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2022

Comprehensive Plan

FOR THE CITY OF KILLEEN, TEXAS

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VERDUNITY

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2022

Comprehensive Plan

FOR THE CITY OF KILLEEN, TEXAS

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Adopted August 23, 2022

Prepared for The City of Killeen

Prepared by

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With TBG Partners Hawes Hill & Associates, LLP Vibrant Community Partners Options Real Estate, Inc.

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Ordinance 22-064

AN ORDINANCE ADOPTING A COMPREHENSIVE PLAN FOR THE CITY OF KILLEEN, TEXAS, PERSUANT TO CHAPTER 213 OF THE TEXAS LOCAL GOVERNMENT CODE; PROVIDING FOR THE REPEAL OF CONFLICTING PROVISIONS; PROVIDING FOR A SEVERABILITY CLAUSE; PROVIDING FOR A SAVINGS CLAUSE; PROVIDING FOR PUBLICATION AND AN EFFECTIVE DATE.

WHEREAS, Chapter 211 of the Texas Local Government Code requires that zoning regulations be adopted in accordance with a comprehensive plan; and,

WHEREAS, Chapter 213 of the Texas Local Government Code (“Chapter 213”) provides that municipalities may adopt comprehensive plans for the purposes of promoting the sound development of the municipality and promoting public health, safety, and welfare; and

WHEREAS, Chapter 213 further provides that the municipality may define the content and design of a comprehensive plan, and define the relationship between the comprehensive plan and the city's land use and development regulations; and

WHEREAS, Chapter 213 allows a comprehensive plan to be adopted by ordinance following a public hearing; and,

WHEREAS, it is the intent of the City Council to achieve orderly and fiscally sustainable growth, redevelopment, and revitalization in Killeen; and

WHEREAS, the comprehensive plan contains general policies that are proposed to be used by the City in the preparation of land use and development ordinances, in decisions regarding the provisions of City services and capital improvements, and in other policy considerations by City Council and its various boards, commissions and committees; and

WHEREAS, the City Council engaged the Comprehensive Plan Advisory Committee and Planning and Zoning Commission, in association with City staff and paid consultants, to undertake a series of studies, public meetings, and public workshops in the development of the components of the comprehensive plan; and

WHEREAS, on the 26th day of July, 2022, the Comprehensive Plan Advisory Committee, in compliance with the City charter, ordinance, and state law, reviewed and made recommendation to the City Council by a majority vote to approve the comprehensive plan; and

WHEREAS, on the 1st day of August, 2022, the City's Planning and Zoning Commission in compliance with the City charter, ordinance, and state law, and after holding a public hearing thereon, made recommendation to City Council by a majority vote to approve the comprehensive plan; and,

WHEREAS, the City Council finds that a public hearing was held on as required by law, and the Council has heard and considered all comments made at said hearing or in writing, along with the official recommendations of the Comprehensive Plan Advisory Committee and the Planning and Zoning Commission;

NOW, THEREFORE BE IT ORDAINED BY THE CITY COUNCIL OF THE CITY OF KILLEEN, TEXAS:

SECTION 1. That the City Council of the City of Killeen, Texas (“City Council”), hereby adopts the document entitled the City of Killeen Comprehensive Plan (“the Comprehensive Plan”), as attached hereto and incorporated herein for all purposes, as the City's comprehensive plan.

SECTION 2. The Comprehensive Plan is hereby declared to be the plan for the development of this community and will be used as a guide and companion document to the land use and development regulations of the City. Notwithstanding the foregoing, the City recognizes that circumstances may change in ways not anticipated by the elements of the Comprehensive Plan, and the City Council reserves the right to legislatively determine that the Plan needs amendment, for example, by allowing for different land use classifications than shown on the Future Land Use Map, or alterations of roadways shown on the Killeen Thoroughfare Plan Map. Any such amendment shall not be granted without careful study and consideration but must be made only on a showing of substantially changed circumstances. City Council may refer any requested change to the Plans and their elements back to City staff and such committees as may be appropriate, including the Planning and Zoning Commission, for further study and recommendations.

SECTION 3. City Council reserves the right to amend the Comprehensive Plan at any time by adding or removing elements or by amending in part or in whole the elements listed in the Plans.

SECTION 4. That all ordinances or resolutions or parts of ordinances or resolutions in conflict with the provisions of this ordinance are hereby repealed to the extent of such conflict.

SECTION 5. That should any section or part of any section, paragraph or clause of this ordinance be declared invalid or unconstitutional for any reason, it shall not invalidate or impair the validity, force or effect of any other section or sections or part of a section or paragraph of this ordinance.

SECTION 6. That the Code of Ordinances of the City of Killeen, Texas, as amended, shall remain in full force and effect, save and except as amended by this ordinance.

SECTION 7. That this ordinance shall be effective after its passage and publication according to law.

PASSED AND APPROVED at a regular meeting of the City Council of the City of Killeen, Texas, this 23rd day of August, 2022, at which meeting a quorum was present, held in accordance with the provisions of V.T.C.A., Government Code, §551.001 et seq.

APPROVED

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Debbie Nash-King, MAYOR

ATTEST:

APPROVED AS TO FORM:

Laura J. Calcote, INTERIM CITY SECRETARY

Holli C. Clements, INTERIM CITY ATTORNEY

A Note from The Mayor

Every resident of Killeen should be excited about this Comprehensive Plan! That’s because every single citizen has had the opportunity to contribute to it for more than a year now. Our consultants have used a variety of tools and approaches to get feedback from the community, from surveys and workshops, to “walkshops,” forums, and focus groups. To have been a part of the process that guides this city for the next decade is something all of our citizens can be proud of.

There are obstacles we plan to address, like closing resource gaps, diversifying housing options and price points, revitalizing Downtown, and cultivating vibrant neighborhoods, but our focus is clear, and it’s been articulated in our Big Ideas and Identity Statement. We understand where we are, we know where we need to go, and we now know how to get there. We must all work together to make progress toward our shared vision and desired outcomes.

I challenge the community to get and stay involved in the process of implementing this plan, whether it’s serving on one of our 18 boards or commissions, becoming a small developer here in Killeen, leading a neighborhood group, or contributing your ideas and talents to future projects.

We anticipate revitalization and improvements across our city, and our residents should be happy to be a part of that. A huge thanks to our Planning and Zoning board, Comprehensive Plan Advisory Committee, business leaders, our community partners, our city council members and, of course, our citizens for all of their hard work over the last year. The future looks VERY bright for Killeen!

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Mayor Debbie Nash-King

A Note from the City Manager

This has been a thorough and lengthy process, and for good reason. Capturing the needs and aspirations of our citizens is crucial. This plan is their plan-- their vision-- and will be the guiding light for our community for many years to come. We have years of implementation ahead, but what is obvious from the community input we received during this process is that our community is dedicated to that work, and the broader task of making Killeen the best place it can be.

Reactivating and revitalizing Downtown and neighborhoods in North Killeen will be a big task, but we can do it incrementally over time in a manner that establishes Downtown as the cultural and fiscal heartbeat of Killeen and cultivates local wealth for current residents, business owners, and local developers. Making the subdivisions we see across South Killeen into complete and enjoyable neighborhoods that remain vibrant over time will take genuine resolve and dedication from our council, but this plan provides a clear path for us to do just those things and to do it in a way that is fiscally responsible, equitable, and sustainable. That is the simplest way to put what this plan endeavors to accomplish.

Implementation will be neighborhood-centric, collaborative, and incremental. We want to make meaningful progress right now with the people and resources the entire Killeen community has available. This focus on incremental progress and partnering with the people of the community will help us to cultivate a culture of trust and collaboration from council to staff to our citizens and business community.

We appreciate all of the citizens, businesses, community partners, and philanthropic leaders who made sure their voices were heard when it comes to making the city of Killeen an even better place to call home.

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City Manager, Kent Cagle

Table of Contents

Acknowledgments

This Comprehensive Plan would not be possible without the effort and time given by members of the community in dedication to making Killeen the best place it can possibly be. Below is a list of people directly involved in the creation of this document, though gratitude for support extends far past this list.

KILLEEN CITY COUNCIL

PLANNING & ZONING COMMISSION

COMPREHENSIVE PLAN ADVISORY COMMITTEE

CONSULTANT TEAM

CITY OF KILLEEN

OFFICE OF THE CITY MANAGER Kent Cagle | City Manager Danielle Singh | Assistant City Manager

DEVELOPMENT SERVICES Edwin Revell | Executive Director Wallis Meshier | Assistant Director Andrew Zagars | City Engineer Wynstan Larsen | Senior Planner Paul Boyer | Development Engineer David Hermosillo | Senior CAD/GIS Technician Maria Lopez | Planner Kristina Strickland | Assistant Planner

DEPARTMENTS PROVIDING ASSISTANCE Public Works Communications Community Development Legal Information Technology Recreation Services Finance

COMMUNITY PARTNERS

Bell County Central Texas College Central Texas Council of Governments Fort Hood Greater Killeen Chamber of Commerce Killeen Economic Development Corporation Killeen Independent School District Texas A&M Central Texas

COLOPHON

This document principally employs the typeface Bely, designed by Roxane Gataud of Type Together while studying at École Supérieure d'Art et de Design in Amiens, France. Headlines, a number of lists, and many graphic labels are set in varying weights of Basic Sans designed by Daniel Hernández at Latinotype.

The document was laid out and typeset by Marshall Hines in Adobe InDesign on Macintosh Computers. Maps were generated by Ryan Lozano and Karina Castillo in QGIS on Windows Computers.

