 99 Square Miles — the Comprehensive Plan shall not constitute zoning regulations or establish zoning district boundaries.

A copy of 99 Square Miles - the Comprehensive Plan is available for viewing in the City Secretary's Office and incorporated herein for all intents and purposes.

This ordinance shall be and is hereby declared to be cumulative of all other ordinances of the City of Arlington, and this ordinance shall not operate to repeal or affect any of such other ordinances except insofar as the provisions thereof might be inconsistent or in conflict with the provisions of this ordinance, in which event such conflicting provisions, if any, in such other ordinance or ordinances are hereby repealed.

If any section, subsection, sentence, clause or phrase of this ordinance is for any reason held to be unconstitutional, such holding shall not affect the validity of the remaining portions of this ordinance.

All of the regulations provided in this ordinance are hereby declared to be governmental and for the health, safety and welfare of the general public. Any member of the City Council or any City official or employee charged with the enforcement of this

ordinance, acting for the City of Arlington in the discharge of his/her duties, shall not thereby render himself/herself personally liable; and he/she is hereby relieved from all personal liability for any damage that might accrue to persons or property as a result of any act required or permitted in the discharge of his/her said duties.

Any violation of this ordinance can be enjoined by a suit filed in the name of the City of Arlington in a court of competent jurisdiction, and this remedy shall be in addition to any penal provision in this ordinance or in the Code of the City of Arlington.

The caption and penalty clause of this ordinance shall be published in a newspaper of general circulation in the City of Arlington, Texas, in compliance with the provisions of Article VII, Section 15, of the City Charter. Further, this ordinance may be published in pamphlet form and shall be admissible in such form in any court, as provided by law.

This ordinance shall become effective ten days after first publication.

PRESENTED AND GIVEN FIRST READING on the 3rd day of March, 2015, at a regular meeting of the City Council of the City of Arlington, Texas; and GIVEN SECOND READING, passed and approved on the 17th day of March, 2015, by a vote of 7 ayes and 0 nays at a regular meeting of the City Council of the City of Arlington, Texas.

⬚ figure ROBERT N. CLUCK, Mayor

ATTEST:

⬚ figure MARY W. SUPINO, City Secretary

APPROVED AS TO FORM: TERIS SOLIS, City Attorney

BY: ⬚ figure

⬚ figure

99 SQ MILES

A VISION FOR ARLINGTON'S FUTURE

The Comprehensive Plan

Acknowledgements (2015)

Sincere thanks are owed to the many residents, community organizations, stakeholders, appointed and elected officials, and city staff (past and present) who contributed to 99 Square Miles, the City of Arlington’s Comprehensive Plan.

City Council

Dr. Robert Cluck, Mayor Jimmy Bennett Sheri Capehart Michael Glaspie Charlie Parker Robert Rivera Robert Shepard Kathryn Wilemon Lana Wolff

City Manager’s Office

Trey Yelverton Jim Parajon, FAICP

Planning and Zoning Commission

Kevin McGlaun, Chair Harry Croxton Larry Fowler Clete McAlister Vera McKissic Patrick Reilly Ron Smith Samuel Smith III Michael Talambas

Comprehensive Plan Advisory Committee

Rebecca Boxall Laura Capik Amy Cearnal Justin Chapa Nichole Collett Ann Foss Peter Hatton Larry Johnson Connie Kerr Alan Klein Patrick Loc Yen Nguyen Elizabeth Owens Angela Pacheco Andrew Piel Anthony Powell

Alisa Simmons

Ron Smith

Mike Talambas

Liem Tran

Glenn Troutman

Jeff Williams

Community Development and Planning Department

Comprehensive Plan Team

Bridgett White, AICP, Interim Director

Elaine Dennehy, AICP, Planning Manager

Clayton Husband, AICP, Principal Planner

Sarah Stubblefield, Planner

Additional Contributing Members

Lyndsay Mitchell, AICP, Principal Planner

Christina Sebastian, AICP, Senior Planner

Gincy Thoppil, AICP, Planning Manager

Alicia Winkelblech, AICP, Planning Manager

City Departments and Others

Arlington Urban Design Center

Aviation

City Manager’s Office

Fire

Libraries

Economic Development

Office of Communication

Parks and Recreation

Police

Public Works and Transportation

Water Utilities

⬚ figure

Arlington, Texas... 99 square miles of diverse neighborhoods, businesses, amenities and opportunities.

⬚ figure

Understand The Plan

Value Our Neighborhoods

⬚ figure

Get Around

⬚ figure

⬚ figure

Grow Our Businesses

⬚ figure

Protect Our Resources

Develop Our Land

⬚ figure

Learn More

⬚ figure

Table of Contents

2 ACKNOWLEDGEMENTS

7 INTRODUCTION

Purpose | Planning in Arlington | Citizen Participation | Organization | City Profile

18 UNDERSTAND THE PLAN

City Vision | Horizon Issues and Priorities | Goals, Strategies and Actions | Implementation | Catalyst Projects

44 VALUE OUR NEIGHBORHOODS

People | Places | Services | Strategies and Actions

65 GET AROUND

Roadways | Transportation Alternatives | Rail | Aviation | Strategies and Actions

82 GROW OUR BUSINESSES

Economic Development Future | Target Industries | Strategies and Actions

95 PROTECT OUR RESOURCES

Land | Water | Air | Energy | Strategies and Actions

109 DEVELOP OUR LAND

Existing Land Use | Carrying Capacity Analysis | Development Focus Areas | Evaluating Development Proposals | Strategies and Actions

137 LEARN MORE

Visioning Process | Demographics | Housing | Existing Land Use

⬚ figure

Points of Interest

1 River Legacy Parks 2 AT&T Stadium (Dallas Cowboys) 3 Globe Life Park (Texas Rangers) 4 Six Flags Hurricane Harbor 5 Six Flags Over Texas 6 Downtown Arlington 7 University of Texas at Arlington 8 Arlington Baptist College 9 Tarrant County College 10 Tierra Verde Golf Club 11 Martin Luther King Jr Sports Center 12 Harold Patterson Sports Center 13 Lake Arlington 14 J.W. Dunlop Sports Center 15 Arlington Municipal Airport 16 Great Southwest Industrial District

⬚ figure

99^SQ_MI

Introduction

Purpose

Centrally located in one of the fastest growing regions of the country, Arlington is a diverse community in the North Texas area. Its location combined with the city's proximity to major highways, Interstates 20 and 30, as well as the Dallas-Fort Worth International Airport and other airports, make Arlington a destination for those who choose to live in quality neighborhoods with convenient access to the rest of North Texas and the state as a whole.

If Arlington is to continue to be a viable regional and national competitor, strategic planning for the city’s growth and redevelopment is important. Good planning will help Arlington address its growth and development challenges, including:

How does the city accomplish growth while maintaining its quality of life and retaining what makes Arlington special?

How will the city manage growth?

How do we make our land uses more supportive of walkable neighborhoods?

How do we sustain our environment for the present and renew it for the future?

How do we provide attractive and high quality housing options?

How does Arlington better connect land use with various means of transportation resulting in maximizing mobility?

How do we position Arlington to remain nationally and internationally competitive with a strong economy?

The city’s Comprehensive Plan is the key policy document that provides goals, strategies, and action steps for Arlington to grow and prosper as a 21st century city. The document provides an integrated approach to all aspects of Arlington’s development with an emphasis on environmental, economic and social sustainability; enhancing land use and transportation coordination; and developing attractive and prosperous neighborhoods for all residents of the city. It is of particular interest to elected officials who adopt and fund its implementation, appointed officials who use it to guide decisions, as well as city departments who are charged with its implementation.

The Comprehensive Plan seeks to:

• Build on the ideas and guidance from the many participants in the planning process.
• Establish the vision for what Arlington can achieve and aspires to achieve over the next 20 years.
• Consolidate and coordinate in one comprehensive document the policies that relate to the city’s physical and economic growth and development.
• Guide decision-making and evaluation of zoning map and text amendments and discretionary development approvals.
• Identify short and long-term strategic actions for the city to undertake.
• Provide the basis for orderly, consistent and predictable land use decision making.

Planning in Arlington

Since 1952, the City of Arlington has used comprehensive plans to establish policies that respond to the requirements and aspirations of the city’s residents and thus influence social, economic and physical development. The last Comprehensive Plan (1992) focused on citywide issues generated by significant citizen participation. The 1992 Plan was followed by a series of area or sector plans completed between 1997 and 2001, which focused on the diversity of the issues affecting different parts of the city. These sector plans contained specific implementation strategies to address the needs unique to each sector.

The updated Comprehensive Plan is intended to manage growth and change in Arlington for the next 20 years. Once adopted, it will replace the previously

⬚ figure

completed sector plans as it outlines policies for growth on a citywide basis. It should be understood that the future described in this document cannot be achieved all at once. Over the life of the Plan, growth likely will occur more slowly at times, more rapidly at others and in somewhat different patterns and sequences than is currently foreseen. An effective plan must be flexible enough to succeed within a range of likely conditions and be adjusted as those conditions are monitored and evaluated, while maintaining a steady aim at its ultimate goals.

It also should be noted that managing the city’s growth and change cannot be solely addressed through the Comprehensive Plan, and it is necessary to develop other issue-specific plans in the city. The Comprehensive Plan, however, should serve as the single document that outlines the general direction for the city and with which all other plans align. Since adoption of the city’s 1992 Comprehensive Plan and the six sector plans, a variety of plans, ordinances, and initiatives have been adopted that provide detailed policies and strategies

for Arlington’ growth including, but not limited to, neighborhoods, transportation, economic development, community service, human service, public safety, housing, parks and open spaces, zoning, city and building codes, and capital improvement plans. Arlington must also be cognizant of other local and state as well as school district plans that affect its role as a competitive city in the North Texas region.

Citizen Participation

An initial update of the Comprehensive Plan included an extensive citywide Visioning Process that helped set a foundation upon which the Plan has been built. The process included the city’s first online discussion forum designed to get more people involved and to raise awareness of community issues. There were multiple avenues for general public input including surveys, public meetings, workshops and social media. The process fostered partnerships and coalitions while also raising public awareness and promoting public discussion about the city’s future.

The Visioning Process was led by 10 stakeholder groups. These groups ranged from Arts and Culture to Youth and Recreation, and were comprised of leaders from 100 organizations that pledged their commitment to the Process. In addition, a Futures Committee was formed of 30 stakeholder representatives and five at-large members appointed by Council. The function of the Committee was to help develop initial goals and guide the visioning process. (A list of the individuals and organizations who participated in this process is included in the Appendix.)

In 2013, Council appointed a Comprehensive Plan Advisory Committee (CPAC) tasked to work with the city in completing the Comprehensive Plan update. The CPAC provided community-based participation and feedback and identified vital issues for inclusion in the Comprehensive Plan if the City of Arlington is to remain a pre-eminent city in North Texas.