Executive Summary

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Where, when, and how a city adds development has a direct impact on the fiscal health and affordability of a community over time. For the past 50 years, Killeen has been aggressively building new single family developments and expanding its service area to the south, but the population growth has not kept pace. This has left the city with more infrastructure and service liabilities than it has budget to pay for, and residents' ability to pay more in taxes or fees is limited. This has created a constant tension between elected officials, staff, and citizens around priorities and how to best address growing wants and needs of the community with limited resources. Additionally, Killeen has struggled to create a strong community identity and coordinated economic development approach, which makes it difficult to align and fully leverage the resources of invaluable community partners such as the Post, colleges, Chamber, and local businesses.

This plan was built with fiscal sustainability and affordability as the central theme. Every element of the plan is focused on improving quality of life, diversifying employment and housing options and price points, and closing the city’s resource gap - without having to raise the tax rate.

The Plan consists of two components: a graphic component and a written component. The graphic component includes items such as illustrations that help convey development concepts and maps that will be used to guide future land use and transportation decisions. The written component provides context and details of the plan throughout the text.

THE PLAN HAS 3 CHAPTERS

Introduction

Organizational Components

Implementation

The introduction chapter provides an overview of Killeen’s current status and educational content to help provide an understanding of the concepts and issues that face cities across the country.

This entire document was a significant joint effort between the public, stakeholder groups, the Comprehensive Plan Advisory Committee (CPAC), City staff, the Planning and Zoning Commission, City Council, and the consulting partners. One of the first tasks was to understand the assets, values and aspirations of the community. Beginning with the Vibrant Communities Assessment, and refined through community surveys and stakeholder meetings, these elements were identified and synthesized into a simple memorable Identity statement. These same groups worked collaboratively to generate a set of Big Ideas that touch on the major needs that need to be addressed in Killeen.

We also learn about the effects of rate and pattern of growth. As suburban growth begins to slow down, it is difficult to maintain the aging infrastructure when there is no additional growth contributing to the budget. In order to maintain the City's fiscal health, it needs to balance services, infrastructure, and revenue. Three options are available to bridge the gap.

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Identity Statment

We value diversity, safety, family, and service. We respect our history, citizens, military, and institutional partners - and we aspire to bring all of us together to make Killeen better incrementally, every day for everyone.

Big Ideas

1. Growth in Fiscally Responsible Way
2. Positive Community Culture
3. A Local Business Ecosystem
4. An Improved Transportation Network
5. Neighborhoods are more than subdivisions
6. A Vibrant Downtown

To create a fiscally informed plan, we analyzed the current development patterns in Killeen to evaluate their performance. As a result we are able to determine changes to the development pattern the City will need to implement that will increase the value across the city. We explore how suburban development takes up significant amounts of the city's finite resource – land – and produces less value than a traditional mixed-use development pattern.

The Introduction chapter establishes the foundational understanding the readers need to interpret and utilize the Organizational Components section that follows it.

Organizational Components

The Organizational Components chapter details development concepts and strategies on land use and growth management, neighborhoods, mobility, and downtown.

Here, we list recommendations and provide supporting information that will help Killeen reflect its Identity Statement and fulfill its Big Ideas. These recommendations are intended to be broad, yet have clear direction towards the goal. They do not include individual tasks. More specific action items are included in the final section of the plan.

The final chapter focuses on an implementation strategy that identifies steps and actions to make progress towards the community’s identity statement, big ideas, and recommendations. The proposed program has an incremental focus, is neighborhood centric, and has the goal of making meaningful progress, right now, with the resources the collective community has available.

Top Six Action Items

① Utilize the place type and growth sector criteria to prioritize and focus growth in north Killeen and vacant lots as much as possible. IMMEDIATELY AND ONGOING

② Create a Development Fiscal Impact Analysis (DFIA) process/tool and conduct fiscal impact analysis on proposed development and capital improvement projects to evaluate the short and long-term revenue, cost, and service impacts. FIRST 6 MONTHS, THEN ONGOING

③ Partner with citizens to create a Neighborhood Framework Plan, establish “cultivator crews”, and begin developing and implementing 2-year Neighborhood Enhancement Plans throughout the city. FIRST 6-12 MONTHS, THEN UPDATE EVERY 2 YEARS

④ Conduct a Small Developer Workshop program to train and organize a network of entrepreneurs, local developers, contractors, architects, engineers, and community investors that can partner with City staff and Downtown Development Coordinator to build infill housing and commercial units in Downtown and North Killeen. FIRST YEAR, THEN CONDUCT ONE ANNUALLY

⑤ Collaborate with community partners to create a single Economic Development Strategic Plan that can be used to organize resources and guide decisions and investments to maximize benefits for the community FIRST 18 MONTHS

⑥ Update the City’s development regulations and design guidelines to align with the big ideas and principles outlined in the Comprehensive Plan, create complete, walkable neighborhoods, and ensure quality design and construction. START FALL 2022, ADOPT IN FALL/WINTER 2024.

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WHEN CITIZENS TAKE PART IN IMPLEMENTATION PROJECTS, BETTER OUTCOMES USUALLY OCCUR

INTRODUCTION

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WHY A COMPREHENSIVE PLAN?

An Orientation to this Plan.

Killeen is entering a critical period in its evolution as a community. On one hand, the city’s proximity to Fort Hood has helped make Killeen one of the larger cities in Texas, and rising housing costs in the nearby Austin region are driving demand north and creating additional opportunities in the city. At the same time, the city is struggling to maintain aging infrastructure, facilities, and neighborhoods built in prior decades due to limited resources.

Killeen’s last comprehensive plan was adopted in 2010, when the population was almost 128,000 people. In the decade since, the city has added another 25,000 people, and it’s city limits span roughly 55 square miles. The 2010 Plan was drafted with intent to offer guidance for challenges that would emerge, and included recommendations for sustainable development.

Twelve years later, while there have been many positives to celebrate, the same development patterns and housing challenges remain, infrastructure conditions have deteriorated further, and resources are even more constrained. Elected officials continue to be challenged to provide infrastructure and amenities commensurate with other communities in the area while working with a much

smaller budget (per person or household). And inside City Hall, staff are stretched trying to keep up with the daily functions of the City such as site plan approvals, building permits, inspections, infrastructure maintenance and construction, code enforcement, and multiple quality of life services such as public safety and recreation programming. These tensions and constraints will only get worse without intentional efforts to bridge the gaps.

Lasting prosperity does not come from endless new growth and expansion. It’s cultivated over time by the people living and working in the community.

Where, when, and how the city develops in the next 10-20 years will have a direct impact on the city’s long-term fiscal health, affordability, and vibrancy. This Plan has been crafted with a primary focus on leveraging growth and public investments in a manner that incrementally enhances quality of life for residents while also closing the city’s resource gaps over time.

Through an extensive engagement process, the community expressed both their concerns and aspirational vision for the future. This Plan was drafted by taking into consideration the needs of a diverse group of stakeholders. Insight from citizens, business owners, employees, and organizations throughout Killeen are all a part of this document.

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Why Do We Need a New Plan?

To make growth work for, not against us.

Growth does not equal or create prosperity. In fact, certain types of growth can actually lead to the opposite. Having experienced many stages of growth with a limited amount of undeveloped land remaining, Killeen has a few options to grow in ways that reflect local character and values and to learn from past development trends in Killeen and surrounding communities. This process is about deciding what citizens want for their community, laying out a framework to manage growth, and most importantly, understanding and getting comfortable with the trade offs required to make the city fiscally healthy. Citizens will have to choose to accept higher density development, reduced services, or higher taxes.

To get more bang for our collective buck.

Infrastructure and development decisions today have financial consequences in the future. The City is already financially stressed from past decisions. The City has to be especially careful about how limited funds are invested. City leaders need a plan for maximizing the return on investment of the City’s resources in a way that increases property values, improves quality of life, and reduces long-term infrastructure costs. Otherwise, the City will soon be faced with deteriorating neighborhoods and service debts that far exceed the community’s capacity to pay for them.

To make the city more proactive, and less reactive.

Increasing demands on staff and the absence of current, coordinated plans has resulted in many decisions and day-to-day activities being reactive. This limits staff efficiency and the City’s ability to maximize return on investments, and makes it difficult to manage and clearly communicate expectations. Updating the Comprehensive Plan puts city leaders in a position to eliminate duplicative efforts and be proactive decision-makers across all aspects of the City’s development and operations.

To introduce consistency, communication, and accountability that citizens desire.

Managing expectations of citizens during growth can be challenging, time consuming and frustrating. Establishing a cohesive vision, core values, and prioritized implementation actions will clarify roles and expectations. This empowers everyone in the community to contribute. It makes clear what City Council, staff, local businesses, and citizens must do to gain ground. Action items and decisions will be measured and tied back to this Plan, providing transparency and accountability.

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RESIDENTS, STAFF, ELECTED OFFICIALS, AND CONSULTANTS DISCUSS NEEDS AND OPPORTUNITIES FOR KILLEEN AT A PUBLIC WORKSESSION

What is a Comprehensive Plan?

Leading a city is a daunting task. There are always more demands than resources. As the name suggests, this plan outlines a comprehensive view of city needs and desires. Then, it outlines the path forward. City officials change over time, so the Plan serves as the constant guide. It lays out the “game plan” for Killeen. It expresses the goals and direction of the community. Clear expectations and responsibilities are outlined so meaningful progress can be made. It serves as Killeen’s official statement on policy and direction.

Comprehensive plans have two components: a graphic component and a written component. The graphic component maps out where to place future land uses and major transportation infrastructure. It also includes illustrations that highlight key information and takeaways. The written component provides context and details regarding existing conditions. It summarizes the community’s vision and Big Ideas. It outlines policies and goals, and contains an implementation strategy designed to achieve the city’s vision. The Plan provides the framework necessary to move forward. However, success is wholly reliant on City officials and residents.

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Authority of Comprehensive Planning

Chapter 213 of the Texas Local Government Code outlines the powers granted for municipal comprehensive plans in Texas municipalities. Section 213.002 specifically authorizes a city to adopt a comprehensive plan in accordance with its charter or by ordinance. It also authorizes them to amend it from time to time. The comprehensive plan is intended to coordinate and guide the establishment of development regulations of a city.

Who’s Been Involved?

Public Provide input on community strengths, areas for improvement and desired future; give feedback of draft versions of the plan; support and engage in implementation activities.

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Stakeholder Groups Interviews with various groups that have an interest in Killeen; provide input; share insight through different perspectives.

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CPAC Citizens and city leaders meeting to guide the plan; establish vision, core values, and goals; review drafts of the plan; present to Council and P&Z; encourage engagement.

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City Staff Provide ongoing input and review of planning process (vision & principles, plan drafts, etc.) to ensure plan is accurate and actionable.

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Planning & Zoning Commission Provide input and interim reviews at key mile- stones during the planning process. Recommend final plan to City Council for adoption.

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City Council Provide ongoing input and feedback heard from community; final authority to approve or reject the plan update for adoption.

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Consultant Analysis; coordination with Council, Staff, and CPAC; public meeting and charrette facilitation; design of plan that is useful in daily decision-making.

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What is Our Goal, and Why Does it Matter?

WE AIM TO ACCOMPLISH:

Understanding our current and forecasting future needs

To remain fiscally stable, a city must develop in a way that generates enough revenue to cover liabilities; not just today, but in the future.

Telling the story of Killeen

Having a clear identity and set of values helps Killeen avoid becoming "Anywhere, USA" and distinguishes it from the surrounding communities.

Getting the big stuff right

Creating priorities for land, infrastructure, and economic development decisions is essential. Doing so maximizes return on investment. It also builds a high quality of life today and for years to come.

Enabling clear expectations and consistent, predictable decisions

In this process, elected officials, staff, and other partners will be unified, efficient, and proactive.

Creating an informed and engaged citizenry

Engaged residents support city leadership and bring ideas forward. They actively participate in decisions. They represent their neighborhoods and wishes. Most importantly, they contribute to positive change.

WE DO THIS BY ASKING:

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SO WHY DOES THIS MATTER?

It’s simple. The future of a city affects everyone within it, from its newest arrivals to lifelong residents. Everyone has a vested interest in making Killeen the best place it can be to live, work and play.

HOW TO USE THIS PLAN

Basic Organization

This Comprehensive Plan has been organized to be useful to the city staff and elected officials who will implement the plan. The organization will support their day-to-day work, but work has been done to also create a plan that is understandable and approachable by the community it aims to serve. The document is organized into three main chapters.

1. INTRODUCTION

The first chapter, Introduction is designed to do a few things. First, to give you an understanding of the plan itself; how it was written, who participated in its creation and what it aims to accomplish. It also provides foundational concepts that the plan relies heavily on. For example, the concept of fiscal stewardship, and how land use in a community substantially affects the economics of that community, is included.

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This chapter also summarizes how the city has developed over time and how past decisions have affected the City. These effects include revenue, services, and affordability. It also explains what must be done to put the City on a more financially sound path, and helps citizens to understand the why behind the recommendations in each organizational component. We end this chapter with both The Big Ideas, and Killeen’s Identity statement. These two elements underpin every recommendation you will see in later in the document, and they should become the underpinning of every decision that is made in Killeen going forward.

2. ORGANIZATIONAL COMPONENTS

The second chapter, called Organizational Components (OCs) lays out next steps, and is structured with elements that typically align with city departments/ functions. This Comprehensive Plan currently includes four OCs:

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The breadth and depth of each of these components varies. A Comprehensive Plan should also consider plans that were created previously. Land Use & Growth Management, for example, is a detailed component because it needs to speak to how land use is mapped in Killeen. It also considers how development standards affect the community. Growth strategies and how they influence the city’s future, are included. Legal elements, such as zoning, annexation, mobility planning, and the process of developing land are also included.

For all the diversity of these Components, you will see a few commonalities between them. Each Component opens with a series of recommendations to move Killeen toward achieving success. Then, a general snapshot of the existing conditions in Killeen as related to each Component, and observed barriers to success, are noted and explained.

3. IMPLEMENTATION

The final section of the Plan focuses on Implementation of the recommendations in each Organizational Component. Implementing the Comprehensive Plan is perhaps the most important job the City of Killeen will have over the next 10 years.

This chapter includes an explanation as to how Implementation practices should be approached. Particular focus is given to how implementation should be a community process which is centered around neighborhoods and the people who live in them.

It is important to understand that every recommendation, and subsequently every action that makes up those recommendations has been vetted to ensure that they meet with the Big Ideas, and Identity statement (pages 56-63). These two elements are a direct reflection of the community and thus are integral to any decision s the city makes going forward.

Recommendations and actions are coupled in this chapter, and listed as to provide a checklist that, when completed, indicates that recommendations have been accomplished. In addition to the content in this chapter, more implementation information can be found in the Appendix including a detailed Implementation Matrix that indicates which department is responsible for specific actions and recommendations, how each action connects to the Big Ideas, and timelines associated with these elements.

What Should You Look For?

Citizens

If you are a citizen of Killeen and reading this document for the first time, its best to acquaint yourself thoroughly with the sections in Chapter 1 titled; The Economics of Land Use, Creating a Fiscally Informed Plan, Killeen’s Land Use Fiscal Analysis, Killeen’s Identity, and Big Ideas. These parts provide the knowledge to help readers understand how the Organizational Components (Land Use & Growth Management, Neighborhoods, Mobility & Connectivity, and Downtown) were drafted. Then, specific Components of interest can be reviewed to learn the direction and plans the city has put in place.

Staff

Day-to-day interactions with this plan will typically be referencing the recommendations at the beginning of each Organizational Component chapter. The actions that accomplish those recommendations are easily found in the implementation matrices in Chapter 3. Understanding and incorporating the Big Ideas in Chapter 1 into daily work is also important. New recommendations from staff should always be aligned with the Big Ideas.

Elected and Appointed Officials

Officials constantly endeavor to understand and apply the will of the community in decision making. Incorporating the Big Ideas into the process for deliberating issues is a good step to addressing the needs of the community consistently. These ideas are a direct representation of the things that the community said in the public engagement process for building this Comprehensive Plan. Also consider how Killeen may grow and improve its Big Ideas over time in line with the Identity Statement in Chapter 1.

Developers

Chapter 1’s sections The Economics of Land Use, and Killeen’s Land Use Fiscal Analysis as well as the Organizational Components Land Use & Growth Management, and Mobility & Connectivity contain relevant information to provide an understanding of how Killeen wants to grow. Understanding the Big Ideas in Chapter 1 can help to align proposed projects with the broad directional statements that are at the heart of Killeen’s focus for the future.

Updating and Refining this Plan

This plan, and all of its parts should be regularly reviewed and updated to reflect the changing nature of the City of Killeen and its goals. Though any part of the plan can be updated, serious thought should be given before amending, or editing the Big Ideas. These foundational elements of the plan are a representation of the expressed aims of Killeen’s citizens. If these do need to be updated, a process of exhaustive public engagement designed to hear and incorporate diverse voices, must be completed.

Recommendations and their accompanying actions are the items which will need the most frequent review. As existing recommendations are achieved, new ones should be introduced that move Killeen toward the future imagined in the Big Ideas. Staff will be the most common source of these updates as their ‘on the ground’ work provides an exceptional vantage point to see where new work is needed to improve the community. City Council should also review recommendations yearly to see how progress is being made and if necessary, suggest additions. Though these two groups are the most likely ones to suggest changes to recommendations, public input should be gathered on a regular schedule to help inform staff and Council’s work. An inexpensive way of doing this would be to solicit feedback on a specific organizational component during high-turnout public events. A staff booth at a community event could ask a single question. For example, What matters most to you when new commercial growth happens near your neighborhood? The answers to this single question could be gathered and presented to Council. Then, Council would determine what new recommendations are needed for the Organizational Component “Land Use & Growth Management”. Two questions should always be asked when weighing new recommendations. Does this recommendation align with the identity that the community has identified (page 57)? Does this recommendation align with the fiscal goals of the City in the short- and long-term?

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Writing Meaningful Recommendations

Recommendations are broad, but they are clearly directional. They suggest a large goal that will help to move the community toward one or more Big Ideas. They are aligned with a specific Organizational Component. They do not include individual tasks. For example, a good Land Use & Growth Management aligned recommendation might be: “Create a logical growth boundary to focus future development within existing service areas.” Whereas a recommendation that is too prescriptive would be: “Do not allow high intensity uses north of US 233.”

ADJUST PLANNING APPROACH TO CONSIDER NON-VEHICULAR TRIPS.

IMPROVE NETWORK CONNECTIVITY.

DESIGN NEIGHBORHOOD STREETS TO PRIORITIZE PEOPLE

MAXIMIZE RETURN ON INVESTMENT FOR MOBILITY INFRASTRUCTURE.

PROVIDE MOBILITY OPTIONS FOR EVERYONE.

IMPLEMENT BRANDED GATEWAYS AND WAYFINDING WITHIN THE CORE.

REDESIGN RANCIER AS A COMPLETE STREET.

TRANSITION AUTO-ORIENTED ROADS TO PEDESTRIAN FRIENDLY STREETS.

Writing Useful Actions

Actionsarespecifictasksthatservetoaccomplishrecommendations. It is easy to think of these as a checklist that, when finished, allows the community to call a recommendation complete. For example, the growth boundary recommendation could have the following actions:

1. Identify geographic features that create logical and natural boundaries city-wide.
2. Identify all areas of the city that can be currently served by city water and sewer (in other words areas that are within 100’ of the city’s utility network).
3. Draw a boundary that factors in 1 and 2 above, and that produces the smallest land area.