Organization

The Comprehensive Plan is divided into the following sections.

⬚ figure

Understand the Plan: This section provides a summary of the goals, strategies, and catalyst projects identified to accomplish the city’s vision.

Value our Neighborhoods: Neighborhoods are the foundation of any vibrant city. This section focuses on building neighborhoods that provide access to a compatible balance of housing, employment, retail, education, and recreational resources, which will provide lasting value to the city and promote reinvestment.

⬚ figure

Get Around: A well-developed transportation strategy is a key component in the city’s plan to be a strong competitor in the global economy as it will dictate mobility, access, and economic development opportunities. This section outlines the elements and steps necessary to achieve a well-connected transportation network.

⬚ figure

Grow our Businesses: The city is a collection of assets and will need to improve the value and performance of new and existing assets in a way that benefits the city’s financial

⬚ figure

condition over the long term. This section builds on those assets and provides policies for a growing and competitive economy that is essential to great neighborhoods.

Protect our Resources: A city with a reputation for high quality of life preserves its natural features and open spaces, while protecting and wisely managing natural resources. This section describes how maintaining a healthy environment can protect public health and preserve natural resources by developing and implementing plans for sustainability.

Develop our Land: Transportation, economic development, public utilities, and environmental protection impact land use patterns; therefore, land use must be considered comprehensively. With less developable land available, the approach to development should be strategic in addressing the city’s future land development and redevelopment.

Learn More: The Appendix presents additional background information and analysis.

City Profile

Historic Trends

Population - From the city’s founding through the Great Depression and World War II, population growth was slow but steady. The surging post-war economy, as well as Arlington’s location between Dallas and Fort Worth, contributed to a dramatic population increase.

By 1960, Arlington’s population was six times larger than it was in 1950, climbing from 7,692 to 44,775. During the decades that followed, the continued growth of the city was contributed to the large-scale annexation of developable land, the opening of Interstate 20 and the Dallas-Fort Worth International Airport in the mid-1970s, and a strong regional economy. The rate of city’s population growth peaked during the 1980s. By 2010, the population was more than 47 times greater than it was in 1950.

The ethnic makeup of the City of Arlington has also changed significantly over the last 20 years, indicating that the city has become a diverse and global city. Historically the majority, the White population in Arlington, decreased to 59 percent in 2010. All other races and ethnicities, however, increased over the last 20 years. The Hispanic population has grown the most by nearly 77,000 people (over 330 percent). By 2010, 27.4 percent of the city’s total population identified themselves as being of Hispanic or Latino origin.

Housing - During the decade from 2000 to 2010, the number of total housing units in Arlington grew by 9.5 percent. This housing unit growth rate is smaller than the one experienced during the 1990s, (16.3 percent), but is still significant.

The geographic focus of recent residential development was south of Interstate 20. This area of the city accounted for 65 percent (11,000+ units) of construction

totals in the last decade. Between 2000 and 2010, residential construction trends have favored single family development over multi-family development. For example, year-end 2000 housing estimates indicated a housing mix of 62.5 percent single family and 37.5 percent multi-family housing units. By 2010, the housing distribution had shifted to 68.8 percent single family and 31.1 percent multi-family housing units.

Employment – Including institutional and non-profit establishments, Arlington had four employers with more than 2,000 employees in 1991. By 2010, Arlington had six such employers. The 11 largest employers (over 1,000 employees) accounted for approximately 29,700 of the 192,254 estimated jobs in 2010. However, the vast majority of these jobs was largely part-time and seasonal or represented institutional/public sector employees. The remaining large employers were in the finance, insurance, or medical related industries.

⬚ figure

⬚ figure

Current Conditions

Population

The city’s population was estimated at 368,644 at the end of 2013 having added 1,468 residents since the previous year. The bulk (67 percent) of this population growth occurred in the north and southeast areas of the city. Distribution of the city’s population remains unchanged from 2012 with the highest concentrations of residents living in the east and southeast areas of the city.

As the city has continued to increase in population, so has the diversity of its population. Since 2000, the percentage of minorities has increased 11 percent and accounted for approximately 35 percent of the city’s population in 2013. Additionally, the percentage of residents of Hispanic or Latino origin increased by 53 percent to account for 28 percent of the total population in 2013.

Housing

The City of Arlington added 534 housing units in 2013, a 0.4 percent unit increase since 2012. Single family unit construction dominated growth totals for 2013 although 36 new multi-family units were constructed. At the end of 2013, the overall mix of housing types within the city was 69 percent single family (100,841 units) and 31 percent multi-family (44,952 units).

The number of single family housing units heavily outweighed the number of multi-family units in the southeast, southwest, and west areas of the city in 2013. The housing mix was more evenly distributed in the central and east areas with approximately 49 percent and 58 percent, respectively, of the total sector dwelling units being single family. The north area had the greatest proportion of multi-family units, with just over 67 percent. It also had the largest number of multi-family units (15,367). The second largest number of multi-family units was found in the east area (13,985). These two areas of the city accounted for almost two-thirds (65 percent) of the City's multi-family housing stock in 2013, while maintaining just 38 percent of the City's total housing stock.

The impact of continued housing and population growth on the city's density cannot be overstated. As the population of the city grows, the ratio of residentially developed acreage relative to the number of people living in the city will decrease. In 2013, the average number of housing units per acre of residentially developed land remained at approximately six units. This number remains unchanged from that of 2012.

Employment

By the end of 2013, the city had eight employers with more than 2,000 employees. However, the largest percentage of jobs continues to be in the low-wage sectors related to hospitality and food services with less growth in high-wage sectors.

(A detailed community profile is included in the Appendix.)

Understand The Plan

City Vision

A pre-eminent city providing an exemplary, safe environment in which to live, learn, work and play.

Horizon Issues and Priorities

In 2012, city leaders embarked upon a strategic foresight process to identify important emerging issues and trends the city will need to address in the future but are “just beyond the horizon.” The issues identified included societal trends, industry trends, political factors, economic climate, technology factors, citizen expectations, and uncertainties. In an effort to address the issues identified, potential actions were then pinpointed that the city should consider in the future. As applicable, these actions have been incorporated into the updated Comprehensive Plan.

Housing Supply – residential capacity/inventory; housing opportunities for active seniors, young professionals, etc.; housing choices; rental standards

Economic Development/Redevelopment – high potential neighborhoods; urban development vs. suburban mentality; diversification and increasing tax base; integrate urban living; changing population demographics; implement a targeted development investment program

Regional Mobility – regional connections; regional mobility

Quality Neighborhoods – continuing need to raise the standard of living; need for more public safety and code enforcement; city beautification; investment/ incentives for urban beautification; improve “curb appeal”; neighborhood amenities, i.e., parks, transit; address perception of crime; higher standards for development and code compliance

Natural Resources Management – limited resources such as land and water; water conservation; air quality

Citizen Relationships – collective view of Arlington/inclusiveness; connectivity with residents, communication and engagement – tell one story, capture “good” employee actions, positive community feedback and publicity; clearly articulate the role of government, capacity, limitations, expectations; development of a strategy for engaging the community in the delivery of “non-core” services such as parks, libraries, animal services, arts and culture

Strategic Partnerships – Downtown Arlington Partnership; changing educational model; workforce development, collaboration – among departments, with other governments, among local partners, among interested

citizens; solidify partnerships with educational providers to give citizens better access to training/education that enhances their personal income/earning potential

Organizational Viability – cost of doing business, i.e., personnel costs; efficiency and effectiveness of service delivery; financial uncertainty; human capital – resources, compensation, training, attraction, retention; attraction and retention of talent; pending retirements – employees, Council members; define needs vs expectations; adequate resources and staffing for demand; resident expectations for service delivery and tangible results; direct resources to where needed; service prioritization – want vs need

Asset Management – accelerating need for infrastructure improvements; technology infrastructure for public access; keeping pace with technology advances; strategy and mechanism for major capital investment; technology; infrastructure – funding, resources, sustainability, technology

Local Autonomy – protect home rule authority against harmful legislation; augment legislative involvement; maintain/ increase vigilance against unfunded mandates

Guiding Principles

Throughout the planning process, common themes emerged. These five themes serve as guiding principles for the city’s Comprehensive Plan as we strive to ensure that Arlington is a beautiful, clean, safe and fun place widely recognized as the most desirable location in North Texas to live, learn, work and do business; and is a diverse community where residents want to stay, businesses thrive and to which visitors and our children want to return. These themes confirm the various issues, emerging trends and priorities previously noted.

Build on our Assets – Arlington has substantial assets and it is imperative that we take advantage of the many strengths and opportunities the city offers.

Diversity – By embracing and leveraging our diversity, we can enrich our collective cultural and social experience and reach.

Choice – Offering choices in housing, transportation, business opportunities, and recreational amenities makes Arlington a more appealing city.

Connectivity – Connecting people and places helps build social ties and improve overall quality of life.

Engagement – Engaged citizens help develop those ideas and solutions that best respond to their needs and circumstances. It helps build trust and a sense of community within the city.

In addition to the horizon issues, City Council approved four strategic priorities in 2014, which focused on neighborhoods, the economy, transportation, and education. These priorities serve as avenues in which to focus energy and investment and have also been incorporated into the strategies and actions identified in the Comprehensive Plan. The priorities will be evaluated on a periodic basis to ensure the city’s overall vision is being implemented.

⬚ figure

Champion Great Neighborhoods – Great neighborhoods contribute to a higher quality of life and greater investment in our economy. Every part of the organization contributes to our overall success and vitality as we make Arlington a great place to live, learn, work, and play.

⬚ figure

Invest In Our Economy – This is a vital component of the effort to ensure that our community continues to thrive. As the city strengthens its position as a key city in the North Texas region, we will develop systematic approach that directs our future, addresses current and prospective challenges, and positions us to capitalize on opportunities as they develop.

⬚ figure

Enhance Regional Mobility – Improving the efficiency and effectiveness of Arlington’s transportation connections within and beyond our borders is critical because of our central location within the region and important to growing our economy. Our community is at the crossroads. As the regional and statewide conversation to increase mobility continues, Arlington faces an important decision to determine its place in the future of this system.

Support Quality Education – A successful community requires a variety of support systems and an environment that enables educational opportunities to flourish. Residents, students and families seeking a community invest in desired choices and a culture of achievement. Arlington strives for quality public, private and higher education for our community. The synergy between educational institutions, the city, the private sector and the community can help ensure success and achievement for all students. Focusing on supporting quality education will attract new residents and businesses that will invest in our economy.

⬚ figure

Goals, Strategies and Actions

As Arlington looks to advance into the future, the stage has been set for the City to take advantage of its assets and to address any challenges. In order to continue to evolve, Arlington must strategically position itself and stay focused on specific goals and actions that work to accomplish the vision.

Goals are broad guiding statements that describe the hopes of the community for the future. A goal may never be completely attainable but it is used as a point towards which to strive.

Strategies describe what is needed to move the community in the direction of completing each goal.

Actions outline specific steps to be taken to achieve the strategy.

The goals and strategies for the five elements of the Comprehensive Plan — Neighborhoods, Transportation, Economic Development, Environment, and Land Use — are summarized for quick reference below. A more detailed narrative followed by action items is provided for each element in their respective section of the document.

Goal: Value our Neighborhoods

1. Strengthen our community by embracing our diversity, engaging our residents and empowering our neighborhoods.
2. Create places where people want to be.
3. Maintain and enhance neighborhood quality of life and appearance.

4. Continue to support investment in the city’s education system.

5. Deliver city services in a fiscally responsible manner.

6. Provide a mix of quality housing for a diverse population.

7. Preserve the city’s historic resources and community landmarks of recognized significance.

Goal: Get Around

1. Maintain a roadway system that provides efficient access to all parts of the city.

2. Provide a variety of transportation options.

Goal: Grow Our Businesses

1. Elevate Arlington’s competitive positioning in the region to capture a larger share of high-wage, high-impact growth.

2. Rejuvenate and transform key economic centers into vibrant destinations.

3. Create amenities and assets that will secure Arlington’s position as a major activity hub in North Texas.

Goal: Protect Our Resources

1. Preserve natural areas and public open spaces.

2. Conserve natural resources and energy.

Goal: Develop Our Land

1. Promote land use patterns that reflect a mix of integrated community uses.

2. Encourage appropriate redevelopment and reinvestment that creates lasting value.

3. Increase the visual appeal within and around residential and commercial developments and along city corridors.

Implementation

The following mechanisms will help translate the Comprehensive Plan’s strategies and actions into implementable measures.

Citizen Participation will build upon the dialogue between government and citizens that continued through the development and adoption of the Plan. The city will strive to find improved means to communicate with and involve citizens in planning and decision-making. The city will also strive to provide information that can be easily understood and to provide access for public involvement. This will include processes for amending and implementing the Plan.

Neighborhood Planning will further efforts aimed at reinvigorating the city’s neighborhoods and ensuring sustainability by leveraging resources, increasing citizen participation and encouraging community stakeholder collaborations.

Zoning decisions will further promote the health, safety and general welfare of Arlington residents and implement the policies and objectives of the Comprehensive Plan.

Supplementary Plans, Ordinances, and Initiatives will be adopted when necessary to conform to the goals and strategies in this Comprehensive Plan. These documents provide detailed policies and strategies for the city’s growth.

A Capital Improvement Program creates a framework for making resource allocation decisions in an environment where wants and needs always exceed the finite resources available. Investment choices should be made to achieve the Plan’s goals.

Monitoring and Evaluation will be done periodically to assess progress toward achieving the Plan’s goals, measuring conditions and changes occurring in the city. Monitoring and evaluation will help ensure consistency within and among the Plan elements. Monitoring and evaluation can lead to both Plan amendments and improved ability to project future conditions. The city’s Planning and Zoning Commission will assist the City Council in monitoring and evaluation of the Plan advising as to any needed amendments.

Coordination with other jurisdictions will continue the partnership with neighboring cities, Tarrant County and North Central Texas Council of Government in order to address regional issues that impact Arlington.

Note: The graphics contained herein are not regulatory in nature, but are included for illustrative purposes only.

Catalyst Projects

Catalyst Projects are well-defined short-term objectives that represent the Comprehensive Plan’s five-year priorities, and are anticipated to have a substantial ongoing impact in Arlington by enhancing the city’s image and strengthening its identity. They are intended to build on the city’s positive aspects by creating a more accessible, functional, attractive, and enjoyable community.

Identified Catalyst Projects include:

⬚ figure

⬚ figure

⬚ figure

It is expected that these identified catalyst projects will be implemented and/ or provide opportunities on which to expand. As the Comprehensive Plan is evaluated, these projects will be re-examined and updated.

⬚ figure

CENTRAL LIBRARY/101 CENTER

DESTINATION HOTEL AND CONVENTION SPACE

BUSINESS INCUBATOR

CORPORATE OFFICE MIXED USE

Neighborhood Program

Purpose

Create a vibrant neighborhood program in Arlington that connects people and resources, creates opportunities for collaboration, and provides support for neighborhood organizations and the broader community.

Importance

Neighborhoods are the building blocks of a community. People who love where they live make a neighborhood great, by contributing to the beauty, activity, and community around them. Great neighborhoods contribute to a higher quality of life and greater investment in our economy. They create and define value in a city. Neighborhoods that are visually appealing, secure, attractive, and engaged contribute to the success of Arlington and make it a city where people want to live, learn, work, and play.

Although it can be difficult to bring so many residents with different interests and backgrounds together to pursue common goals, a strong neighborhood program will foster a sense of community and allow citizens to address specific concerns. Focusing resources on a grass-roots style neighborhood program also gives voice to groups of residents that are often overlooked, such as renters and citizens whose first language is not English.

Building new relationships between citizens, city government and community stakeholders is not easy, but improving communication within these groups will support community engagement and make all neighborhoods better places to live.

Strategic Steps to Accomplishment

• Implement a neighborhood outreach and marketing plan.
• Revamp the city’s neighborhood matching grant program, and leverage CDBG, HOME, and other federal grant funding, to promote neighborhood investment and improvements.
• Establish a group made up of neighborhood leaders citywide that advocates for and promotes the interests of neighborhoods in Arlington.
• Work with neighborhoods to update adopted action plans so they align with changing neighborhood needs.
• Partner with new neighborhood groups to develop neighborhood strategic plans.

⬚ figure

⬚ figure

⬚ figure

Corridor Beautification

Purpose

Improve the aesthetics of Arlington’s major corridors through strategic, targeted landscape treatment that is drought tolerant and low maintenance.

Importance

Arlington’s major corridors are some of the most visible and prominent physical aspects of our city. Currently, Arlington’s corridors are often framed by a patchwork of fences that are in various states of disrepair, contributing to an unattractive environment that encourages disinvestment in private property and businesses. Affordable, low maintenance landscaping can help unify the corridors’ appearances, disguise private fences, and inspire pride among citizens and visitors.

Although corridor beautification will cost additional resources to install, establish, and maintain, the City will benefit from Code Compliance Officers who can focus their remediation efforts somewhere besides dilapidated fences. It may take some time to learn which plant palettes work in different types of locations; however, the end result will be increased aesthetics which create a sense of place and identity throughout the City of Arlington.

Corridor beautification will be a joint effort between residents and city staff to instill pride and ownership of our City.

Strategic Steps to Accomplishment

• Develop plant palettes that work with Arlington’s specific conditions, allowing for variances in sun, shade, available right-of-way, and water consumption and run-off
• Obtain cost estimates on installation, establishment, and maintenance
• Develop plans for pilot areas in various corridor conditions around the city
• Obtain funding for a pilot program via the Arlington Tomorrow Foundation
• Implement pilot program and monitor for two year establishment period
• Adapt future plans based on lessons learned from pilot program

⬚ figure

⬚ figure

⬚ figure

⬚ figure

Greenway Network

Purpose

Provide a network of trails and open space throughout the city, creating a space for residents and visitors to enjoy the outdoors.

Importance

The greenway network can improve public health by allowing residents to get physical exercise close to their neighborhoods. The network can be used for both recreation and transportation and is a key component of the Hike and Bike System Master Plan adopted in 2011.

The greenway network is an investment of the City. Trail construction can involve acquiring right-of-way, must be properly engineered, and require maintenance similar to our roadways; however, this is a small cost in relation to the benefits of this citywide amenity including increasing property values, attracting new residents, and bolstering tourism.

Strategic Steps to Accomplishment

• Plan a phased approach to construction, determining which sections of the network should be completed in five year increments
• Acquire necessary right-of-way
• Dedicate funding and combine with grant opportunities as they arise
• Construct the greenway network
• Require developers to provide connections to the network so it can be used as a transportation option
• Maintain the network infrastructure and landscaping

⬚ figure

GREENWAY NETWORK

Hike & Bike Trail Recreation / Open Space

Central Library/101 Center

Purpose

Develop Arlington’s Downtown into vibrant destination for residents, ,visitors, and students providing entertainment, employment, culture, and local goods and services for the immediate and surrounding community.

Importance

The Central Library/101 Center project will be a catalyst to encourage new growth and additional redevelopment. With a strong physical core, the Downtown area will be well positioned to function as a vital business and civic center, bustling with activity and investment.

The Central Library facility will be designed to be a library that meets the needs of residents in the 21st century, including community spaces, increased educational and cultural opportunities, and advanced technology. Although the construction will have to be carefully planned, and some services will be relocated during construction, the end result will have a lasting impact on the revitalization of downtown Arlington. The 101 Center project will be a new mixed-use development that will include residences, retail, restaurant, and office space. This public/private development will increase the number of businesses, attractions, and consumers in the downtown area, thereby increasing revenue for the city.

Strategic Steps to Accomplishment

• Coordinate funding structures and mechanisms
• Complete requisite environmental studies of existing facilities
• Relocate existing library functions to alternative site(s) for duration of construction
• Demolish existing facilities
• Construct new facilities including surface and structure parking, and associated landscaping

⬚ figure

⬚ figure

Business Incubator

Purpose

Create commercialization opportunities for technology and scientific innovations with the University of Texas at Arlington.

Importance

Successful commercialization of research at the University strengthens the city's economic position and can add to our job base. It also serves as a catalyst for innovation that can raise the city and University's profiles as places for entrepreneurship.

While the city will need to fully flush out the funding and other resources for this endeavor, an investment in young entrepreneurs will attract renowned faculty and research partnerships, accelerates business development activity, and presents an opportunity for high-wage job creation.

Strategic Steps to Accomplishment

• Complete a needs assessment and market study
• Formalize an agreement with the University
• Establish an appropriately-sized incubator space near the University
• Have an organization that is autonomous from the city and the University
• Develop an investor network for entrepreneurs

⬚ figure

⬚ figure

⬚ figure

⬚ figure

⬚ figure

Destination Hotel And Convention Space

Purpose

Build a full-service, destination hotel and expand the city’s available conference space in the Entertainment District.

Importance

The city is home to a number of recreational and tourism amenities and providing a destination hotel and additional conference and convention space will leverage these assets and help attract world-class events. These additional amenities will not only help the Entertainment District be a primary business district but also increase Arlington’s presence nationally and internationally.