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Update pavement management study, measure and maps the pavement condition, estimated maintenance costs, and future replacement cost and timing.

Increase management efforts to extend the life of existing streets and allow more time for the street fee fund to grow.

Update street sections and design criteria so Collectors can transform and adapt to changes in surrounding land use over time

Update design standards to reduce pavement and lane widths to reduce maintenance and construction costs and slow cars

Successfully completing all actions should mean that the recommendation has been fulfilled.

THE PLANNING PROCESS

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Community Engagement

A variety of methods were used to collect input and feedback. The engagement program was intentionally organized to balance information sharing (education and awareness), and information gathering (listening). Two-way discussions were used to explore topics in more detail and capture context. Options were provided for the community to engage in many ways: online, in person, in group settings, and through private one-on-one discussions. Most importantly, multiple presentations and discussions were held early in the process to explain connections between past development and the current infrastructure and resource challenges. These discussions and the accompanying land use fiscal analysis have been used at multiple points in the process to bring people and perspectives together. The community engagement shown on these pages provided the underpinning for building consent around the strategies that Killeen must embrace to become a more financially resilient and prosperous community.

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TOP: THE IDEAS WALL OF THE MYKILLEEN WEBSITE

MIDDLE: THE FIRST OF A SERIES OF ONLINE SURVEYS USED TO INFORM THIS PLAN

BOTTOM: A MEETING HELD FOCUSING ON DOWNTOWN KILLEEN

PHASE 4

PRIORITIZE

APRIL-MAY 2022

CPAC Meeting 6 Community Meeting & Online Comments P&Z Workshop

PHASE 5

ADOPT & IMPLEMENT

JUNE-AUGUST 2022

City Council Workshop Plan Adoption Implementation Summit

THE FUTURE

2022 & BEYOND

Revision and Refinement

MAP OF WALKSHOPS

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ABOVE: THE TURTLE BEND WALKSHOP

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A CCP MODULE PRESENTED ONLINE DURING THE COMPREHENSIVE PLANNING PROCESS

CONSULTANT KEVIN SHEPHERD OF VERDUNITY LEADS A WORK SESSION IN MAY 2022 WITH THE KILLEEN CHAMBER OF COMMERCE.

How Engagement Informed this Plan

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Vibrant Community Assessment

This assessment provided a starting place to understand the community’s positions on a number of issues. In the first half of 2021, citizens across the city provided answers to 11 questions on a 10-point scale. These questions are listed below with the average score they received.

NOTE It is notable that while this survey generally represented a significant gap between where citizens wanted to be as a city, and where they felt they were right now, a clear interest in solving problems and making the community better was shared by nearly every participant. The value of this cannot be overstated.

Direct Community Feedback

Assets

In the same survey, respondents identified these elements as most unique and valuable to Killeen. These elements can be viewed as building blocks upon which Killeen’s future can be built. The list is ordered by number of mentions of each asset, with 1 being the element with the most mentions.

1 Diversity

According to Census data, Killeen is more diverse than the region and Texas as a whole.

2 Military Presence

Many of Fort Hood’s current and former personnel choose to live, work, or open businesses in Killeen.

3 Small Town Feel

Community members noted a sense of “small town” comfort, even with a population of 155,000 people.

4 Central Texas Location

Killeen is less than an hour northwest of the Austin area, and 20 minutes southwest of Waco.

5 Cost of Living/Economy

Killeen enjoys one of the most affordable housing markets in Texas, with a median home price of $201,750 as of January 2022.

Opportunities

Opportunities for improvement were compiled from discussions with residents and stakeholders at community meetings and during stakeholder one-on-one meetings. A community’s potential is directly tied to its assets. As noted, the citizens made it clear that Killeen has a long list of challenges. These challenges present even more opportunities.

Local Business Many residents expressed the need for more local businesses, more entertainment options, and more diverse industries. We also heard from residents that downtown needs some serious attention. Many buildings remain vacant and maintenance has been lacking. People have lost interest in shopping downtown. Killeen has several economic development organizations which, through economic development programs, can support local businesses and bring diversity to the business community.

Strengthen Neighborhoods Killeen currently has a higher affordability index than the other communities in the region, yet many are not satisfied with the existing housing market. Affordability is not the only factor considered by community members. Diverse neighborhoods with character that residents can take pride in encourage the maintenance of homes in good condition, attracting a broader audience.

Local Activities Residents are wishing for more things to do in their free time without having to leave Killeen. They want to take their families out, enjoy the Central Texas natural beauty, and get in a little exercise. Developing natural areas and open spaces in Killeen provides an amenity to its residents while improving their quality of life.

Unique Identity Identifying and making choices that reinforce the unique identity of Killeen helps it become more than another central Texas city. It allows Killeen and that unique identity to become one and the same. This is attractive to tourists and potential new residents, who over time learn and share with others what Killeen is all about. Communities without clear identities are easily forgotten, if remembered at all.

Obstacles

In the second community survey conducted between April and June of 2021, citizens identified these items as the major obstacles to creating a successful and vibrant Killeen. This list is ordered so that the highest ranked obstacle (1) was mentioned by the most respondents.

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“...my hometown is not recognized as the friendly, kind, safe place I grew up in as a child and young adult...”

“My biggest challenge has been getting information about what is in the area related to all the above. A centralized website with advertising would be helpful.”

“To a casual observer, Killeen looks like nobody cares.”

“Work towards attracting industry that offers well paying jobs;”

“Add businesses for professional job opportunities to keep residents from driving to Austin, Temple, Waco, etc.”

“Treat all residents equally regardless of the color of their skin or location (zip code).”

“ every time I want to do something with the family we go and spend our money OUT OF TOWN!!”

“Killeen is located in the heart of Texas so why not make it the place everyone wants to see. “

“City-wide spring clean up. This could give the entire city a sense of pride if they see the entire city working on their yards, streets and common areas.”

“Housing isn’t a very broad market. They have people who can afford a $1M home but can’t find any and go to Belton and Temple. More affordable options are needed”

COMMUNITY PROFILE

Regional & National Trends

As technology and other factors continue to evolve, Killeen has both the challenge and opportunity to keep and attract people and businesses to the city. While focusing on local context and resources are the starting point, it’s also important to be aware of regional, national, and global trends that are impacting where people choose to live, work, shop, worship, and play.

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Missing Middle Housing and Choice Shifts

Many cities are finding that a key to retaining talent is the ability to find housing types that suit a broad range of people. In most places, housing variety has not met the needs of changing demographics. Household sizes have been decreasing, and many people want to age in a home that is the right size for them. Diversity of housing type is directly tied to affordability. Diverse housing in neighborhoods allows mixing of socioeconomic groups, which is appealing to Gen Xers and Millennials.

Missing Middle Housing comprises the range of housing styles that fall between the extremes of the detached single-family homes and the midrise apartment complex. These buildings generally share a similar footprint to single-family homes; as a result, they blend seamlessly into typical neighborhoods. Since these types often contain 4 to 8 units, they provide a more robust tax base for the city without significantly increasing service costs or infrastructure liabilities. These housing styles include townhouses, duplexes, courtyard apartments, and live/work units. These styles were an essential building block of pre-1940s neighborhoods, and their appeal is being rediscovered today in towns and cities across the country. These housing units will be an essential part of Killeen’s fiscally sustainable future.

ALL IMAGES: SIGHTLINE INSTITUTE

MISSING MIDDLE HOUSING TYPES AND HOW THEY FIT BETWEEN SINGLE-FAMILY HOMES, AND MID-RISE APARTMENTS

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Regional Growth

According to the newest Austin Board of Realtors Central Texas Housing Market Report, the median sales price of homes in the Austin-Round Rock metropolitan area rose 30.4 percent to $476,000 in January of 2022. With large employer relocations to the region housing stock is being stressed, pushing housing prices skyward. The City of Austin alone had a 20 percent increase in median sales price, driving it up to $550,000, while the amount of new listings decreased 18 percent. Those who cannot afford a home in the metropolitan area have settled in the surrounding communities, many moving north to Bell County and Killeen. This makes it imperative for Killeen to ensure that there are housing units at affordable prices for these people to move into. This presents and opportunity for the community to get ahead of the growth with thoughtful forward-thinking housing policy.

While Bell County’s median price is $245,515 according to the Temple-Belton Board of Realtors report for January 2022, Killeen has the lowest median price at $201,750. Temple’s median price is $269,500 and Belton is the highest at $355,000. Killeen’s neighboring city of Harker Heights is on the higher end with a median price of $310,000. The communities with higher end suburban residential and commercial development are rapidly expanding with Belton having an increase of 85.7 percent in active listings and Harker Heights having an increase of 42.1 percent.

Climate Change/Extreme Weather Events

Winter Storm Uri was a true test to existing infrastructure across the state of Texas. In this one weather event, 246 people perished. However, these weather events are not exclusive to Central Texas. Uri affected many regions throughout North America including Canada, the great majority of the United States, and Mexico. These weather events are becoming more common, placing a strain on communities who lack preparedness.

eCommerce

eCommerce and related tools have taken local retailers to a new level. These tools help customers make online payments. They also provide online storefronts, and search inventory. They greatly expand the reach of small businesses through email marketing and promotional tools. These options allow small businesses to operate from anywhere, especially areas with lower costs of living.