Once the city identifies a reputable full-size hotel brand who can secure financing in a tight credit market, a destination hotel and convention space will increase revenue for the city, and is an opportunity for job creation.

Strategic Steps to Accomplishment

• Foster strong public/private partnerships
• Proactive marketing and outreach campaign
• Incentive/funding package for proposed development

⬚ figure

⬚ figure

⬚ figure

⬚ figure

⬚ figure

Corporate Office Mixed Use

Purpose

Develop the former Texas Department of Transportation site to a corporate office focused mixed use development.

Importance

The City of Arlington is committed to creating a thriving and vibrant mixed-use environment at this one-of-a-kind location in the city. This site provides an opportunity to integrate primarily an office campus with other complementary uses with public spaces, beautiful streetscapes, and pedestrian activity, which is highly desired in the current marketplace.

As the Entertainment District is intended to be a gathering space for visitors from around the country, a development of this kind would provide the area with additional amenities and activities. It is anticipated that there be primarily office uses with a broad mix of complementary uses including retail, restaurants, high-density multi-family housing and a civic and/or public facility component.

And as the location is at one of the city’s Entertainment Dsitrict gateways, a high quality, well-designed corporate office mixed-use development would serve as a signature development feature as residents and visitors travel into the area.

Strategic Steps to Accomplishment

• Acquire property from TxDOT
• Identify a developer through a competitive selection process
• Develop a high quality corporate office focused mixed use development that complies with the city’s Entertainment District development standards

⬚ figure

⬚ figure

⬚ figure

Value our Neighborhoods

The neighborhood is the basic social and physical building block of any city. These are the areas where people choose to live, raise families, recreate, interact, and work. Arlington is a city built upon diverse neighborhoods. Whether investing in infrastructure, working to expand housing choices, or welcoming and facilitating the emergence of neighborhood leaders, Arlington must focus on the individual and specific needs of its neighborhoods to strengthen that foundation for future generations.

Great neighborhoods contribute to a higher quality of life and greater investment in our economy. Within Arlington’s neighborhoods, schools, libraries, and private community gathering facilities are pillars of the community. Residents take advantage of the mild climate and enjoy the abundance of parks, open spaces, trails, and other outdoor recreational opportunities. The ultimate goal is to make Arlington a city where residents of all neighborhoods

⬚ figure

enjoy personal safety; quality housing; job opportunities; reliable services; access to shopping, recreational, and education amenities; and effective representation.

The Comprehensive Plan envisions the active preservation and support of Arlington’s many diverse, thriving, and culturally rich neighborhoods that provide residents with ample housing, recreational, and lifestyle alternatives. Intrinsic to the success of neighborhoods and to a stable and attractive quality of life for all citizens is an emphasis on home ownership and housing availability for all ethnic and economic segments of the community. Strong, viable neighborhoods create a sense of place within the community. Basic elements such as schools, churches, parks, open space, offices, stores, police, and fire stations, health care, cultural, and human services facilities, libraries and all types of housing, if balanced properly, will contribute to safe, dynamic, and sustainable neighborhoods that form Arlington.

People

Arlington is a vibrant community where residents are invested in its wellbeing and growth. When the city provides opportunities for community engagement, residents become partners in the Arlington's future and we work together towards common goals. Engaged residents make Arlington stronger, healthier, and better able to serve the needs of those who live here resulting in a greater sense of belonging.

Over time Arlington has seen a significant change in its demographic and socioeconomic makeup, making it a very diverse city. Since 1990, Arlington has grown by over 100,000 people, becoming more racially and ethnically diverse. Minorities encompass approximately 35 percent of residents, and greater than 28 percent are of Hispanic or Latino origin. By celebrating this diversity, Arlington can be a lively and dynamic community of residents that promote dignity, respect, and inclusiveness.

The city supports organizations that contribute to the social, cultural, educational, recreational, and economic needs of its citizens. As of December 2014, there are 154 recognized neighborhood organizations in Arlington that contribute to creating and maintaining the community. They are valuable resources that help residents work together to preserve and enhance the livability of their neighborhood. They also provide a forum for discussing local and citywide issues and assist with planning activities and projects that are beneficial to the area.

Empowering people at the neighborhood and community levels can foster civic pride and leadership and create spin-off benefits that add more value to their neighborhood and the city.

Building alliances between the city, residents, businesses, schools, churches, non-profit organizations, and other partners helps advance the improvement, education, and empowerment of Arlington’s neighborhoods and residents. Residents are much more organized and interactive with each other and the city government today. Residents and community organizations are taking on leadership roles to tackle problems and build upon opportunities in and around their neighborhood.

⬚ figure

Places

The cornerstone of a city’s quality of life is its range of housing options and diversity of neighborhood choices. All citizens desire quality housing and great neighborhoods. They rely on many different kinds of places: a place to live or run a business; a place for recreation and social interaction; and a place for education, cultural and spiritual needs. Making strategic investments in infrastructure, providing areas for high-amenity housing and walkable neighborhoods, and creating an atmosphere where people feel secure all help create a sense of place.

A sense of place can be achieved through urban design tools that spotlight unique attributes in a neighborhood or create synergy or interaction among neighborhoods. These features could include sidewalks, trails, open space, and natural features that provide areas for recreational and leisure activities and habitats for wildlife. Design elements that set one area or neighborhood apart from another help to establish a special sense of place that residents are proud to call home.

Housing

Housing is the single largest land use in Arlington. A significant amount of the single family and multi-family housing stock was built between 1970 and 1990. Houses built after 2000 are primarily located in southeast Arlington, where much of the new development in the city has occurred. Housing quality, price, and availability are critical components in Arlington’s community vitality as they can help set attractive and livable cities apart.

A safe, secure, and affordable living environment contributes to a high quality of life.

Arlington’s economic sustainability is dependent on a supply of housing options to meet the demands of a growing population and a work force of various income levels. Housing that is affordable provides stability for families, improves opportunities for education and career advancement, and reduces the risk of homelessness for households that are dependent on low wages or fixed incomes. A review of the city’s 2004 housing strategy will be completed in early 2015. The information will help provide implementation tools and strategies related to developing a quality housing mix that meets the needs of all Arlington residents.

⬚ figure

The value of owner-occupied housing units is an important determinant of housing accessibility and affordability. Housing values have fluctuated significantly in many housing markets during the past decade due initially to the 2004-2006 housing bubble and then followed by the subsequent collapse and economic recession. According to 2008-2012 5-Year American Community Survey estimates, the median value of an owner-occupied housing unit in Arlington is $131,500. The current value of owner-occupied units in the city represents a 36.4 percent increase since 2000.

The location and quality of housing is fundamental to the health and well-being of Arlington’s children, families, workforce, and elderly. Housing sites and structures must respond to the needs to all economic and demographic segments of the community. Housing designed for seniors should be encouraged

⬚ figure

⬚ figure

⬚ figure

in neighborhoods where health and community facilities and services are accessible. The design and construction of housing should incorporate the highest possible level of amenities, design, and quality. Ultimately, residents need a variety of housing choices that accommodate various income levels and address the need for decent and affordable housing, strong neighborhoods, personal safety, adequate infrastructure, employment opportunities, access to transportation options, and good schools.

⬚ figure

Historic Preservation

Arlington’s history is multifaceted, with its identity evolving since 1841. Beginning with the Bird’s Fort settlement in far north Arlington, many small communities began to appear in the area including Marrow Bone Spring, Johnson Station, Watson, Webb, and Tate Springs. When the Texas and Pacific Railroad arrived in 1876, Arlington sealed its location as an advantageous midpoint between Fort Worth and Dallas. Over time it has been a frontier outpost, an agricultural center, a site of Indian battles, and a tourist destination. It once was famed for its mineral waters and horse racing and has long been a college town. Today, numerous major corporations call it home. Although many of Arlington’s historic resources are located in the Downtown area, several important buildings and sites are located throughout the city.

Historic preservation provides educational, aesthetic, economic, and cultural benefits. It also enhances the city’s interest, livability, and attractiveness. Historic sites or structures can be integrated into public areas such as plazas, parks, trails, and open space to provide educational opportunities. When possible, historic buildings can be utilized in their original capacity as a house, school, or office building, or carefully adapted to accommodate current needs. Preservation seeks to capitalize upon and nurture those distinctive places, neighborhoods, and landscapes that make our city unique and defines our cultural identity.

⬚ figure

Services

Community services and facilities are vital to the economic prosperity and quality of life for the citizens of Arlington. Public safety services, dependable infrastructure, libraries, parks, and educational facilities represent the fundamental elements of residents’ personal satisfaction with the conditions under which they live in their neighborhood. As Arlington’s population continues to grow, the demand for these services will rise. Innovative thinking in developing and delivering services is essential and critical in keeping pace with the changing costs, needs, and demands of neighborhoods.

⬚ figure

Public safety is a core service that is critical to ensuring the confidence and safety of Arlington’s residents, businesses, and visitors. Services provided by police, fire, municipal court, and code compliance are part of the city’s mission to address personal safety and make Arlington a community where people feel safe anywhere, all the time.

Utilities such as water, sanitary sewer, stormwater management, solid waste collection, electric power, natural gas, and telecommunications (telephone, cable television, and internet access) are basic and necessary services provided to residents and businesses. While the city provides water and sanitary sewer infrastructure and services, private companies under franchise with the city or State deliver services for other utilities.

⬚ figure

Recreational, educational, and cultural amenities express the personality and ambiance of the community.

As the population of Arlington becomes more ethnically diverse, it is imperative that parks, schools, libraries, and other programs are adjusted to meet the needs of a changing community.

One area of enhancement to the parks system is pedestrian and bicycle trails that connect parks, neighborhoods, and commercial areas. For many years, linear park acquisition and the development of off-street trails has been a priority. Trail development provides an extraordinary opportunity to create a green network of off-street trails that connect neighborhoods, schools, and parks, as well as many of the major retail and employment areas in the city. Creating a network of trails also builds on the growing desire by people to live in communities that are walkable, and provides a viable alternative for people that choose not to drive to access goods and services.

⬚ figure

The use of school property for public recreation purposes is also important. Joint use agreements facilitate a partnership between school districts, the city, or nonprofit organizations. They expand the use of playgrounds, athletic fields, pools, and gymnasiums to the community outside of school hours. These types of agreements make it easier for families to find convenient and familiar places to exercise and play. They also make fiscal sense by sharing use of built assets of multiple organizations.

Community services are essential for neighborhoods. Providing high quality public services is the foundation for maintaining a vibrant and secure community, and is fundamental to achieving the goals of the Comprehensive Plan. Arlington’s program of continual reinvestment in infrastructure through water and sanity sewer renewals and its focus on the cost-effective delivery of public services strengthens neighborhoods and provides tangible benefits for residents.

Education

All children need intellectual development, motivation, and skills to prepare them for lifelong learning and successful employment. Primary and secondary education is vital to building a student’s foundation for further education. In today’s competitive and knowledge-based economy, a quality education is more important than ever before. A broad base of quality learning environments touches all parts of the community, helping maintain a competitive workforce and enhancing Arlington’s quality of life.

⬚ figure

While the city does not directly provide elementary or secondary education services or facilities, the relationship with schools in the city is crucial to sustaining a quality educational system and providing adequate school facilities. Since school facility location choices interact with land uses decisions, cooperation between the city and school administrations is vital to ensure that schools are adequately located. Similar relationships must also be maintained with the University of Texas at Arlington and Tarrant County College, as they have similar roles in providing higher education facilities within Arlington.

Perceptions about the quality of local schools influence how residents view the community as a whole. While school quality can be subjective, the perceived quality can affect housing prices and housing values. The Arlington Independent School District, for example, is responding to districtwide needs by reinvesting in facilities and programs. A $663.1 million dollar bond election passed in 2014, and proceeds will be used to build new facilities, address safety and security districtwide, upgrade technology infrastructure and equipment, provide fine arts equipment, and address transportation issues.

Human Services

The need for health and human services has increased as a result of the nationwide economic downturn that started in 2008. The segment of the population 55 years and older has grown the most since 2000, and the amount of services this age group will require will continue to increase. This is a natural trend, considering the Baby Boomer generation is now entering their 60s, and advances in health care allow many more people to live well into their 80s and beyond.

The city actively addresses many issues through its 5-year Consolidated Plan and Annual Action Plan, which lists the proposed projects that will be implemented with funds provided from the U.S. Department of Housing and Urban Development. Many

private charities and organizations also offer needed services to families in the community. Working and partnering with these agencies helps the city direct these services to the communities where they are most needed. Services range from medical, dental, social, and educational services for youth and seniors to programs that target job training, provide supportive services for low-income families, and aim to reduce family violence.

⬚ figure

Strategies and Actions

1 Strengthen our community by embracing our diversity, engaging our residents, and empowering our neighborhoods.

1.1. Actively engage neighborhoods in the decision-making process as a regular component of city government activities.

1.2. Reinvent the city’s Neighborhood Program with a focus on sustaining and/or revitalizing Arlington’s neighborhoods through neighborhood planning projects, community building, and stronger communication.

1.3. Revamp the city’s neighborhood Matching Grant Program to promote quality investment in neighborhoods.

1.4. Continue to utilize various methods of communication with neighborhoods and residents, inlcuding social media, to increase engagement.

1.5. Partner with educational institutions and community organizations to promote multicultural events that celebrate the diverse and varied nature of Arlington neighborhoods and encourage interaction among all residents.

1.6. Continue to work with community and neighborhood groups on the development and implementation of plans, policies, and initiatives to enhance community identity and foster pride.

1.7. Continue to support local non-profits and other entities focused on addressing the social and economic needs of Arlington residents.

1.8. Create a community group made up of representatives from local profits and other entities to focus on coordination to reduce duplicated services.

2 Create places where people want to be.

2.1. Create a city center plaza area that incorporates city hall, the library, and private development, and that serves as an anchor and a catalyst for downtown redevelopment.

2.2. Encourage the creation of public spaces that reflect the community’s local character and personality.

2.3. Develop a system of parks, open spaces, and trails to encourage interaction within and among neighborhoods.

2.4. Provide community facilities that are placed equitably throughout the community and that meet the needs of all segments of the population including youth and seniors.

2.5. Foster the advancement of performing, visual and cultural arts.

2.6. Encourage public/private partnerships to maximize opportunities for arts and cultural activities.

3 Maintain and enhance neighborhood quality of life and appearance.

3.1. Create a “do-it-yourself” program to support neighborhood residents with home improvements through education, training, and partnerships.

3.2. Encourage participation in the city’s assistance programs aimed at improving residential properties (i.e., Arlington Home Improvement Incentive Program, Housing Rehabilitation Program).

3.3. Establish a funding mechanism to address fencing and visual appearance along major corridors.

3.4. Continue to expand community policing efforts.

Strategies and Actions Continued

3.5. Incorporate the use of Crime Prevention through Environmental Design principles in residential and commercial developments to improve environments and deter crime.

3.6. Identify and pursue opportunities for the redevelopment and re-use of aging and high vacancy commercial areas and structures.

3.7. Actively participate in countywide strategic efforts to reduce and eliminate homelessness and address the needs of homeless individuals and families.

4 Continue to support investment in the city’s education system.

4.1. Coordinate with all schools within city limits in the planning and construction of needed education facilities to accommodate anticipated school growth.

4.2. Encourage partnerships among schools, businesses, higher education institutions and community-based organizations in order to offer education and training opportunities for youth and adults.

4.3. Broaden job shadowing and internship opportunities for students in selected career and technology classes.

4.4. Encourage growth of literacy programs and initiatives focused on improving literacy rates citywide.

5 Deliver city services in a fiscally responsible manner.

5.1. Plan and provide for public safety facilities to protect the health and safety of Arlington’s current and future citizenry and business population.

5.2. Provide public utilities and infrastructure that accommodate continued growth and demand.

5.3. Improve the effectiveness of communication methods used to publicize social, environmental, and health programs and initiatives to the community.

5.4. Encourage cooperation with all schools within city limits in planning for and financing community facilities to encourage the efficient use of resources.

6 Provide a mix of quality housing for a diverse population.

6.1. Encourage the development of housing choices that meet the needs of current and emerging populations including singles, couples, small and large families, empty nesters, and seniors.

6.2. Facilitate needed residential construction throughout the city via improved partnerships and communication with the private sector.

6.3. Limit higher density development to the Downtown/ University area, parts of the Entertainment District, and the Lamar/Collins area.

6.4. Support the mission of the Arlington Housing Authority to advocate for and pursue affordable housing opportunities for low-income families and individuals in the city.

6.5. Maintain support of programs that encourage opportunities for home ownership.

6.6. Implement a multi-family and commercial inspection and property maintenance improvement strategy.

6.7. Promote a citywide community based approach to addressing code compliance concerns.

Strategies and Actions Continued

6.8. Encourage the use of innovative technologies and materials in housing construction that increase the useful life of housing.

6.9. Complete a housing market analysis to determine citywide housing needs.

7 Preserve the city’s historic resources and community landmarks of recognized significance.

7.1.Update the Historic Resources Survey, which identifies and prioritizes the protection, enhancement, and recognition of historic properties.

7.2. Provide incentives to encourage the restoration, rehabilitation, and reuse of historic buildings.

7.3. Increase public awareness of local landmarks and historically significant resources in the city.

Get Around

As the City of Arlington continues to transition to a more populous and urban community, our transportation system will need to continue to grow to meet the varying needs of its users. The current transportation system is characterized by a strong network of roadways focused on moving vehicles efficiently and safely through the city, although there has been some shift in focus to alternate modes of transportation in recent years.

Well-connected, two-, four-, and six-lane streets link together 99 square miles, serving over 368,000 residents and 8 million annual visitors. The City's vehicular system consists of major freeways, including Interstate 20 (I-20), Interstate 30 (I-30), US Highway 287 (US 287), and State Highway 360 (SH 360). Several state highways, including State Highway 157 (Collins Street/Cooper Street), State Highway 180 (Division Street), and State Highway 303 (Pioneer Parkway) also serve as major traffic carriers through the city.

The strategies of this Comprehensive Plan build upon the existing roadway network, while looking to maintain, enhance, and improve mobility for all users. A robust transportation strategy is a key element in Arlington’s plan to be a strong competitor in the global economy, as it dictates mobility, access, and economic development opportunities.

Roadways

Arlington’s current street network serves as the primary means by which people and goods move to, from, and through the city. It is planned to ensure adequate circulation and access, as long as roadways are adequately maintained, and traffic management techniques are effective. A multi-modal roadway – that is, a roadway designed for vehicles, pedestrian, bicycle, freight, and transit traffic – will not only allow Arlington to become a more livable city, but one that is also economically competitive.

The Thoroughfare Development Plan adopted in 2011 promoted the use of context sensitive design throughout the city. Sometimes known as “Complete Streets”, this concept focuses on designing a roadway to fit within its physical setting, taking into account urban form, the environment, historic preservation, safety, and mobility. As a result, streets are safer, more livable, and designed for all types of uses.

⬚ figure

Roadway Maintenance

The Public Works and Transportation Department assesses and determines road maintenance needs. Roads are given a condition designation, and prioritized into Poor, Good, or Excellent condition. In 2013, city streets had an average score of 75.2, which is categorized as “Good” condition. While repairing and rebuilding all the roads in Arlington is ideal, it is unfeasible both financially and logistically. Since 2013, the city has adopted a “worst first” approach in which the worst roads are repaired/rebuilt, and roads in better condition are lower priority.

Additionally, roads that have traditionally been built to have a 20-25 year lifespan are now being constructed to have a 50-year life design. By extending the life of streets and focusing on rebuilding the roads in the worst condition, the city will have safer, better, and more efficient streets for those travelling in and through Arlington.

Traffic Management

Traffic management strategies must focus on the design of the roadway network to positively impact the safety and efficiency of the system. Intelligent Transportation System (ITS) technology makes real-time adjustments to traffic signals as demand changes. This helps to reduce delay and move traffic in a timely manner, especially during events in the Entertainment District. Mobile and stationary Dynamic Message Signs, event specific barricade plans, and reverse-lane technology also provide traffic management throughout the city.

⬚ figure

⬚ figure

Access management assesses and attempts to minimize the number and location of driveways or curb cuts on a roadway. Limiting the number of driveways on a roadway reduces congestion, improves traffic flow, increases safety, and enhances the general aesthetic of a corridor.

Finally, minimizing the use of one-way streets and cul-de-sacs and incorporating traditional street characteristics, such as parallel streets, shorter blocks, and direct access to properties from non-arterial streets, allows residents to quickly and easily move from one area to another.

Traffic management also has a role in State and Interstate Highways, since Arlington’s central location in North Texas makes it a hub for freight transportation activity and high volumes of truck traffic goes through the city daily. I-20 is designated as one of only a few hazardous materials truck routes in the region, which makes it a key component of the region’s freight routing system.

⬚ figure

Maintaining and improving safety of the roads is critical to the success of the on-road freight system. Recently, truck lane restrictions have been implemented along portions of I-30 and I-20. By reducing the number of trucks in certain lanes on these major interstates, congestion and accidents during peak hours are reduced, thus improving mobility, safety, and air quality for those who live and travel in Arlington. It is obvious that freight plays a significant role in supporting Arlington’s economy, so maintaining roadways while supporting the efficient transport of goods through, into, and out of Arlington is vital.