Remote Work

As the COVID-19 pandemic continues, one long-lasting effect is the ability to work remotely. Whether it is multiple employees working from their homes in the same city, or even across the country, this trend is here to stay. According to a survey by Upwork, about 26.7% of Americans worked from home during 2021. According to CNBC, a quarter of the nearly four million remote workers in the U.S. make over $100,000 a year. This creates opportunities for people to land jobs in companies that are not physically located in the Killeen area and allowing them to choose where they want to live.

Place-Based Economic Development

A sense of place is of great importance to Millennials, Gen Xers, and younger age groups. In particular, “third places” - a term coined by Ray Oldenburg - are of great appeal. The third places are places for gathering. Coffee shops, bars, bookstores, pubs, cafes, and other places where people can interact are some examples. Connectedness is a priority for these groups. Walkable neighborhoods are greatly valued by these groups. They seek the celebration of differences in people, cultures, and neighborhoods. Authenticity drives their decisions on where to live, and many cities do not offer this.

Who is Killeen Made of?

The City has a 2020 population of approximately 155,000 residents, with an additional 32,000 people residing at Fort Hood. Regional population within the greater Killeen/Temple Metropolitan Statistical Area (MSA) is 480,000. This is important from a market perspective given the proximity of nearby communities. Their impact on market demands and economic development opportunities is critical to watch.

The presence of Fort Hood has a significant impact on the demographic and socioeconomic characteristics of the community. When compared to the region, Killeen’s population is young and diverse, with a larger percentage of Black and Asian populations (there is a strong Korean presence). Killeen’s diversity index of 81.9 is higher than the region’s and state’s index.

Due to military deployments and personnel transitioning to and from military service, the population is ever-changing. Approximately 20 to 25 percent of military personnel are transitioning in and out each year. When military personnel and their families transition out of the military, they tend to stay nearby. Killeen’s educational attainment is below the region’s average with a smaller percentage of individuals graduating with degrees (Associates, Bachelors or Graduate).

INCOME COMPARISON

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Population Projections

Current population estimates were compared to the population projections prepared as part of the previous comprehensive planning effort. As shown in the following chart, the Step Down 1.0 scenario from the Texas State Data Center most closely aligns with the 2010 Census population and 2020 current estimate from ESRI. Between 2010 and 2020, Killeen’s population grew at annual average rate of 2%.

Population projections for cities in Texas are available through the Texas Water Development Board (TWDB) and county level projections are available through the Texas Demographic Center (TDC).

TDC projections for the City of Killeen were derived using the “step down” method, which assumes the City will maintain a set proportion of Bell County’s population, 42%, in future years.

Projections for the City of Killeen range from 185,00 to 203,000 in the Year 2040, which reflects an annual average growth rate of 1.1% and 1.4% respectively.

The various step down models simply take the Texas State Data Center rates for growth and project a growth in Killeen in a proportion equal to Killeen’s size in relation to the state population. The 1.0 step down is the same rate as the full state projection, the .5 step down is growth at half the rate of the state projection.

POPULATION PROJECTION MODELS

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Legend

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CURRENT

STEP DOWN 1.0

STEP DOWN 2000-2007

STEP DOWN 0.5

TWDB

SOURCE: KILLEEN COMPREHENSIVE PLAN, 2010

Demographics

Esri Tapestry Segmentation classifies US neighborhoods into 14 unique LifeMode groups. These groups are then further classified as 67 different consumer segments with commonly shared traits. The chart below shows the top six segments present in Killeen, with the most dominant being Up & Coming Families. The information in the tapestry segments provides a comprehensive profile of the City’s consumer market.

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Up and Coming Families

Residents are younger, more mobile and ethnically diverse than the previous generation. Their homes are new; their families are young. This is one of the fastest-growing markets in the country.

Traditional Living

Households are a mix of married couples and singles. Many families include two generations who have lived and worked in the community. The manufacturing, retail trade, and health care sectors are the primary sources of employment. This is a younger market—beginning householders.

Young and Restless

Well-educated young workers, some of whom are still completing their education, are employed in professional/technical occupations, as well as sales and office/administrative support roles. These residents are not established yet. Almost 1 in 5 residents move each year.

Middleburg

Middleburg neighborhoods transformed from the easy pace of country living to semi-rural subdivisions. Residents are conservative, family-oriented consumers. This market is younger but growing in size and assets.

Bright Young Professionals

These communities are young, educated, working professionals. More than one out of three householders is under the age of 35. Slightly more diverse couples dominate this market, with more renters than homeowners.

Military Proximity

Married couples just beginning parenthood, with an average household size of 3.38. The Armed Forces is the common bond for these consumers. Most of the labor force are on active duty or have civilian jobs on military bases. Moving is routine to these householders; 40% have recently moved.

Indexes

Esri also establishes measures (indexes) to better explain certain characteristics in a community. Some examples include housing, crime, wealth and diversity. When compared to the region, Killeen has a high diversity and housing affordability index and a low wealth index. Killeen’s crime index is slightly higher than regional and state averages.

Where Do Citizens Live?

Overall, Killeen has a higher percentage of renter-occupied housing units. This is likely a result of housing demands from the younger and military-based population. Vacancy rates in 2020 were higher than the surrounding region; however, more recent information indicates a much lower vacancy rate and limited housing stock availability.

There is a larger concentration of lower value homes in Killeen when compared to the rest of region, resulting in comparatively strong housing affordability. The median home value is $145,000, which is 13% lower than the regional average. Most of the housing stock in Killeen consists of single-family homes, with newer homes and subdivisions being built in the southern part of the city. Over 38% of the housing stock has been constructed since 2000, in part as a result of Fort Hood’s expansion, which did not include housing. An opportunity for increasing the number of housing units is present in North Killeen, as much of the housing stock sits on larger than needed lots and broadly speaking is some of the lowest value property in the city. Allowing much more housing to be built in this area will have the dual benefit of providing more affordable housing while increasing the value per acre, and thus income to the city, without expanding infrastructure.

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SOURCE: ESRI 2021

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Where and How Do Citizens Work?

Killeen’s civilian workforce consists of approximately 65,000 people with an additional 37,000 military personnel at Fort Hood. The unemployment rate, 12.7%, is higher than regional averages.

Most employees work in the Services industry, followed by the Public Administration industry. 54% are employed in white collar occupations, while 22% are employed in blue collar occupations.

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Business & Industry

There are over 3,000 businesses in Killeen with approximately 32,000 total employees. The largest category of businesses are Retail Trade, Other Services, and Accommodation and Food Services. Industries employing the largest number of employees include Retail Trade, Accommodation and Food Services, and Education and Health Care. Major employers in the Greater Killeen area include Fort Hood (and military defense contractors), Killeen ISD, Central Texas College, City of Killeen, Teleperformance and Advent Health.

What Do People Want and Need in Killeen?

Existing Audiences

‘Market Audiences’ are categories of individuals that can have an economic impact on a community through shopping, dining, purchasing a home, starting a business or a similar activity. Identifying these audiences provides an understanding of the type of individuals investing in the community, and their reasons for locating there. Major audiences for Killeen include individuals that are here to live, to work, and to a smaller extent, to learn. Smaller audiences include individuals that visit the area to attend events/activities, shop and dine. The level of economic impact that each audience has on the community is directly related to the availability and desirability of opportunities to invest. For example, a Nearby Neighbor may only occasionally be enticed into spending money dining in Killeen if options are not as desirable as other communities.

Economic Places

Economic Places are key revenue generators within the community; the strength of those places is directly related to the ability to attract and keep Market Audiences (and their disposable income) in the community. Employment/business generators such as Fort Hood, and educational institutions such as Central Texas College draw audiences into the community regularly. The strength of General Commercial places (such as businesses along the IH-14 corridor), Commercial Activity Centers (such as Killeen Mall, and destinations (such as the planetarium at Central Texas College) have influence. They influence how many visitors will come into Killeen, how long they will stay, and how much they will spend. Understanding local Market Audiences and the strength of Economic Places is critical to assessing methods of greater economic impact.

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Retail Trade Analysis

Esri’s Retail MarketPlace data compares retail sales and consumer spending by industry and measures the gap between supply and demand. This data provides a glimpse into the amount of retail potential that “leaks” into other communities, as well as market segments where the study area takes in more than its share. Leakage in an area represents a condition where demand exceeds supply. In other words, retailers outside the market area are fulfilling the demand for retail products; therefore, demand is “leaking” out of the trade area. Such a condition highlights an opportunity for new retailers to enter the trade area or for existing retailers to extend their marketing outreach to accommodate the excess demand.

Overall, within a 15-minute drive of downtown, the amount of funds spent on retail trade and food and drink is greater than what would be expected if only locals were shopping; this means that people from outside Killeen are spending money within a 15-minute drive of downtown. However, within a 30-minute drive, the numbers tell a different story. More people are choosing to shop for retail goods elsewhere – resulting in a leakage of potential funds into other areas. Food and drink remains a surplus, but a much lower one. The figures show that while Killeen may be a “hot dog and hamburger” town, they are still attracting people in for dining.

Killeen’s market is strongest in retail areas such as automotive parts, clothing and sporting goods. Killeen is particularly weak in grocery stores, health and personal care, electronics, building materials, and gas stations. Overall, the City experiences a high vacancy rate and low rate of owner occupancy.

WITHIN A 15 MINUTE DRIVE OF DOWNTOWN

WITHIN A 30 MINUTE DRIVE OF DOWNTOWN

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THE ECONOMICS OF LAND USE

Development and How it Relates to Fiscal Health

Where, when, and how a city develops has a direct impact on a city’s fiscal health. The form and process by which property develops in a community is its development pattern. Development patterns are caused by varied wants, needs, and desires amongst community leaders, residents, and developers. Below are three of the most common development patterns seen in Texas and across the United States: rural, suburban, and urban. Each of these patterns accommodates a certain amount of people, requires different amounts of infrastructure and public services, and consumes varying amounts of land.