Vehicular Railroad Crossings

As Arlington continues to grow and redevelop, increased safety around at-grade crossings will also need to be addressed to minimize the conflicts that can exist between automobiles, pedestrians, and cyclists, and trains. By minimizing the potential for incidents, the city’s overall transportation system can become even safer and more efficient. There are currently only five grade-separated crossings along the Union Pacific Railroad line:

• West Green Oaks Boulevard (overpass)
• Forest Edge (underpass)
• Fielder Road (overpass)
• West Street (underpass)
• State Highway 360 interchange (underpass)

A sixth grade-separated crossing was planned at Stadium Drive; however, requests from Union Pacific to increase the width of the rail line at this location made the project financially unfeasible at the time. There are currently no plans to alter the at-grade crossings of Cooper Street, Collins Street, and Davis Drive despite significant north-south traffic on these roads; however, options for grade-separated crossing through Downtown and/or the Entertainment District would relieve some traffic congestion during major special or community events, and should continue to be considered when funding is available.

⬚ figure

Connectivity

The City of Arlington is an expansive city that is situated centrally in an even more expansive metropolitan area. World-class amenities are scattered throughout North Texas and serve everyone who lives here. As such, the city must be conscious of how well people and goods can get into, out of, and through Arlington.

One of Arlington’s biggest challenges is that the city is very long north-to-south with areas being seemingly disconnected from each other. The few roads that connect north and south Arlington are at times crowded which increases travel times. An example of the need to increase connectivity through the city is Center Street, a main road in Arlington, which does not extend all the way to I-20. Collins Street, Cooper Street, and Matlock Road do cross Interstate 20, and are congested during peak hours. Extending Center Street over I-20 would ease congestion on other roads in south Arlington, while also opening up currently inaccessible land to development. In addition to improving travel times for those traveling north or south, Center Street is in close proximity to the Arlington Highlands, restaurants, and the Municipal Airport, making this an improvement that will also invigorate the regional economy and create jobs.

By continuing to improve Arlington’s connectivity both locally and regionally, the city can solidify its identity as a world-class destination that is easy to access for residents, businesses, and visitors.

Transportation Alternatives

Although roadways are the main mode of transportation in Arlington, there is an opportunity and growing necessity to accommodate alternative modes of transportation. Reducing the use of roadways where possible has many benefits to our community including prolonging the life of the roads, improving the health of our residents, improving the air quality, preserving the local ecosystem, and increasing the sense of community. The city has made

⬚ figure

⬚ figure

advances in planning for a multi-modal community; however, there is still more work to be done.

Pedestrian and Bicycle Travel

Historically, transportation planning in Arlington has focused on vehicular traffic alone without incorporating alternative modes of transportation such as bicycle and pedestrian travel. In an effort to increase the availability of bicycle and pedestrian facilities, the city adopted a Hike and Bike System Master Plan in 2011. This Master Plan includes design guidelines which ensure newly constructed facilities meet the needs of residents and visitors, while also ensuring accessibility and safety.

By providing a well-connected bicycle and pedestrian network that is planned within the context of current and future land uses, residents are allowed increased accessibility to various destinations throughout the city. To ensure that the city’s bicycle and pedestrian network is well-connected, the city will incorporate

⬚ figure

alternative transportation-friendly elements when designing new facilities, in an effort to develop “Complete Streets” where feasible.

An off-street trail system is also an important component of Arlington’s transportation vision. These facilities are completely separate from motor vehicles, and are often provided when on-street facilities are not feasible, cost-effective, or safe for users. The off-street system should connect to on-street facilities to increase connectivity, access, and efficiency. Additionally, the city should continue to incorporate trails into the linear park system to provide connectivity and recreational opportunities, while also preserving the existing environment.

Transit

In order for Arlington to remain a desirable location for residents and visitors and to remain economically competitive, it must become a part of the regional transit system by providing access to existing transit options in the region. An efficient and reliable transit system can improve the quality of life for Arlington residents

by providing transportation options, while reducing congestion on city streets and improving air quality.

In January 2011, the city implemented the Ride2Work transportation service for eligible low-income individuals for employment-related activities. As Ride2Work is a federally funded four-year program, alternate funding will need to be identified if the program is to continue beyond 2015. The city also provides paratransit service for senior citizens and persons with disabilities through Handitran, which offers door-to-door, shared ride, demand response service. This program is funded through a mix of federal and local funds, and an alternative funding source will need to be identified for a similar paratransit program if current funding sources are jeopardized.

In August 2013, the city launched the Metro ArlingtonXpress (MAX) pilot bus program in partnership with Dallas Area Rapid Transit (DART) and the Fort Worth Transportation Authority (The T). This two-year program provides direct bus service between Downtown Arlington and CentrePort Station, a stop along the Trinity Railway Express (TRE) commuter rail line which transports riders between Fort Worth and Dallas. The pilot program is being funded through a partnership

⬚ figure

Public Transportation Framework Map

⬚ figure

between the city, the University of Texas at Arlington (UT Arlington), private sector businesses and a Federal Transit Administration (FTA) grant.

To date, there has been success with stops at College Park Center and Lincoln Square/Entertainment District and there has been expressed interest for expanded routes and expanded hours including Saturday service. Additional corridor and station locations and areas of interest include educational institutions, entertainment venues, shopping centers, and large employers. In late 2014, the city began exploring options in order to develop a strategy for continued MAX service.

As shown on the Public Transportation Framework Map, MAX is part of the region’s larger, interconnected transit system and meets an important need of improving access and mobility options for Arlington residents and visitors.

And with proposed plans for high speed rail along the I-30 corridor, a stop in Arlington would connect the city to Dallas and Fort Worth. If these plans are realized, the Arlington will play a key role in connecting high speed rail users to Dallas-Fort Worth International Airport and the CentrePort TRE Station as well as into Arlington’s Entertainment District, Downtown and the UT Arlington campus. The city should be prepared to take advantage of these types of opportunities and maintain a voice in the mobility discussions occurring regionally and statewide.

Transit-Oriented Developments

Areas of high activity serve as opportunities for transit-oriented developments (TODs). A TOD is a mixed-use residential or commercial area designed to maximize access to public transportation by incorporating public transportation features which encourage transportation ridership. TODs usually have a center with a transit stop, surrounded by significant development that progressively spreads outward. To facilitate walkability, TODs are generally located

⬚ figure

within a one-half to one-quarter mile radius from the transit stop, which also allows residents to reduce or eliminate vehicle trips from their daily routine. TODs have been shown to reduce congestion, improve traffic flow, and increase efficiency on surrounding roadways. TODs provide economic benefits as well, since businesses in TODs typically enjoy increased foot traffic and repeat customers due to their convenient location. This type of enhanced economic development leads to increased sales tax and property tax revenues.

Recent development in Arlington would easily lend itself to TOD-style development, where a permanent transit system could be integrated into the area for a true TOD. If the city pursues sustainable transit throughout the city, TOD opportunities should be explored.

Rail

The freight rail system, along with the city’s on-road freight system provides significant economic benefit to the city, and allows Arlington to have a strong regional and national

presence. The Union Pacific Railroad line currently serves the city’s Great Southwest Industrial District, which is the largest master-planned industrial park in the nation.

Railroad quiet zones also present an opportunity to increase safety and promote development along rail corridors. By implementing Federal Railroad Administration (FRA) required safety measures, trains are able to safely travel through at-grade crossings without sounding their horns. This solution is often employed in conjunction with a new development project or redevelopment strategy.

The Union Pacific rail line traverses through the Arlington downtown area. While the location of this rail line provides an ideal locational opportunity for passenger rail, this line is one of Union Pacific’s most heavily used lines and there is no capacity for passenger trains to be added. An alternate rail line in North Arlington, the Burlington Northern Santa Fe line, is utilized in a partnership with the Trinity Railway Express (TRE).

In addition, commuter or light passenger rail would provide a multimodal transportation system to serve all users; however a supplemental feeder service (such as a bus system) is necessary for any fixed rail system to succeed in Arlington due to the expansiveness of the city. There is no existing rail line for passenger rail in Arlington; therefore any passenger rail system would require the addition of a complete rail, making it an extremely expensive option. While a combination of transit modes is ideal, a detailed transportation strategy will be required to determine the best solution for Arlington.

Aviation

The 500-acre Arlington Municipal Airport, owned and operated by the city, is a full service general aviation reliever airport for the Dallas-Fort Worth International Airport. Corporate business activity is the base of Municipal Airport operations, accounting for over 10,000 related flights per month. Other aviation-

⬚ figure

related activities frequently occurring at the Municipal Airport include helicopter flight testing, recreational flying, flight training and education and air cargo activity.

In October 2007, the city formally adopted the Arlington Municipal Airport Master Plan, detailing the current status, future plans and alternatives, and financial plans for the facility. As of the writing of this Comprehensive Plan, the Aviation Master Plan was in the process of being updated.

Strategies and Actions

1 Maintain a roadway system that provides efficient access to all parts of the city.

1.1. Use street funding strategically to rebuild all streets that have the lowest condition rating.

1.2. Further optimize traffic management and timing citywide using Intelligent Transportation Systems (ITS) technology.

1.3 Implement the Thoroughfare Development Plan.

1.3.1. Conduct a periodic analysis of the Thoroughfare Development Plan to determine the best solutions to maximize resources and mobility and respond to changes in projected growth.

1.3.2. Adopt a “Complete Streets” Policy.

1.4. Complete the Center Street Bridge over Interstate 20.

1.5. Provide additional grade-separated crossings at the Union Pacific rail line in the Downtown and Entertainment District areas.

2 Provide a variety of transportation options.

2.1. Implement the Hike and Bike System Master Plan.

2.1.1. Conduct a periodic analysis of the Hike and Bike System Master Plan to ensure planned facilities and programs meet the community’s needs.

2.1.2. Identify and complete high priority projects identified in the Hike and Bike System Master Plan.

2.1.3. Pursue designation as a Bicycle Friendly Community.

2.2. Explore transit options related to the Metro ArlingtonXpress (MAX) service including the evaluation of transit service connecting the

Downtown/University area and the Entertainment District with opportunities to expand to other activity areas such as Arlington Highlands, the Parks Mall and Tarrant County College.

2.3. Support regional efforts towards a safe, reliable, and efficient rail system for passenger and freight movement.

2.4. Explore alternative ridesharing transportation provider services.

2.5. Implement the updated Airport Master Plan.

Grow Our Businesses

Arlington is a city with enviable assets. Centrally located between two major urban areas — Dallas and Fort Worth — it has ready access to three interstate highways (Interstates 20, 30, and 35) and a Class I railroad. One of the world’s ten busiest airports, Dallas-Fort Worth International Airport, is minutes away. It has a growing population, a branch of the University of Texas (UT Arlington), a major theme park (Six Flags), and the largest industrial park in the region. Arlington is also home of two professional sports franchises: the Texas Rangers (Globe Life Park), and the Dallas Cowboys (AT&T Stadium).

Yet, like most cities of its age, the city does have some challenges. Arlington went through a period of rapid expansion during the latter half of the 20th century, fueled by industrial growth surrounding the General Motors Arlington Plant and a burgeoning regional aerospace sector. Arlington’s recent job growth, however, has been in low-wage sectors related to its growing

hospitality, tourism, and retail sectors. Many of the city’s residential and commercial development were built during the boom years — now more than three decades ago — and are aging. Opportunities for greenfield development are limited in Arlington, while many surrounding North Texas suburbs have ample land and aggressive incentives to attract businesses and developers.

These issues are not uncommon among communities in North Texas, but Arlington faces a unique challenge as the “third city” of the region. Its transition from bedroom community to core city requires not only a more forward-looking economic perspective but also a broader change in image and perception. Unlike a number of other first-ring suburbs, Arlington has a distinct status because of its internationally-recognized advantages, not the least of which are sports-related. Its economic importance is evident in the name of the metropolitan area itself – the region was officially named the Dallas-Fort Worth-Arlington Metropolitan Statistical Area in 2003.

Economic Development Future

In an effort to build on the city’s assets and address its many challenges, the city updated its Economic Development Strategy in 2014. This Strategy draws on existing analyses and studies and charts a new direction for economic development in the city. The Comprehensive Plan echoes the overarching goals of the Strategy as it relates to the city’s future economic development. The three main economic development goals established are to:

1. Elevate Arlington’s competitive positioning in the region to capture a larger share of high-wage, high-impact growth.
2. Rejuvenate and transform key economic centers into vibrant destinations.
3. Create amenities and assets that will secure Arlington’s position as a major activity hub in North Texas.

As the market changes, these goals will be evaluated and revised accordingly.

Competitive Positioning

North Texas is one of the most dynamic economies in the country. Arlington’s position in the metropolitan area affords it a wealth of opportunities for business recruitment and expansion. For the most part, existing prospects represent the manufacturing sector, with some healthcare, retail, hospitality, and housing projects. Those typically not included are professional services and other office uses. Due to the mix of prospects, the patterns of employment growth in the near future will likely follow the same trends, indicating that Arlington’s future economy will look similar to how it looks now — more growth in low-wage sectors related to hospitality and food services and less growth in higher-wage sectors. Capturing a larger share of regional and national high-wage growth will require a deliberate and dynamic approach towards economic development.

Transformational Redevelopment

As with many cities in the North Texas area, the City of Arlington is facing build-out. In addition to the challenges created by a city approaching build-out, a large share of Arlington’s existing hardscape was also built during periods of rapid growth in the 1970s and 1980s. As a result, much of the city’s development and related infrastructure is aging and in need of improvement. Successful redevelopment will require a strong public sector role. Identifying desired outcomes and defining clear guidelines for city involvement will allow key economic centers to become vibrant destinations. As part of the economic development program, several target areas were identified given their potential to rejuvenate and transform the community.

⬚ figure

Downtown - Recent development projects have helped generate interest in this area. A focus on creating better linkages and attracting professional services, residential offerings, shopping, and lodging will be key to creating a vibrant center for employment, housing, and nightlife.

⬚ figure

⬚ figure

Entertainment District - The Entertainment District functions as a business district and activity hub for North Texas, and brings roughly 8 million visitors annually. Beyond simply maximizing the area's hospitality and leisure potential, the addition of high-end lodging and residential developments, along with the attraction of major employers, must be emphasized.

Great Southwest Industrial District – Although one of the largest industrial parks in the country, aging buildings and pockets of chronic vacancy have caused the Great Southwest Industrial District to slip relative to other industrial parks in the Dallas-Fort Worth area. Economic tools to help revitalize the area will be required to maximize the potential of this regionally significant asset.

⬚ figure

Lamar-Collins Overlay Area - With aging apartment complexes, low income levels, and high crime rates, this area has suffered from disinvestment over the past few decades. Planned projects, however, including a 66 acre project featuring market-rate apartments, structured parking, and walking trails, could help attract other investors to this area of the city. Supporting major catalyst projects will be critical to transforming this area.

Airport Overlay - Owned by the City of Arlington, the Municipal Airport is well situated relative to the city’s primary transportation links. The Airport is considered to be a full service general aviation reliever airport, and the 300 acres of vacant developable land surrounding it offers unique opportunities for aviation-related businesses.

⬚ figure

High-Impact Community Development

Competitiveness is no longer defined simply by the ability to provide sites in an industrial park, but rather the ability to support innovative companies and talented workers. The availability of skilled labor has emerged as an essential factor in corporate location decisions; therefore, the attraction and retention of businesses is directly tied to the needs and expectations of talented employees. This is heavily influenced by the “quality of place”, which focuses on enhancing the area’s diversity of options that appeal to a broad audience, encompassing a range of amenities and opportunities.

A comprehensive approach to economic development must balance traditional business recruitment and retention strategies with those that focus on retaining and attracting people. The city will, therefore, need to take an active role in attracting and retaining the talent needed to support existing and future employers, including the need to create more diverse housing options.

⬚ figure

Target Industries

Target industries identified in the Economic Development Strategy were based on extensive research and findings related to Arlington’s location, mix of land and building inventory, as well as industry growth trends. The identified industries can capitalize on the city’s central location in a fast growing state that has good highway and rail access as well as access to ports in Texas and Mexico.

Aerospace products - Beyond a concentration of aerospace firms and employment, Arlington possesses a number of key advantages for this industry, including immediate access to a dense network of higher education institutions. Chief among these is UT Arlington, whose research activities and engineering strengths are assets for the continued support and development of the region’s aerospace industry.

Automotive manufacturing - Arlington is benefited by a complementary business base which offers critical elements of the automotive supply chain, including metal fabrication, electronic components, glass and

The aerospace industry consists of aircraft manufacturing firms and related Research and Development functions as well as a wide range of suppliers and related industries.

The automotive industry is unique in that it is a high-volume industry that produces a product of high complexity. The typical automobile is made up of approximately 20,000 detailed parts with about 1,000 key components coming together at assembly.

Business and professional services include firms that provide support services to a variety of companies.

plastics production, and increasingly high technology and software development. The city is positioned on a strategic supply route to a large and growing production environment in Mexico and a production supply chain in Texas as well as the southeastern United States. The city’s access by truck to northern Mexico and key Midwest supply chains, coupled with access to several Gulf Coast ports, provide Arlington with a strong competitive advantage.

Professional services - As North Texas’ third largest city, Arlington has the geography, access, and visibility to benefit from the continued expansion of this sector. Beyond its direct employment and tax impact, the growth of this sector — which is heavily dependent on Class A office space — creates an important opportunity for real estate development and redevelopment. Growth of Class A office space and a strong professional services sector will assist in solidifying Arlington’s position as a primary regional employment center and business destination.

Medical equipment and supplies - Texas is one of the top ten states in the United States for medical device workers, with 800 firms employing over 15,000 workers in medical device manufacturing in Texas. A wide range of medical products are developed and produced in North Central Texas, including two manufacturers in Arlington. Since the medical device industry is export-heavy, Arlington’s location offers proximity to both domestic and foreign markets.

Industrial machinery - With Arlington’s strategic location on the Interstate 20 corridor and reasonable access to the Ports of Houston, Galveston, and Freeport, it is well positioned to serve both the inbound and outbound supply chains for this industry. There are also existing industries in Arlington that are already a part of this supply chain. A strong business proposition can be developed to showcase Arlington’s competitive advantage for this industry segment.

The medical equipment and supplies sector (also referred to as “medical devices”), make up a significant portion of the healthcare industry.

The industrial machinery manufacturing industry is one of the largest and most competitive sectors of the American manufacturing economy.

Strategies and Actions

1 Elevate Arlington’s competitive positioning in the region to capture a larger share of high-wage, high-impact growth.

1.1. Engage the business community around the city’s economic development strategy.

1.2. Maintain active relationships with brokers, developers, and site selectors to communicate vision and initiatives.

1.3. Through established relationships, advance Arlington’s vision, project ideas, redevelopment sites, incentive programs, and other economic development projects and initiatives, as appropriate.

1.4. Promote regional collaboration around areas of mutual interest, such as regional branding and addressing workforce challenges.

1.5. Expand the city’s portfolio of business retention, expansion and attraction tools and activities.

1.6. Expand the city’s Business Retention and Expansion and Business Recruitment programs.

1.7. Launch a more extensive marketing and outreach campaign to recruit businesses to Arlington.

1.8. Leverage the city’s economic development resources through a strong partnership with the private sector.

1.9. Investigate and employ applicable best practices from around the nation to the city’s economic development efforts.

2 Rejuvenate and transform key economic centers into vibrant destinations.

2.1. Create a clear framework for advancing redevelopment projects that meet economic development goals.

2.2. Participate in and promote redevelopment projects that meet economic development priorities.

2.3. Establish a straight-forward, transparent, and predictable incentives program to attract new and expanding businesses to redevelopment areas.

2.4. Expand Arlington’s toolbox to include a variety of tools, such as new market tax credits, a dedicated economic development investment fund, and special fee waivers, to address barriers to infill and redevelopment.

2.5. Identify and advance catalyst projects by establishing specific criteria for prioritization of potential projects.

2.6. Establish a public-private partnership policy for the development of projects and services for public use.

2.7. Create a structure for identifying and vetting other potential projects beyond those identified to date.

3 Create amenities and assets that will secure Arlington’s position as a major activity hub in North Texas.

3.1. Support high-impact housing projects that will be market makers.

3.2. Keep Arlington’s mix of housing healthy and diverse by increasing the momentum around the renovation or redevelopment of aging multi-family housing projects and low-density housing.

3.3. Identify regional resources to support excellence in Arlington’s P-12 education system.

Strategies and Actions Continued

3.4. Align career and technical education with the workforce needs of regional businesses.

3.5. Promote and publicize the strengths and innovative initiatives of the city’s primary school district, Arlington ISD.

3.6. Partner with appropriate groups, such as the Downtown Arlington Management Corporation and the Convention and Visitors Bureau, to identify priority projects that attract investment and enhance Arlington’s quality of place.

3.7. Continue to strengthen the connection between UT Arlington and the community at-large.

3.7.1. Continue to support the growth of the Downtown/College Park District to create a more uptown feel, attractive to students and recent graduates.

3.7.2. Expand programs, such as the Arlington Urban Design Center, that provide students with opportunities to apply their skills in a professional, real-world setting and to increase their connection with the community.