Understanding the economic constraints these patterns present is key to helping build a resilient and fiscally sustainable place. The economics of land use, at a high level, pertains to how these different development patterns generate revenue back to the city in the form of property tax, sales tax, and other revenues. The development patterns also generate costs and liabilities in the form of services and infrastructure that require maintenance over time. To be financially sustainable, a City’s development pattern must generate sufficient revenue to pay for services and infrastructure; not just today, but over time.

Common Development Patterns

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The Suburban Growth Experiment

For thousands of years, cities all over the world were built and grew incrementally out (horizontally), up (vertically) and more intense (higher density) as resources allowed. This traditional pattern of development was characterized by a compact grid, narrower streets, and diverse building types (whose uses were flexible) all geared toward a human scale, and it was built in increments when the demand and money were available. New structures or streets were built next to existing buildings or infrastructure, because this was the most cost-effective way of growing.

When the automobile was invented, it led to what engineer and Strong Towns founder Charles Marohn coined the "suburban experiment." The creation of the highway system, increasing car

ownership, and mass-scale housing programs rolled out after WWII combined to create a new environment where developers were able to purchase and develop land out on the edge for lower costs, and the suburbs were born. Streets and buildings became more spread out than ever before, and residential, commercial, and other uses were separated. Fewer buildings were designed with unique character or built to last. Instead they were designed to be cost-effective and mass-produced. Unlike the previous incremental growth, cities began to see massive amounts of housing, streets, and infrastructure being built over a much larger area in a short amount of time - typically just one or two decades.

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The Effects of Rate and Pattern of Growth

As the suburban growth model caught on, cities across the country began to embrace and encourage rapid growth without fully considering long-term impacts. Private developers built subdivision after subdivision, putting in miles of new infrastructure “at no cost to the city!”, selling cities on the additional rooftops and tax revenues. This creates what Marohn refers to as an “illusion of wealth”, where the overall look and feel of the community is new and affluent. During this time, there is also typically pressure to keep property taxes down. Sales tax revenue will fluctuate up and down based on market conditions and demand.

Today, the significant costs of this approach are revealing themselves. As cities continue to age and expand, development and the revenue boost from additional homes and businesses slows down. The neighborhoods, facilities and infrastructure built decades prior have reached the end of their life cycle and are in need of replacement. Community leaders are left struggling to keep up with expectations for basic service, employment and lifestyle. However, they have limited resources to do so. This starts a cycle where cities fix what they can, and postpone what’s left. Eventually neighborhoods deteriorate to the point where residents with the ability to do so move out, while those less fortunate are forced to remain in an environment of decline and neglect.

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Resource Constraints

In today’s environment, most citizens are not willing and/or able to pay more in property taxes or fees, but cities don’t have the revenue needed to cover basic services and maintenance dues to the cost of aging infrastructure. Each year, maintenance expenses grow, and citizens’ concerns over property taxes and being priced out of their homes do as well. Recent state legislation to cap property taxes and limit annexation and local control of building regulations has only increased this tension.

There are generally three positions that cities find themselves in when it comes to their position on the growth curve and how they are managing the resource gap:

How Development Patterns Affect Commercial Value

Different patterns of development can produce significantly different values on a per acre basis. Since value per acre gives the most apples to apples comparison of properties, it is a useful metric to understand what patterns are going to help Killeen become a more fiscally sustainable place.

NOTE While Killeen has a great deal of potential in Downtown for significant increases in value, the current lack of consistent high quality development means that Killeen’s existing Downtown is much lower value than in similar communities. We sourced Downtown Temple to show how high value an area like this can be with high quality development.

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Suburban Retail

$451,966 per acre

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58.3 Acres

$26,361,682 Assessed Value

Killeen Mall

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Traditional Mixed-Use

$800,591 per acre

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20.31 Acres

$16,260,004 Assessed Value

Downtown Temple

NOTE

Though the value in this part of Downtown Killeen is higher than similarly-sized suburban pad retail/restaurant sites, there is massive opportunity for it to become even more valuable. Many parts of Downtown are considered forgotten by the community and in disrepair. In decades past that would have led to tearing down buildings and starting fresh. The increase of small and local developers across the country has made it clear that these places can be improved incrementally and inexpensively. This provides a much better return for the community by simply giving these locations some love and care.

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Small Pad Retail

$502,047 per acre

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.40 Acres

$200,819 Assessed Value

W S Young & Illinois Ave

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Downtown Killeen

$968,818 per acre

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.46 Acres

$453,322 Assessed Value

Downtown Killeen

How Development Patterns

Affect Residential Value

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Rural with Infrastructure

$282,049 per acre

.86 Acres

$241,152 Assessed Value

South Killeen

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Suburban Single-Family

$649,065 per acre

.28 Acres

$183,908 Assessed Value

Southeast Killeen

As development patterns become more compact, the value per acre increases. It is important to understand that the highest value places where value per acre is ‘off the charts’ are not just compact. They are located in walkable, mixed use places. The value comes from feeling like they are part of a ‘neighborhood’, as opposed to a subdivision.

Compact Suburban ⬚ figure

$1,166,282 per acre

⬚ figure .12 Acres $144,619 Assessed Value South Killeen

Townhomes ⬚ figure

$5,869,038 per acre

⬚ figure .27 Acres $1,592,520 Assessed Value Waxahachie

Factors Affecting Affordability and Fiscal Sustainability

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Street and Lot Widths

The width of a street and the number of lots located along that street directly impact the cost each lot or household must contribute to maintain the street. The wider the street, the more expensive it is to maintain and rebuild - anywhere from $500,000 to $1.5 million per 11’ lane-mile, depending on if the street is asphalt or concrete, sidewalk widths, and other features.

The household or lot’s share of the replacement cost is impacted by the number of properties fronting the street. The greater the lot width (70’ in this example) the fewer lots on the street, resulting in a higher share of the street cost per lot. Smaller lot widths (50’ in this example) mean more lots can be created on the same length of street, spreading the cost among more lots, which reduces each lot’s share.

Building Coverage and Height

Taxable value can also be increased, based on the building configuration on each lot. Put simply, the closer the size of a building to the size of a lot, the more taxable value is generated. This can be accomplished through multi-story or even single-story building. Requirements for parking and open space can limit the buildable area for a site, so it’s important to explore alternatives. This can include regulations that make possible shared parking, stormwater management (regional detention), and parks and open space so an optimal balance between land usage, revenues, and costs can be reached.

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THESE BLOCKS HAVE IDENTICAL

SIDEWALKS CURBS WATER SEWER STORMWATER TREES

UTILITIES STREETS TRAFFIC LIGHTS STREET LIGHTS BLOCK SIZE

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COST BURDEN SHARED BY 9 HOUSEHOLDS 11.1% OF TOTAL PER HOUSEHOLD

39% LESS EXPENSIVE PER HOUSEHOLD

COST BURDEN SHARED BY 2 HOUSEHOLDS 50% OF TOTAL PER HOUSEHOLD

Intensity of Development

The intensity of a development pattern has a major influence on the city's ability to cover its costs. In the pair of graphics above, Kronberg Urbanists + Architects illustrate how two similar blocks will have the same infrastructure costs associated with them. Both will need access to power, water, and wastewater infrastructure. But one block spreads the cost of that infrastructure over two properties, and the other across many more. This translates to a wildly different tax burden for the residents of the lower block vs. those on the upper block.

Housing types, like Accessory Dwelling Units (ADUs) and duplexes (two housing units within the same building) have the added benefit of creating a revenue stream for an owner who lives on the property. This makes it feasible for them to age in place, or to live in the place they choose without suffering quality of life problems as they reach a more senior age.

It's common for residents to believe that development like you see above, with more housing units close together, results in a crowded and unpleasant neighborhood. This scale illustration shows that a higher intensity of development can feel just like the streets that many of us grew up on, as long as the building form is scaled to the humans that inhabit it.

CREATING A FISCALLY INFORMED PLAN

Four Points to Consider

This document is intended to be a plan for the future of Killeen that is directly informed by and adapted to the fiscal realities of the community. Intentionally guiding development and redevelopment into already developed areas of the city and in productive patterns can increase revenues, reduce service costs, and close the city’s resource gaps over time. To recommend strategies that ensure a resilient future for Killeen there are a number of questions to consider:

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How are the current development patterns in Killeen performing?

A baseline or starting point is created by doing the math to map and communicate how land uses, zoning, and development patterns in place are performing.

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What are the land use and infrastructure policies Killeen needs to adopt that will support a fiscally productive and resilient pattern?

This is critical. In many places across the country the patterns that are most fiscally productive for a city are not allowed under the current code and design standards. Refining these policies to make it possible to build in a more productive way is one of the things to be explored in this Comprehensive Plan.

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What changes to the development pattern will increase the value per acre?

The fiscal analysis identifies the city’s highest and lowest value-producing properties. The characteristics of these patterns can be examined and understood. Then, they can be repeated in other locations around the city to increase the value per acre and maximize the return on public investments.

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Who, locally, is needed to collaborate with to build infill and small projects?

Historically, local development happened with local developers. Over the past 60 to 80 years, most development has been taken over by always-growing multi-regional and national development firms. For Killeen to thrive and sustain itself, the city needs to seek out the locals willing to build one building, one parcel, or one block at a time. Then, they must connect them to the resources necessary for success.

Land Use Fiscal Analysis, and Why it’s Important

In order to align development, services, and revenues, cities need a common language to discuss common problems and find common solutions. Land Use Fiscal Analysis is a powerful tool that can help frame discussions and inform decisions about land use, development, infrastructure, and budgeting. Land Use Fiscal Analysis is a lot-by-lot analysis of property taxes. It looks at both the levy (the amount of taxes paid per lot) and the revenue (the income the city receives of those taxes). The analysis uses property tax revenue per acre (the profit per acre) and net revenue per acre (the profit per acre once costs are subtracted) for each lot. Then, a map is created to show the fiscal productivity of every property in the city. By figuring and mapping revenues and costs this way, we are able to see how land uses and development patterns perform. The analysis also shows which parcels generate enough property tax revenue to cover the costs of service, and which parcels cost more to serve than they generate in revenue. When parcels do not create enough revenue to cover the costs, it requires other parts of the city and other revenue sources to make up the difference.

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Measuring the Value of Development Patterns

Not all kinds of development yield the same returns on investment. Our most financially productive places tend to be clustered around older downtown developments and walkable neighborhoods. Repeated studies across the country show that street-fronting businesses on small lots in compact, walkable areas—such as those along Main Street—tend to be vastly more productive per acre than the more suburban, auto-oriented sites that have larger lots and dedicated parking areas. The infrastructure costs associated with this Main Street-style development are much lower. Additionally, buildings can easily adapt for different uses. Contrast this with the big-box-and-strip-mall approach, which eats up valuable land and requires significantly more infrastructure. Notably, it is also particularly difficult to reuse.

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KILLEEN’S LAND USE FISCAL ANALYSIS

Our Development Pattern; Yesterday & Today

Killeen’s original development occurred in what is now the northern part of the city - in the downtown and adjacent neighborhoods. The city has expanded to the east and south over time, initially in the traditional grid style and then more recently in the auto-centric, suburban style. At it’s density peak in 1964 to today, Killeen’s city limits have expanded from 4.9 square miles to 55.5 square miles. During this same period, the city’s population density decreased from 7.41 residents/acre to 4.31 residents/acre .

The majority of residential and commercial development built in recent years has occurred in development of vacant land on the southern part of the city. Although vacant and underperforming lots exist in older parts of the city, there has been little interest from the development community in improving these places. Additionally, population has not grown at a rate fast enough to both fill the additional new development and to maintain existing areas. This has resulted in people and commercial demand shifting away from the northern part of the city.

COMPARING EXPANSION AND POPULATION

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ANNEXATIONS OVER TIME

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130 Years of Change

The City of Killeen was first established as a city of 70 blocks. It quickly grew thanks to the military base being in close proximity. About 12 percent of the existing housing today was built before 1970. Almost half (48.1 percent) of today’s housing was built between 1970 and 2000. The developments that occurred before 2000 were in the north side of the city. Almost 40 percent of today’s housing was built after 2000 with a trend of spreading to the south. It is expected that a large majority of Killeen is needing reinvestment due to the aging infrastructure.

As housing was developed through the twentieth century, a transition occurred from a walkable core in the north side of Killeen near the downtown to more auto-centric suburban subdivisions. Fort Hood’s close proximity made Killeen the natural choice for providing military personnel housing. Relative to the Metropolitan Statistical Area (MSA), Killeen’s population includes almost seven percent more veterans than the region (28.3 percent). Only 44 percent of housing in Killeen is owner-occupied.

To keep up with the demand of housing, development spurred to the south of Killeen. As housing was developed, commercial development followed closely behind it. With all the focus on development growing south, the demand for housing and commercial from the north part of the city has been pulled away.

NOTE

From 1960 to 2020, the city's footprint expanded by 1,126%, increasing the amount of infrastructure to be maintained and the amount of people and neighborhoods requiring service. During this same period, the city's population has not kept pace, increasing by only 655%. So while the city has taken on a broader service area and increased liabilities, the cost burden per household has increased significantly due to the reduced population density.

Current Budget

In the City’s Fiscal Year 2021 budget, general fund expenditures are budgeted to total $97,458,465, which is up from FY20 projected expenditures of $90,641,203. Property taxes are the largest source of revenue for the City (37%). The FY21 budget includes an 8.7% increase in property tax revenue, which is primarily due to new construction and increased value. Sales tax revenue is projected remain flat with FY20 revenue, primarily due to the shift in retail patterns, and continuing effects of the COVID-19 pandemic.

GENERAL FUND REVENUE SOURCES

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GENERAL FUND EXPENDITURE DESTINATIONS

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Property Tax Revenue

While property taxes make up the largest portion of Killeen’s general fund, this amount is much lower in both amount and percentage than other similar communities.

Impact of Exemptions

Killeen’s property tax revenue is impacted by several exemptions, namely disabled veterans (57% of the total) and public and religious properties (39%). While exemptions for public and religious properties have stayed relatively flat, the amount of veteran exemptions have been steadily increasing due to rapid construction and sale of new homes to disabled veterans and their families.

Based on the estimated 2022 tax rolls, total veterans tax exemptions have grown to about 19%, or $8.5 million of Killeen’s taxable property. The state of Texas reimburses the city by about $3 million every year, resulting in a net revenue loss of about $5.5 million per year. Additionally, the annual increase in exemptions has exceeded the amount of new taxable value every year for the last three years, and is projected to exceed it by more than $100M in FY23.

“The tax exemption program offers support for veterans, but it adds a deal of stress on cities with high veteran populations adjacent to military installations. We’re asked to serve a population of 150,000 people, with the tax revenue of only 90,000 people,”

–Mayor Pro Tem and veteran Ken Wilkerson.

TAX EXEMPTIONS GEOGRAPHICALLY

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ABOVE: A MAP ILLUSTRATING PROPERTY TAX EXEMPTIONS ACROSS THE CITY OF KILLEEN.

LEFT: SINCE 2010 THE TOTAL VALUE OF DISABLED VETERAN EXEMPTIONS IN KILLEEN HAS GROWN RAPIDLY.

DISABLED VETERAN EXEMPTION VALUES

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Unfunded Liabilities & Resource Gaps

The costs to provide basic public services to residents increases over time as a city expands its service area and adds people. The city’s past decisions to extend its service area and infrastructure to the south without establishing the population density to support it have diluted service levels and infrastructure condition because there is not sufficient revenue to cover these costs. In order to be fiscally sustainable long-term and maintain or improve service levels, the city will need to generate additional revenue to cover the costs of what is realistically required to do so. This can be done through raising the property tax rate and adding fees such as a street fee, but it can also be done by adjusting the city’s growth and development approach to prioritize infill and incorporate higher value producing development patterns.

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Legend

Deferred Maintenance and Street Replacement Costs

The city has roughly 1,636 lane-miles of street today. Using a lean replacement cost of $500,000 per 11’ lane-mile, it would require over $818 million to replace the existing streets when they reach the end of their life cycle. Averaged over 20 years, this would require the city to be saving or spending an average of $40.9M per year on street reconstruction, $35.7M per year more than what the city currently allocates to street maintenance from its General Fund. Street costs for more recent projects have exceeded $1 million per lane-mile. If this higher value is used, the city’s street liabilities could exceed $1.64 billion total or $81 million per year, which is almost as much as the city’s entire general fund budget ($87M). If you incorporate Capital Improvement Program (CIP) dollars into this, it partially reduces this gap, but not nearly enough to get the city to a break-even point. As additional development is built, the amount of streets to maintain and replace in the future will continue to increase.

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ROAD QUALITY AND REPLACEMENT COSTS

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Baseline Land Use Fiscal Analysis

An in-depth analysis of the fiscal productivity of Killeen’s development pattern and service model was performed as part of the comprehensive planning process. A parcel-level analysis of the property taxes and general fund service costs for the various land uses and development patterns in Killeen provides a glimpse into which perform better than others in terms of their ability to generate sufficient property tax revenue to cover their share of service costs, including long-term roadway maintenance. The analysis used the metrics of property tax revenue per acre and net revenue per acre to map the net fiscal productivity (revenue minus each parcel’s proportionate share of service costs) of all parcels in the city.

Three levels of analysis were completed to understand the fiscal performance of development today and when costs for future infrastructure replacement are considered. Each of those levels are explained on this and the following five pages.

Certain development patterns will hold their value and remain positive, even with the additional cost burden, while others will decrease significantly. The following pages provide the maps and additional detail on each level of the analysis, followed by a summary of key takeaways from the analysis. Results of this baseline modeling and context from other cities was then used to project how different future development scenarios would perform financially and inform the final growth scenario, recommendations, and action plan.

Property Tax Revenue Targets*

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Level 1 Analysis

PROPERTY TAX REVENUE PER ACRE

The first level of the analysis process involves mapping the revenue side of the fiscal equation. Property data and property tax levy amounts were pulled directly from the County Appraisal District database files for the 2019 certified tax rolls. Levy amounts were verified with the city budget and then the appraised value, assessed value, and actual levy paid after exemptions were mapped to the parcel level. Exempt parcels such as city owned properties, churches, and other tax exempt areas such as street rights-of-way were removed from the analysis.

The map on the adjacent page illustrates the property tax levy per acre for parcels in Killeen, ranging from $0/acre up to a maximum of $36k/acre. Three reference points are important when reviewing this map. First, the current general fund per acre from property tax in the city in 2020 was $1,440/acre. In order to cover roughly half of the city’s current (budgeted) general fund costs and replacement of existing streets with property tax revenue, the city needs to have an average levy per acre value of approximately $3,350 per acre, or roughly double what it’s currently getting. 38% of the city’s parcels and 69% of the city’s land area are under this value. Finally, should the city continue to build out in a pattern similar to what’s been built so far, the average levy per acre value would need to be over $5,000 per acre to cover half of the projected general fund service costs and street replacement costs. Just 38% of the city’s parcels and 17% of the city’s land area currently exceed this value.

*THESE VALUES DO NOT FACTOR IN STREET FEE REVENUE OR PAVEMENT MANAGEMENT STRATEGIES TO EXTEND THE LIFE OF STREETS.