3.7.3. Work with UT Arlington to organize industry-focused events that draw attention to the university’s research strengths and aid the city’s economic development efforts.

3.7.4. Collaborate with the UT Arlington to create a business incubator designed to support new technological and scientific business ventures.

Protect Our Resources

The natural environment including trees, waterways, natural areas, and open spaces serves to not only soften the built environment, but also provide health benefits to residents. The need to be good stewards of the environment has long been a priority for the City of Arlington. Many local programs and initiatives exist that are designed to protect and enhance the environmental resources that can be found in Arlington neighborhoods, yet there is more that can be done to protect and conserve the natural, scenic, and ecological resources in Arlington.

Land

In order to build and maintain a healthy ecosystem, policies and programs must balance economic and conservation needs. This section highlights ways in which our community can develop land preservation practices that conserve ecosystems, enhance local economies, and prudently manage natural resources so that Arlington can be a clean, green and healthy city.

Parks and Open Spaces

Arlington’s environmental assets include an extensive park and creek system, the Trinity River, Lake Arlington, and the Eastern Cross Timbers forest. The West Fork of the Trinity River and its area tributaries flow through the northern part the city. Today, the land surrounding the river is mostly parkland in the 1,300-acre River Legacy Parks system.

Maintaining Arlington’s reputation as a city with a high quality of life involves preserving these natural features and open spaces. Open space is land left in its natural, undisturbed state or land for passive or active recreation, scenic preservation, or wildlife habitat. It is important to protect Arlington’s natural areas and open spaces, whether it is by helping a landowner preserve private property or by acquiring new, unique properties. Through these actions, the city can increase its park land and provide some connectivity among the various features, thus creating a green corridor of both natural land and recreational areas that residents can enjoy.

By acquisitions or donations of unique properties, floodplain areas, and additional rights-of-way, the city can provide linear parks and trails that connect new and existing developments. Linear parks also serve as convenient settings for recreational opportunities and preserve critically important floodways and wildlife habitats. The linear trail along Johnson Creek provides pedestrian and bicycle access to amenities in the Entertainment District and other locations in the city, and serves as a good model for future expansion of the trail network.

The city’s Parks, Recreation and Open Space (PROS) Master Plan lays out the city’s strategy of developing parks, open spaces, and quality facilities that will promote healthy lifestyles and recreation, while protecting the natural environment and native ecosystems.

⬚ figure

Urban Forestry

Arlington developed along the juncture of two distinct ecological regions: the Blackland Prairie and the Eastern Cross Timbers. The Eastern Cross Timbers, a narrow band of sandy soils, rolling hills, and densely-packed blackjack oaks and post oaks, separates the region of Blackland Prairies on the east from the Grand Prairies on the west. It runs through Arlington in a north-south direction. Although the Eastern Cross Timbers thrives in small pockets of undeveloped land throughout the city, this urban forest is threatened by rapid urbanization. Unfortunately, the Post Oak tree, the species most commonly affiliated with the Eastern Cross Timbers, has the lowest tolerance to surrounding development. Many communities in the Cross Timbers region, including Arlington, have begun to realize the importance of remaining concentrated forest areas, and implementing ordinances that prevent clear-cutting land, establish lot tree requirements, and even reward developers who value preservation.

The city plays an active role in tree maintenance and beautification on both public and private land throughout Arlington. Tree preservation, replacement, landscaping, and irrigation are required in almost all new developments. Since 1999, the city has participated in Tree City USA, a program designed to promote natural beauty throughout urban areas. The city is also an active member of the Tree North Texas Initiative, which aims to plant 3 million trees in the region by 2022. The North Central Texas Council of Governments (NCTCOG) monitors the progress of this program, and one can register trees planted to help meet the city's goal of planting 30,000 trees.

⬚ figure

⬚ figure

Recycling

In 1994, Arlington initiated the first curbside recycling program, which was expanded to include a variety of other programs such as leaf recycling, household hazardous waste disposal and the Read and Recycling program. The Read and Recycling program provides opportunities for community residents who do not have curbside pick-up to recycle at seven community libraries throughout the city.

In 2013, the city switched from curbside recycling bins to rolling carts. These larger 65-gallon carts allow residents to recycle more with the same frequency, and with minimal additional cost. Since implementation, the city has seen an increase of citizen participation from 30 to 50 percent. Arlington has also taken steps to employ state-of-the-art compressed natural gas (CNG) automated cart collector vehicles that are environmentally friendly, more efficient, and safer for workers. Continued implementation of the Solid Waste Management Plan will help identify ways to reduce waste, prolong sustainability, and affordably adapt to changes in waste collection practices.

Waste

In 2011, the city updated the Solid Waste Management Plan to address changes in solid waste management such as increasing costs of fuel and waste collection, increasing need for more capacity in the landfill, and other strategies for adapting to changes in collection practices. The Plan encourages revenue sharing, self-sustaining funding from a portion of the landfill royalty payments, and a transition to an automated collection program.

In 2014, the city was able to expand the capacity of the landfill to support the waste needs of the city an additional 57 years. While efforts are continually being made to encourage citizens and businesses to use and recycle appropriate materials, this capacity expansion will save the city and residents millions of dollars in the long term.

⬚ figure

Water

Adequate, high-quality water supplies are necessary for both community use and local ecosystems. Everyone must work together to assure an adequate water supply to meet future needs. In Arlington, water is also a source of recreation; therefore, the city must find ways to maintain and balance high water quality, thriving ecosystems, and recreational opportunities.

Water Quality

Lake Arlington is the source of drinking water for over 500,000 people in Arlington and surrounding areas. The lake is filled by tributaries from its watershed in addition to water pumped in by the Tarrant Regional Water District (TRWD) from Richland Chambers Reservoir, Cedar Creek Reservoir and Lake Benbrook. In 2011, the City of Arlington adopted the

⬚ figure

Lake Arlington Master Plan to protect the lake water quality, optimize the recreational uses of the lake, manage related ecosystems, and identify impacts of future development. Additional goals focus on providing a safe drinking water supply and protecting the lake by promoting sustainable uses and watershed management practices.

Floodplains, Creeks, and Watersheds

Floodplains, creeks, and watersheds are generally the least developable areas, but are vital to maintaining the natural ecosystem, preventing erosion, and facilitating drainage, while also providing open space opportunities. The trees and vegetation throughout the watershed and along creeks serve as natural filters, preventing many chemicals and contaminants from entering water sources. They also prevent the heating effect that occurs when water travels over pavement and other impervious surfaces. As natural surfaces are paved and developed, less rainfall percolates into the ground and instead flows directly into the creek system from streets and storm drains.

This urban runoff usually carries debris and pollutants that pose significant dangers to the well-being of natural water sources in Arlington.

Streams or creeks provide wildlife habitat opportunities for the local wildlife in Arlington. There are eight major watersheds in Arlington. The largest watershed is the Rush Creek watershed, and includes portions of Kennedale, Mansfield, Fort Worth, and all of Pantego and Dalworthington Gardens. Preserving natural vegetation in wetlands also prevents erosion, which provides a stable habitat for wildlife. If vegetation and debris are removed from the environment, it can destabilize the stream banks and destroy the local environment. Without natural vegetation, erosion results in large volumes of sediment entering water sources, which could destroy pools, eliminate shelter and fish habitats, and diminish food supplies for fish and other aquatic insects. Through proper care of stream banks and vegetation, properties can be enhanced, erosion problems prevented, flood losses avoided, water

⬚ figure

quality preserved, and fish and wildlife habitat viability increased.

Because watersheds continue to change through time, the city conducts studies and monitors the watersheds for increases in flood and erosion risk and identifies potential flood management projects. Although the city works to preserve the ecology of creeks and watersheds, much of the creek-side property is privately owned, and owners play a critical role in preserving the creek system for future generations. As such, the city has implemented a minimum creek setback to account for natural erosion to protect both the natural environment and private investments. Although floodplains and watersheds can present major challenges to development, with proper design they pose opportunities for recreational parks, trails, and open space amenities that complement and enhance development.

Water Supply

The city’s water supply is a vital natural resource that needs to be protected. Arlington has made strides in this area through its Water Conservation Program, which requires residents and businesses to limit watering between 10:00 am and 6:00 pm, and to install rain and freeze sensors on all new irrigation systems and existing commercial systems. Comprehensive water planning is also conducted statewide with measures focused on increasing water use efficiency through promoting sustainable landscaping, providing low flow toilets and showerheads, and pursuing water recycling projects.

Regionally appropriate trees, plants, shrubs, and/or mulch have been used at city facilities, such as the Tierra Verde Golf Club, as models on reducing outdoor water dependency. Where applicable, developers are encouraged to install landscaping to meet Texas SmartScape standards, which focuses on drought-resistant and native landscaping. The city has also adopted soil recommendations, and the Texas Parks and Wildlife’s Texas Plant Information Database, which provides information about native and naturalized plants that have value for landscape restoration, erosion control, and wildlife use specifically in Arlington.

In 2014, the city adopted the Water Conservation Plan in accordance with Texas Commission on Environmental Quality (TCEQ) guidelines. The goals of the Plan are to reduce water consumption levels, reduce the loss and waste of water, improve efficiency in the use of water, document the level of recycling and reuse of the water supply, and extend the life of the current water supplies by reducing the rate of growth in demand.

Air

Air pollution is the contamination of our air by harmful substances. The North Texas area is currently a non-attainment area for the pollutant ozone under the 2008 8-hour Ozone Standard. According to the Texas Commission on Environmental Quality (TCEQ), in 2012, approximately 49 percent of Nitrogen Oxide emissions in the North Texas were caused by on-road mobile, i.e., cars and trucks.

In an effort to help address this issue at the local level, the city has implemented several initiatives such as adoption of a motor vehicle idling ordinance that places restrictions on heavy duty vehicles to reduce overall emissions in the hotter months, when emissions are higher; and the purchasing of hybrid vehicles, where feasible, when new vehicles are acquired for the city fleet.

The TCEQ data noted that five percent of Nitrogen Oxide emissions were caused by oil and gas drilling production. As gas exploration and production has increased significantly in recent years, there has been expressed concern on the impact of this industry on cities in North Texas as it relates to air quality. In 2012, the North Central Texas Council of Governments (NCTCOG) began studying the activity and emissions estimates for on-road mobile sources servicing the gas industry. The data and eventual findings will help cities in North Texas get a better understanding of possible emission control measures.

Energy

In recent years, energy and conservation have become synonymous with good design. "Green" techniques increase the longevity of a community, minimize impacts on the environment, and reduce the use of non-renewable materials. They also lead to smaller, compactly designed neighborhoods with common open areas. Neo-traditional design, transit-oriented developments, mixed-use, and smart growth policies are often used to achieve sustainable