Revenue Per Acre $ 0 - $ 1,000 $ 1,001 - $ 2,000 $ 2,001 - $ 3,000 $ 3,001 - $ 4,000 $ 4,001 - $ 5,000 $ 5,001 - $ 6,000 $ 6,001 - $ 7,000 $ 7,001 - $ 35,943

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Level 2 Analysis

NET VALUE PER ACRE WITH CURRENT BUDGET EXPENDITURES

The revenue per acre mapping alone does not tell the full story. In order to understand the fiscal impacts of different development patterns, costs for services and infrastructure must also be taken into account. The first level of cost analysis focuses on allocating general fund service costs from the current year’s budget to the parcels. First, the amount of general fund costs being covered by property tax (42%) was allocated to the parcels. Developed properties were assumed to carry 80% of these costs, while undeveloped properties carried 20%. These amounts were then allocated to individual parcels based on proportionate area.

Only costs covered from the general fund and property taxes were considered in this analysis. Costs for water and wastewater infrastructure were not factored in, as those are typically funded through a separate enterprise fund tied to utility rates. It’s important to note that utilities tend to follow the same trend as streets in that cities do not have sufficient revenue to maintain and replace utility infrastructure at current funding levels.

This generates a “red/green” or “profit/loss” map that illuminates which parcels generate surplus revenue based on current budget costs, and which ones cost more to serve than they generate in tax revenue.

The map on the adjacent page shows the net value per acre for each parcel when you take the revenue it generates and subtract the costs as calculated above. Any parcels showing in green on this map are generating a surplus amount to cover current conditions, while those in the red cost more to serve than they generate in property tax. This map and the supporting data and analysis behind it demonstrate that under the current budget and tax rate structure, while there are some development patterns and properties in the city that do generate a surplus, the majority of the city is not generating enough revenue overall to pay for the future replacement of streets and other infrastructure. This is the “resource gap” that future development strategies must work to close if the city hopes to avoid significant tax increases or substandard infrastructure in the future.

Net Revenue Per Acre ■ $ -2,500 - $ 0 ■ $ 1 - $ 1,000 ■ $ 1,001 - $ 2,000 ■ $ 2,001 - $ 3,000 ■ $ 3,001 - $ 4,000 ■ $ 4,001 - $ 5,000 ■ $ 5,001 - $ 6,000

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Introduction – Killeen’s Land Use Fiscal Analysis | 51

Level 3 Analysis

NET VALUE PER ACRE WITH PROJECTED MAINTENANCE NEEDS

The third and final step in the baseline analysis projects what additional revenue the city would need to replace existing streets when they reach the end of their life cycle. Typically cities budget an annual amount for preventative maintenance and fund a few capital improvement (CIP) projects through bond programs every 3-5 years. The city recently introduced a street fee to collect additional funds as well, but even these two combined sources do not cover the full amount needed. While these costs are often out in the future, having a plan to reserve and build up funds annually will ensure the funding is there when it’s needed.

The additional amount it would take for the city to replace all of the existing streets with asphalt pavement was estimated as roughly $818 million over 25 years (concrete pavement would be roughly double this amount and duration, or $1.6 billion over 50 years). A straight average was calculated to estimate the annual saving/spending required, which came out to $41 million per year. These additional costs were allocated to each parcel based on a similar proportionality process. This second version of the “red/green” map shows how different parcels and development patterns perform fiscally when considering the true infrastructure burden and assuming these costs are covered from property tax revenue.

It’s important to note that this step only accounts for replacement of existing streets, and assumes that the city does not build or take on (from new development) any additional pavement, either through widening of existing roads or adding new ones.

Fiscal Baseline Takeaway

The fiscal analysis for Killeen is a bit misleading at first glance. Many of the highest performing properties are hotels and regional commercial type sites along the highway that, while they do show up as positive, they do not have the potential for higher margins that other, more compact patterns of residential and commercial development show in cities that have properly invested in that pattern. Additionally, much of the downtown and traditional style neighborhoods on the north side that have the gridded, small lot framework that typically performs the best in other cities don’t do very well in this case. Killeen is a bit unique in that such extensive disinvestment has taken place in its historic core that property values in downtown and adjacent neighborhoods have fallen so low that they don’t provide the high value/acre and fiscal benefit that many communities generally see.

This presents an incredible opportunity to generate significant additional property tax revenue to the city with effectively zero new liabilities. Every lot that redevelops downtown is a net positive to the city budget even at the lowest scale of development, because the infrastructure costs in downtown are fixed. This area of the city is already served with public safety, trash collection, and other city services, and have existing infrastructure in place. Development of any kind is a net benefit in these areas. The fastest way to close Killeen’s resource gap is to prioritize infill, revitalization, and redevelopment in Downtown and north Killeen neighborhoods.

The fastest way to close the resource gap in Killeen is to focus on infill development, revitalization, and to make redevelopment in North Killeen a top priority today.

Moreover, in many parts of the city that have a more traditional suburban model of development there are easily achievable opportunities to increase the productivity of these places. Allowing for more diverse housing, such as duplexes and backyard ADUs (see page 100) would provide a major increase in tax revenue while also increasing the number of available housing units, which in turn serves to help the city remain as an affordable place to live. Finally, when new greenfield development is done on the remaining vacant land, the city should encourage a mix of higher value master planned mixed use neighborhoods and large lot rural estate development, which will provide more “move-up” opportunities so those who can afford more expensive housing will have that opportunity in Killeen and not have to go to other neighboring communities.

Net Revenue Per Acre (Infra)

• $ -30,000 - $ 0
• $ 1 - $ 1,000
• $ 1,001 - $ 2,000
• $ 2,001 - $ 3,000
• $ 3,001 - $ 4,000
• $ 4,001 - $ 5,000
• $ 5,001 - $ 6,000

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Bridging the Gap

For cities to be financially resilient and affordable for years to come, city leaders must work to close the gap between their resources and their obligations to citizens. More specifically, they must find ways to generate additional revenue for rebuilding aging streets and infrastructure. Generally speaking, there are three ways in which a city can close this gap.

NOTE Most residents are not comfortable paying more or lowering their expectations for public services, so developing responsibly is the most feasible and effective option.

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Keep development patterns and service levels as-is but charge more (via higher taxes and fees) to cover the true costs. This is a difficult option because an increasing number of people do not have the means to pay much more than they currently are.

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Maintain current taxes and fees where they are, but cut services to align with revenues. This is what most cities are currently doing. Services and maintenance needs are budgeted to fit available revenue and those that are unfunded get delayed. This can work for a short period, but eventually the neighborhoods and infrastructure must be maintained. Otherwise, property values will start to decline and people and businesses will leave the city.

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Adjust development and infrastructure to enable an affordable balance of services and taxes. By prioritizing the placement of new buildings in existing neighborhoods and focusing on redevelopment of already-created buildings and lots, the city can generate additional tax base. This tax base comes from the area which utilities already serve, improving the return on investment of taxpayer dollars. This can be done without automatically raising the tax rate or charging more fees. This is the most feasible and effective option.

How Does Killeen Develop Responsibly?

The land use fiscal assessment completed for Killeen identified that the City’s average property tax revenue per acre across the city limits needs to increase from $1,440 to over $5,000. This is a large gap to close, and will require a combination of strategies to increase revenues and reduce costs over time. Ultimately the goal is to align the city’s development pattern and service model with what residents are willing and able to pay for.

This planning document has been built around the central objective of closing the city’s resource gap and improving the fiscal health and resilience of the community. The strategeies needed to accomplish this line up with three of the Organizational Components of this Plan.

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While it is difficult to model the fiscal performance of the proposed strategies and recommendations because there are so many unknowns and variables, there are some key metrics the city can and should monitor on a regular basis to evaluate progress (listed at the top of this page). Finally, the more the city prioritizes infill and limits new development to areas with existing infrastructure, the faster it can close the gap. When new development is approved, it is critical that it provide new housing options and be done in either a compact, walkable mixed use form or a large lot, rural estate pattern.

KILLEEN'S IDENTITY

Elements

The elements below represent the concepts, ideas, and discussion that came out of the public engagement process for this Comprehensive Plan. The elements are made up of three parts; Values, Assets, and Aspirations. When these items are put together, it gives a clear and meaningful picture of how the residents of Killeen see themselves and their community now, and how they wish to be in the future.

Values A shared collection of things that matter to us.

1. Diversity and inclusion

2. Safe neighborhoods

3. Sense of family

4. Service and stewardship of our community

Assets The elements we want to protect and improve.

5. Downtown and historic buildings in North Killeen

6. Our people and community organizations (churches, military, philanthropic/service organizations)

7. Fort Hood and the current and retired service members

8. Educational partners (CTC, Texas A&M Central Texas)

Aspirations What we want to be tomorrow.

9. Culture of trust and collaboration

10. Unique and vibrant downtown that is the cultural and economic heart of the community

11. Financially strong and resilient

12. Self-sustaining local economic improvement

13. Growth that benefits existing residents and businesses

Identity Statement

This statement was built by taking elements from the previous page and crafting them into a single sentence which is simple and memorable This statement strives to encompass the nature of Killeen as its citizens see it.

Throughout this plan you will see recommendations for improving Killeen. Each of those recommendations has been vetted by asking “Does this align with the identity of the community?”

NOTE The Identity Statement is the first of two elements designed to inform and guide the city of Killeen in decision making, particularly those decisions connected to growth, development, and infrastructure. The second of these elements, the Big Ideas, begin on the next page.

“We value diversity, safety, family, and service. We respect our history, citizens, military, and institutional partners – and we aspire to bring all of us together to make Killeen better incrementally, every day for everyone.”